Ambition Issue 41 (September 2020) by Northern Ireland Chamber of Commerce and Industry

AMBITION MAGAZINE OF NORTHERN IRELAND CHAMBER OF COMMERCE AND INDUSTRY

ISSUE 41 Â£2.95

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SEPTEMBER 2020

How Fortress Diagnostics has responded to the COVID-19 challenge

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A unique position Local knowledge with global reach Lawyers offering domestic legal excellence and a truly international reach, providing the legal guidance you need in a fast-moving commercial world. Our outstanding connectivity with 68 offices worldwide (including 8 across the US and 11 in the UK) and full service coverage on the island of Ireland, enables our Belfast team to advise local clients from a unique perspective. We don’t just give advice: we solve problems, we help you manage risks, we open up opportunities and deliver outcomes that save you time and money. Find out how our legal team – now in Montgomery House, 31 Montgomery Street, Belfast, (+44 (0)28 9526 2000) – can support your growth and development ambitions, wherever you want to be. Peter Curran Partner, Commercial +44 28 9526 2000 petercurran@eversheds-sutherland.ie

Matthew Howse Partner, Dispute Resolution & Litigation +44 28 9568 2040 matthewhowse@eversheds-sutherland.ie

Lisa Bryson Partner, Employment & Immigration +44 28 9568 2020 lisabryson@eversheds-sutherland.ie

Gareth Planck Partner, Real Estate +44 28 9526 2060 garethplanck@eversheds-sutherland.ie

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September 2020 Issue 41

Contents

NI CHAMBER COMMUNICATIONS PARTNER

The Key to Success Aine Oâ&#x20AC;&#x2122;Hare, the newest partner at PwC in Belfast, on her path to the top.

Managing Editor: Christopher Morrow Features: Emma Deighan Publisher: Chris Sherry Advertising Managers: Lorraine Gill & Gerry Waddell Editorial Assistant: Kellie Burch & Joanne Harkness Email addresses: Christopher.Morrow@northernirelandchamber.com/ lorraine.gill@ulsterjournals.com / gerry.waddell@ulstertatler.com Websites: www.northernirelandchamber.com / www.ulstertatler.com Publisher: Ulster Tatler Group, 39 Boucher Road, Belfast, BT12 6UT Tel: 028 9066 3311 Printed by: W&G Baird, Antrim. Cover: Kelvin Boyes, Press Eye

NI CHAMBER PATRONS

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At a Glance

News: 06 Investment and New Jobs at Mackle Petfoods Columnists: 10 Kate Marshall 16 Paul Murnaghan 22 Claire Clerkin 24 Maybeth Shaw 40 Jonie Graham 44 John Campbell 56 Professor Mark Durkin 89 Paul Stephens 90 Brendan Drain 96 Jim Fitzpatrick Chamber Chief: 25 CEO Update 26 Membership Benefits 28 NI Chamber Welcomes New Board Members 30 The Latest Quarterly Economic Survey 32 NI Chamber Events

Together 58 The Future of Fibre 64 Investing in the Best 67 Civica Delivers Employee App 68 Work to be Done 70 Cool Runnings 72 Safety First 74 Diversity and Inclusion Makes Sound Business Sense 78 The Office Agenda

Appointments: 77 The Latest Appointments in the Business Community

Lifestyle: 82 Business Class Motoring James Stinson 92 Dine & Wine - Chris Rees and Andrea Mola 94 Fashion: Stripe Dreams Joanne Harkness

58 18 Cover Story AMBITION MAGAZINE OF NORTHERN IRELAND CHAMBER OF COMMERCE AND INDUSTRY

SEPTEMBER 2020

ISSUE 41 £2.95

74 TESTING TIMES

CIPR PRIDE AWARDS 2017 - BEST PUBLICATION

Features: 12 The Land of Opportunity 34 My Ambition 36 Part of Something Bigger 38 Climbing the Ladder Out of Lockdown 42 The Property Market’s Tentative Recovery 46 The Key to Success 50 Navigating Landlord and Tenant Lease Options During COVID-19 52 Shaping the Future Workforce

How Fortress Diagnostics has responded to the COVID-19 challenge

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14/08/2020 15:00

EDITORIAL

President’s Perspective

Acting Now Could Mitigate Against Damage to Businesses

he latest labour market figures published by NISRA in August revealed a concerning decline in the number of employees on payrolls, with almost 2,000 proposed redundancies in July, following a record high of 2,500 in

