Ambition Issue 39 (March/April 2020)

Magazine of Northern Ireland Chamber of Commerce and Industry

MARCH/APRIL 2020 ISSUE 39 £2.95

MARCH/APRIL 2020

Once the skies opened, so too did our world

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We have come a long way since our first flight in 1940. Thank you for coming on this journey with us.

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Contents March/April 2020 Issue 39

NI CHAMBER COMMUNICATIONS PARTNER

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The Headline Acts

Richard Morgan and Clodagh Rice from BBC Northern Ireland talk to Emma Deighan.

News: 08 Bazaarvoice Creates 50 New Jobs in Belfast 10 14th Irish News Work place & Employment Awards Launched 12 SMES Optimistic About 2020 Growth Columnists: 14 John Campbell 18 Nigel Harra 40 Richard Robinson 54 Claire Clerkin 56 Peter Browne 68 Brendan Drain 96 Jim Fitzpatrick

Features: 16 Stairway to Seven 20 My Ambition is to...

22 Meet the Envoy 24 Creating a Thriving Economy 32 Cirdan’s 2020 vision 34 Try and Succeed 38 Balcas; The Natural Leader 42 The Business of Insurance 46 Travelling Ahead 70 Delivering the Perfect Pitch 74 Calls for Investment Appointments: 80 Are you hiring the right candidates?

Special Section: 59 Construction Lifestyle: 86 Business Class Motoring James Stinson 95 Dine & Wine Chris Rees and Andrea Mola

Managing Editor: Christopher Morrow Publisher: Chris Sherry Advertising Managers: Lorraine Gill & Gerry Waddell Editorial Assistants: Joanne Harkness & Kellie Burch Email addresses: Christopher.Morrow@northernirelandchamber.com lorraine.gill@ulsterjournals.com gerry.waddell@ulstertatler.com Websites: www.northernirelandchamber.com www.ulstertatler.com Addresses: Northern Ireland Chamber of Commerce and Industry, 40 Linenhall Street, Belfast, BT2 8BA Tel: 028 9024 4113 Publisher: Ulster Tatler Group, 39 Boucher Road, Belfast, BT12 6UT Tel: 028 9066 3311 Printed by: W&G Baird, Antrim.

Front cover photography by: Andrew Vaughan NI CHAMBER PATRONS

34 Cover Story

Chamber Chief: 26 CEO Update 27 Networking Series 28 Chamber News 30 Energy Forum 31 Tanya Talks

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O D Y S S E Y C O R P O R AT E

Discover corporate opportunities across the Odyssey site w w w . o d y sse y -co rp o ra t e . c o m

editorial

President’s Perspective

Time to look ahead

I

am delighted to take on the role of NI Chamber President and look Ian Henry, the newly appointed President of NI Chamber is pictured forward to working with Chief with Immediate Past-President John Healy and NI Chamber Chief Executive Ann McGregor.

Executive Ann McGregor, the Board, Council and Executive team over the next 12 months.

These are challenging times across all sectors and I take up the position of President during a period of significant uncertainty for business and the economy.

As the UK begins its official departure from the European Union and the transition period is triggered, business sentiment ranges from relief to trepidation.

Like much of the public, the business community wants to move on from Westminster’s exhausting, political debates that have dominated the past three years, in turn damaging business confidence and investment. Equally, they want to see the restored Stormont Executive hit the ground running, working collaboratively with each other and business leaders to tackle a long list of issues.

Yet moving on will be difficult for a lot of firms in Northern Ireland, because the certainty required, especially in terms of GB/NI trade and vice-versa, has still not been delivered. Northern Ireland enjoys the for example. These are key strategies for the business community to same access to the internal UK market as the other regions and it is vital contribute to and I look forward to engaging with members throughout that this remains. Recently, 36% of our members told us that they view the process. ‘the Boris deal’ as detrimental to business prospects in light of this.

Finally, I would like to acknowledge the work of my predecessor John The protocol in the exit agreement has given the impression that Healy, whose commitment and passion for local business has provided Northern Ireland has a unique advantage. The reality is that there will our members with a strong voice during this extremely challenging be significant issues with businesses bringing goods from GB/NI. It will period. On behalf of all our members, I thank him for his outstanding impact on the supply of retail goods and the supply chain. That is why contribution. the NI Executive’s all-party sub-committee on Brexit must start to tackle the key challenges facing business as a matter of urgency, especially in terms of the GB/NI market.

Ian Henry In addition to Brexit, the return of the Executive also brings a President commitment to a revised Programme for Government, with an Northern Ireland Chamber of opportunity to create a new Economic Strategy for Northern Ireland, one that can address current skills challenges and low export figures Commerce and Industry

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NEWS

3EN INVESTS OVER £1M AND DOUBLES HEADCOUNT Cloud solutions company, 3EN Cloud Ltd, is doubling its headcount with 16 new jobs at its Holywood offices as part of a £1.2million investment, following successful growth in export markets. The company is one of the world’s leading Oracle NetSuite Enterprise Resource Management Solutions Partners, with operations across Europe and the US. Invest Northern Ireland has offered the company over £164,000 towards the creation of the new jobs; the development of its team’s skills; and two successful R&D projects.

£9.3M INVESTMENT FOR COCA-COLA LISBURN

Coca-Cola HBC in Lisburn has invested £9.3million for the installation of a new canning line at Knockmore Hill. The canning line is the second of its kind to be installed at the plant and will support increased demand for can production, with the capacity to produce 4.8 million cans per week.

DALE FARM DELIVERS BOOST TO LOCAL SPORTS Dale Farm has announced plans to fund four iconic sporting bodies and player development programmes in a bid to create a meaningful legacy across grassroots sports in Northern Ireland. Ulster GAA, Irish Football Association, Queen’s Sport and Athletics NI will benefit from financial support and an official supply of Dale Farm Protein Milk.

£10M REFURBISHMENT FOR HILTON BELFAST Hilton Belfast is putting the finishing touches on a £10 million transformation project, which includes a full refurbishment of the hotel’s facilities and an expansion of its capacity to 202 bedrooms and suites. This joins a long list of advanced facilities already available at the hotel, including highspeed data lines and state-of-the-art sound light technology.

BAZAARVOICE CREATES 50 NEW JOBS IN BELFAST

Bazaarvoice CEO Keith Nealon and Belfast site lead Seamus Cushley.

Ratings and reviews software provider Bazaarvoice has announced plans to hire at least 50 more people to its team in Belfast in the next nine months.

Bazaarvoice software powers the ratings and reviews used on the websites of some of the world’s leading retail brands, providing shoppers with guidance for their online purchases and crucial information to brands

about what their customers like and dislike.

The Austin, Texas headquartered company has been in Belfast since 2017 and currently employs 58 people. The new roles will cover software engineering, R&D, design, user experience and business development.

H&J MARTIN STARTS WORK ON KINGS HALL SITE H&J Martin has recently been awarded a Design and Build contract at the Iconic Kings Hall site in Belfast on behalf of client Benmore Octopus.

The first phase of work on site involves the construction of Dataworks, the new ‘precision medicine hub’, H&J Martin’s David Lynch (Commercial Manager) with designed to attract data- Gareth Moore (Director). focused companies into a collaborative space.

Benmore Octopus, a joint venture between Benmore Group and Octopus Group, has secured London Stock Exchange-listed Belfast firm Diaceutics as an anchor tenant for 10,000 square feet of space and more tenants are expected to sign up in the near future.

DAME ROTHA JOHNSTON APPOINTED CHAIR OF NIE NETWORKS Dame Rotha Johnston has been appointed non-executive Chair of the Board of Northern Ireland Electricity Networks (NIE Networks), effective from March 2020.

A widely respected figure amongst the business community in Northern Ireland, Rotha has held a nonexecutive director position with the company since 2011, in parallel to a number of other strategic positions, including her current roles as a member of the UK Government’s Industrial Strategy Council and Chairperson of NIE Networks’ newly appointed Chair, Rotha Johnston, Northern Ireland Screen, with NIE Networks Managing Director Paul Stapleton and her former role as (back right) and employees Brian Sinclair, Safety Manager, Pro-Chancellor for Queen’s and Stephanie Kennedy, Communications Officer.

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NEWS

14th Irish News Workplace & Employment Awards launched The 2020 Irish News Workplace & Employment Awards are now open for entries. The awards, now in their 14th year, will take place in Titanic Belfast on Thursday 11 June 2020 with an entry deadline of Tuesday 28 April 2020.

Sitting alongside long-established and popular categories this year will be a special “Strive to Zero” sustainability award, encouraging companies to set expectations and work towards reducing their carbon footprint. Also, for the third year running, the judging panel will be chaired by Ellvena Graham, chair of the Electricity Supply Board, a former head of Ulster Bank and chair of the Belfast Waterfront and Ulster Hall board.

Irish News editor Noel Doran said: “Everyone who enters the Workplace & Employment Awards is recognising the

importance of working closely with their staff at all levels, regardless of the size of the organisation, and how vital it is to have proper strategies in place for developing the huge talents which are out there in the field of employment.

“We will be setting out to salute all the key players in front of what will be another sell out audience in Titanic Belfast just under four months from now and we will also be providing a wonderful night’s entertainment as well.”

Speaking at the launch, Department for Economy Minister Diane Dodds, said: “We need to capitalise on our ambition and innovation by creating a pipeline of talent which will help grow a globally-competitive economy in Northern Ireland that works for everyone.

“Achieving this is a key priority for me, and there is a great opportunity for government, business and education to work in partnership to deliver on this common objective.”

Minister Dodds said “good progress” has been made on delivering a new skills strategy, and she looked forward to further consultation between now and the summer.

The launch reception was attended by a range of business organisations as well as representatives of the initiative’s key business partners Carson McDowell, Progressive Building Society, Queen’s University, Ulster University Business School, KPMG, First Derivatives, Glandore and venue partner Titanic Belfast, as well as new wellbeing partner the Galgorm Spa & Golf Resort.

An Award Entry Workshop will be hosted

by KPMG on Wednesday 11 March 2020.

For more information and details on entering the awards, go to www.irishnews.com/WEA 10

NEWS

SMEs OPTIMISTIC ABOUT 2020 GROWTH – BUT BARRIERS EXIST • Nearly seven out of ten SMEs in Northern Ireland confident in business outlook for the next 12 months • 61 per cent of NI SMEs considering 5G investment but lack of digital skills and resources threatening to hold them back BT recently announced the findings of its largest ever study into small-to-medium enterprises (SMEs), with SMEs in Northern Ireland revealing a sense of mixed business confidence heading into 2020.

According to the survey of over 100 SMEs in Northern Ireland, more than two thirds (69 per cent) are confident in the economic outlook for their business over the next 12 months, while around 40 per cent are more confident about their businesses’ growth prospects compared with last year.

SMEs that are looking to increase technology spend in the next 12 months are most confident in the economy and expect their business to grow in revenue and profit, compared to the average.

However, over half of SMEs surveyed (56 per cent) pointed to concerns around costs and operational efficiency as being their biggest business challenge, whilst over 40 per cent said keeping ahead of competitors, being innovative in the market and keeping up to date with technology advances are ongoing challenges.

In terms of technology investment, almost one third expect the speed and reliability of their internet connection to increase in importance this year, with a third also expecting to invest more in technology than in the previous 12 months.

Conversely, 66 per cent are not looking to increase their technology investment. When asked about the barriers to investment, local SMEs pointed to increased costs (48 per cent); limited time and resources to explore new technologies and lack of understanding around the benefits (28 per cent).

And whilst 61 per cent are likely to consider 5G for their business, 47 per cent of SMEs using a mobile device are not aware of the benefits that 5G will have on business operations.

Gareth McWilliams, SME Sales Director for BT Enterprise commented: “There is a clear indication that SMEs that are able to harness the potential of technology feel a greater sense of business confidence. In this digital era, the fact is that every business, big or small, needs to think and act like a technology business to succeed. Whilst the research suggests some mixed business confidence this year, we believe the key to helping SMEs thrive is empowering them with the right digital tools to help them grow their business and better position them for the future”.

BT has recently announced its Skills for Tomorrow initiative – a major new programme designed to empower 10 million people by giving them the skills they need to flourish for the digital future. BT has collaborated with leading digital skills organisations such as Google, to collate the best courses and information, in one easy to navigate place, with these free resources available to anyone. Everyone is included – from school children to older people; from young adults looking for employment; to SMEs looking for growth.

£2.4m funding for smart-grid project Innovate UK has thrown its support behind new plans to bring the first ever ‘smart-grid’ to Northern Ireland.

The £7.5m Girona project has received £2.4m in Government funding to bring the first ever ‘smart grid’, starting on the Causeway.

The funds are part of the £7.5m Girona project, a consortium created

by Poweron Technologies Limited and GES group, which is targeted towards creating cleaner and cheaper energy.

The ‘micro-grid’ works by combining Northern Ireland’s expertise in power engineering, fintech and big data.

Eddie McGoldrick, Director of Poweron Technologies, said: “We want to make the energy market more democratic; consumers feel they have no choice when it comes to the big energy companies. These innovations are an easy, inexpensive way to bring smart energy solutions like solar panels and battery storage into consumer’s daily lives. The ‘micro-grid’ isn’t just good for the environment because it uses more

renewables, it will also see a reduction in energy bills, contributing to the Net Zero target”.

The initial £2.4m government investment aims to support ‘scale up’, repeating the smart approach across Ireland and GB. David Moore, Managing Director of Grants Electrical Systems, added: “Providing more flexible energy solutions holds big benefits for businesses. Reducing their environmental impact (not to mention their energy bills) is often a key objective for companies, but investing in the technology needed to do so is often expensive. Our innovative system of financing the technology means they too can reap the rewards without large outlays.”

NIE Networks has been supporting the ‘Smart Grid’ project through exploring the impact the technologies will have on the electricity distribution network in Northern Ireland. Belfast Harbour is also currently being utilised as a testbed for the Northern Ireland micro-grid.

Eddie and Anne Marie McGoldrick from Poweron Technologies with GES group’s David Moore (centre).

To find out more about courses near you, visit: https://www.bt.com/skillsfortomorrow/business.html

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Columnist John Campbell, Economics & Business Editor, BBC Northern Ireland

A need to reshape public spending BBC NI’s Economics & Business Editor, John Campbell reflects on Northern Ireland’s latest productivity figures and how we compare to the UK as a whole.

role for government in what they conclude is the greatest cause of our productivity weakness – educational outcomes.

They say: ““Probably the most serious problem for the Northern Ireland economy is that it has the highest share of early school leavers of all UK regions and the lowest share of the workforce with third level qualifications.”

They point the finger at two aspects of our system: the continued use of selection at secondary level and limited places at our universities. There does not appear to be any chance of Stormont reaching a consensus to end the current system of semi-privatised selection.

There may be a better chance of expanding third level provision, though there is still a wide gap between the DUP and Sinn Fein on increasing tuition fees as a way of achieving that. But something will have to change if we want to tackle our chronically low productivity.

Stormont’s draft industrial strategy (which is now being reviewed) had a list of proven policies: investing in science, developing skills, upgrading infrastructure and focusing on comparative advantages. But FitzGerald and Morgenroth suggest what will be required is a more fundamental reordering of priorities.

“This should involve a large reallocation of resources from sustaining consumption, especially public consumption (public services), to investing in human and infrastructural capital.

“While painful initially, it would move the Northern Ireland economy onto a sustainable growth path where it would be less dependent on the whims of a London government.”

Is there an appetite at Stormont to reshape public spending priorities in this way?

N

orthern Ireland’s latest productivity figures were published in February. The news was not good. The data, which covers 2018, indicates that the productivity of our economy declined by 2%.

Productivity is not always well understood, but in simplest terms it’s a measurement of the amount of economic output generated by each worker. In the long term, rising living standards are dependent on rising productivity.

The weak performance in 2018 shouldn’t come as a great surprise. It covers a period where our economy was creating lots of jobs but overall output was probably only growing by about 1%. This sort of high employment, low growth performance is not unique to Northern Ireland. It’s been the story of the UK economy since the financial crisis. But there are specific factors which can explain some of our longer term productivity weaknesses.

These are clearly explained in a recent working paper by the economists John FitzGerald and Edgar Morgenroth. The headlines are clear: we don’t invest enough and our education system does not produce enough highly skilled workers.

When it comes to public investment – government spending on things like roads and sewers – we are slightly above the UK average. But the composition of the spending differs. Using official figures from 2016 FitzGerald and Morgenroth suggest we invest much less in transport than the UK as a whole and significantly more in housing and recreation. They conclude that lack of transport investment is one culprit in our poor productivity performance: “Northern Ireland has fallen behind other UK regions and Ireland in investment in physical infrastructure.

“Having invested heavily in transport infrastructure in the 1960s, investment since then has been limited. “For example, the very poor quality of the roads linking Northern Ireland’s second city, Derry/Londonderry, with Belfast and Dublin impacts on development in the region.”

But it’s private sector investment – companies spending on plant and equipment – where we are way off the pace. That’s borne out by recent work by the NI Statistics and Research Agency which suggests that in 2016 capital investment accounted for 9% of “final use” here compared to 13% for the UK as whole.

FitzGerald and Morgenroth concede it’s difficult for government to directly address private sector investment. But they see a big

“Productivity is not always well understood, but in simplest terms it’s a measurement of the amount of economic output generated by each worker...”

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FEATURE

Marion Murphy, Managing Director, Mallon Technology.

Stairway to Seven My seven steps for business success

Marion Murphy is the Managing Director at Mallon Technology Ltd based in Cookstown, Co. Tyrone. She joined the company in 1995, progressing to the position of Senior Project Manager responsible for central Government contract delivery and subsequently commencing her current appointment as Managing Director in August 2018. Marion has been instrumental in growing the company from a small business to one of the largest Geospatial systems and service providers in Ireland.

1. FIND A MENTOR

A mentor will provide guidance and feedback while acting as a sounding board for new ideas or challenges. I have had several mentors over the years; their assistance and knowledge gave me the confidence and support I needed to overcome issues and meet challenges headon. I also enjoy mentoring staff – it is very rewarding, and by no means a one-way street – I learn plenty from it too.

2. BUILD YOUR NETWORK

Start building your network from the outset; key contacts can help open doors to new opportunities. There are plenty of networking events, industry groups, and online networking platforms to help widen your circle and make new connections.

Although, I believe that the most valuable contacts are created and maintained through building lasting relationships with colleagues, customers, and suppliers.

3. BUILD RESILIENCE

It is no secret that the workplace can be stressful at times.

Everyone will make mistakes or face challenges, and it can be tough to bounce back unscathed. It is possible to build resilience by maintaining a positive view of yourself and your problem-solving skills. Issues will happen, but it’s about how you respond that determines the outcome. I believe that a good start is being accountable for errors and turning a problem into a positive learning experience.

4. ACTIVE LISTENING

Good communication is an essential tool in maintaining strong working relationships, and it is a life skill that I continually strive to improve.

It is necessary to take time to understand what type of communicators you are around and adapt your style to minimise misunderstanding or conflict. Active listening is one of the critical skills that a leader should practice. Listening well allows you to accurately gauge a situation from the other party’s perspective, understand their exact needs, and respond appropriately.

5. EMPOWERING OTHERS

Throughout my career, I have been given the opportunity to change, challenge, and champion projects and people. Empowering others to do their best is not only rewarding

16

as a leader, but it is essential to keeping staff motivated to deliver the best for the business and our customers. It is also important to take time to celebrate individual and team achievements; it is a milestone of how far we have come.