June. There is no doubt that these alarming figures provide further evidence of the damage being done to the labour market by the Coronavirus pandemic and highlight how important it is for new training and reskilling programmes be put in place for the people affected. The furlough scheme has been successful in preserving thousands of jobs here, but recently just over half of our members told us that they will be reducing staff numbers post COVID-19. This comes as businesses continue to face increased costs, reduced demand and diminished cash reserves meaning unemployment is likely to surge, especially as the furlough scheme winds down – unless action is taken. There is still such a lot of uncertainty for businesses at the moment, both with the pandemic and also with Brexit looming, that unless some effective support package is put in place, these figures will get a lot worse. Acting now could mitigate against some of the inevitable damage that all of this has caused – and will cause – going forward. In addition to the fall-out from COVID-19, businesses are also concerned about the impact of Brexit. The Trader Support Service (TSS), announced by the UK government during Michael Gove’s recent visit to Northern Ireland, has been met with a warm welcome from businesses, as a free service for any company who would like to bring in goods from Great Britain or the rest of the world. There is however more to be done including resolving SPS issues, VAT and legislating to protect Northern Ireland’s position in the UK’s internal market. Also, although there may be no cost in terms of money for firms, it will still cost them significantly in terms of time – filling in paperwork and providing instructions to intermediaries for example. At NI Chamber, the team facilitates trade documentation and provides customs training, and we are concerned, from a practical perspective, how companies will be able to deal with the preparation involved in the timeline now available. What the UK government is proposing is a challenge and completing it in a few months is an even bigger challenge, particularly as HMRC haven’t widely tested the IT system that they’re proposing to use. As companies continue to face an extremely challenging business environment, with so many Brexit uncertainties remaining, businesses urgently need further support from government along with answers to

all of their questions. Government must urgently provide this and with practical considerations, not politics, at the heart of any future policy.

Ian Henry President Northern Ireland Chamber of Commerce and Industry

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NEWS

OKTO’S BREATH OF FRESH AIR Lisburn-based Smart Building Specialists, OKTO Technologies, has launched a new ‘wellness’ division - OKTOair – to eradicate the problem of indoor air contamination, kill harmful airborne viruses, and revolutionise Building Management Systems in some of the world’s most luxurious homes, offices and hotels. OKTOair’s new suite of Wellness technologies will reassure occupants that the air they breathe is of optimum quality and free from dangerous contaminants and natural allergens/pollens. Philip Dowds, MD of OKTO Technologies, commented: “The launch has been fast-tracked because of COVID-19. Never has the public need been more focused on feeling safe and protected in the home or work environment. OKTOair elevates our Smart Buildings Technologies ethos to a new level by creating living spaces which enable occupiers to thrive and flourish. In the midst of the most densely populated and polluted city centres, where property prices are at a premium, our solutions offer optimum control, comfort, health, wellbeing and ultimately, peace of mind.”

WHITE’S OATS SECURES £500K DEAL WITH OCADO

£5M INVESTMENT AND OVER 30 NEW JOBS AT DUNGANNON BASED MACKLE PETFOODS

Pictured (L-R) is John Mackle, Managing Director, Mackle Petfoods with Kevin Holland, CEO, Invest NI.

Dungannon based petfood manufacturer, Mackle Petfoods is investing £5.7million and creating 31 new jobs in a major expansion plan in efforts to double its turnover. The successful SME is well known across Europe for its Naturo range. Over the last three years, the company has established distribution partners in Portugal, Spain, Italy, Netherlands, Czech Republic, Poland, Lithuania, Croatia, and Greece. To support this new project, Invest NI has offered £599,000 towards the new jobs and the purchasing of new equipment.

TOBERMORE INCREASES PRODUCTION CAPACITY TO MEET SURGE IN DEMAND

Porridge and oat cereal brand, White’s Oats, has secured a new trading partnership with the world’s largest dedicated online grocery retailer Ocado. The new contract will see White’s range of porridge oats and granolas available immediately on Ocado’s online platform.

GRANT THORNTON’S NEW DIGITAL SERVICE Grant Thornton has expanded with the addition of a new Digital Transformation service aimed at helping businesses grow by harnessing technological solutions. Headed by newly appointed Technology Partner Trevor Dunne, the practice will work across Grant Thornton’s growing client base identifying opportunities to develop digital strategies and operating models and to successfully implement game-changing technology.

Tobermore Managing Director David Henderson.

Paving and walling manufacturer, Tobermore, has invested £10million in expanding their manufacturing facilities. The company is ramping up production in response to a surge in market demand for their hard landscaping products. Construction of Tobermore’s new multi-million pound factory is currently underway with project completion scheduled for the end of the year. The new plant will have a gross internal floor area (GIFA) of 4416m2 and is expected to create dozens of local jobs from many departments including production, despatch and haulage, sales and administration. The 1-acre expansion to Tobermore’s Headquarters brings the total site area to over 50 acres. The new factory will be Tobermore’s fourth block paving manufacturing facility which is expected to increase production capacity by over 30%.

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17/08/2020 09:21

NEWS

Brendan Monaghan, Chief Executive of Neueda; Kevin Holland, Chief Executive of Invest NI; Minister Diane Dodds and Paddy O’Hagan, Chief Operating Officer at Neueda.

NEUEDA TO EXPAND IN BELFAST WITH 230 NEW JOBS Belfast based digital solutions company, Neueda, has announced that it is to create 230 jobs as part of a £20million investment. Neueda develops a range of software solutions for its public, private sector and Capital Markets clients globally. It has experienced major revenue growth year on year and has previously made it on to the Deloitte Technology Fast 50 list. Announcing the major investment, Economy Minister Diane Dodds said: “Neueda is a Northern Ireland company to be proud of. It was established in Belfast in 2006 and has grown exponentially since then. This current expansion is a renewed commitment to its Belfast headquarters and sends out a clear and unequivocal message that Northern Ireland is very much open for business. “The jobs will be created in a sector which our economic recovery plan has identified as an area where Northern Ireland can lead. The digital sector currently underpins many other sectors and has the potential to grow rapidly providing more and better paid jobs. “These jobs will contribute over £10million in additional annual salaries to the local economy. I would like to commend Neueda on taking further steps to grow its business in such challenging times and I wish it every success for the future.” Invest Northern Ireland has been working in partnership with Neueda for eight years and has offered advice and expertise to help it grow to scale. This new offer of £2.2million will support the creation of 230 jobs, which will include software engineers, Digital Transformation professionals and cloud

solution experts, as well as increased sales capabilities. COO of Neueda, Paddy O’Hagan, said: “We continue to be impressed by our local talent and as we expand our Belfast team we are keen to showcase Neueda’s expertise to the world and enhance and expand our portfolio of products and services. Invest NI’s support has been instrumental in our journey so far, without it we wouldn’t have been able to scale up at the pace we have. “Our vision is to significantly grow our customer base outside Northern Ireland and this investment will give us the resources we need to achieve this ambitious growth strategy. We hope to drive sales in the US, GB, mainland Europe and eventually into Asian markets where we see an abundance of opportunities for our services.” To accommodate its expansion plans, the company moved to new premises in Lanyon Towers in late 2019. Currently, its staff are working from home at full capacity delivering for its clients. Congratulating the company, Invest NI’s CEO, Kevin Holland, said: “With a first class management team and a clear vision for the future, Neueda is an excellent example of how a local company with the drive, strategy and ambition to grow, can become a well-known leader in its field. We first began working with Neueda in 2012 when it employed just nine people. Now, helped by our support, ongoing advice and its participation in our Scaling Programme, the company is announcing another large expansion taking its employment to over 450.

“We are keen to showcase Neueda’s expertise to the world and enhance and expand our portfolio of products and services.” “This latest expansion comes just three years after a £12million investment in 2017, which we also supported, and I am confident Neueda will continue to grow further. The company’s continued ambition and focus on external markets is exactly what we are looking to foster through our Scaling Programme. Its success is a great example of what this targeted support can help a company achieve – turning a once SME into a large-scale home-grown business.”

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13/08/2020 15:19

Columnist Kate Marshall, Speaker, Coach, Author

Adversity – The Game Changer Kate Marshall, speaker, coach and author discusses how businesses can adapt in the face of adversity.

• • • • •

ecessity is the mother of change and we have had a speed course in managing in crisis that has driven extraordinary change in both our business and personal lives and whist COVID-19 still stands in our way, we have learnt and adapt to use it for the better. Businesses up and down the country have done us proud despite the fact that they have been far from immune from the economic effects of the pandemic and while we have been taking small steps towards economic recovery, we cannot miss the growing unemployment numbers and fear that we may have a second wave. Maintaining motivation and innovation in the face of adversity isn’t easy. One of the sources I look to for motivation is Marcus Aurelius – I have quoted his work and words many times in my talks and in my writing. He was the last of the so-called “five good emperors”. Marcus Aurelius kept the Roman Empire safe from the Parthians and Germans between the years 161-180 CE. One of the most respected Roman emperors, he is best remembered for his rule driven by reason and his intellectual interest in Stoicism – a philosophy of personal ethics informed by its system of logic. He reminds us we have power over our mind – not outside events. “Dwell on the beauty of life.” “The happiness of your life depends upon the quality of your thoughts.” “Everything we hear is an opinion, not a fact.” “Waste no more time arguing about what a good man should be. Be one”. How can we reflect on this as we continue to lead our businesses through this adversity and these still turbulent times? The leadership shadow you cast over your organisation has never been of greater importance. Your level of personal motivation really matters. Leaders cast a long shadow: what they say and do has a very large impact. People look up to leaders and because there is a human desire to belong and feel valued, they start copying them. After a while, organisations tend to become the shadow of their leader. The leader’s influence is far reaching and will set the levels of motivation and ability to think creatively and innovate. In short, YOUR MOOD BECOMES THEIR MOOD. Here are some questions to ask yourself. • How has your mood changed since mid-March?

What have you noticed about the mood of others around you? Where has your focus gone? What has happened to your need to control? How visible are you to your team now? What needs to change now FOR THE BETTER OF YOUR TEAM?

An important part of your Leadership shadow is the narrative around your business. The stories you tell. Words have power, language is the window to your soul. Words can either build up or drag down. What stories are you sharing about your people and how they are working under these challenging circumstances? Are you sharing even the smallest of wins like repeat orders, contracts just won? Are some staff working from home under challenging conditions, trying to juggle young children and work and grasping any hour of the day to get the work done? Are you capturing the great acts of kindness – staff going out of their way to deliver exceptional service in difficult circumstances? The stories we tell now are a reflection of your current leadership shadow. • • • • • •

Who are your organisational heroes? How have you lifted them up and shared stories of their actions and results? Are you capturing these great stories and encouraging others to do so, to share both internally and externally? Are you creating a narrative of truths and experiences around your business that helps build motivation and drives creativity? Is your language and story currently dominated by the opportunity this impediment brings? Importantly, what is the story you are telling yourself right now about your ability to remain focused, motivated, resilient and leave a positive shadow across your teams?