6. LIFELONG LEARNING

I believe in the importance of lifelong learning for personal and professional development.

Career aspirations will evolve, don’t be afraid to change direction.

7. HONESTY AND TRUST

Holding a management and customer-facing role for most of my career has taught me the value of open, honest conversation. It has been the cornerstone of building trusting relationships with staff and customers.

Columnist Nigel Harra, Senior Partner, BDO Northern Ireland

Keeping pace with payment fraud BDO’s Nigel Harra reflects on how the business community can prevent, detect and respond to fraud.

Without careful review, these emails appear genuine since they mirror the correct supplier company email format and the sender appears to be a bona fide employee.

At this stage the email content is aimed at collecting useful information about the organisation’s supplier payment processes, obtaining copies of recent invoices and to build trust with the employee. Once sufficient information has been collected the fraud attempt begins with a request for details of the process to change supplier bank account details.

This has proved successful in many cases and is just one way in which fraudsters can cause significant damage.

I

ncreasingly Finance Directors and their Finance teams will have built up considerable knowledge of fraud risks to their business and the key controls that need to be put in place to prevent, detect and respond to fraud.

Fraudulent activity is constantly evolving and becoming ever more sophisticated as fraudsters look to exploit weaknesses in payment processes and to encourage individuals within the business to depart from the control framework.

“Finance Directors need to ensure that they keep up to date with current fraud techniques and trends. ”

Payment process control vulnerability Payment processes rely on two principal controls. Firstly, the payee bank account details – and any changes to these subsequently – need to be verified and accurately recorded. Payment approval must then be provided by at least one authorised individual. The primary focus of the payment approval control is to confirm that the transaction is within budget and undertaken on behalf of the business only by those authorised to do so. Those performing this control will expect that the payee details to have already been checked. Fraudsters look to exploit this by inducing changes to be made to the payee (supplier) bank account details without proper verification. Weaknesses in control over supplier bank account details therefore leave a business very exposed.

How should Finance Directors respond?

To be able to implement an effective anti-fraud control framework and prevent the fraud techniques outlined above from succeeding, Finance Directors need to ensure that they keep up to date with current fraud techniques and trends. Good sources of information include Action Fraud – the UK’s national fraud reporting centre, UK Finance – the trade association for UK banking and Financial Services and CIFAS – the UK fraud prevention service. Other useful resources are the reports and newsletters on fraud matters that are freely available from accountancy and fraud professionals.

Regular reviews of payment process controls are essential. The testing approach to these important reviews needs to be updated each time they are undertaken to ensure current fraud techniques and scenarios are considered. Needless to say, controls over changes to supplier bank account details must be tested in depth and the potential for these being bypassed evaluated carefully.

Finally, Finance Directors should look at the training of the Finance teams – the first line of defence against fraud. If it does not do so already, team training should include updates on fraud trends, favoured approaches by fraudsters, including social engineering techniques and key risk points such as summer holidays when more experienced team members may be on leave. In view of their expertise, Finance Directors may consider providing this training themselves, raising awareness of fraud risks and the importance of controls and ensuring that the Finance team remains alert to the potential threats.

If you would like to discuss anything in this article, do not hesitate to contact the BDO team.

Current payment fraud techniques Payment fraud investigations undertaken by BDO recently indicate that the vulnerability of payment process controls is being actively targeted by fraudsters. Namely there is widespread use of social engineering techniques to obtain information about the target organisation and its suppliers in an attempt to build trust with the employees who are targeted to be duped.

Firstly, research is being undertaken by fraudsters using information readily available on the Internet.

Company websites or a simple google search can often provide information about senior management team members, their contact details and email addresses. Social media applications such as LinkedIn enable the members of the Purchasing team and the Finance team for each organisation to be easily identified.

Following on from the research, the fraudsters can then send phishing emails to employees of the supplier with a view to obtaining the template of an official email from the organisation.

All that is needed is for one employee to respond and the fraudsters have an exact copy of a plausible email template.

Using a fake email ID, fraudsters use this to contact the Accounts Payable team of the target company through a series of emails.

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FEATURE

My Ambition is to...

Gary Barkley, Continuous Improvement Engineer, SDC Trailers

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was always in and around the top of the class at school but I never really pushed myself enough to fulfil the potential my teachers told me I had. I enjoyed subjects like maths and IT but I still didn’t feel like that was enough to push myself to the next level in school. I suppose I am one of the many who look in hindsight with some regret and think that ‘I wish I had studied harder in school’.

I come from a diverse background which has stood me in good stead to where I am today.

From an early age I always wanted to join the army and the further I got into my teenage years I made the decision to enrol in a Schoolleavers apprenticeship. The apprenticeship allowed me to continue some parts of my education whilst also training to be part of something I always dreamed about.

I was quickly promoted up the ranks and enjoyed seeing parts of the world that I would never have seen if I had moved into further education. After a few years in the army I made the move into manufacturing with a company called Schrader Electronics in Carrickfergus.

Starting as an operator on the production line I had set my sights on some positions within the company. The position of supervisor was my first target. I worked hard in my role and showed a great willingness to learn about the products we were building and how they aligned with the customer’s needs. I also enrolled in a few courses in my spare time studying ILM Leadership and Management and Six Sigma Orange Belt in Lean Manufacturing. Within a few years I was promoted to the role of supervisor and this was the start of my amazing ‘Lean’ journey. I

have not looked back since.

In my new role I got to meet some amazing ‘Lean Thinkers’ who were Lean Six Sigma Black Belt qualified and they took me under their wing after I showed I was keen to learn and understand Lean manufacturing in more depth. These engineers showed me how great lean/continuous improvement can be and how it benefits everything from work life to family life.

I studied Lean Six Sigma Green Belt and was running SMED projects and Kaizen events with my team on a daily basis. I enjoyed leading teams from the front and facilitating them in their own personal development. At times I felt I was coaching and helping people that had the same regret I had in not reaching their full potential in school.

My next target was to be more involved in lean projects and be part of the continuous improvement team. I continued my learning and I am currently entering my final year studying for a BA Hons degree in Business Management. Studying business will allow me to learn aspects of how a business operates from finance, corporate social responsibilities to identifying strengths and weaknesses within the company.

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After 12 years in Schrader I felt it was the right time for me to move on. An opportunity came up with SDC Trailers in Toomebridge to work full time in Continuous Improvement and it was an opportunity that I could not turn down.

SDC has put a lot of faith in me to take the company to the next level and improve its all round business operations. My biggest challenge so far had been trying to implement a culture change, but the response from everyone so far has been absolutely outstanding and that has made my job a whole lot easier. Having no previous experience in trailer manufacturing I have had to rely on some fantastic people to help me get to where I am today.

I am currently managing three projects and there is nothing more satisfying than seeing everyone pull together to make improvements and see their confidence grow in watching their ideas come to fruition.

My ambition is to excel in my field and work towards Lean Six Sigma Black Belt and be able to pass on my knowledge to aspiring engineers like I once was. I have a lot to learn, but I could not ask for better people to be around to help me on my journey than the team right here in SDC.

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FEATURE

Meet the Envoy Ahead of Fintech Week in April, which is about showcasing the sector across all UK regions, we sat down with the UK Government appointed Fintech Envoy for Northern Ireland, Andrew Jenkins.

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I grew up in North Belfast at the foot of the Cavehill. Back then I couldn’t have imagined how much change I’d witness over the next few decades – societal, political and economic. Northern Ireland has time and again demonstrated its ambition and ability to reinvent itself”, says Jenkins.

“From global business services to life and health sciences, from tourism to advanced manufacturing and engineering, TV and film, and now to the emergence of financial services and supporting technology clusters.

It’s amazing to think that our local financial technology, ‘fintech’ sector is today leading the way and is widely regarded as a global success story”.

“As consumers, many of us might not instantly recognise the term fintech, but we experience it daily through mobile apps, computer programs and other technologies that support and improve how we bank and access finance. Think about the growing number of ways we can save and of course, spend our well-earned money. My children certainly avail of these services and technologies”, he added.

Talking about the constantly evolving

aspects of fintech, he is keen to stress that without assistance, the Envoy will not achieve all that is necessary to harness the true potential of Northern Ireland.

“I don’t underestimate the important task at hand. I need the help and partnership of government, business and our education sector. We have a vibrant sector and many people are passionate about seeing it continue to thrive; groups like the Northern Ireland Fintech Association are playing a key role”, he said.

“And the same applies in my job at Arity, a company founded in 2016 by the Allstate Corporation where I am Director, Software Engineering. At Arity, our mission is to make transportation safer, smarter and more useful for everyone. I know I cannot play my part in accomplishing that mission without bringing a team along with me on that journey”.

It is this aspect of innovation, diversity and a focus on start-up and scale-up businesses, which the Envoy is particularly focused on.

“In my short time as Envoy, I have visited and engaged with many of our indigenous start-up and scale-up companies. It’s impossible not to be impressed with the incredible innovation which is at the heart of the sector right here in Northern Ireland and it is this which makes me most proud to have been appointed Envoy”, Jenkins added.

However, he is also keen to address prevalent issues and accepts significant work needs to be undertaken to further advance the sector.

“Despite the success stories and accolades bestowed on our industry, of which there are many, there are issues which need to be addressed. I am often struck by the difficulties faced by businesses in accessing finance.

There is a broad range of support available, and I am determined to help signpost businesses to the opportunities, which will stimulate growth. I know that if I succeed in this, the wider industry succeeds”.

“TheCityUK recently launched the ‘Financial Services Skills Taskforce Report’ for 2020 in London. Addressing the issue of skills and talent is an immediate priority across the Financial Services Sector. This report is incredibly insightful. It is a call to action to ensure we have the skills and talent to remain competitive into the future”.

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In order to address these challenges, Jenkins is hopeful that an effective vision, strategy and collaboration with the ecosystems in Northern Ireland will increase and diversify the supply of talent and encourage sustainable growth for the industry.

With Fintech Week on the horizon and plans to host a National Fintech Symposium in Belfast in June, the Fintech Envoy is making every effort to further enhance Northern Ireland’s place as a global fintech hub.

“As I look ahead to Fintech Week from 2024th April, which will celebrate the exciting sector and showcase the rapid progress in fostering and enabling positive change in the financial services, I’m excited about we can accomplish. With so much potential in Northern Ireland, I want to make sure we recognise and celebrate this at every given opportunity”.

“After all, if we can’t celebrate one of the fastest growing sectors in the UK economy, what can we celebrate?” he said.

“It’s impossible not to be impressed with the incredible innovation which is at the heart of the sector right here in Northern Ireland ”

Lisa Lucas Associate Director, Davy Private Clients UK

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FEATURE

Creating a thriving, confident and strong economy New Economy Minister Diane Dodds writes for Ambition.

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y key priority is to make the Northern Ireland economy competitive across the globe by promoting innovation, attracting foreign investment and creating jobs.

Since taking up my post as Economy Minister, I have had an opportunity to engage with a wide range of businesses across Northern Ireland. I have seen how forward looking our local businesses are and have been really impressed with the level of innovation, ambition and talent that we have here.

Protecting Northern Ireland’s place in the UK internal market and helping businesses prepare for our future trading relationships will be vital. As well as protecting our valuable cross-border trade, I will be working to maintain our critical trade relationship with the rest of the UK. In 2017, NI sales to GB were valued at £11.3bn and purchases were valued at £13.3bn. Just under 23,000 Northern Ireland businesses traded with GB in 2017.

The UK government pledged in the New Decade, New Approach agreement that it will legislate to guarantee unfettered access for Northern Ireland’s businesses to the whole of the UK internal market. It must deliver on this promise.

I will also ensure we continue to build and maintain international relationships and collaborations post-Brexit in order to help Northern Ireland be competitive globally. I will be pressing both the UK Government and the European Commission to ensure that implementation of the Protocol works for Northern Ireland businesses.

An additional 15,540 employee jobs were created over the year to September 2019, with the services sector accounting for the majority (78%) of jobs growth. Employment does not just contribute to wealth and value added in the economy as a whole. It also boosts individuals and communities by increasing levels of health, confidence, selfrespect and social inclusion.

I am committed to developing a new Economic Strategy that sets out the Executive’s economic priorities and supports the Programme for Government.

It needs to be forward looking and build on our core strengths in areas such as artificial intelligence and cyber security.

I am also focused on skills and education to ensure that our young people are prepared for working life. I am very proud of the range of options we have on offer

for school leavers including university and further education courses, apprenticeships and assured skills academies. So far this financial year, our Assured Skills Academies in the financial services, IT, welding and tourism sectors have up-skilled 227 people with 190 securing employment (84%).

A culture of lifelong learning is essential so that the workforce is prepared for changing roles and careers.

Over the last year, my department has been working with colleagues in other departments, education institutions and

“I look forward to working with businesses and Northern Ireland Chamber of Commerce and Industry members to achieve my goals” 24

key stakeholder groups from industry to begin development of the new Skills Strategy. It will cover all life stages and all levels of learning and recognise the diverse needs we have in society here. It is critical that we work directly with representatives of business and education on this issue.

Tourism is a vitally important sector to the Northern Ireland economy and helps to drive economic growth and support jobs. In the last 10 years, overall visitor numbers have grown by 85% to five million, overall visitor revenue has doubled with spend in 2018 reaching £968m, and the Tourism Sector in NI now supports in the region of 65,000 jobs. I am working on a draft Tourism Strategy which will contain targets to double the value of tourism to the NI economy to £2 billion per annum and create 25,000 new jobs by 2030.

Climate change issues are high on everyone’s agenda. I recognise our responsibilities to contribute to the reductions required by the Paris Agreement and my department is committed to achieving the UK Government’s legislated target of net-zero carbon by 2050.

In the 12 months to September 2019, 44.9% of electricity consumed in Northern Ireland was generated from renewable sources. This means we are already exceeding a target to achieve 40% of electricity consumption from renewable sources by 2020.

There are many challenges to address but I am enthusiastic about my department’s plans to create a thriving, confident and strong economy in Northern Ireland. I look forward to working with businesses and Northern Ireland Chamber of Commerce and Industry members to achieve my goals.

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C O N F E R E N C E S | GA L A D I N N E R S | TEAM BUILDING | INCENTIVE GA L G O R M . C O M

UPDATE Chamber Chief’s

From networking events to meetings with government ministers and In-Camera dinners with leaders in business, the hectic round of activity spearheaded by NI Chamber for the benefit of members never stops. NI Chamber Chief Executive Ann McGregor gives a taste of what’s coming up and what’s taken place recently with a picture gallery over the following pages.

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t’s my great pleasure to warmly welcome NI Chamber’s new President, Ian Henry. As many readers will know, Ian is a Director with the Henry Group, an indigenous family business based in Magherafelt. As a leading member of the construction sector, Ian is a well-known figure who has played an active role on our Board for a number of years.

NI Chamber CEO Ann McGregor, President Ian Henry and Head of We wish him a very successful Policy Chris Morrow with Economy Minister Diane Dodds MLA. Presidency.

The role of President at NI Chamber is directly with Ministers. On 19 March, the First much more than a ceremonial title. It involves and deputy First Ministers will brief members championing business with government and on the Executive’s plans for supporting trade requires significant commitment – and noand investment. one has exemplified this more than outgoing Our first ‘In Camera’ event of 2020 saw President, Allstate NI’s John Healy. John businesses leaders put their views directly has been an outstanding ambassador for to Infrastructure Minister, Nichola Mallon. business in the role, representing Northern Roads, sewerage, broadband, public Ireland companies during an exceptionally transport and the North South Interconnector challenging period. On behalf of all our were all up for discussion at the event. The In members, I thank him for his outstanding Camera series continues with Minister Edwin contribution.

Poots from Department for Agriculture, We are also pleased to welcome a new Environment and Rural Affairs on 25 March, board member – Vicky Davies, Deputy Chief followed by Finance Minister Conor Murphy Executive at Danske Bank. in April and Health Minister Robin Swann in With the Executive now back up and May. running, NI Chamber has been closely In response to huge demand, our involved in a busy round of initial meetings International Division is continuing to and briefings with new Ministers and MLAs. provide a suite of technical training While significant uncertainties exist for courses, specifically for exporters. Also, businesses, especially in terms of trade, we a new schedule of events for Learn Grow have had positive engagements with the Excel has been published alongside our new Finance Minister, Conor Murphy and full events calendar, which is available via Economy Minister, Diane Dodds, as well northernirelandchamber.com. as chairs from the Finance, Economy and With such an extensive range of support Infrastructure committees. services, events and profile raising As well as these direct meetings, NI opportunities, do make sure you are making Chamber is committed to providing the most of your NI Chamber membership opportunities for members to interact this year.

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NEW MEMBERS

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Cirdan Imaging (Upgrade from Essential) Crossfire Specialist Contracts Harland and Wolff McLaughlin and Harvey Shoosmiths * To become a member of NI Chamber join online at www.northernirelandchamber.com or phone the membership team on 02890 244113.

NI Chamber & NIE Networks Regional Networking Series: Crawfordsburn

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Valerie McConville (NI Chamber), Clare McGill (Ards and North Down Borough Council), Hugh Irvine (The Old Inn, Crawfordsburn), Sinead Ferris (NIE Networks) and Maeve Monaghan (NOW Group).

Nicholas Mills (Marsh) tries out his Elevator Pitch.

Isabel Meenan (Ansons) and Roger O’Kane (John Mulholland Motors).

Valerie McConville (NI Chamber), Clare McGill (Ards & North Down Borough Council) and Maeve Monaghan (NOW Group) discuss the benefits of collaboration between social enterprise and the private sector and the role of local government.

Julia Mitchell (Obbi Solutions) and Colin Ward (SGS UK).

Business Spotlight with Frank Dick, Senior Advisor Northern Ireland, SafeGuardAEO UK. Over 100 members of the local business community joined NI Chamber and NIE Networks at the first event in the Regional Networking Series 2020 at The Old Inn, Crawfordsburn.

A word from series partner, Sinead Ferris (NIE Networks).

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NEWS

Danske Bank Deputy CEO joins NI Chamber Board Vicky Davies, Deputy Chief Executive at Danske Bank, has been appointed to the Board of NI Chamber.

Vicky is Deputy CEO and Managing Director of Strategy & Corporate Development at the Bank, where she has held senior positions since joining in 2012.

This latest appointment will see her join the Board which currently includes representatives from Allstate NI, Danske Bank, Devenish Group, ESB Group, EY, Henry Group, McAvoy Group, Pinsent Masons and Ulster Carpets Group.

Left: John Healy and Ian Henry welcome Vicky Davies to the Board of NI Chamber.

NI Chamber & NIE Networks launch 2020 ‘Regional Networking Series’ NI Chamber has launched its 2020 Regional Networking Series, in partnership with NIE Networks. The series of five large scale networking events will see the initiative travel to North Down, Lisnaskea, Coleraine, Armagh and Ballygally. The first event in the series took place at The Old Inn, Crawfordsburn, in February.

Now in its fourth year, the series is an opportunity for delegates to build connections during a structured networking session followed by a business development discussion and Q&A with a prominent member of the local business community.

In 2020, over 500 business people are expected to take the opportunity to enhance their network and explore new business prospects through the series.

Right: Valerie McConville (NI Chamber) with Paul Stapleton and Edel Creery from NIE Networks.