Great adversity requires great resilience that requires healthy self-talk, selfcare and self-esteem. That brings the ability to not bounce back but to bounce forward. The game changer!

“The stories we tell now are a reflection of your current leadership shadow.” 10

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14/08/2020 12:14

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13/08/2020 15:24

The Land of Opportunity Ambition talks to Lidl Logistics Manager, Daniel McCaughley

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FEATURE

Emma Deighan goes behind the scenes at the Lidl’s distribution centre to talk with frontline worker, Logistics Manager, Daniel McCaughley, about how ramped up activity throughout lockdown continued to drive sales.

hen it comes to surpassing expectations in the grocery retail sector, Lidl has been leading the way in recent years. From its cheaper basket shop price, its dedication to sourcing local produce to its strong workplace culture and community spirit, the retailer has made its mark locally. Daniel McCaughley, logistics manager, who joined the company a few years ago as a bursary student on the retailer’s programme while attending Ulster University, before working part time whilst finishing his degree, is one employee who is very familiar with the retailer’s give back culture. He has fast-tracked his way to a senior role in the distribution segment of the business and shortly after securing his current position he was plunged into the crisis of the COVID-19 pandemic. “It was hard, yes, but not every day is a pandemic and to have the opportunity to be able to lead and make big decisions during that time has been a great experience,” he begins. A significant boost in customer demand meant Daniel and his team had to act fast and recruit more staff to cater to shoppers’ needs. 24,000 pallets per week came and went at the Nutts Corner site versus around 15,000 pre-COVID, where 40 new staff were employed for the selections department. “There were 180 new staff employed during that period and across all areas of Lidl Northern Ireland, they came from a range of backgrounds including hospitality, or we had some furloughed workers make up the extra hours they lost while on furlough,” he continues. Today Daniel is managing a team of 130 and while pressure has eased, demand is still there. He adds: “From the end of February until the start of March, things really began to kick off. Our two main priorities were to meet and manage that demand but to do so ensuring the safety of our colleagues. “Once we put measures in place it became easier and today, yes it has eased a lot more than back in spring, but we are still extremely busy.”

During lockdown, demands “came and went” says Daniel who witnessed the impact of the toilet roll debacle adding, “It was interesting to see those patterns change and they still are but today it has levelled out.” In a recent Kantar survey, Lidl remained the strongest performing retailer in Northern Ireland, increasing its value sales by 10.3% and lifting its market share to 6.2%. The growth was driven by shoppers placing more items in their baskets, with trip size up 6.1%, and a rise in pack prices, which grew by 2.6% suggesting that shoppers are trading up in store and choosing more premium options. It’s as if the world and its neighbour has cottoned onto the brand and its local offering. Daniel adds: “We’ve flowers coming in from Portadown as well as a growing list of local chilled products. The company has recently invested £20m into our regional distribution centre which shows that they are serious about their growth in Northern Ireland.” Growth in sales is not the only area the retailer is investing in. Career growth and opportunity is also high up the agenda, to which Daniel is testament. “I joined Lidl for my placement year. I spent six months in stores and a further six

months in logistics working on everything from general maintenance to managing a team of operatives. “I studied business management at Queens University and joined the bursary programme which gave me a real rounded perspective of the business. “I was blessed to have an executive mentor who offered invaluable guidance during that time and here I am today, responsible for the biggest department in the warehouse. I think that shows how forward thinking the retailer is. When it comes to talent, age is not the priority, it’s about what you can bring to the table.” Lidl’s Feed Your Mind programme is another initiative that allows those working within the retail sector to enrol on a ‘blended approach’ to learning. Courses are tailored around the job in question and ensure the graduate leaves a Management Degree Programme (in conjunction with Ulster University and Irish Times Training) armed with all they need to effortlessly excel in the retail sector. “Initially Lidl was seen as just a German discounter but today it is much more than that and the value the business brings to the economy and people living and working here has been noted. From local producers to the careers of NI people, the impact Lidl is having here is much bigger than ever.”

“We’ve flowers coming in from Portadown as well as a growing list of local chilled products. The company has recently invested £20m into our regional distribution centre which shows that they are serious about their growth in Northern Ireland.”

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14/08/2020 12:17

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Columnist Paul Murnaghan Regional Director for BT’s Enterprise Division in Northern Ireland

The Skills for Tomorrow BT’s Paul Murnaghan looks at maximising the potential of technology for the future.

COVID-19 has had an unprecedented impact on businesses, society and economy and is likely to significantly accelerate the shift to digital and the pace of the Fourth Industrial Revolution. From virtual meetings to automated factories, online orders to drone delivery, digital services are growing in importance, permeating an increasing number of sectors and activities. Digitally agile firms are adapting to the ongoing crisis more successfully, and others are rapidly upskilling in response to challenges to their business models. The COVID-19 pandemic has undoubtedly seen many businesses change their business models to adapt to the current situation which could have a beneficial impact on recovery. However, this will not be the case for all and it’s vital that government continues to support and deliver policies to support digital transformation and skills by SMEs. Even before the pandemic, the UK was facing an alarming digital skills gap, which has only been exacerbated by this crisis. Millions of people and a significant number of businesses lack the essential digital skills they need, which risks widening social divides and already has an estimated £63bn annual impact on the UK’s competitiveness. Through our Skills for Tomorrow programme we will help 10m people, families and businesses across the UK get the skills they need by 2025. But the task ahead is significant and will require intervention from multiple sectors, organisations and institutions to ensure the skills gap is bridged. The COVID-19 pandemic will have an accelerating impact on the widespread adoption of digital technologies including IoT, artificial intelligence (AI), 5G and full fibre broadband. Left unchecked, this has the potential to further widen socio-economic inequality, with those underequipped to exploit the new technology being placed at a disadvantage, particularly within the world of work and in accessing public services. AI technologies will represent the biggest shake-up in a lifetime to the labour market. This will present two high-level priorities for business and policymakers: retraining for people in jobs which will be displaced; and education and skills development for the jobs of the future. The key challenge is how we can work together through and beyond the COVID-19 crisis to create a more productive economy, tackle climate change and build a healthy and more equal society. Through initiatives such as Skills for Tomorrow, and by working with others, we are committed to helping the country navigate through this to build a better digital future – one where collaboration and innovation can provide the solutions to the challenges we face and in doing so ensuring that no-one is left behind in the transformation to a digital society.

s the UK works together to overcome the COVID-19 pandemic, it’s sobering to take a moment to reflect on just how big an impact the crisis has had on both our home and working lives. BT Group has seen a significant rise in demand on both our fixed and mobile networks, as people stayed at home during the lockdown and millions of people migrated towards working from home. To give some context, in the last week of April alone, BT’s core network transmitted 103.3 Petabytes of data in a single day – the largest total since our records began. When you consider that one Petabyte is the equivalent of 13 years of HD video you’ll really appreciate how much data we have all been consuming. Our networks have stood up well to this challenge and have been extremely resilient, but the predicament we all find ourselves

“The key challenge is how we can work together through and beyond the COVID-19 crisis to create a more productive economy, tackle climate change and build a healthy and more equal society.” in has prompted questions about what the ‘new normal’ might look like when we emerge from this pandemic. As part of Northern Ireland and the wider UK’s longer-term economic recovery, it’s important that we collectively engage to explore how digital technologies and innovation can help, both in terms of the actions we need to put in place now, plus the steps we need to take to maximise the potential of technology and deliver a more resilient, green, thriving economy fit for the future.

For more information about BT Skills for Tomorrow visit www. bt.com/skillsfortomorrow

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24/08/2020 12:00

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13/08/2020 15:37

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Standing Up To The Coronavirus Test 18

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14/08/2020 12:23

Cherith Morris, QC Manager, Dr Rosita Zolnourian and Dr Morteza Afrasiabi from Fortress Diagnostics with Danske Bankâ&#x20AC;&#x2122;s Aaron Ennis.

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14/08/2020 12:23

FEATURE

The team at Antrim-based Fortress Diagnostics talks to Ambition about how the company has responded to the COVID-19 challenge.

he past few months have been filled with stories of companies rising to the challenges posed by the coronavirus pandemic, but for some businesses, the virus itself has created direct opportunities. One such company is Antrim-based Fortress Diagnostics, a multi-award-winning global provider of in-vitro diagnostics which manufactures an extensive portfolio of clinical diagnostic tests. Fortress provides over 1,000 highly accurate medical testing solutions to immunology, haematology, clinical chemistry and serological laboratories in hospitals, medical centres, clinics, blood banks and research institutions in 110 international markets. When COVID-19 came along, the company’s research & development team were quickly able to create testing solutions for the new virus, says chief operating officer Dr Rosita Zolnourian. “Most businesses were wondering what they were going to do about Covid and the disruption it would cause. We did too. But the nature of our business, providing diagnostic solutions, meant we had an opportunity to react positively to the disease,” she says. “We collaborate with universities and researchers around the world, including Asia, and so our R&D team was a step ahead when it came to producing a new product for COVID-19 testing.” Fortress quickly became so inundated with demand for Covid-19 testing products from customers around the world that it hired additional staff and now has 25 people working on its Covid test production line. “We have probably never been busier. Demand for our core products is now back to normal but demand for Covid testing remains high. We thought it might be a short term burst but when you look at the news you realise the virus is going to be here for some time, so our three Covid tests are now core products too,” says Dr Zolnourian. “As people start to return to work screening and testing has become even more important because employers need to make sure they are providing a safe environment. People need assurance. Misdiagnoses can have a big effect on communities, so it is vitally important to us to make sure that accuracy and quality is never sacrificed as the volume increases.” While Fortress received unprecedented demand, getting products to their distributors in global markets did prove challenging as countries went into lockdown and borders closed.