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NEWS

NI Chamber’s International Division hosts R&D forum NI Chamber recently held an International Collaborative Forum hosted

by Grant Thornton. Over 30 members of the business community attended the Collaborative Forum, which focused on Research and Development as a catalyst for global growth.

The two hour forum brought together Northern Ireland exporters, enabling attendees to hear the international growth story of Sensata, recent winner of the Research and Development award at the AIB Business Eye Awards and innovative manufacturer, Environmental Street Furniture. Delegates also had the opportunity to learn from International Champions, A&L Goodbody, Grant Thornton and Queen’s University Belfast.

Catriona Henry (NI Chamber), Dermot Leonard (Queen’s University Belfast), Robin Montgomery (Sensata Technologies), Jonathan Hacking (A&L Goodbody), Peter Legge (Grant Thornton), Alan Lowry (Environmental Street Furniture) and Tanya Anderson (NI Chamber).

Spotlight on Ulster Carpets Managing Director Nick Coburn CBE, Managing Director of the highly successful Portadown based manufacturer, Ulster Carpets, shared his inspirational leadership journey with local business leaders at the recent CEO Spotlight Series hosted by NI Chamber and partner KPMG. A former NI Chamber President, Nick joined Ulster Carpets in 1977 and held various positions in the company before advancing to Managing Director.

The CEO Spotlight series aims to encourage business growth by bringing together senior business people and high potential leaders, to exchange views and learn from their peers in an intimate setting.

Left: Neil O’Hare (KPMG), Louise Turley (NI Chamber) and Nick Coburn (Ulster Carpets).

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NI Chamber & SONI Energy Forum at the Crest Centre, Enniskillen

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David McGowan (SONI), Barry McCarron (Crest), Natasha Sayee (SONI), Paul McManus (Encirc) and Chris Morrow (NI Chamber).

Roisin McManus, Paula Keelagher and Aoife McAloon from Balcas.

Barry McCarron, Senior Business Development Officer at CREST, shared how the organisation is helping businesses to adopt renewable energy and sustainable technologies.

Steven Agnew, Manager of the Northern Ireland Renewables Industry Group (NIRIG) discussed the future of renewables.

Joseph Doherty (Re-Gen Waste) and Paul McManus (Encirc).

Caroline Gilpin (Renewable Energy Systems) and Charlene Jones (Henry Brothers).

Paul McManus, Environmental Manager at Encirc, provides an overview of the firm’s sustainability strategy.

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Columnist Tanya Anderson, Head of International and Business Support at NI Chamber of Commerce and industry

Impactful engagement – the more productive staff perk Tanya Anderson, Head of International and Business Support at NI Chamber considers impactful engagement in the workplace.

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mpactful engagement in the workplace should never be underestimated, especially now, in a landscape where employer competitiveness in many sectors is at its highest.

Engagement with employees is a cost-effective tool that produces multi-faceted results including staff loyalty, high retention and it acts as an invaluable marketing tool for any brand seeking to attract new talent.

Impactful engagement is about building relationships with staff, clients and stakeholders. It’s also about nurturing those connections to produce the best results.

It generates passion among teams and delivers a superior importance.

And it doesn’t have to be exclusive to those businesses with big budgets.

Keeping all elements of your human supply chain informed about your firm’s intentions, growth strategies and empowering them to contribute to the latter elements is the first crucial step to impactful engagement.

How those plans are communicated is key. It must be consistent and feedback must be employed to mould the future of your engagement policy.

From surveys to informal discussions, any form of communication keeps lines open and sends out a message that you are an all-inclusive entity and reinforces the importance of every single one of your team players.

Foster that practice throughout all levels of management to ensure your engagement is sustained and, subsequently, trusted.

Many firms in the UK have still yet to reach their engagement potential, according to many studies, with recent research by Qualtrics Employee Trust, showing that workers in the UK are among those least engaged compared to workforces around the globe, with just Hong Kong and China coming out lower.

It said employees in the UK recorded an average engagement score of just 45%, some 15% behind the US. It concluded that many employers in the UK are guilty of relying on an old school formulae of good wages and career progression potential to safeguard its workforce, when the reality is many employees place more importance on other factors including a healthy work-life balance, and connection in the workplace.

Remote working is fast-emerging as a one of the key trends in how people prefer to work today. It’s just one example of new trends that employers must engage with to ensure its workforce’s needs are met.

And with technology fast-evolving, a work-from-home staff member doesn’t necessarily mean an absent one.

Apps and software that connect your team have made everything from meetings to training accessible no matter what the location.

Apps such as Saleforce’s Chatter and Quip, allow teams to collectively respond to problems and collaborate and engage regardless of location.

It’s used by the likes of Aston Martin to connect and engage with its remote workers.

The 2018 Global Employee Engagement Index showed that engagement in the workplace, all over Europe is growing year on year, meaning digital solutions to aid engagement will grow too.

The white paper, an extensive employee survey conducted across 56 countries includes over 18 000 respondents, and covers 21 key HR themes, including employee engagement.

It describes engagement as a “form of passion” with three defining characteristics: time flies and people forget they are working, work gives employees energy and mental resilience, employees feel enthusiastic, inspired and proud of their work.

It goes further by saying that engagement is a “synergy of values’ between employers and employees.

It adds: “The perfect combination for performance is when employees are both engaged and committed.

Being engaged in one’s work, but not committed to the organisation, means there is little connection with the business and its direction.”

So how does a firm up its engagement game? It delves beyond the bond between the workforce and beyond the office confines, extending into the community with CSR schemes that keep the employee in mind.

The ability to work with the community and to communicate your brand beyond the boardroom is a USP that many employees, customers and stakeholders look for.

It presents a corporate ethic that resonates with not only talent but investors.

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FEATURE

Laura Henry, Finance Manager at Cirdan and Gillian Sadlier, Senior Business Manager at Bank of Ireland UK.

Cirdan’s 2020 vision

Bank of Ireland UK’s Gillian Sadlier, talks to Laura Henry from medical technology company, Cirdan about its growth plans.

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caling-up is an exciting, albeit stressful, time in any business. It needs to be carefully planned, is definitely hard work and often daunting, especially at the outset. Cirdan, a really exciting business is doing just that and Laura Henry, its Finance Manager, recently took time to share its scaling for growth story with Gillian Sadlier, Senior Business Manager at Bank of Ireland UK.

Gillian Sadlier (GS): Tell me a bit about Cirdan – what do you do and a little bit of the business story so far?

Laura Henry (LH): Cirdan is a medical technology company specialising in informatics software and imaging solutions which help enhance and speed up the diagnosis of patients. Our products are used all over the world and primarily by those working in pathology. We have two core products ‘ULTRA’,

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which is a Laboratory Information System (LIS) supporting the operations of clinical laboratories and ‘CoreLite’, an x-ray system helping expedite breast cancer diagnosis.

We are approaching our 10th anniversary this year. In that decade the business has grown from an embryonic start-up to a team of over 75 people across multiple geographic locations. We have plenty to celebrate in this landmark, from winning a new multimillion-

dollar LIS contract supporting labs in Singapore and Malaysia to signing a new US distributor for our ‘CoreLite’ product…oh and moving to new premises too!

GS: Looking even further forward what is Cirdan’s vision and ambition for next three-five years?

LH: In the next three years we want to become the world’s leading laboratory informatics company. As a company and as a team, we have a strong vision to deliver on, with the ambition of being IPO ready in 2021 which will involve all aspects of the company. We aim to be recognised as a technological leader in our field, as well as being regarded as one of the best companies to work for.

GS: Where is Cirdan now and how did you determine readiness and timing to scale?

LH: We are on a strong growth curve, doubling every two years in terms of revenue.

Up until recently our focus has been on developing world class products, with our customers’ needs at the centre of the development – now we need to capitalise on that and scale even further. With our recent move to the previous Coca Cola site on the outskirts of Lisburn, this allows us the room to facilitate our expansion plans and attract new talent to join our team.

GS: To ensure that your growth is strategic is there anything that Cirdan has done differently to support growth plans?

LH: To build upon our growth we must constantly be reviewing our markets, product offerings and funding capabilities and ensure we have the right people and skills to fulfil our growth plans. A couple of examples for us are firstly to focus on new people and skills as they are key to us being able to deliver on our vision.

A key part of that is the university placement programme at Cirdan where we take students on their year out from their degree to work alongside us. We take students across various disciplines from Computer Science to Stratified Medicine and Microbiology.

Secondly, early on we understood that industry and customer engagement would be a key success factor and an essential aspect of our strategy. We need to keep up to date and engage with the industry so we took a proactive approach to deliver our very own annual conference known as “Pathology Horizons”.

It focuses on new technologies, procedural developments and lines of research that are driving the future of pathology. This allows us to bring together an international audience of people interested in the area of pathology and laboratory medicine, while also enabling us to connect with existing and potential customers in a meaningful way. We invite global experts in their fields to talk on ground-breaking topics such as Digital Pathology and Machine Learning.

In 2019 we held Pathology Horizons in Queenstown New Zealand, and are really excited for 2020 as we celebrate our 10th anniversary and bringing the conference to Northern Ireland. We’ll have over 150 delegates from across the globe at the beautiful Slieve Donard Resort and Spa in Newcastle, Co. Down from 10th–12th September.

“It is vital for companies to have an awareness of the different types of funding out there and how they can help you grow your business. ” GS: How important is it to understand types of funding available and how important is it that your funding partner(s) are a good fit for your business?

LH: It is vital for companies to have an awareness of the different types of funding out there and how they can help you grow your business. There are multiple sources of funding available and easily accessible. It doesn’t have to be debt, so companies should consider and understand the options and how the different solutions work – such as equity, grants, R&D tax credits, innovation vouchers, to name a few.

Then they should review and assess which ones best suit their business needs. It may even be a mix of solutions, but in determining that an essential ingredient is finding the right partner. This is key – your funding partner needs to understand your business model and buy in to your strategy and growth plans. We have been lucky to develop a long-standing relationship with Bank of Ireland, who always take the time to understand our business and strategy and build a personal partnership with the team at Cirdan.

GS: What do you think holds businesses back from scaling?

LH: Planning for the long term and strategically thinking about what’s coming next. It is very easy to get caught up in the day-to-

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day activities, but we need to make time to think about what comes next, whether it’s new product development or entry into new markets. New people and skills are key too and businesses need to include investment in retraining and acquiring these resources to meet the needs of the business now and continuously into the future.

GS: What one piece of advice would you / Cirdan share with a business looking to scale?

LH: Effective communication across your team and company – to allow them to become invested in the journey, but also effective communication externally as well – ensuring you know what differentiates your product offering and why they should buy from you.

FEATURE

Ulster Rugby CEO, Jonny Petrie.

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Jonny Petrie has just celebrated a year at the helm of Ulster Rugby as its CEO. Here he talks to Emma Deighan about how the professional club is always open for business and why grassroots rugby is essential to the success of the province’s biggest sports team.Â

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Try and

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onny Petrie is no stranger to the workings of a rugby team. The former Glasgow and Scotland captain has had his fair share of on-the-field success.

Perhaps more new to him is the behindthe-scene workings of the club, a role he’s thrown himself into headfirst since December 2018. And so far so good but his work is far from done he says.

“I came in off the back of a fairly tough few years for the club,” begins the former international star. “But now there has been a transformation and we need to take that across all areas of the business. It’s about prioritising what we are.

“When you come out of a career of professional sport everyone says you have transferrable skills and you do, but when I went into corporate life I had to figure out how to use those in a different environment and that took a while to do. I stepped away and learned more about myself and it’s been great for me to come back into a role like this.

Yes, it’s partly off the back of a long career in professional rugby, but actually doing what I do is as much as result of what I did when I retired from the game. Of course you have to have credibility in the rugby sphere, but you have to be able to run a reasonably sized business and this fits well with me; I feel like I’ve slotted into the right place.”

After retiring from professional rugby in 2007 Jonny spent almost seven years with SSE as Head of Sponsorship. This role was followed by Senior Corporate Affairs and Commercial Operations Manager roles with Scottish Rugby before taking up the Managing Director position at Edinburgh Rugby, after which he relocated to Northern Ireland to take up his current post.

He breaks down the corporate workings of Ulster Rugby into three areas; “the high performance area, a responsibility for the amateur game, and marketing and operations”.

“It’s making sure we have a winning team on the field and a good corporate business that spends well and drives revenue and that’s been a big challenge, but it’s been positive and we can demonstrate growth,” he adds.

Among the major business contracts since he joined the club has been the most recent deal with Openreach. The club has also retained its Bank of Ireland and Kingspan agreements.

“That’s really encouraging that those big sponsors see the value of partnering with us. They’ve been able to incorporate the association with rugby into their own marketing campaigns too and there have

time. And after a period when we saw shrinking revenues, it’s important we resource ourselves properly and we’re seeing the results. There’s been consistent performance in our crowds, in attendances and corporate interest and everything is moving in the right direction but we can’t be complacent so we are building off what we’ve got. It’s a constant drive and I’ve got my foot on the pedal and have a good team,” he explains.

It’s a work ethic that bodes well for him and the rest of the corporate team’s fiveyear financial plan.

“I set out an initial two-year plan that would focus on key pillars including the

“ We want as many people to play the game as possible. We want to see the Jacob Stockdales coming in from a different route and playing at the top level.” been some great ads along the way,” continues Jonny.

Of note is Openreach’s new campaign that is running across multiple media platforms.

It shouts about that connection between technology, sport and the community with an emotive televised commercial thrown into the mix.

“I think that signals that we’re working with our sponsors. There is real tangible value there for our partners and it’s been great to see those wins,” adds Jonny.

He’s quick to point out that Ulster Rugby is by no means a closed shop when it comes to working with other businesses, adding; “That’s our general message, we’re very much open for business. This is not just about the really top end sponsorships that we have, and we’re very proud to work with a range of big brands, but we have opportunities that sit across all levels of partnerships; there are always ways that people can get involved with Ulster Rugby.

“The benefits of a sponsorship for a firm is its association, the business networking and hospitality opportunities, the ability to engage and look after customers, the money can’t buy opportunities and there is a fit for every company.”

Today Jonny says there is a “huge amount of positivity” around the club.

“We’ve freshened up with some senior players having moved on or retired. We’ve changed the performance support group and overhauled a lot in a short space of

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growth of the business, creating a winning team and the growth of our people. For me, I know what sport success looks like on the field. It’s a packed-out stadium, growing commercial revenues and a positive perception of the team and more people playing at grassroots level and we are getting that right on a daily basis.”

Not being an NI native hasn’t left Jonny excluded from the illusion that rugby has long been dubbed as a middle-class sport here. He’s acutely aware that the club’s grassroots work has to venture beyond the usual confines of years gone by.

He says: “Very clearly rugby has been aligned with certain communities, so a lot of our investment is in the youth game and we’re looking at how we make sure the game is played across the community and looking at ways people can participate in the sport. We want those kids who don’t go to a traditional rugby-playing school to have access to opportunities. We want as many people to play the game as possible. We want to see the Jacob Stockdales coming in from a different route and playing at the top level.

“This is a business that you need to work from the top down but also the bottom end up. And both drive revenues. We need that success at the top end to support grassroots, but we need growth at the bottom end to get people to connect with the sport,” he concludes.

For when insurance companies need cover

Honeycomb 2020 Business Eye A4 v1.indd 1

16/01/2020 10:20

FEATURE

Balcas; The Natural Leader Balcas, previously Ballycassidy Sawmills Limited, has come a long way in its 60-year history.

With the world looking towards a carbon neutral future by 2050, the company couldn’t be in a better position to capitalise on its existing growth, CEO Brian Murphy tells Emma Deighan.

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allycassidy sawmills began life as a small processor of hard wood, but with increasing supplies of softwood on the island of Ireland, Ballycassidy incorporated in 1962, and changed its business to one that exclusively processes the softwood crop from Ireland’s forests. Brian says as the harvest from Ireland forests increased, so too did Fermanagh-based Ballycassidy.

“By the 1990s the company was increasingly targeting markets in Great Britain and it was thought appropriate to simplify the name. Ballycassidy Sawmills became Balcas in 1991,” he begins.

“The first real step outside of being a small, single site business was actually in 1988 when we bought a company in Kildare that provided a commercial timber drying service. Ballycassidy expanded this

business and pioneered the manufacture of primed architectural mouldings from mdf in these islands,” he adds.

A series of acquisitions and sell-offs over the next few decades would turn Balcas into the major sawmill, and the carbon neutral energy provider it is today. Balcas sells timber to merchants in NI, the Republic of Ireland and Great Britain. “Many readers could very easily have some Balcas timber within their house construction, or in their garden,” says Brian, who joined the firm in 1992 shortly prior to it acquiring its nearest competitor, which was in the midst of an administration process.

“That allowed us to grow what was a modest business with a turnover of £8m in 1992 up to £20m by the mid-nineties.

Balcas then went on the acquisition trail.

It bought a pallet manufacturer in Co Antrim in 1995.”

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“By 1996 Balcas had three sawmills and six different sites including a presence in Estonia. This scaling up, along with the talent acquired, has ultimately allowed us to consolidate into a more modern, larger company, that is full of potential.”

In the early noughties Balcas combined its three Irish bases into one at Enniskillen where its headquarters is based. From there it employed a wealth of new technology, that had originated in the US automotive sector, to build one of the most technologically advanced factories of its kind in the world.

“It was a £14m investment,” reveals Brian.

“The technology employed is set up so that every log that the factory processes is scanned in three dimensions and an optimal solution is worked out in milliseconds so that the best value is extracted from the piece of raw material (in this case a log).”

New shareholders at different times

brought additional resource and skills that helped drive the company forward. Subsequent to the sawmill investment Balcas continued its journey, investing in Russia and exploring North America, and investing in clean energy from biomass. The company has now rationalised its operation into two strands. Balcas Timber is driven from the factory in Fermanagh; and Balcas Energy is an electricity generator in Enniskillen and at Invergordon in Scotland (producing 95,000 MWh annually), which also provides more than 200,000 tonnes of wood pellets into the UK heat market.

Today Balcas processes one million tonnes of logs every year. All of this raw material comes from sustainability-managed forests in Scotland and Ireland. By nature, that makes the firm one of the most eco-conscious around.

“We see trees as a crop,” says Brian. “We harvest the timber and four more trees are planted for every tree we use.”

When the recession hit, Balcas disposed of its Estonian and Russian businesses, and also sold on its Kildare arm in a move to “put the focus on our core business, which has become commercial timber and renewable energy”.

Today Balcas generates enough electricity for over 30,000 homes, generating more energy than it uses. “We provide renewable, clean energy to the grid in Britain and Ireland.

Of course that all adds up when it comes to our carbon footprint.”

With the government aiming for a carbon neutral society by 2050, Balcas needn’t feel the pressure. The business causes a net carbon footprint of “minus 500,000 tonnes” says Brian.

It is also contributing to schemes that are helping other firms reach emissions targets with its bark, sawdust and wood chip product supply. Wood pellets became part of the business in 2005 and since then that element of the business has displaced the energy equivalent of three supertankers of crude oil.

“Northern Ireland is a good market for us.

Yes, we did have the problems with the NI RHI scheme because we were a supplier of fuel but we continue to supply in Northern Ireland.”

Referencing the controversial RHI scandal Brian adds: “People saw an opportunity and made significant investments. Arguably, some tried to take advantage. RHI was a scheme with laudable objectives but there was a mistake made in how it was structured in NI in that subsidy was provided for all of the hours of the year. There is a similar scheme in the UK only it is capped after approximately 15% of time and that scheme doesn’t have the same runaway problem. Instead it encourages people to use clean energy, but that use of clean energy is not a profit centre.”

Business in recent times has been good for the firm. The most recent published results (2018) for the whole of the company show that turnover was up by 16% to £98m.

Pre-tax profits also increased, by 138% to £5.5m and the expectation is that Balcas has a fast-growing opportunity to further boost its growth.

Looking back at 2019, Brian says “We’re a £100m+ business in terms of turnover. This is approximately half and half energy and timber revenue. We have a strong shareholder and the team that runs the business is very committed to trying to get better all the time. There is

continuous improvement.”

Opportunities for growth could mean that the firm’s 380-strong team, as well as 300 indirect employees can increase and the investment in skills will allow the firm to safeguard its future talent says Brian.

“We’ve pretty good employment in Co Fermanagh. More recently it has been the General Operative positions that are hardest to fill. I am an optimist, and I think that’s a measure of the success of society. The general workforce has become better educated. We have to invest in looking after our people, like every other firm that requires those skills.

“Over the years we’ve gotten better at supporting our own team and we put a lot of effort into employee equality, welfare and education. The nature of our workplace has changed too. It is now largely automated and we have posts like data scientists, computer technicians, mechanical and electrical engineers and a strong programme of engineering. We put a lot of effort into making sure we have a workforce that is equipped for the future and one that embraces technology,” explains Brian.

Looking to the future of the company, he adds: “The quantity of raw material from sustainable forests in Ireland is expected to double in the next 15 years so it’s important that we continue to improve our own business so that we can pay a fair price for raw material, and meet grower expectations.

“We are also trying to promote the use of wood pellets to the general populous and also to large industrial heat users. Presently we’re supplying dedicated heat to four large distilleries in Scotland. In the future we will look to increase this with industrial firms that have meaningful heat requirements.”

Beyond the drinks sector, Balcas presently is providing heat to a multitude of other sectors including one of the UK’s largest grocery chains.

“It’s available, it’s economical and our annual sales displace 100m litres of oil per year. We’re very positive about the future and we see a lot of growth in the sector, not just for the firm but for our employment and rural economies. We will be part of the solution of decarbonisation and we will keep pushing the story that it’s there today and there’s an opportunity.”

“That allowed us to grow what was a modest business with a turnover of £8m in 1992 up to £20m by the mid-nineties.”

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Columnist Richard Robinson, Corporate Banking Manager, Danske Bank

Manufacturing has big role to play in NI’s export economy

M

anufacturing is an industry that is very much part of Northern Ireland’s DNA, but commentators are often heard downplaying it as a sunset industry rather than one on which our future economy is likely to be based.

It’s true that parts of the industry are facing challenges, but the statistics show that manufacturing remains a key sector in Northern Ireland with respect to output, employment, exports and R&D. Manufacturers account for 58% of Northern Ireland exports through export sales worth £6.5bn, over 15% of NI output and 55% of overall R&D spend. They directly employ 88,000 people, or 11% of the workforce at salaries 8% above the NI average. The numbers don’t lie.

Smiley Monroe’s success has been born out of a philosophy of staying close to its customers and with a growing customer base in the region, increasing political uncertainty and potential export restrictions, manufacturing ‘in America for America’ was a natural strategic move.

It’s a move that demonstrates the innovation and resilience that can be found right across the more than 5,000 companies in the sector, only 1% of whom are the large companies employing over 250 people that most of us have heard of. In fact, 94% of manufacturers currently employ fewer than 50 people, but together form the backbone of the sector in Northern Ireland.

Within these firms will no doubt sit the next Almac or Norbrook.

Looking forward, we appreciate that significant investment will be required by the sector over the coming years to remain competitive. This will include investment in R&D as businesses continue to drive innovation and new product development; investment in automation as firms seek to address rising labour costs and reduced availability; and investment in new technology as they incorporate Big Data, the Internet of Things and Artificial Intelligence. It is imperative that our manufacturers look at these challenges as opportunities to differentiate themselves from international competition.

Northern Ireland’s manufacturers have a supportive policy and funding environment at the moment and I would be hopeful we will see more firms step out into new markets and investing in the skills and technology needed to showcase Northern Ireland’s talents on the global stage.

Danske Bank’s Chief Economist Conor Lambe forecasts manufacturing output growth of 1.1% in 2020, broadly in line with the expected growth in the wider economy. But given the size of the manufacturing sector in NI, that growth will still contribute one of the largest nominal increases to Northern Ireland’s economy this year.

There are clear opportunities to boost our manufacturing base in the year ahead and as new trade deals are negotiated it is to be hoped that NI companies in this important sector will continue to seize the opportunities presented.

“statistics show that manufacturing remains a key sector in Northern Ireland with respect to output, employment, exports and R&D. ” Yet, with uncertainty around future trading arrangements following Brexit debated for the past three years, it hasn’t been a wholly positive story. In fact, business confidence slipped in the second half of last year amid weaker orders, which in turn led to reduced business investment and output dropping, as well as a number of high profile lay-offs and site closures.

However, despite the Brexit confusion, many manufacturing businesses have continued to perform well. Danske Bank is a strong supporter of the sector and we have continued to see a number of success stories coming through for businesses who have an appetite for growth.

For example, we have just agreed a comprehensive suite of facilities to support Lisburn-based conveyor belt experts Smiley Monroe. The business currently exports to 60 countries and despite political uncertainty, it has taken the bold move to protect its export sales and safeguard jobs by opening a new manufacturing facility in Franklin, Kentucky – a $2m investment assisted by Danske Bank and the Commonwealth of Kentucky.

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FEATURE

The Business of Insurance Global risk management, insurance broking and advisory company Willis Towers Watson, offers risk transfer, risk retention and risk control solutions to clients to assist them in reaching their highest potential. Its Head of Office in NI, Harry Weir, discusses NI’s changing economy and where future risks lie.

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“When I joined Willis, textiles and heavy engineering were massive.

Many of those companies are now gone. We have adapted to change and grown our business.”

A

s Harry Weir explains, risk and insurance pricing and availability are often impacted by global events, which can have a direct effect on local industries most affected by such events.

Recalling some of the major turning points for the insurance sector over the last 20 years, he says: “Insurance markets have cycles. If you go back to the time after the 9/11 World Trade Centre attack, the insurance market went into a very hard market state where prices increased at a level way above inflation and cover restrictions were introduced. However, as the economy stabilised and Insurers regained profitability, prices reduced towards pre-event levels. Insurance cover for terrorist events was withdrawn post 9/11, however the market responded to the requirement from business by developing a cover specifically for the peril of Terrorism in its widest definition – which continues to be purchased today.

Looking at individual sectors, Harry references the Grenfell Tower fire as having had a major impact on certain segments of the market. “Unfortunately the fall out from the Grenfell Tower disaster has resulted in some business sectors experiencing price increases and cover restrictions on certain lines of cover, eg design and construct professional indemnity for construction firms and Property insurance relating to buildings with construction features including composite panelling – particularly to high rise buildings, for example, Hotels or apartment blocks.”

He adds: “Construction firms are seeing the price of professional indemnity insurance increase in multiples. These events have a direct correlation, impacting the insurance market then flowing out to certain business sectors.

The insurers suffer losses, they increase prices and restrict cover until they regain profitability and then the market softens with often a new cover being introduced to deal with a specific risk.”

New policies that have flowed onto the market have also created new costs for firms as Harry explains: “Pollution from gradually operating causes was once insured within a standard Public Liability policy, but following multiple pollution liability losses, today the cost of clean up is insured within a specific environmental insurance policy.”

He adds: “In a hardening insurance market we often recommend that clients retain more risk, looking for the optimum point of cost benefit in their insurance program.”

Quality risk management is essential to help control the cost of risk and Willis Towers Watson provide services in Belfast, ranging

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from Business Continuity planning to Health and Safety related services to assist its clients’ control risk.

The firm’s presence here dates back to 1925. Its current team of 60 are part of a 45,000-strong workforce globally.

In 2015 the company acquired “Trade Credit Brokers” in Belfast, making the business the market leader in the province for Credit Insurance and Surety Bonding.

Harry has noted the change in clients in the Belfast office, the fallen and the emerging.

“We’ve seen a heck of a lot of change,” he continues.

“When I joined Willis, textiles and heavy engineering were massive. Many of those companies are now gone. We have adapted to change and grown our business.

“We are primarily a corporate broker, but our clients reflect the broad range of the Northern Ireland economy from leisure and retail, through manufacturing to technology.”

Looking at the risks for today’s economy, Harry says there are newer risks for firms to address, from cyber risks, through extended supply chain risks to risks associated with climate change.

“One of the services we offer is to identify such risks. Business risk keeps changing. Supply chains today can be very extended but work on a ‘just in time’ basis, so are vulnerable. Willis can identify a range of risks, including new risks such as cyber related risks and environmental risks, both onsite and those impacting third parties, and provide a solution to manage those risks for the business.”

Speaking about climate change, Harry advises, “There is concern around climate change. I would suggest that in the absence of the government building better flood defences, Insurers will exclude the peril of flood from current property insurance covers. That will create a problem for businesses in areas which may be considered vulnerable to flooding.

“I’m speculating when I say that climate change/flood risk rather than cyber risk, might be the next market-hardening event. Insurers are mapping each city to work out the likelihood and impact of flooding, and to make decisions based on that data.”

Harry concludes “The market responds to risk events through pricing and cover restrictions, but the demands of business will continue and the Insurance market will evolve to develop new insurance products and business services to meet those demands. Willis Towers Watson will no doubt be at the forefront of assisting business to navigate risks and provide solutions for our clients as a path to growth.”

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ACORN IT SOLUTIONS CONTINUE TO BREAK NEW GROUND WITH TWO MAJOR ACCOLADES FROM SAGE IRELAND

Oisin Geraghty (Sage Ireland), Declan Bradley (Acorn IT Solutions), Barry Murphy (MD of Sage Ireland), Dominic McMullan (Acorn IT Solutions), Roger Gribbin (Acorn IT Solutions), Brendan Sweeney (Sage Ireland).

Acorn IT Solutions, one of Sage’s Strategic Partners, has been awarded the “Sage 200cloud Partner of the Year” which has elevated them to the coveted “Overall Partner of the Year” for the first time in their history.

Frank Keenan, CFO at Cycling Ireland acknowledges the expertise of Acorn IT Solutions in delivering the project “From the initial meetings with the Acorn team, they listened to what we needed, presented their vision of the solution to us and through their consultative approach with the implementation, guided us and held our hands through the project to a successful conclusion.”

Macrete, one of Northern Ireland’s largest precast concrete manufacturers, are another advocate of the Sage 200cloud business management software. Fresh from supplying the concrete structures for the new Tottenham Hotspur stadium, Macrete has transformed their internal systems to provide a 360-degree view of the business through the use of Sage 200cloud with some of Acorn’s own manufacturing modules from their “Inspired” range.

Steven Anderson, IT Manager at Macrete said: “Sage 200cloud has enabled us to gain complete visibility over our operations allowing us to massively streamline our processes and increase our productivity.”

Dominic McMullan, Director at Acorn IT Solutions remarked on the achievement: “We are delighted to have won both the Sage 200cloud Partner of the Year and the Overall Partner of the Year Awards for 2019, for the first time in our history. These awards are a real testament to the entire Acorn team for their knowledge and professionalism and highlights a proven track record of success in implementing and supporting business management software to the SME market in Ireland. This comes at an exciting stage in the growth of Acorn IT Solutions and we are currently recruiting for a Software Developer.

The Sage 200cloud Partner of the Year and Overall awards, presented by Sage Ireland, for achieving most new business growth of Sage 200cloud across the Partner Channel in Ireland.

Sage 200cloud is the market leading business management solution for managing accounts, customers and business intelligence in one solution.

With offices in Kilrea and Dublin, the Acorn team celebrated a successful year having secured several new key contracts to implement and support Sage 200cloud to some of the leading companies across multiple sectors in Ireland.

Sage Ireland’s Senior Sales Manager, Oisin Geraghty, commented: “Acorn IT Solutions are a valued Sage Partner who continue to deliver outstanding results. The awards are a real showcase of the expertise and hard work that they consistently demonstrate.

I am delighted to present Acorn IT Solutions with these accolades in recognition of their performance in FY19 and look forward to an exciting future”.

• The Tullyglass House Hotel in Ballymena were one such company who invested in Sage 200cloud to help streamline their existing business and provide a platform to support their ambitious expansion plans.

• Northern Ireland’s local electricity provider, Budget Energy, required a system which was scalable for their growing organisation, providing real-time information to support key management decisions.

• Leading construction company, Edgewater Contracts & Specialist Joinery, invested in Sage 200cloud to help automate their processes, streamlining operations and reducing manual administration.

Sage is a global market leader for technology that helps small and medium businesses perform at their best.

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Another company who is reaping the benefits of their investment in Sage 200cloud is Cycling Ireland, the national governing body for cycling in Ireland. With over 26,000 members and a complex organisational structure of Departments and Divisions, activities range from managing a high-performance Olympic team through to a local cycle race. Having reached the limits of their Sage 50 software, Cycling Ireland required a system to give tighter financial control around accounts and budgeting.

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FEATURE

Travelling Ahead The consumer travel sector has had a complete overhaul over the past two decades, with many retail shops fading on the high street but Glasgowheadquartered Barrhead Travel, which has one unit here, is bucking the trend with 20 new stores set to open in the first quarter of 2020 alone UK-wide. Here, Kelly Hutchinson, Branch Manager of the firm’s NI shop talks to Emma Deighan. 46 42

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W

hen Thomas Cook folded last September there was a collective gasp across the UK. There was a common sentiment that if a travel firm as renowned and powerful as Thomas Cook could succumb to changing consumer trends, what hope was there for the rest?

But the complex demise of the 178 year old company included deeper woes that stemmed back more than ten years. The impact of its failure has, if anything, drawn many consumers back to the high street, says Kelly Hutchinson.

“The effect the collapse of Thomas Cook had on our customers was devastating, however having their local high street branch on hand to resolve, re-book or refund their holiday restored our customer’s faith in travel agent service. People are now wanting to come in and speak face-to-face with an experienced agent rather than go online because if something goes wrong there is always someone on the ground to help,” she begins.

Barrhead Travel was one of many independents to pick up custom from the Thomas Cook fallout because of its unique position in the market, offering all travel with all brands.

It began as a single shop in a local suburb of Glasgow 45 years ago. Now Barrhead Travel has over 90 retail outlets across the UK with over 1000 people in its network.

That figure continues to grow due to the company’s hearty expansion plans. Last year it opened six new stores and this year it plans on opening up to 100 new stores across the UK. “We are ABTA and ATOL bonded and fully licensed which means if something happens to a traveller’s package, they’re covered.

We’ve a team of specialists who are on hand 24/7 to look after any crisis situations and anything you do book with us will always be protected,” says Kelly.

“Another one of our USPs is that we won’t be beaten on price, this is something we are proud of and like to shout about.”

She describes the performance at the Belfast store as “brilliant” and “at its busiest”.

“Despite only opening our doors in 2017, we have experienced year on year growth averaging at around 30% and we’ve been doing a lot of marketing to continue that momentum. That includes a lot of TV and other media, exclusive events and more and people are really starting to understand that we’re a secure brand.”

Barrhead Travel’s Belfast store opened in 2017 in Victoria Square. It is run by a team of highly experienced travel specialists who

“More and more people are travelling and it’s not necessarily seen as a luxury item anymore, it’s a necessity. A lot of people are buying holidays as gifts instead of a material object. It’s like buying a memory and people are seeing the value in that” have the closest links with tour operators, airlines and other travel suppliers.

“There’s nothing we don’t do and we’re not tied to any airlines, so we really can offer whatever the traveller wants,” adds Kelly, who has been in the industry for 25 years.

She says travellers in Northern Ireland are increasingly seeking more unique destinations, straying away from the traditional “bucket and spade” holiday.

“People want a more authentic experience on a less-travelled path and it’s those complex itineraries that are best placed in the hands of an experienced agent.

“There’s also an increase in solo travel.

Many people find this type of travel daunting which is where we come in with safe and friendly tour options.”

She says among the rising stars in the top destinations for travellers from NI are the United Arab Emirates, Bulgaria, Singapore, Poland and Iceland, with many favouring a long-haul break to Canada.

“More and more people are travelling and it’s not necessarily seen as a luxury item anymore, it’s a necessity. A lot of people are buying holidays as gifts instead of a material object. It’s like buying a memory and people are seeing the value in that,” Kelly continues.

“They may have two to three holidays a year, two shorter breaks and one long-haul.

We are seeing a lot of interest in the western side of Canada too. People often think it’s out of their price range and then they realise

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it’s within reach.”

Helping make holidays more accessible to employees is Barrhead Travel’s Affinity scheme which allows participants to receive up to 10% off their holiday. It’s a service that Kelly is keen to promote to businesses around Northern Ireland who can offer the scheme as a staff perk.

“We’ve lots of companies signed up,” she adds. “The NHS is also part of it and it’s an area we want to grow.”

Looking to the future of the firm, Kelly says Barrhead Travel’s ability to adapt to consumer trends and new technology along with industry-leading service, will allow the agency to rise on top.

“I think that’s the key to success. Moving with the times and keeping an open mind to new trends is what safeguards business,” says Kelly.

The environmental impacts of travel and tourism is one of Barrhead’s more recent focal points. It is affiliated with booking firm Travelife, a system that directs customers to hotels and accommodations that are certified as taking active steps to take care of the environment.

Closer to home it removed the use of plastic cups from its branches and offices.

“There’s nothing we don’t do,” she adds.

“Trends are changing all the time and we are too. Our dedication to innovation, highly skilled and passionate people, and everexpanding and diverse product offering is what makes us unique.”

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FEATURE

They’re the faces and voices behind the business headlines on BBC Northern Ireland.

Here journalists Clodagh Rice and Richard Morgan talk to Emma Deighan about making and breaking stories and their relationship with the NI business community.

The Headline Acts 50

BBC Economics and Business Editor John Campbell pictured with business correspondents Clodagh Rice, Richard Morgan and newest member of the team, Leanna Byrne.

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R

ichard Morgan is the new host of Inside Business, the BBC Radio Ulster panel show formerly hosted by the much-respected Wendy Austin.

It’s a role he took up a month ago with the knowledge that he had “big shoes to fill” but it’s also a role that he relishes because it allows him to elaborate on the stories that are making the headlines throughout the week and the topics that are occupying conversations in the boardroom.

“It’s very daunting,” he begins. “Yes, I’ve big shoes to fill so I won’t be making any drastic changes to begin with. I want to get a feel for the role.”

From Apprenticeship Week, to gender imbalance in the technology sector, to the impact the Coronavirus is having on NI tourism, there were few current talking points that had not been discussed in the four episodes Richard had hosted prior to our interview.

“It’s a great programme that allows for discussions to breathe because when you look at it, our news reports perhaps only allow for three or four minutes of discussion but this opens it up and it allows us to do interviews with some key players and I’m liking the fact that we have that panel element,” adds Richard, who is keen to involve the entire business team including Business Correspondent Clodagh Rice, Economics and Business Editor John Campbell and the newest member of the business team, Leanna Byrne.

Sitting in the Clayton Hotel, across from BBC NI’s HQ, Clodagh and Richard tell Ambition Magazine that it was always their very own ambition to become journalists.