“The supply chain was quite difficult initially as no flights or ships were going to some destinations, so it was very hard to reach them. Every country wanted to start screening, tracking and tracing and they needed tests. We had the products but we couldn’t ship them because the supply chain was so badly affected,” says Dr Zolnourian. “One of our Covid testing products needs to be cold stored from point of shipping to point of delivery and although there was large demand, it just wasn’t possible to get it out to people. It has now improved but it’s one of the reasons we developed three types of test, as one of them can be sent at room temperature, so it doesn’t matter if it is delayed.” EXPANSION PLANS Fortress Diagnostics was on a fast growth trajectory even before COVID-19 arrived. Founded in 2000 to trade in a small number of testing products, Managing Director Dr Morteza Afrasiabi and Dr Zolnourian took over the business in 2003 with just one other staff member and a vision to become a manufacturer of their own clinical testing solutions. Today they have a team of 45 who make and supply more than 250 product types and the business completed an extension of its headquarters in Antrim Business Park in February. The £8m development was part supported by funding from Danske Bank, who Dr Zolnourian says made the company feel valued from the outset. “If we hadn’t moved in February it would have been impossible for us to achieve what we have. We had outgrown our previous space but the expansion allowed us to have people working in a safe, socially distanced manner,” she explains. “The team at Danske Bank have always been supportive, they believed in the business and were with us all the way through our growth journey. They saw the business was going somewhere and showed trust in us,

going above and beyond to help us get the building project off the ground. “We export to over 110 countries so we also have regular interaction with Danske’s locally based Markets team and Trade Finance specialists, who help us reduce the risks involved with trading internationally.” Aaron Ennis, Head of North Region Business Centre at Danske Bank comments: “Fortress is a really innovative company which at its heart has an ethos and a desire to make a difference. They have responded admirably to the spread of coronavirus and overcome export challenges to make sure the tests they produce are getting into the hands of those who need them, all around the world. “Danske Bank is pleased to have been able to support the company in its expansion into new facilities at what turned out to be just the right time.” MAKING A DIFFERENCE While its plan to mark its 20th year in business might have gone out of the window with coronavirus, Fortress believes its three-year plan to grow to 100 staff remains on track. And for the Fortress management team, growing the business goes hand in hand with developing products in areas of unmet need and helping people in the world’s most vulnerable countries. “We have a very strong R&D team and our focus is to manufacture a high-quality product that people can afford without having to pay a premium price. This is our USP. We manufacture high quality products and we are flexible. We want everyone in the world to have access to the sort of product we make,” says Dr Zolnourian. “The UK and Ireland are wealthy nations with access to healthcare and tests, but this is not the same in most of the markets we supply in Africa, the Middle East and Far East. People there don’t have the same finances so we manufacture tests that anyone can have access to.”

“As people start to return to work screening and testing has become even more important because employers need to make sure they are providing a safe environment.” 20

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14/08/2020 12:23

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07720 738973 07712 322250 davidmccurley@whiterockcp.co.uk andrewgowdy@whiterockcp.co.uk

13/08/2020 16:30

Columnist Claire Clerkin, Co-Founder at people development consultancy, Wiser Working

Optimising Our In-Built Defences Wiser Working’s Claire Clerkin discusses why now is the time to prioritise health and wellbeing.

3. Stress management Chronic levels of stress have been proven to dampen the immune system. While we cannot always control the causes of our stress, it is possible to take steps to improve our resilience and mitigate the physical impact of long-term stress and anxiety. Things you can do today to improve your resilience to stress are:

ith COVID-19 likely to be a permanent presence for the foreseeable future, now is the time to prioritise individual health and wellbeing to optimise our immune systems. As a functional nutritionist, I have noticed an increase in ‘health anxiety’ over the last few months. For many the root cause of the fear is the sense of a lack of control – over a virus we can’t see, other people’s behaviours and the unknown in terms of a vaccine. Working with individuals and groups, I have been focusing on what we do have in our control. It is comforting to know that what we choose to eat and how we manage our lifestyles can have a profound effect on the functioning of our immune systems.

- Prioritise sleep. Aim to get seven-eight hours. Netflix can wait. - Practice regular stress management habits like reading, time in nature or mindfulness. - Daily exercise. This can enhance sleep, build your resilience to stress and promote a healthy digestive system. Try and avoid high intensity exercise after 7pm. 4. Nutrients for immune function Research shows that certain vitamins, minerals, and essential fatty acids play important roles in immunity. Small tweaks to your meals can boost your intake of these nutrients:

Here are my top five tips for optimising our in-built defences. This, together with the right hygiene recommendations, will give us all a better chance of staying healthy and well.

- Oats are a rich source of beta glucans. Have these for breakfast, snack on oat cakes or blend into a smoothie.

1. Nurture your digestive system A healthy gut is pivotal in keeping our immune system operating at peak performance. Research shows that promoting a rich diversity of beneficial bacteria in our large intestine is one of the best things we can do to foster good immunity. There are two ways we can do this. Firstly, choose foods rich in fibre and ‘prebiotic’ compounds – these feed beneficial bacteria. They include leeks, garlic, onions, raw asparagus, lentils, chickpeas and Jerusalem artichoke. Next, regularly consume ‘probiotic’ foods. These are foods that contain live beneficial bacteria. They include natural yoghurt or kefir, fermented vegetables like sauerkraut and drinks like kombucha. Aim to eat a portion of probiotic foods each day.