Clodagh took an alternative route to get into the business newsroom at the Beeb, opting for a degree in Business and French at Trinity College in Dublin.

“I really enjoyed the business because it’s always something I was interested in but I wanted to become a journalist and I knew I could apply that to the role. I then studied journalism at Ulster University in Coleraine after which I freelanced for a while at Citybeat, the Belfast Telegraph and then I began doing general news at the BBC when the opportunity for a business journalist came up,” she explains.

Richard went to Edinburgh to study journalism at Napier University but still had a keen interest in business having studied it at A-Level.

You could say his parents were something of an inspiration to him. His late father was a broadcast journalist while his late mother, in

Richard Morgan.

“I am checking Twitter at an embarrassingly early bedtime and as soon as I’m up, and I don’t think you ever get used to that buzz of breaking a story. It always keeps you alert and on your game.”

her older years, ran her own aromatherapy and reflexology business.

“I can still remember doing a piece on that business for my coursework and to this day the teacher can recall it,” he says.

Before taking up a general news post at the BBC, which led him into the role he now occupies, Richard worked at Dankse Bank, the Irish News and then Cool FM. “Business works its way into all elements of the news,” he continues. “No matter what the business story there is always an element that is of general interest to the public and that was the case at Cool FM where I was always out and about talking about job announcements and more.”

Shaping economical stories to appeal to the everyday listener, “from the mummies getting the kids in the car in the morning” to the “person going to work” is always at the forefront of Clodagh and Richard’s thoughts when writing. It’s no easy feat.

Discussing what they deem as their biggest, most engaging stories to date, Richard

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continues: “I think Wrightbus going into administration has to be one of them. We got word the night before and I spent the week driving up to Ballymena at 5am to broadcast outside the factory. It was the significance of the story that stands out. Watching those workers wheel out their belongings and sticking a microphone in their face and getting that receptive interview was humbling. It made me feel very privileged to hear their stories.”

“And it’s those kind of stories that we want,” says Clodagh. “Because that’s what interests the listeners. Most people are employed and can relate to a piece like that and there have been so many similar stories.

“I did a recap of the business news for 2019 and there were many similar pieces, like Bombardier, the shipyard and those are the real engaging stories.”

Hearty relationships with the business community has given BBC NI an edge when it comes to breaking the big headlines. Richard describes the team’s links with businesses as a “two-way” street.

“It helps to have those connections for times when we need guidance or clarification and that can be as simple as a text message,” he says.

“I also think thing that over the last 18 months specifically, businesses have really found their voices. They’re saying this is what we want and here are our challenges and I think that has spurred on the smaller businesses to come on and illustrate stories with us. I have just found that more and more people are willing to meet you and discuss the challenges they face and it never ceases to amaze me how many people in Northern Ireland are actually in business,” adds Richard.

“It’s like we don’t seem to have run out of ideas in terms of new business ideas and you only have to look at Ormeau Baths and the entrepreneurs working out of there to see that.”

Breaking down a day in the life of a BBC NI business journalist, Clodagh and Richard talk of early morning and late night Twitter checks and a constant connection with the business world to ensure reports, no matter what the time of day, are as detailed as possible.

“You might be the first person to cover a breaking story and you need to know what you’re reporting is correct and that comes back to those links you have with the business community,” says Clodagh.

Richard adds: “I am checking Twitter at an embarrassingly early bedtime and as soon as I’m up, and I don’t think you ever get used to that buzz of breaking a story. It always keeps you alert and on your game.”

Clodagh continues: “When the markets open at 7am that’s the time for potential announcements and you may have only opened your eyes but it’s not rocket science, it’s about being concise and clear and meeting deadlines.”

Looking to the future, both Richard and Clodagh have a fair idea of the fundamental stories set to make their way onto the news list.

Brexit, the business world’s reaction to CO2 emission reductions and skills shortages as well as a touch of good news, they hope, will be the underlying topics.

“I think that’s a big business opportunity, and it’s coming up a lot,” says Clodagh about the Government’s net zero targets for 2050.

“Everyone from small to medium and large companies are playing a part and I remember the story breaking when Huhtamaki got the MacDonald’s straw contract, that was worth millions of pounds.

“It will be interesting to see how Brexit will

Clodagh Rice.

“You might be the first person to cover a breaking story and you need to know what you’re reporting is correct and that comes back to those links you have with the business community.” play out too. An economist said to me recently that it’s like NI is always waiting for something to happen, whether that’s Article 50 being triggered or Stormont up and running, so it will be interesting to see if there will be an immediate pick up in confidence.”

Richard adds: “Uncertainty is a word we’ve been hearing for around three years. We spend many a morning and evening interviewing businesses and we’re talking about this time and time again. Uncertainty hangs over firms of

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all sizes but there is also a lot happening here and there are lots of opportunities to thrive.”

“If you look at the economy, it’s barely growing and some would argue that we’re in a recession but what has impressed me most is how businesses adapt and what I will say about Brexit is it has made people more efficient in a way they wouldn’t have if there wasn’t a backdrop of political uncertainty,” concludes Clodagh.

Columnist Claire Clerkin, Co-Founder at Wiser Working

Are you fit to lead?

Many leaders are struggling to cope with the pressures of both their work and family roles. Some are unaware that they are struggling, and others are unwilling to address the issue. Their organisations are not seeing them at their best and worse still, their employees may be bearing the brunt of this. Are they ‘fit’ to lead?

It’s helpful to think about exactly what stress is. The word has become loaded with many connotations, but at its simplest, it is the body’s way of responding to any kind of demand.

Stress is not always bad. In fact, we need a certain amount of stress to perform and get things done. Positive stress enables us to get things done. It can be exhilarating and addictive, like winning a proposal. The more negative type of stress is different. Akin to the feeling of being hunted, ‘bad stress’ dominates when we operate from a sense of fear, for example, of not hitting a target. These are challenges faced daily by any leader, but it is the cumulative effect of too much of either type of stress that can start to cause issues for high performing individuals – and these can ultimately filter into teams and across the business.

E

arlier this year, Lloyds Banking Group CEO Antonio HortaOsorio, did something unusual for a person in his position.

Rather than making headlines for banking difficulties, economic strategy or Brexit, Horta-Osorio spoke out candidly about his experience of workplace stress, and the resulting burnout. As the leader of 65,000 employees and a role model for high performance senior executives, he used his influence to highlight the effects that stress at work had on his own mental and physical health.

While the media is awash with awareness of statistics of increasing stress levels and mental health awareness, it is still unusual for the topic to be addressed by the most senior business leaders. However, this is likely to be why some of the best intended wellness and mental health initiatives in the workplace are destined to fizzle and burn.

The Effect of Stress on your Performance If stress can be positive and fuel growth, what’s the problem?

When your body detects any kind of stress stimulus, the hormones adrenaline and cortisol kick into action. These are ‘primitive’ responses that enable us to run away from perceived dangers (e.g. a wild animal). In short bursts these hormones increase alertness, sharpen the senses and push us to achieve our goals (or escape from the wild animal!).

In small doses these super-charges are positive, but repeated exposure to cortisol, in particular, starts to cause issues. Cortisol in excess can literally shrink your brain. It can impair judgement, decision-making and stress control.

There is also a trickle-down effect. When layers of management are feeling stressed you can expect overall poor employee engagement and stunted creativity and innovation. At the bottomline, sales and customer experience will suffer.

What does this mean for you as a leader? Studies now show people who are chronically stressed will have difficulty: • • • •

being creative building positive relationships collaborating and, making decisions

Setting Standards for Sustainable High Performance High performing athletes are meticulous about getting the right amount of sleep, eating well and not overtraining. They know that compromising on these factors impairs their ability to perform.

Leaders in today’s volatile and uncertain world need to ask themselves: “Am I ‘fit’ to lead?”

Leaders who walk the talk, set positive behaviours for all employees.

It doesn’t take much: avoid sending/responding to emails out of hours or on holiday; take time to eat a proper lunch away from your desk and let people see you making time to exercise. You are the role model in your business or team. If employees know that you are taking your own health seriously, they will follow your lead and that all-important company wellness strategy will start to pay off.

Physiologically speaking, leaders are just as human as their employees and their stress will ultimately reduce them to behaviours that can be counter-productive to inspiring people and achieving results.

When leaders and managers are stressed, they are more likely to resort to micro-managing and dictating rather than building cultures of trust and collaboration. It is easy to see how this can contribute to a toxic workplace culture.

Good and Bad Stress Many leaders and business owners tend to naturally have higher levels of resilience to stress. But they are not immune to its negative effects.

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T I TA N I C B E L FA S T. C O M

Columnist Peter Browne, Coach with BRC Partnership Ltd

Leadership on level 5 A former Ulster Rugby player turned Coach with BRC Partnership, Peter Browne discusses leadership and credibility and why ‘good conflict’ can be great for business.

Covey calls it, where does our ‘sphere of influence’ begin? It begins with ourselves. Principle-based, consistent leading of oneself creates credible leaders. The people who stepped up and led well within Elite Sport were the ones who did what they said they would do. Naturally the exemplary leadership they displayed made myself and others want to follow them. Made us want to capture the vision they displayed with their actions. Want to be better.

In the ether somewhere I can hear the world of business shouting, ‘that’s easy for you to say Peter – rugby is simple and straightforward but business is a different matter!’ To this statement (which may have simply been conjured from my imagination), I’d argue that consistency of character in actions can be done anywhere by anyone. Turning up to meetings on time, communicating with staff openly and honestly, putting people before tasks and managing ones diary are all things anyone can do. But for the leader, these things done consistently mean the building of credibility and more influence.

Secondly, great leadership is about the creation of great teams.

Again an obvious statement to make, but the truth of it is worth dwelling on. Leadership is not about a title or a position but about the team one leads; without a team there is no leader. The most influential leaders I played under were those who could have a one to one conversation with a team member and then communicate to the whole team a few moments later. I suppose the key was relationship and being present. Jim Collins coins the phrase ‘level 5 leadership’. This is where there is a willingness for the leader to put the team/ business before their own career ambitions or fame.

We need more level 5 leaders who understand that who they lead comes first.

Finally, leaders need to create environments of trust which can lead to good conflict. Sometimes, passionate colleagues need to disagree. At the right time, in the right place, conflict is good. For a long time I thought that conflict was purely negative, I wanted peace and harmony and happiness. However, Patrick Lencioni talks about leaders creating environments where good conflict can be communicated. Two passionate people disagreeing because they believe in their points is not a bad thing, it is only negative if once a decision is made, there is not buy in from everyone.

These are a few of my reflective lessons from my experience in Elite Sport. I hope you found them thought-provoking at the very least. One last lesson from writing this is that time taken to reflect and think about work is time well spent. Processing situations and experiences is a great way of owning one’s learning and continuing to develop as self-aware human beings.

I

t was well over a year ago that I ‘hung up’ the boots from a professional rugby career which spanned twelve years with four different high quality teams, some of them very successful. I was fortunate enough to finish my career with Ulster Rugby. Although I was born in England, my father is a proud Ulsterman and the pride I feel for having worn the red hand at Kingspan stadium is still something that brings a smile to me.

As the dreaded word ‘retirement’ became a reality, I was encouraged by a close friend to reflect on what my career in elite sport had taught me. I sometimes shy away from the reflective

“Leadership is not about a title or a position but about the team one leads; without a team there is no leader. ” practice of seeing every moment in life as a learning opportunity but the truth is, all of us have lessons from our lives which experientially shape us into the people we are.

I have learned that effective leadership begins and ends with credibility. What then is credibility? A dictionary definition is, ‘the quality of being trusted and believed in’. This definition ties into the Kouzes and Posner’s First Law of Leadership; ‘If you don’t believe the messenger, you won’t believe the message’. Credibility is all about trust and is therefore built slowly and consistently but can be lost almost instantly. The ‘best’ leaders who led me were those who I trusted because their honest actions aligned with their honest words. To put it another way, they did what they said they would do.

Therefore, we need leaders who lead themselves well. Within the High Performance Environments I worked in, we all viewed ourselves as leaders. The question was, and still is, as Stephen

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29/01/2020 12:01

AMBITION SPECIAL FOCUS

CONSTRUCTION FACE TO FACE WITH SOME OF THE INDUSTRY’S MAJOR PLAYERS

60 Ray Hutchinson

62 Michael Graham

64 Fiona Byrne

66 David Henderson 59

Ray Hutchinson

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Gilbert-Ash is an award-winning UK construction and fit-out contractor. It employs over 180 people across offices in Belfast and London and works in 43 countries across the globe, including Poland, Bahrain, China, Japan and Australia.

With a turnover of £179.4million in 2018, working as one with clients, partners and the company’s trusted supply chain is what sets Gilbert-Ash apart. The company continues to look ahead, doing its part to help the sector move forward successfully and to ensure it is fit for the future.

What have been the biggest drivers in growth at the firm over the past year? Where are you seeing the most activity?

A strong key account management strategy has allowed us to build on relationships with our partners and to win repeat business. In terms of activity, we are seeing huge growth and opportunity in both the education sector, particularly in private schools and universities, and the hotels & leisure sector, with projects of a combined value of almost £184 million.

What are the major projects for the company in 2020?

2020 will see work continue on a £45million project at Canterbury Christchurch University to provide new teaching facilities for science, engineering, technology and health.

We have a reputation for delivering niche projects which require innovation to succeed and the first major construction project at Trinity College, Oxford for 50 years certainly falls into this category. Due to the historical nature of this site and the proximity of several listed buildings and gardens, this £20.4million project will demand advanced logistical planning.

Also in the education sector, this year will see works start at a new business school at the University of Brighton (£29.6m) and a new learning and teaching centre at Brunel University in London (£26.4m).

The flagship project in the hotel & leisure sector will be the £47.6million Cambridge Hotel (under the Locke and Hyatt brands) while work continues on Manchester’s first £14.9million Moxy Hotel, the millennial-focussed brand from Marriott.

What are the challenges for the firm?

The construction sector is suffering from a severe skills shortage across many key roles, exacerbated by an ageing workforce. The industry also has much work to do in attracting more young people and of course address the issue of diversity and inclusion in a meaningful way. Gilbert-Ash recognises its part to play in all of this and is taking active steps to address the challenges. We know that we and the industry still have a way to go but I am optimistic about the future.

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What is the firm’s presence in NI? In 2013 we took a strategic decision to proactively grow our business outside Northern Ireland which has been extremely successful. Having this focus has enabled the team to win multi-million-pound contracts to deliver landmark UK projects. But we are certainly very proud of the company’s roots in Northern Ireland and maximise all opportunities within our home market too. We have invested £5million in our new headquarters which will open this spring at Boucher Place, Belfast. This underlines our commitment to Northern Ireland while our work on the AC by Marriott Hotel has been a highlight for us in recent years.

What trends are we seeing in new buildings within the sectors you work?

Digital Transformation is having a major impact on the construction industry and will also lead to major developments in the areas of modular and prefabricated construction. Digital construction has transformed how the company completes projects, especially with the coordination of subcontractors – design challenges are identified earlier, and the client gets a better sense of what they’re getting earlier in the project. Gilbert-Ash continues to evolve its business model to build a resource-efficient and sustainable company. We recognise our responsibility to design and build efficient buildings in a responsible manner, protect the natural environment and have a positive social and economic impact on the communities we operate in.

Are there any major global contracts for the firm this year?

We will be continuing our excellent relationship with the Foreign & Commonwealth Office with the £10.4million refurbishment of the UK’s embassy in Paris. The project at the Chancery Building includes structural alterations to the building, internal remodelling and redecoration and follows on from the successful delivery of the Mayhew Theatre in the FCO’s headquarters in London last year.

CONSTRUCTION: GILBERT ASH

Ray Hutchinson, Managing Director, Gilbert-Ash

CONSTRUCTION: GRAHAM

Michael Graham, Executive Chairman, GRAHAM GRAHAM is involved in a range of major projects throughout the UK and Ireland, gaining it an exemplary reputation as a national investment, construction and facilities management organisation.

Domestically, it is transforming the landscape here by delivering major public sector projects in health, highways, rail and maritime, as well as private sector commercial, residential and hospitality schemes.

It’s the name behind Belfast’s newest office block, Erskine House, the home of HMRC in NI. Beyond Northern Ireland, it has made its mark throughout the UK. Here Michael Graham, Executive Chairman, discusses the construction sector and how GRAHAM will continue to shape the typography at home and away.

Productivity and quality remain core challenges for the industry and research continues to indicate that construction productivity has been flat for decades. Again, the adoption of MMC and offsite solutions, combined with the implementation of digital processes and workflows, are helping us to address these issues.

Linked to this, there is also a well-documented skills shortage across the industry, and we are playing our part in helping to tackle the problem through alignment with the aspirations of the Construction 2025 – Industrial Strategy. Significantly, we are investing £1m per annum in training, skills and workforce development to address these challenges.

We are also actively trying to address the pressing priorities around the climate emergency and we are working in support of the UN Sustainable Development Goals to guide our strategy.

Construction suffers from some of the highest statistics of mental ill-health and suicide of any industry. Employee health and wellbeing remains a focus and we continue to support our workers through open conversation and resources to positively influence mental wellbeing.

In terms of construction, what has changed over the years and how has Graham adapted?

Construction has been guilty of lagging behind in the race to adopt digital technology, ranking only above agriculture, so to move forward we are actively exploring and adopting innovative construction methods. Our digital construction team is part of that process, and it is introducing pioneering digital tools and technologies into daily workflows and, increasingly, we are implementing off-site manufacturing and pre-fabrication techniques in collaboration with our supply chain partners.

Our off-site solutions, which we estimate make up around 70% of our portfolio, are installed on a range of projects including hospitals, student accommodation, residential schemes and bridges.

What projects have you lined up for 2020?

Our order book (£1.3bn) is healthy for the next five years and includes projects across every sector.

This year will be the first full calendar year in our delivery of a £165m student accommodation scheme for the University of York, while other major projects for us in 2020 include Buchanan Wharf (an office and BTR project in Glasgow), the Oundle School Sports complex and 50m swimming pool (the third largest coeducational day and boarding school in England), the Grand Hotel, Birmingham and the continuation of the Baird Family Hospital and ANCHOR Centre development in Aberdeen.

We will also complete two multi-million-pound maritime projects; Tilbury2 and the Victoria Terminal 2 at Belfast docks.

Our work at the Port of Tilbury will create the UK’s largest unaccompanied freight ferry port and the country’s biggest construction processing hub.

In Belfast, we are set to deliver early engineering works to prepare the Belfast Transport Hub site, Weavers Cross, for construction while frameworks will remain another important strand of our operations this year.

Our interior fit-out team is also consistently delivering exceptional quality work for long-term clients such as Primark.

We have recently commenced work on a €9.3m revamp of Blanchardstown Centre and our growing facilities management team is enhancing public and private estates for clients such as University of Leeds, Severn Trent Water and Cardiff Council, as part of long-term Hard FM, Compliance and Minor Works projects that really make a difference to end-users.

Where are you seeing most construction activity?

We are busy in all regions and sectors and that’s down to our committed team who have a passion for the role. A real example of how our colleagues go the extra mile is the work they carried out on Carpenters Land Bridge, which connects East Bank to the International Quarter, London. That was installed on Christmas Day between 3.30am and 3.30pm.

We are registering a sharpened focus within the maritime sector too, perhaps influenced by the uncertainty of Brexit.

There is also ongoing investment in the rail and highways sectors and the demand for modern healthcare facilities also continues to influence our work.

In terms of housing, we are seeing increases in the Build to Rent market.

How would you describe the outlook for GRAHAM over the next few years?

Positive! Our order book is robust for the next five years reflecting the confidence that our clients and partners, as well as supply chain, continue to have in us.

I have strong confidence in the hard working and talented people who drive our business forward. Importantly, we continue to attract some of the brightest young people to work for us and to develop them as future leaders through our award-winning GRAHAM Academy.

What are the topical challenges you are facing and how are you addressing them?

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Michael Graham

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Fiona Byrne

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With a Head Office in Kilwaughter near Larne, Kilwaughter employs over 200 staff across the UK and Ireland.

The company also has offices in Cork, Glasgow and St Helens, from where it supports market brands K Rend, K Systems and Kilwaughter Lime. Kilwaughter was established in 1939, working in the construction and agriculture industries. According to Fiona Byrne, the team is proud of the growth and sustainability the business has achieved and is excited about plans for the future.

customers a first class customer experience. We want to inspire our customers and the industries we are in – we need to set that agenda, empower our teams to deliver on that to realise our full potential in each market segment we operate in.

You’ve a new chief onboard, Gary Wilmot. What can we expect in terms of developments at Kilwaughter now Gary is at the helm?

It’s a very exciting time at Kilwaughter and we see a bright future for our employees and company growth. Gary is focused on delivering exceptional business performance and developing our employees through focused employee development to realise our true potential. This is a key focus for us over the next five years.

Are there any major schemes that the business will be part of in 2020?

Each of our brands works on different schemes in each geographic region. Locally, our products will be on the former Visteon site just outside Belfast which is for 200 new homes.

We have identified a range of social housing projects throughout the UK and we are working on these to secure through our customers and partners. We have a strong focus on a partnership approach with our customers and we invest a lot of our energy in developing those for mutual benefit.

Kilwaughter is a family business; what are the biggest benefits of that long term familial legacy?

Our employees and our customers are at the heart of our business. There is a strong commitment from the company for continuous investment and a determination to be successful.

We are very passionate about what we do and you have the opportunity to get involved in different aspects of the business.

We have the empowerment to set the strategic direction of the company and this allows us to make fast decisions that ultimately benefits our customer.

What challenges is Kilwaughter Minerals facing?

The construction industry has faced skills shortages in recent years – that’s a challenge and opportunity for us to answer with a commitment to support the industry with this skills shortage and through innovation and product development.

Brexit is now a reality and we are optimistic that it provides opportunity for our industries and that a functioning Stormont will bring confidence and stability locally which we can build upon.

Kilwaughter Holdings, the parent company, published a 20% increase in growth last year; can we expect more of the same this year?

We certainly hope so. We have a family of brands – K Rend, K Systems and Kilwaughter Lime and we are well positioned to continue to deliver business performance and further growth in each sector we operate in.

What are you hopes for the year ahead?

We have a great business with great people and we have lots of energy and ambition for continued success. We’re just completing our five year strategic planning cycle which has been an exciting time for us and it has identified lots of opportunity over the next five years. There is a real buzz and enthusiasm about the company and putting our plans in place and delivery of these plans will be our focus for the next year.

What is fuelling that growth at the company?

The new government has committed to 300,000 new homes per year by 2025 and pledged to reduce carbon emissions in the UK, which should bring buoyancy and confidence to the construction industry. At Kilwaughter, we are focusing on quality and innovation to deliver excellence in all areas to give our

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CONSTRUCTION: KILWAUGHTER

Fiona Byrne, Head of Organisational Development, Kilwaughter

CONSTRUCTION: TOBERMORE

David Henderson, Managing Director, Tobermore Founded in 1942, Tobermore has evolved from a modest sand and gravel company to become one of the leading suppliers of paving and walling products for the commercial and domestic markets throughout the UK and Ireland.

Tobermore remains family-owned and managed, driving forward with the same vision, determination and values on which it was founded. The company continues to grow sustainably, achieving a record-breaking turnover of £50m last year and employing over 300 people throughout the UK and Ireland. Tobermore is proud to be a trusted supplier of leading contractors and housebuilders, providing paving and walling products for the nation’s most prestigious schemes.

How has business been over the past year? What kind of activity did you experience and how did it relate to peak trading at the firm pre-recession?

2019 was a very successful year for Tobermore, we notably launched our new brand and reached a record turnover of £50m.

Pre-recession, we were operating with £44m of turnover which was primarily generated within the island of Ireland. Postrecession, turnover fell to £19m by FY13.

In order to survive, we had to deploy a new strategic focus on the GB market where no previous brand presence existed. We invested heavily in additional plant and secured several deals with substantial buying groups, which secured our foothold in GB. Last year, we launched our refreshed visual identity which serves to position our company for the future. We invest in the best machinery and best people, so it also makes sense that we invest in marketing to help drive our growth by communicating what makes us different.

What kind of activity do you anticipate this year?

We are excited to launch a brand new linear paving product to the market at the end of this month. Modern plank-style paving has been up and coming on the landscaping scene in recent years. But we take this trend to the next level with the launch of ‘Artro’, a creative paving range inspired by the intimate scale of European clay pavers. Artro provides both traditional and contemporary options for landscape designers.

What is driving business forward? What areas of construction?

We have ambitious growth plans to further expand into NI, ROI and GB. We will achieve this by continuing to supply the highestquality concrete paving and walling products to the domestic and commercial market. The beauty of our product offering is the versatility of suiting a wide range of applications from public realm, to schools, hospitals, retail outlets and housing. The GB market is huge for us, we feel we are currently only scratching the surface.

What has been your most prominent project lately?

Tobermore is proud to be a trusted supplier of leading contractors, providing paving and walling products for the nation’s most prestigious schemes.

You may recognise our products on local landmarks including; Harvey’s Point in Donegal, Junction One in Antrim and Queen’s University in Belfast.

Further afield, remarkable projects include; British Airways i360 in Brighton, Queen Elizabeth II Hospital in Hertfordshire and the Sir Chris Hoy Velodrome in Glasgow.

What are the challenges facing Tobermore?

Like any company, we face challenges in our market which are outside of our control. At Tobermore, we try to control what we can through our continuous improvement ethos. We are constantly streamlining processes to provide the best products, service and price to our customers.

Personally, I’m not worried about post-Brexit ramifications.

The reality is, whatever happens, people will need to build houses, schools and hospitals.

Are there any major plans for investment/staff increases over the year?

As part of our business plan, we have identified our incremental employment and capital investment strategy that we must implement in order to provide the capability and capacity to meet our ambitious growth targets.

The construction of our new £10m brick factory is currently underway, which will undoubtedly create more local employment. We continually invest in the world’s most advanced manufacturing equipment which is indicative of our determination to always serve our chosen markets with excellence in quality and service.

How do you see the firm evolving?

Looking forward to the 2020’s, we plan to take full advantage of our leading position in the concrete paving and walling sector, by sustainably expanding production capability and capacity in order to capture new and existing demand.

At Tobermore, our customers and people are at the heart of everything we do. In recent years, we have built a strong management team to ensure that the necessary personnel structures are in place to underpin the future growth and success of the company.

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David Henderson

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Columnist Brendan Drain, Sync NI

Techie Talk Time

Sync NI’s Brendan Drain looks at the UK’s cyber security industry, which is now estimated to be worth £8.3bn, and discusses why Northern Ireland is quickly becoming a global cyber security hub.

The tech sector in Northern Ireland has practically exploded over the past two years, and few industries have seen as much growth as the local cyber security scene. The UK-wide focus on innovation and research in tech has led to a 44% rise in the number of cyber security companies in the country from 2017 to the end of 2019.

Northern Ireland’s reasonable wages and high levels of tech qualification have led several global companies to invest heavily in the region for their cyber security needs already, and there’s more on the way. Here are three major investments in cyber security centres recently announced for Northern Ireland:

Aflac’s Global IT and Cybersecurity Innovation Centre

Major US health insurance company Aflac has been eyeing up Northern Ireland as the future home for its upcoming investment in cyber security, and plans officially moved forward this February. The firm signed a 10-year lease with Belfast Harbour to create the new Global IT and Cybersecurity Innovation Centre at City Quays, with plans to create 130 jobs in the 11,000 sq. ft. office space by 2023.

Aflac is headquartered in Georgia in the United States, and it currently employs around 4,700 employees in the US and 11,000 globally. It’s ranked 143 on the Fortune 500 list and was recognised by Fortune Magazine in 2018 as one of the 100 Best Companies to Work For in the US for the 20th consecutive year.

The Belfast cyber security centre will work closely with the firm’s cyber security and innovation teams in the US and Japan, and the average salary of the upcoming jobs is expected to be around £45,000 as part of the multi-million-pound investment in Northern Ireland.

Microsoft’s upcoming Cyber Security Centre

Microsoft announced plans in January to open a new Belfast-based cyber security centre and create 85 new tech sector jobs.

The new centre will provide cyber security support for Microsoft’s largest enterprise customers across Europe, the Middle East, and Africa, and it represents a significant investment from Microsoft in Northern Ireland’s cyber security industry.

The local sector has grown significantly over the past several years, and the number of qualified graduates and experienced cyber security workers isn’t keeping up with the demand. Microsoft’s new Cyber Security Centre will be taking advantage of the Assured Skills Academy programme to help with recruitment by encouraging graduates to re-skill into the field.

The academy is operated by Belfast Met and is open to anyone with a 2:2 degree or above in any discipline, or anyone with a Level 5 qualification in an IT-related subject.

The scheme will pay attendees to take the course and retrain in cyber security skills, and everyone who completes the course will automatically get a job interview with Microsoft for one of the open positions.

NI Cyber Security Centre

The Northern Ireland Cyber Security Centre officially opened its doors this year, promoting collaboration across the public, private and community sectors to ensure everyone has access to the cyber security tools and knowledge they need. The centre is based in the Queen’s Centre for Secure IT in the Titanic Quarter and will help the NI government deliver its new strategic framework for cyber security.

The centre will play a key role in ensuring businesses and citizens are better informed regarding protecting their computer systems and safeguarding data. It will work closely with key partners such as the UK National Cyber Security Centre, the PSNI Cyber Crime Unit, local cyber security firms, and Northern Ireland’s universities.

National Cyber Security Centre CEO Ciaran Martin expects that the new centre will help bolster the digital resilience and strength of the whole community in Northern Ireland. He explained that “At the NCSC we look forward to working closely with our Northern Ireland counterparts as we develop ground-breaking new products and services to help all of us meet the fast-evolving cyber threats.”

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Want to be the first to find out what’s happening in Northern Ireland’s tech scene?

Stay up to date with www.syncni.com or follow us on Twitter @syncni

SPONSORED FEATURE

BUSINESS LEADERS PLEDGE THEIR COMMITMENT TO DIVERSITY AND INCLUSION

The Diversity Mark NI team with the latest Diversity Charter Mark Award winners; IQ & Co, MJM Marine, NIE Networks, fscom and Exploristics.

Diversity Mark NI celebrated the success of their members at a prestigious Awards Lunch last month hosted by Ulster Bank. Companies recognised at the event included NIE Networks, MJM Marine, fscom, IQ & Co and Exploristics. These award-winning organisations were applauded for their commitment to building fair and inclusive workplaces and they were presented with the Bronze Diversity Charter Mark – a public declaration of their commitment to Diversity & Inclusion.

Dr Bryan Keating CBE, Tanya Martin, Angela Forsythe and Christine White.

Paul Stapleton, NIE Networks and Judith Gillespie CBE, Diversity Mark Independent Assessor.

Judith Gillespie CBE, former Deputy Chief Constable of the PSNI spoke passionately to the group about her voluntary role as an independent assessor for Diversity Mark NI. She explained the many reasons why she believes it is imperative for companies to work towards achieving the Charter Mark to build diverse and inclusive workplaces reflective of our society. Dr Bryan Keating CBE, Diversity Mark NI vice-chair also spoke at the event highlighting his personal reasons for being involved and his passion for championing Diversity due to the vast business benefits to companies of all sizes in attaining the Charter Mark.

Diversity Mark NI Ltd is NI’s only independent, not-for-profit Diversity and Inclusion Charter Mark with over seventy members working towards achieving and maintaining the now highly regarded, Charter Mark.

If you are interested in pledging your company’s commitment to the Diversity Charter Mark visit: www.diversity-mark-ni.co.uk or contact Christine White: christine@diversity-mark-ni.co.uk.

Dr Bryan Keating CBE, Paula Leathem, Paul Stapleton and Christine White.

www.diversity-mark-ni.co.uk

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DELIVERING THE PERFECT PITCH John Ferris, Entrepreneur Development Manager at Ulster Bank The Belfast Telegraph Business Awards in partnership with Ulster Bank returns to the Crowne Plaza Hotel in April this year. The glittering awards ceremony recognises firms across a wide range of sectors, and as always, is expected to be a very enjoyable evening, celebrating the very best of Northern Ireland businesses.

As part of Ulster Bank’s support for the event, it is bringing back the Dragon’s Den-style pitching competition, giving one overall winner a prize package of £4,000.

John Ferris, Entrepreneur Development Manager with Ulster Bank, explains how entrepreneurs can enter the competition and gives some useful tips on how to deliver the perfect pitch.

Entrepreneurs know that pitching is a vital tool for any business. And while it may not be the most pleasant experience, it’s a skill that needs to be polished and crafted so that when you’re put on the spot in front of potential backers, you can really deliver.

This month we are working with entrepreneurs from start-up and scale-up businesses across Northern Ireland to give them the opportunity to pitch their business idea live on stage at the event. Four shortlisted businesses will have one minute each to try and convince the room that they deserve to have the £4,000 prize money invested in his or her company.

So what makes the perfect pitch? It’s important to remember that the purpose of a pitch is to capture your audience’s attention. You want to engage people so they feel compelled to find out more about who you are, and what you do.

The crucial thing is not to over-complicate your pitch. When you only have 60 seconds in front of an

audience, the common trap is to try and include too much detail; bombarding the listener with information that they simply cannot retain.

A good tip is to remember that you want to take your listener on a journey. If you don’t have buy-in within the first 10-12 seconds, then it’s probably not going to come. It’s similar to any book or newspaper article; if the reader isn’t captivated by the first few lines then chances are they aren’t going to persevere.

When we are working with entrepreneurs in our Accelerator programme, we encourage them to begin with an unusual stat or interesting fact that will help strike up a rapport with the audience.

Delivering a good pitch relies on the same techniques used by any effective public speaker. You have to speak slowly and clearly and make a personal connection with your listeners. Of course the ticking clock brings another layer of pressure but if you are well-rehearsed, confident and assured of your product or business, you should be able to overcome this.

When crafting the pitch, I think it’s always helpful to write it down. Consider why people will be interested in your product and remember to make it clear what you are asking for. Using everyday examples can aid your audience’s understanding and it’s important to speak in layman’s terms, avoiding overly technical, industry jargon.

When it comes to remembering your script, go with what works for you. Some people prefer to learn it by heart, others rely on a few key points. Whichever option you choose, rehearsal is key. Practice out loud in the car, in front of the mirror, and to your friends and family. They should give you a good indication of what works and what doesn’t – if they aren’t getting it, then it’s unlikely the judges will either.

Finally, it’s important to stay calm and be yourself.

Show that you really believe in your business and if your enthusiasm shines through, others will believe in it, too.

Through the Ulster Bank Accelerator, we’ve helped hundreds of businesses perfect their pitch and watched with pride as they’ve gone on to win pitching competitions across the UK and beyond.

To find out more about the work of Ulster Bank’s Accelerator or to apply for future intakes, visit www.ulsterbank.co.uk/acclerator

Stephen Beck, Zero Waste Bioteck, receives his prize for winning the 2019 Belfast Telegraph Business Awards pitching competition from Margaret Canning, Business Editor, Belfast Telegraph (left) and Lynsey Cunningham, Regional Director, Entrepreneurship with Ulster Bank.

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FEATURE

Calls for Investment After three years of political deadlock, the power sharing Executive of Northern Ireland has re-entered devolved government. A New Decade, New Approach promises to deliver effective changes in areas impacting profoundly on people’s lives like economy, health, struggling schools, housing crisis, welfare concerns, and mental health. Time will undoubtedly tell if the new Executive can reliably deliver on the multi-year Programme for Government. Since the breakthrough in critical negotiations, “Calls for Investment” throughout a broad spectrum of issues have been published across print articles in Northern Ireland. In total, 232 newspaper articles featured references by sectors and regions requiring urgent injections of cash. Infrastructure commanded the most significant share of references with 52 Investment calls into better water infrastructure and movement on Northern Ireland’s biggest road schemes. Calls for financing across the Education sector for school funding, essential maintenance and an academic priority from the North West for a new medical school at the University of Ulster Magee Campus. The consistent theme across health investment calls concluded no temporary fix was achievable, but pay parity for nurses constitute the first step in the appropriate direction. A conclusive need for Mental Health investment was evident, children must be at the heart of subsequent policies and urgent action is needed on suicide.

For more information on how NIMMS can help with your media monitoring and analysis requirements, please contact us on 028 90 649012 or email mediateam@ nimms.co.uk l mediateam@nimms.co.uk.

Martin Breheney, Senior Analyst, NIMMS

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2020 SET TO BE MOST SUCCESSFUL YET FOR SPARQ

Belfast-based technical production event specialist, Sparq, is set to mark its best year yet thanks to some major kit investment, a large-scale branch refurbishment and a catalogue of prestigious live events already in the pipeline.

One of Northern Ireland’s leading event specialists, Sparq, has positioned itself as the only technical event production company in the region to provide a full suite of services in-house. This includes everything from technical production and set and stage design, right through to video and content creation, thanks to its dedicated in-house studio. Ongoing investment has also ensured the production specialist boasts a large inventory of kit, which includes LED videowall, the latest d&b sound systems and a vast array of lighting equipment.

Sparq is experienced in delivering a diverse range of events and has supported with everything from conference and award ceremonies right through to gala dinners, across Northern Ireland and beyond.

The team is also the official technical production partner for the Ulster Tatler Awards this September, supporting the award ceremony since its inauguration 13 years ago.

2020 will also see the office undergo major renovation, which will see it enhance its current services and also expand its facilities. This will include a refurbishment of its green screen studio, voiceover and production facilities, which are frequently used to produce videos for renowned organisations across Northern Ireland, as well as several television commercials and TV segments for ITV. To enhance its current video production offering, Sparq has recently invested in more state-of-the-art equipment to bolster its service offering. This includes a Sony fx9, one of the first available to the events market in Northern Ireland. The full frame 6K sensor camera produces breath-taking cinematic images and has a whopping 15 stops of dynamic range. The team is proud to stay ahead of the game when it comes to video software using standard products like Final Cut Pro, Cinema 4D and the full adobe collection.

If you’d like to pop in for a chat about your next event, or you’d like a tour of the new Sparq facilities, get in touch either by calling 028 9077 2772 or emailing hello@sparq.live

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BUYING A NEW CAR? PCP OR PCH?

PCP vs PCH Comparison Table

With so many new car options available today it can be a challenge to find the right car, then there’s the question of how do I pay for it?

Agnew Leasing are here to help with that difficult question.