- Snack on Brazil nuts. These are an excellent source of selenium and are a good source of protein, fibre and healthy fats. - Pumpkin seeds, black beans, lentils and hemp seeds are a good source of zinc. Add seeds to your porridge or smoothie and boost your soups or salads with lentils or black beans. - Omega 3 fats helps the body’s response to inflammation. Add oily fish to your meals twice a week – mackerel, sardines and herring are good sources. - Add a fruit rich in vitamin C each day. Kiwis, grapefruit, oranges and berries are great sources. 5. Minimise sugar and stimulants Caffeine and alcohol interfere with sleep and trigger the stress response – affecting good immune function. Excess sugar negatively impacts the growth of beneficial bacteria, so keep sweet foods to a minimum.

2. Vitamin D This is one of the most important nutrients for immune function, and maintaining healthy levels is vital for supporting the body’s ability to fight infection. Your skin produces vitamin D when it comes into contact with the sun’s rays. It is possible to consume small amounts in fortified foods, oily fish, eggs and mushrooms. However, the UK Government advice during the COVID-19 pandemic is that everyone should consider taking a daily supplement of 10 micrograms of vitamin D because they might not be getting enough from sunlight if they’re indoors most of the day.

With some small tweaks and a little conscious effort when preparing meals and snacks, there is plenty we can do to take some control over our immune health.

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13/08/2020 15:42

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Brexit Planning – Now or Never BDO’s Maybeth Shaw looks towards Brexit planning as the deadline fast approaches.

post transition, meaning no tariffs, charges or restrictions on trade between NI and ROI. It is understood that NI businesses will have tariff-free access to both the EU and GB markets with only goods deemed of ‘high-risk’ entering the EU subject to EU customs tariffs. It will fall to the Joint Committee to ascertain which goods would be deemed high-risk. Another key area for the Joint Committee to consider will be how it determines the destination of a product coming into NI and if it is subject to EU or UK tariffs. Should a free trade agreement be reached prior to the end of the transition period, clarity will be needed on how this would work under the proposed arrangement for NI and their businesses. It is uncertain whether NI would be included in EU’s trade agreements. Further information will also come regarding the future VAT system for the UK post transition and how NI will fit into this given its position of remaining in the UK’s customs territory while continuing to apply the EU’s customs rules, tariffs and quotas. The Joint Committee will oversee the application of VAT provisions. Agreeing a comprehensive trade deal is essential if businesses are to see a seamless transition to supply chains and markets from January 2021. Without this trade deal, Northern Ireland could be looking at significant trade barriers with the rest of the UK, which could result in red tape and possible financial pressures when ‘importing’ goods from other parts of the UK. A good deal is vital for our local business community. If you would like to discuss anything within this article, please contact Maybeth and her team on 028 9043 9009.

ith the deadline looming, calls to extend the Brexit transition period in the face of COVID-19 have been heard from across the UK. Business and political leaders from Northern Ireland, Scotland and Wales have all called on the UK Government to offer a reprieve for businesses who have been struggling to deal with the impact of the pandemic. Despite this call, the UK Government confirmed there will be no extension and as of January 1st, 2021 the UK will officially leave the EU with or without agreed arrangements, including a trade deal. This leaves a small and narrowing window for businesses to plan for what their operations will look like going into 2021. Regardless of how far down the road businesses are in their preparation for post transition, one thing is for sure – it is now or never. Evaluating the potential impact Brexit will have on your business could be the difference between success and failure. A wide range of areas will be impacted post transition, including for example, cross border trade, access to skills and workforce, tax, VAT and regulatory compliance. The welcome announcement of a Trade Support Service from the UK Government will undoubtedly help ease the concerns of many local businesses as to the practicalities of preparing for Brexit. Whilst more detail will be released in September, it is pleasing to see that this service will focus on training, recruitment and IT upgrades for companies in order to increase capacity to make their own customs declarations. The main issue for local businesses will undoubtedly be around trading post transition, and in particular, on trade between NI and ROI as well as NI and the rest of the UK. Until this point UK based firms have retained access to the Single Market, but this amongst many other things is set to change post transition. When the transition period ends the Northern Ireland protocol will come into force. This allows NI to follow single market rules for goods adhering to the EU’s customs code. This will mean some new processes and checks for goods entering NI from the rest of the UK. The UK government has confirmed plans to expand infrastructure at Northern Ireland’s ports; how this will look will become clearer in the coming months. The EU-UK Joint Committee will consider a wide range of trade implications and how these will impact business operations. The Union Customs Code (UCC) rules will continue to apply in NI

“Evaluating the potential impact Brexit will have on your business could be the difference between success and failure. A wide range of areas will be impacted post transition, including for example, cross border trade, access to skills and workforce, tax, VAT and regulatory compliance.”