In this article we will discuss the most common personal finance options; Personal Contract Purchase (PCP) and the new rising star; Personal Contract Hire (PCH). PCP and PCH can easily be confused and both offer different advantages and disadvantages.

PCP is a purchase plan, customers have the option to purchase the car at end of the contract. PCH is a hire plan that can offer attractive monthly payments, but you never own the car, you simply hand it back at the end of the contract.

The comparison table pictured highlights the key points for both PCP and PCH. In summary both finance products will appeal to different consumers and each have their advantages and disadvantages. The main takeaway is with either you will more than likely be able to drive a car which could otherwise be out of your price range.

For further information on what finance product is right for you contact Agnew Leasing on 028 9009 7282.

Conference Facilities The Ivanhoe has three excellent Conference Rooms of differing sizes to meet all meeting requirements - from small interviews to large-scale corporate events. An excellent choice of Refreshments is also available. Equipment hire can be arranged at the time of booking.

Mealough Room (15’ x 10’) 20 Theatre Style • 15 Boardroom Style - £20 per hour All day price £140 (8 hours) The Bracken (60’ x 40’) 60 Theatre Style • 60 Seated - £25 per hour All day price £180 (8 hours) The Lagan Suite (76’ x 35’) 100 at round tables • 120 at long tables - £30 per hour All day price £220 (8 hours) Use of Screen Free of Charge Use of Flipchart/Pens £10 Hire of Data Projector £20

Refreshments Tea/Coffee £1.80 pp Tea/Coffee & Shortbread or Biscuits £2.50 pp Tea/Coffee & Scones served with preserves and fresh cream £3.85 pp Tea/Coffee & Sandwiches £5.95 pp Sausage Bap £3.95pp Bacon Buttie £3.95pp Lunch Finger and Fork Buffet options available.

Price on request Free on-site parking

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IVANHOE INN & HOTEL 556 Saintfield Road, Carryduff, Belfast BT8 8EU | Tel: 028 9081 2240 | Email: ivanhoecarryduff@gmail.com | Web: www.ivanhoeinn.co.uk

SPONSORED FEATURE

LET’S TALK TAX CHANGES TO CAPITAL GAIN TAX ON RESIDENTIAL PROPERTY Conaill McGrady, Mal Mcgrady, Nicola McCarton and Karl Gilchrist.

As we spring into the New Year and new decade, a number of changes to taxation legislation are due to be implemented in 2020. These taxation changes will affect those with rental property or second homes as well as impacting estates liable for inheritance tax. Nicola McCartan, a member of the Chartered Institute of Taxation at M. B. McGrady & Co Chartered Accountants looks ahead to the new changes and determines whether these changes are likely to affect you.

“Important changes are coming into effect which mean second homeowners and buy-to-let landlords may be subject to capital gains tax payments sooner than anticipated. The legislation was introduced in the Finance Bill 2019-20 and will be effective from April 2020” comments Nicola McCartan.

3. Capital Gains Tax Payments • Currently: individuals selling a residential property will not be required to pay any Capital Gains Tax (CGT) after the completion of the sale until 31st January 2021. Payments can be made before that date, but the full amount is not required until January 2021.

• From 6th April 2020: UK residents who sell a residential property that gives rise to a CGT liability must send a new standalone online return to HMRC and pay the tax due within 30 days of completion of the sale.

This is a significant departure from the current filing and payment timeframe where taxpayers have until the self-assessment tax deadline of 31 January after the tax year in which the disposal is made, to complete a tax return and pay the CGT.

What is changing On 6th April 2020, capital gains tax (CGT) on property is changing.

This is likely to have a significant effect on the amount of tax you hand over to HMRC following a property disposal.

Want to know more?

The 2020/21 tax year begins on 6th April 2020, which is when changes to Inheritance Tax, Capital Gains Tax and Mortgage Interest Relief will come into force.

There will be three significant changes to the current legislation:

With offices in Belfast, Downpatrick and Newtownards, M. B. McGrady & Co Chartered Accountants represents a diverse range of clients from across Northern Ireland.

1. Lettings Relief • Currently: if a property was at some stage an individual’s main residence and also has a period when it was let, there is potential CGT relief on up to £40,000 of any gains. Where the property is jointly owned, each owner would receive the £40,000 relief.

• From April 2020: this relief will only apply to landlords who share an occupancy with their tenants.

2. Private Residence Relief • Currently: where a property has been a main residence at some point, the last 18 months of ownership, even when you are not living there, are treated as a private residence relief period and exempted from tax.

• From 6th April 2020: this period will be reduced to nine months.

For more information please contact Nicola McCartan, Chartered Tax Advisor and Property Sector Specialist at

Nicola.McCartan@mbmcgrady.co.uk or visit www.mbmcgrady.co.uk

HONEYCOMB’S LOUISE QUINN RESPONSIBLE FOR STRATEGIC APPOINTMENTS Due to the surge in growth within the Business Support sector, Honeycomb has seen the need for a dedicated experienced consultant to look over specialist senior roles that often require strategic appointments for organisations anything from a Louise Quinn, Professional Services Manager.

SME to Multinational businesses.

Louise Quinn, who has worked within recruitment for the last 15 years is the Professional Services Team Manager and is responsible for Specialist Senior Appointments within Honeycomb.

DAVY UK FLAGSHIP EVENT Davy UK were delighted to host its flagship event on 24th January 2020 in The Merchant Hotel. A panel of speakers from Davy including Donough Kilmurray, Chief Investment Officer, Andrew Campbell, Managing Director at Davy UK, and Angela McGowan, Director of CBI (Confederation of British Industry) discussed the economic and political outlook for 2020 and sketched out some key factors that might influence the economic growth of Northern Ireland in light of the Brexit uncertainty. The feedback received from the attendees has been excellent.

If you are looking for your next strategic appointment, contact Louise on 028 9620 7050 to guide you with expert advice and market trends.

Visit www.davyUK.co.uk

4c LAUNCHES NEW DIVISION 4c Executive, Northern Ireland’s leading provider of true executive search services, recently launched an exciting new division, 7twenty Professional Search, at its ‘Building Winning Teams’ event at The MAC in Belfast.

Compered by the BBC’s Holly Hamilton, speakers at the event included Ulster Rugby’s CEO Jonny Petrie, and Bryn Cunningham, Head of Rugby Operations and Recruitment alongside 4c Executive’s Managing Director, Gordon Carson and Gareth Hanna, Head of Search for 7twenty.

“The launch of 7twenty stems very much from significant client demand from 4c’s clients over the past six years,” explained Gordon Carson. “Whilst 4c concentrates on filling senior-level, business-critical roles through a methodical executive search process, 7twenty will focus exclusively on finding the best available talent to fill middlemanagement level roles in the core business services through search and advertised selection.”

Jonny Petrie, who was, himself, placed in his role as CEO at Ulster Rugby a process supported by 4c Executive in December 2018, said: “We have already completed a successful assignment with 7twenty to

fill a middle-management role at Ulster Rugby. The launch of this new division for 4c has been very timely for us in helping to ensure that we have the right people in the right place.”

To get in touch with a search consultant at 7twenty, contact us confidentially on +44 (0) 28 9033 2243 or visit our website at 7twentysearch.com.

PASSENGER NUMBERS UP AT DUBLIN AIRPORT Dublin Airport welcomed a total of 32.9 million passengers during 2019, setting a new record for traffic at the airport. About 30.7 million people started and ended their journey at Dublin Airport last year, while almost 2.2 million passengers used the airport as a hub.

Passenger numbers were up 4% during the year, as a stronger first half performance gave way to more modest growth in the later part of the year. An additional 1.4 million passengers passed through the airport during 2019.

“Dublin Airport had its ninth consecutive year of passenger growth in 2019 and this has had a hugely positive impact on the entire Irish economy,” said Dublin Airport Managing Director Vincent Harrison. A new study has found that Dublin Airport supports or facilitates almost 130,000 jobs in the Republic of Ireland and contributes a total of €9.8 billion in Gross Value Added (GVA) to the Irish economy. “The connectivity provided by Dublin Airport is essential, as the Irish economy is one of the most open in the world,” according to Mr Harrison. “Our economy depends on trade, exports, inbound tourism and foreign direct investment and Dublin Airport is delighted to be able to facilitate these key sectors.”

This year, Dublin Airport will welcome 12 new routes. New long-haul services for summer 2020 include Shanghai via Helsinki with Juneyao Air and San Francisco with United Airlines. New short-haul destinations include Cairo with EgyptAir, Marseille with Ryanair, Rhodes with Aer Lingus, and Tel Aviv with El Al. Dublin Airport has flights to more than190 destinations in 42 countries operated by almost 50 airlines. It is the tenth largest airport in the European Union.

For more information visit www.dublinairport.com

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NEW APPOINTMENT ADDS SPECIALIST EXPERTISE TO CLEAVER FULTON RANKIN’S PRIVATE CLIENT TEAM Cleaver Fulton Rankin has added to the specialist expertise of its Private Client team with the appointment of Associate Director, Brid McColgan. This senior appointment will add a wealth of experience and expertise to develop the team’s offering in private client matters.

The team, led by Director, Michael Graham, is recognised as one of the largest specialist Private Client teams in Northern Ireland, consistently recognised in UK Legal Directories, Chambers and The Legal 500 as a leading practice. The Private Client team provide high quality specialist advice on wills & estates, trusts & tax planning, elderly clients & capacity, residential conveyancing, and family & matrimonial matters.

Brid McColgan joins the firm after previously working for over 10 years at a large commercial law firm in Northern Ireland in their private client department. Brid has over 16 years’ experience in private client matters, specialising in the drafting of wills and the administration of estates as well as matters relating to capacity, including Enduring Powers of Attorney and other applications to the Office of Care and Protection.

Brid will also add to the team’s expertise as a full member of the Society of Trust and Estate Practitioners (STEP). Directors, Michael Graham and Timothy Rankin, and Associate Solicitor, Paula Gibson are all full members of STEP. The STEP accreditation is a specialist certification, allowing practitioners to demonstrate

knowledge of current issues affecting trusts and estates, whilst also providing assurance to clients that they are highly qualified trust and estate practitioners and trusted advisors.

The appointment of Brid, comes shortly after Associate Director, Timothy Rankin was promoted to Director-level, which further illustrates the investment Cleaver Fulton Rankin has made to its senior team. Timothy’s promotion recognises his significant experience, expertise and achievements within the firm and Private Client team.

Michael Graham, Head of Private Client at Cleaver Fulton Rankin commented; “The appointment of Brid will complement our existing private client offering, as we continue to provide high quality legal advice on high value and complex private client matters.

Due to Brid’s wealth of experience in private client matters, she will add to the strength and depth of our team, and I look forward to working alongside her going forward.”

Our Private Client team offers practical advice and sound guidance on all personal legal matters. Should you wish to make an appointment or speak to us, please contact Michael Graham on 028 9024 3141.

50 Bedford Street, Belfast, BT2 7FW | T: 028 9024 3141 | W: CleaverFultonRankin.co.uk

@CFR_Law

SIMPLE CONNECTIONS, BETTER RETURN

DISCOVER CORPORATE OPPORTUNITIES ACROSS ODYSSEY

The new ‘BuySupplyNI’ portal – aimed at simplifying the process of connecting manufacturing companies to potential suppliers in Northern Ireland – was recently launched at the NI Manufacturing & Supply Expo.

Developed by companies on Mid and East Antrim Borough Council’s (MEABC) Manufacturing Task Force (MTF), the NI-wide portal will benefit both buyers and suppliers. For Buyers the benefits include reduced costs of sourcing materials and components and reduced lead times for delivery. For Suppliers, the benefits include the potential to increase sales and open direct lines of communication with buyers.

Anne Donaghy, Chief Executive of MEABC, explained: “Responding to a clear need identified by our MTF, this innovative portal will increase the nimbleness and responsiveness of procurement through the easy identification of local suppliers. This is just one of a number of excellent MTF-led initiatives to be developed in recent months.”

Odyssey is a unique entertainment and education venue sited at Queen’s Quay Belfast, comprising of The SSE Arena, Belfast; W5 Science & Discovery Centre; The Stena Line Belfast Giants and The Odyssey Carpark. As part of the Landmark Millennium Project for Northern Ireland, they first opened their doors in December 2000. Since then, they’ve hosted thousands of memorable concerts by international artists, state of the art exhibitions and thrilling sporting events.

Welcoming over a million visitors per year, Odyssey is one of Northern Ireland’s most iconic venues. Offering a diverse range of stunning event spaces and incomparable sponsorship and hospitality opportunities, their award-winning venue in the heart of the capital has everything you need.

Located in Belfast’s thriving Titanic Quarter, Odyssey is just a short walk away from the city centre, 10 minutes away from George Best City airport and adjacent to major bus and rail links. The Odyssey Car Park, serving the entire development, contains a total of 1500 parking spaces across the front, rear and overflow car parks.

Their experienced events team can create bespoke venue/room hire and hospitality packages to suit your event requirements.

Visit www.buysupplyni.com

www.odyssey-corporate.com

IS YOUR BUSINESS PROTECTED?

CELEBRATING MICROSOFT’S POWER PLATFORM IN A WORLD OF DIGITAL TRANSFORMATION

Davison Lamont are Northern Ireland’s premier commercial insurance consultants, providing bespoke insurance solutions across all industries.

Trading for 10 years and regulated by the Financial Conduct Authority, Davison Lamont has a wealth of expertise and extensive knowledge of the UK insurance market.

Taking the time to understand your business and all potential risks allows Davison Lamont to provide tailored insurance requirements to meet evolving operational needs.

Brian Davison stated: “We are not insurance brokers, intermediaries or appointed agents, therefore our experience and partiality allows us to provide a unique and bespoke annual insurance procurement service resulting in the confidence that the correct cover has been placed at the best possible price.”

Microsoft have recently been positioned as a leader in the Gartner 2020 Magic Quadrant for Analytics and Business Intelligence Platforms (source: Gartner (February 2020).

Visualise how your business is performing and drive smarter decisions for promoting growth and sales by harnessing the power of Microsoft Power BI. Turn those insights into actions by using Microsoft Power Apps and Microsoft Power Automate to create business applications and automate workflows.

Then take the next step in the digital transformation journey with Microsoft Power Virtual Agents to create chatbots that resolve customer issues quickly.

To find out more about how the Microsoft Power Platform can help your business, visit https //www.endeavour-is.com/microsoft-power-platform and arrange a free visit from our data experts to discuss how you can release the power of your data.

For more information visit www.davisonlamont.co.uk 82

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appointments

A

NEW

PPOINTMENTS IN THE BUSINESS COMMUNITY

MARK MCBRIEN

NEIL HUGHES

PETER GAMBLE

PETER GIBSON

Financial Director at Douglas and Grahame

Associate Director, People and Change Consulting, at Grant Thorton

Finance & Assurance Executive at Northern Ireland Chamber of Commerce and Industry

Finance Director at Hastings Hotels

STEPHEN MASTERSON

CORRIGAN TOMAS

JAMIE CAIRNDUFF

KRISTINA CUNNINGHAM

Solicitor in the Planning and Environmental department at Cleaver Fulton Rankin

Litigation and Dispute Resolution Associate at Arthur Cox

Investment Analyst at Whiterock Finance

Litigation and Dispute Resolution Associate at Arthur Cox

Total Recruitment Solutions At PRL Recruitment we have been identifying and introducing exceptional talent since 1973 PRL Advert x 2 (MRR) V2.indd 6

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16/10/2018 12:42

Business in the Community Northern Ireland (BITCNI), the responsible business network, has appointed Translink Group Chief Executive Chris Conway as its new Chair.

Chris brings the benefit of extensive international business experience and a passion for tackling climate change and reducing carbon footprint to the role.

Pictured are Kieran Harding, Managing Director of Business in the Community NI, and Chris Conway, Group Chief Executive, Translink and New Business in the Community NI Chair.

TRANSLINK GROUP CHIEF EXECUTIVE APPOINTED NEW CHAIR OF BUSINESS IN THE COMMUNITY NORTHERN IRELAND (BITCNI)

ARE YOU HIRING THE RIGHT CANDIDATES? The process of hiring new staff can be a time-consuming task. This can be made worse, if after a few weeks in the job, what you thought was the ideal candidate turns out to be less experienced than you first thought and not the right fit for the position. So how can you avoid this happening?

coffee or lunch. By doing this they can get a feel for the candidate’s personality, allowing you to see if they will connect with the team, which can be just as important as having the right skills.

4. Mix it up

The majority of candidates will have practised the usual interview-style questions until they can recite it like a script; where do you see yourself in five years time? How can you work as part of a team? To avoid the same repetitive questions, it is a good idea to add in a curveball.

For example, if it is for a sales position, you could ask them to sell you their pen. This might catch people off guard, but the right candidate will be able to think on their feet and improvise.

1. Step outside of the box

When it comes to interviews, think beyond the normal question-answer format. Perhaps you could put their practical skills to the test by giving them a task to complete that would replicate what they would be doing in their new role.

2. Get a second opinion

The rest of your team and employees will have to work with the new candidate, so it would be good to get their opinion on who they think would be the right candidate for the job. They could advise you on the skills and traits they think would be best suited to the role or they

could be present in the interview stages to ask specific job role related questions.

3. Go beyond the boardroom

For a lot of employers, part of the interview process can involve taking the candidate out for

At PRL Recruitment, we deal with many of the top companies across the island of Ireland across every sector, which provides us with a unique knowledge of what companies are looking for in a candidate.

If you would like to find our more, please email Glenn McCormick; glenn.mccormick@prl.uk.com

www.prlrecruitment.com

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16/10/2018 12:42

ATTRACTING TOP TALENT KEY FOR TECHNOLOGY INDUSTRY

The technology sector is one of the fastest growing industries in Northern Ireland, with the demand for skilled tech workers at an all-time high. Around 60,000 people are estimated to work in the sector in Belfast alone. It is no wonder that stimulating, inspiring workspaces are a top priority for technology companies, as they aim to attract and retain the best people for their businesses.

Workspace specialists, The Alpha Group, understand the crucial role that workplace design plays in increasing workplace happiness and employee productivity. With almost 50 years’ experience, the group specialises in workspace and educational furniture and comprises Ten Eighty, Alpha Scotland and Alpha Office Furniture.

Ten Eighty has delivered innovative solutions for many of Northern Ireland’s top tech companies in recent years – including AllState and Kainos. From more formal, corporate working environments to trendy collaborative spaces, the company has built up extensive experience in designing workspaces, which mirror the company culture, inspire and motivate staff, and stand the test of time.

John Roddy, Ten Eighty Design Director, explained: “The technology sector is an exciting space to be in, and one which many young people

are choosing as a career path. These young people have come through university and experienced innovative, inspiring learning spaces, and they expect the same from their place of work. We talk about creating a ‘seamless transition’ from learning spaces to workspaces for this generation – as it has been shown to help companies attract the brightest and best employees.

“Our experience shows that there are three magic ingredients for this younger generation of workers – power, wi-fi, and coffee. And we shouldn’t underestimate the power of good coffee! There is an increasing demand for wireless charging points, which offer employees more convenience. Technology means that workers are more agile than ever before – and working environments must be responsive to that agility.

“Research shows that workplaces which encourage collaborative working experience increased productivity – so shared spaces are taking up a greater portion of today’s office spaces. The AllState project, for example, was one of the most forward thinking and employee centric design schemes we’ve ever worked on. Many areas were specifically designed to facilitate greater staff collaboration and informal meetings in open spaces. The result is more engaged employees who feel at ease and comfortable in their working environment.

“We have a good understanding of what works and what doesn’t. It’s really interesting to see what tech companies across the globe are doing – and we certainly apply some of that learning to some of our projects here – but there is definitely a need to match the space to the company culture.

What works for Google won’t work for everyone! It’s all about having a good understanding of the company and what makes its staff tick – and delivering on that. We are working on some really exciting projects in the tech sector at the minute – it’s a great space to be in,” John concluded.

Visit www.alphaofficefurniture.com/ and www.1080.co.uk to find out more about The Alpha Group.

CHRONIC SPINAL PAIN MANAGEMENT Dr Michael Stafford is a consultant in chronic pain management. He specialises in treatment of chronic spinal and sciatica.

Treatment offered is within current National Institute For Clinical Excellence guidelines (NICE NG59 November 2016)

Dr Michael Stafford MD MB, BCh, FFARCSI, FFPMCAI

T: 028 9066 7878 l T: 028 9038 2202 (Belfast Rheumatology Clinic) l E: mypain@virginmedia.com l E: secretary@medical-associates.co.uk

W: 3fivetwo.com/group/services_and_treatments/Chronic_Spinal_Pain 86

Business Class Motoring

By James Stinson

18 Boucher Way, Belfast, BT12 6RE W. agnewleasing.com T. 028 9038 6600

Sponsored by

LIFESTYLE

James Stinson

Nissan Juke is ready for a fight

The latest Nissan Juke has big boots to fill but doesn’t disappoint, writes James Stinson.

There are marmite moments when it comes to reviewing cars. I had one back in 2010 when I drove the first-generation Nissan Juke. It looked odd, like a family hatchback on stilts which would, I was certain, have niche appeal only.

Turns out it was a runaway success with more than one and a half million sold in the years since. The world was, it seems, ready for this new breed of butch if slightly awkward looking motors, crucially because it has the same high riding stance that buyers find so appealing in bigger and more expensive SUVs. In time, competitors launched their own ‘mini SUVs’ or ‘compact crossovers’. Today

it’s the fastest growing part of the car market in Europe and includes weighty rivals like the VW T-Roc, Skoda Kamiq, Renault Captur and others.

And being somewhat fresher, these new arrivals were a little more advanced and refined than the original Juke. So there’s a lot riding on this new second generation car if it’s to continue the good work of its predecessor.

The latest Juke is based on the same platform as the new Renault Clio and relative Captur. It’s a bit longer and wider than the car it replaces though only by a few centimetres, but thanks to better packaging it’s a good deal more spacious and practical.

Up front, the driving position has the same elevated stance with good visibility and plenty of head, leg and elbow room but there’s now a lot more space in the back too where, even with the tapered roofline, six-footers can now be accommodated in relative comfort.

The boot is a good bit bigger too with some 422 litres to call on, 20% more than its predecessor and almost as much as the bigger Qashqai.

The new Juke is a good-looking car too – sharper, more angular and aggressive. Less marmitey!

Beneath the sculpted bonnet there’s a turbocharged 1.0 litre three-cylinder petrol engine with some 115bhp on tap. And that’s

it for the time being at least. In a sign of the times, Nissan has opted not to offer a diesel though a petrol hybrid will likely arrive later.

And it comes with front-wheel drive only.

On the road, the 1.0 litre motor feels zesty enough with a 0–60 time of around 10.5 seconds and average fuel consumption in the mid-forties. Emissions are down to 112g/km CO2 for the manual version. The ride is decent too with none of the body roll we used to associate with higher riding cars.

With an eye on safety, automatic emergency braking (AEB) with pedestrian detection, lane departure warning and traffic sign recognition feature on all models. Emergency assist, a button that you can use to directly contact the emergency services, is standard on all versions, as are two Isofix mounting points.

Trims range from the entry level Visia through Acenta, N-Connecta, Tekna, Tekna+ and the range topping Premiere Edition.

Even the entry-level Visia trim, available from £17,395, gets you cruise control, airconditioning and electric windows all round.

Most interest and sales will probably be in the mid-range N-Connecta, which boasts niceties like sat-nav, rear parking camera, cruise control, LED headlights, climate control and keyless start. That takes the prices up to £20,995 though dealer discounts of 10% and more should be achievable.

Affinity Car Scheme

Leasing for Employees

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Affinity Car Scheme Leasing for Employees Our Affinity Scheme has been designed to enable companies and organisations, across the UK, the opportunity to offer their employees/members a secure, tailored, online quotation system to help them find their perfect car.

Users will be able to log in and generate an unlimited number of quotes, selecting any make or model of vehicle and establishing monthly costs that suit their budget by adjusting deposit, term and mileage per annum.

Benefits For The Employee Configure & order car online Secure platform Flexible deposit, term & mileage Automated finance decision Full maintenance (optional)

To find out more or register interest for your company please contact us on affinity@agnews.co.uk

Road Tax (RFL) included for contract term Accident management Enhanced support terms – exclusive special offers/discounts

LIFESTYLE

DS 3 CROSSBACK COMES WITH UPMARKET AMBITIONS

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ne fairly indisputable rule of making cars is that the more expensive the car, the bigger the margin. It’s why premium brand manufacturers have traditionally made the most money and why everyone wants to be one.

Now you can either slowly reposition yourself into being one… which is what the likes of Mazda and Volvo are doing. But if you’re a brand like Citroen, that buyers associate with smaller, cheaper, functional cars this might be something of a stretch.

Others have been here before… notably Nissan and Toyota and overcame the conundrum by launching entirely new brands in Infiniti and Lexus respectively.

And that’s the story behind DS automobiles, Citroen’s upmarket spin-off brand.

Part of the same group and using many of the same components, the model lineup, styling and branding are completely different.

It’s still a relatively new brand, having launched in 2010 but in recent years has started to ramp up its ambitions, of which this new DS 3 Crossback is the latest and clearest sign. It’s a competitor for the likes of the Audi Q2 and Mini Countryman, which also indicates the scale of the challenge.

The good news with this, as with other DS models, is the DS 3 Crossback has managed to retain the quirkiness of its mother brand.

That much is evident from the distinctive shark fin side panels and the elegant flush fitting door handles that sense and pop out to greet you as you approach.

The interior is no less striking… and unmistakably DS, with the diamond shaped motif all over the controls, dash and upholstery. There’s a quality feel throughout, especially on the pricier models.

Power comes from a modest 1.2 litre turbocharged petrol motor in three states of tune ranging from 99bhp to 153bhp or a 1.5 litre diesel while an all-electric E-Tense version has recently joined the range.

The petrol motor is likely to be the pick of

the punch, with the 153bhp motor delivering a 0–60mph time under nine seconds.

There are five trim levels to choose from – Elegance, Performance Line, Prestige, Ultra Prestige and La Premiere. But these are just starters for ten with potential owners having a bewildering range of personalised options to choose from, including nine themed wheel designs, ten body colours and three roof colours.

Prices start from £17,295 but the big selling versions, including the inevitable personalisation options, will see most people paying mid-twenties and more, which is well into Audi Q2 territory.

NEW HYUNDAI I10 PRICING REVEALED

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yundai has announced UK pricing and specification for its new i10 city car, which has just arrived in dealerships.

The pert little supermini is available from £12,495 in SE trim.

Standard equipment at this level includes a DAB radio with 3.8in display, Bluetooth, air-conditioning, electric windows, leather interior trim and cruise control. SE models are powered by a 66bhp 1.0-litre

three-cylinder petrol engine and five-speed manual gearbox.

Prices rise to £13,495 for the SE Connect package, which adds 15in alloys wheels, an 8in touchscreen, rear-view camera, smartphone mirroring functionality and rear speakers. SE Connect trim can also be specified with a larger 83bhp 1.2-litre four-cylinder engine and five-speed automatic gearbox.

The i10 range is headed up by Premium trim from £14,495, with 1.2-litre automatic versions costing £15,495. An optional ‘Tech Pack’ is exclusive to Premium trim, and brings a wireless charging pad, enhanced navigation features and speed limit recognition.

The 2020 i10 has been given a dynamic exterior overhaul to appeal to younger customers. Extended rear wheel arches have added 20mm to the width and the roofline has been lowered by 20mm over the outgoing model. Rear passengers benefit from extra leg room, while a 252-litre boot space is one of the best in the class.

All models are equipped with standard safety features that include lane assist, high-beam assist, autonomous emergency braking, a collision warning system and Hyundai’s ‘eCall’ emergency services response function. An optional Eco Pack adjusts gear ratios and uses 14in wheels for even greater fuel-efficiency.

Affinity Car Scheme

Leasing for Employees

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on any bookings when you quote 'NIChamber20' contact@highriseni.org As a social enterprise, 100% of the profit from High Rise is invested to support parents

Blaris Industrial Estate, Lisburn (5 mins from Sprucefield)

PLASTIC RECYCLING – LET’S ALL MAKE A DIFFERENCE

IS YOUR OFFICE SPACE BOOSTING EMPLOYEE WELLBEING?

Over the last 20 years, workplace design has transformed dramatically from the cubicle farms of the early 2000s to the open floorplans, breakout spaces and ping pong tables we see today. One of the major factors that has driven that change is a growing understanding of the impact the office environment has on employee health and wellbeing, and in turn, the effect employee wellbeing has on workplace engagement and productivity.

If you think your office space is hindering rather than enhancing employee wellbeing, there are a number of relatively simple changes you can make, scan the code to learn more:

The construction industry uses an impressive amount of materials and creates a lot of waste each year.

Amongst necessary changes, reducing landfills and greenhouse gases is a priority, and this includes tackling the issue of single-use plastic. We can act by making more informed decisions when producing, specifying, buying, installing and removing materials, including plastic cable management.

Core Distribution represents cable management manufacturer Marshall-Tufflex in the all-Ireland market. Together they are leading the route towards a more sustainable cable management, encouraging the sector to commit to, specifying and installing PVC-U cable management solutions with a minimum of 50% recycled plastic.

Marshall-Tufflex has successfully manufactured cable management from recycled PVC-U window frame for over 20 years. Because windows are designed to withstand external elements, they obtain a raw material that is more robust and higher quality than virgin PVC. Overall, they have been able to use 80% recycled material, saving the equivalent in weight of 300 double-decker buses worth of PVC-U from reaching the landfill. Hence, when you buy trunking or conduits from Core Distribution, you also contribute to reducing your impact on the environment.

If you wish to discuss or learn more about plastic recycling and its application to cable management, please get in touch with Core Distribution: T. +44 (0)28 9002 0066 E. distribution@coreelectrical.com

CLEAVER FULTON RANKIN & WOMEN IN PROPERTY HOST ‘URBAN LIVING’ EVENT Cleaver Fulton Rankin, in association with Women in Property NI, held the first event in the ‘Visible Women’ series to discuss urban living in a local context, bringing together three high profile speakers from Northern Ireland’s built environment sector.

Women in Property NI’s Visible Women series features speakers with expertise and success in their respective fields, who are well placed to deliver key note discussions on a variety of topics. The ‘Urban Living’ event included talks from Joan McCoy, Director at White Ink Architects and current President of the RSUA; Cathy Reynolds, City Regeneration & Development Director at Belfast City Council; and Susan Mason, Head of RICS NI, with Kathryn Collie, Director, and Kathleen Gillespie, Associate Solicitor at Cleaver Fulton Rankin chairing the discussion.

Joan McCoy opened with a theme of “grey to green”, highlighting the role of green infrastructure in development proposals, and pressed for higher standards in design elements such as open space, aspect Joan McCoy; Kathryn Collie; Kathleen Gillespie; Susan Mason; and Cathy Reynolds. and affordability.

Cathy Reynolds followed with an overview of the Belfast Region City Deal and how this feeds into the Council’s City Centre Regeneration Strategy and the Local Development Plan 2035.

Finally, Susan Mason set out the challenges presented by increases in Belfast city centre living and the importance of ensuring that development should act as a driver for prosperity, sustainability and wellbeing.

The event concluded with a question & answer session, with many interesting questions posed by members of the audience and an enthusiastic panel discussion.

Visit www.cleaverfultonrankin.co.uk

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support for your business Is your business registered with the Equality Commission?

Employers with 11 or more full time employees must register with the Equality Commission www.equalityni.org/EmployerRegistration.

All employers can subscribe to the Equality Commission eZine and seek advice from the Equality Commission.

We provide: • Support to comply with your Fair Employment monitoring and article 55 review requirements • Telephone advice - free, confidential and tailored and tailored to your needs • Website resources - good practice guides, guides, model policies, case studies • Free equality training, seminars and conferences

For more information, see our website: www.equalityni.org or contact the employer advice team on 028 9089 0888 or email: information@equalityni.org

Follow us on Twitter @EqualityCommNI

LIFESTYLE

Chris Rees, Head Chef at the River Room Restaurant at Galgorm Spa & Golf Resort, serves Glazed braised beef shortrib with lardo, oyster mushrooms and Jerusalem artichoke puree.

Dine & Wine Glazed braised beef shortrib with lardo, oyster mushrooms and Jerusalem artichoke puree - Serves 4

This dish is currently on our tasting menu as a second course but can be served as a starter or also as a main when increased in size, and a starch is added on the side.

It consists of braised beef, artichoke puree and a fricassee of mushrooms; the beef is then topped with cured pork fat for moisture and an extra level of flavour.

Ingredients • 1 large beef shortrib • 1 onion, 1 carrot, 1 celery stick • 1 clove of garlic, sprig of thyme, 1 bay leaf • Few peppercorns, 1 star anise • 1 tablespoon tomato puree • 400g peeled Jerusalem artichokes • 350g wild mushrooms • 100g butter • 1 lemon for zest • 600ml beef stock • 400ml red wine • 100ml cream • 100g sliced lardo • Oil, salt and pepper For the beef: Using a heavy pot, season and fry the beef in a little oil until brown. Add the carrots, celery, onions, thyme, star anise, peppercorns and garlic. When the vegetables are browned, add the red wine and tomato puree followed by the beef stock.

Place the pot in a low oven (120oc) for around 3 hours or until the beef is very soft and fully cooked.

Once cooked, remove the beef from the liquid and pull out the bones, trim off any excess sinew, and slice into portions (around 4–5 per shortrib) Pass the cooking liquid through a sieve then reduce until the liquid becomes a thick glaze.

Leave the beef in the glaze and set aside.

For the puree: Peel and quarter the Jerusalem artichokes and cover with water in a saucepan. Cook and reduce the liquid until the pan is almost dry, then season and add 50ml of the cream. Bring to the boil and blend in a food processor to form a smooth puree, adding a knob of butter if necessary. Check seasoning and set aside.

For the mushrooms: Using a small saucepan, slowly cook the mushrooms in a little butter, salt and pepper until

soft. Add 50ml of the cream and reduce over a medium heat until a thick mushroom sauce is achieved. Add the parsley, garlic and a little lemon zest to finish; leave aside until the dish is assembled.

To serve: Add a spoonful of the hot artichoke puree to the middle of a plate; using a spoon, make a little hole and place the creamed mushrooms inside.

Place a piece of the braised beef on top of that, including plenty of the excess sauce.

Top this with the lardo and a few fresh herbs.

Need the perfect pairing?

Drinking good wine with good food is one of life’s great pleasures. The River Room Restaurant’s resident wine expert, Andrea Mola, recommends the perfect wine to accompany Head Chef Chris Rees’ delicious main course.

Wine Pairing: G.D. Vajra Nebbiolo This is a 100% Nebbiolo grapes from the Piedmont region in northwest of Italy. Nebbiolo is harvested usually between the second half of September and the beginning of October and aged usually 8 to 14 months; most of the ageing is carried in stainless-steel vats, with a minor fraction of the wine being in neutral oak only when needed. This amazing Nebbiolo showcases a crystal ruby red colour with some delicate reflection of purple.

On the nose it is elegant with reddish-rich fruit smell and touches of violets, leather and spices. On the palate it is dry, warm and soft, with silky tannins. The high acidity and medium body combined with leather and dry spice notes makes this wine a perfect pairing for the tender, succulent beef.

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Columnist Jim Fitzpatrick, Journalist and Broadcaster

Weathering the storm Journalist and broadcaster, Jim Fitzpatrick looks at how businesses are approaching climate change and the disconnect between Europe and the US on this issue.

T

BP’s new policy has caused it to cut links with three US-based trade associations, because of fundamental disagreements over climate-related policies and approaches. In fact, in withdrawing from the American Fuel and Petrochemical Manufacturers, BP is following in the footsteps of Shell (Netherlands) and Total (France).

BP’s new Chief Executive Bernard Looney was unrepentant: “BP will pursue opportunities to work with organisations who share our ambitious and progressive approach to the energy transition.

And when differences arise we will be transparent. But if our views cannot be reconciled, we will be prepared to part company.”

So, the wet weather may be arriving in Europe from the direction of the US and via the Atlantic, but it seems European business is determined to make its own weather when it comes to policy and business practice on the biggest issue of our age.

he relentless rain arriving from the Atlantic this winter and the misery it has inflicted on many communities suffering the effects of flooding has reminded us all of the growing impact of climate change.

The scientists are developing ever more accurate models to understand and predict these new weather patterns. The current phenomenon of wet weather is likened to airborne rivers that are carried across the ocean by the Jetstream. The warmer air allows for greater quantities of moisture to be held before it is dumped on land with devastating effect.

A few months earlier we had the horror of the Australian bush fires with apocalyptic scenes of residents fleeing to beaches trapped by fires on all sides, awaiting rescue by boat or helicopter.

And before that it was the spectacle of the Amazon on fire – the lungs of the earth clogged in flames and smoke.

All of this presents a huge challenge to humankind and our political and economic systems. And for business it presents choices that are both moral and commercial.

The moral choice is to do the right thing for the sake of all stakeholders, not just the shareholders. The commercial choice is to amend business practices to adapt to the changes, but also get ahead of the game and the inevitable laws and consumer pressure that will ultimately put environmental vandals out of business.

To some extent we are now seeing the moral and commercial pressures converge – the climate crisis has grown so acute that major boards of major companies no longer distinguish between the two. Good environmental policy isn’t just good business practice, it’s obvious commercial sense and can even provide competitive advantage.

Some of the innovators in this regard are to be found in surprising places. Oil giant BP has just committed itself to shrink its carbon footprint to net zero by 2050. An oil company promising zero net emissions!

To achieve this ambitious target BP will have to cut more greenhouse gas emissions every year than the amount produced by the whole of the UK. Perhaps unsurprisingly this approach isn’t universally adopted across the energy industry, though there are a surprising number of others who also have ambitious climate policies. Just as we’ve seen in politics with President Trump’s withdrawal from the Paris Climate Agreement, a schism is growing in the industry between Europe and the US.

“Good environmental policy isn’t just good business practice, it’s obvious commercial sense and can even provide competitive advantage.”

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Magazine of Northern Ireland Chamber of Commerce and Industry

MARCH/APRIL 2020 ISSUE 39 £2.95

MARCH/APRIL 2020

Once the skies opened, so too did our world

CIPR PRide Awards 2017 - Best Publication

We have come a long way since our first flight in 1940. Thank you for coming on this journey with us.

MAGAZINE OF NORTHERN IRELAND CHAMBER OF COMMERCE AND INDUSTRY

TRY AND SUCCEED

ULSTER RUGBY CEO JONNY PETRIE SPEAKS TO AMBITION

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19/12/2019 09:56