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14/08/2020 12:26

UPDATE Chamber Chief’s

During such an uncertain period, NI Chamber is committed to helping you and your business deal with the current situation and the challenges ahead. NI Chamber Chief Executive Ann McGregor provides an overview of what’s coming up and what’s taken place recently.

am pleased to begin this update with some positive news, by welcoming two new members to the Board of NI Chamber. Brendan Gribben from Greenfields Ireland and Cathal Geoghegan of Henderson Foodservice bring a wealth of experience and I am delighted that in their new positions, they will contribute to the strategic direction of this organisation at such a critical time. I am also very pleased to let you know that since the last Ambition magazine was published, our 2019 Annual Networking Conference and Business Showcase was awarded ‘Event of the Year’ at the Chambers Ireland Annual Business Awards. The event is a magnificent, team effort and one of the biggest in our annual calendar, so we are delighted to have it recognised in this way. Given current guidance, the way in which we now deliver our events has changed. However, the quality of delivery and content certainly hasn’t. In June, we delivered the first event from ICC Belfast’s new hybrid studio, which is leading the way in virtual event broadcasting. With the support of Electric Ireland, Leadership LIVE brought world-class thought leadership to members in home offices and workplaces across Northern Ireland. As well as broadcasting some speakers live from the studio, the event also engaged a host of exceptional leaders from across the globe via video link and pre-recording including Kieran Kennedy, O’Neill’s; Laith Dajani, Queen’s University; Margot Slattery, Sodexo Group; and Mark Nevins from Nevins Consulting. The team is currently developing and finalising a full schedule of activities for August – December. Keep an eye out for the new calendar, which will include an online networking series, In Camera roundtables with Ministers and the continuation of the

CEO Series and Growing Something Brilliant Leadership Series. In terms of business support, our Learn Grow Excel initiative continues with a range of events covering exporting, boosting productivity and digital transformation. Customs declarations and sales training courses are also scheduled for throughout the coming months. Whilst continuing to support members through the challenges of COVID-19, our recent work on Brexit preparedness has also been extensive. The Northern Ireland Protocol will have an impact on paperwork between GB and NI for the transport of goods. For this reason, we have been working at two levels; firstly at policy level to secure more information for businesses and secondly, at operational level with HMRC to understand the services that they plan to put in place. Since June, we have also been involved in a number of important meetings, including with the Lords EU Committee; the Sinn Féin Executive and with Simon Coveney, Irish Foreign Affairs Minister. We also had an important meeting with Greg Dyke, Head of UK Internal Market, Delivery & Engagement Branch at the Department for Business, Energy and Industrial Strategy, to discuss how powers in more than 70 policy areas will revert back to the UK Government and the devolved nations, creating the possibility of divergence in these areas. Our concern is that because NI is economically integrated with both GB and ROI/EU, then the more divergence between the UK and EU in the future, the more difficulties there could be for trade to and from Northern Ireland. We have welcomed the UK government’s recent package of support for traders who

bring in goods from Great Britain or the rest of the world. However, there is still a lot more to be done including resolving SPS issues, VAT and legislating to protect Northern Ireland’s position in the UK’s internal market. We also continue to engage with the Home Office on migration, providing feedback on the design of migration processes. As part of this work, we also had a constructive meeting with Kevin Foster, Minister of State for Immigration in July. With so much at stake, summer 2020 has been an incredibly busy time for NI Chamber and the work is far from over. The next couple of months are set to be crucial for business and the economy, laying foundations for how we trade for years to come. We are here to listen, lobby and practically support all our members, so please stay in touch and make the most of all the help available.

NEW MEMBERS

NEW ESSENTIAL MEMBERS Foyle Foods Chromadex Absolute Organic Wines Ltd * To become a member of NI Chamber join online at www.northernirelandchamber.com or phone the membership team on 02890 244113.

PAGE25.indd 1

13/08/2020 15:44

MAKE THE MOST OF YOUR MEMBERSHIP 5 WAYS TO USE NI CHAMBER TO HELP YOUR BUSINESS NOW

Weâ&#x20AC;&#x2122;re here to help you and your business. During a time when you need NI Chamber most, all of our core services are fully operational and we want to make sure every member is using them to the fullest. We have quickly adapted these services so that they are accessible and relevant to business conditions right now. Find out more about what is available to you below and visit the member section of our website to get started.

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Belfast BT2 8BA

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Weekly round-up of business news from NI Chamber members, distributed digitally to 12,000 people.

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Our policy asks and wins have helped to mitigate the effects of Coronavirus on the economy and influence the implementation of support mechanisms your business requires.

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Our business support programmes continue to be delivered online. This series is designed to support company growth by capacity building, providing peer learning opportunities and connecting NI businesses.

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NEWS

NI Chamber Welcomes New Board Members NI Chamber has announced the appointment of two new members to its Board.

Cathal Geoghegan is Managing Director of Henderson Foodservice, part of the Mallusk-based Henderson Group. He joined Hendersons from Mount Charles in 2018, where he had presided over turnover growth of 120 per cent, restructured the senior management team and introduced the business to innovative new revenue streams in the cleaning, security and support services sectors.

Henderson Foodservice is a division of the family-owned Henderson Group of companies, who have been distributing food and grocery-related products to the convenience retail sector for over 100 years. In 2017, Hendersons celebrated its 50th year in foodservice, continuing to provide products to a wide-range of customers including hotels, restaurants, bars, schools, cafĂŠs and fast food outlets.

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13/08/2020 15:46

Ann McGregor (Chief Executive of NI Chamber); Cathal Geoghegan (Managing Director of Henderson Foodservice); Ian Henry (President of NI Chamber) and Brendan Gribben (Managing Director of Greenfields Ireland).

Brendan Gribben is Managing Director of dairy company Greenfields Ireland Ltd. Trading internationally, the company supplies dairy ingredients, specialist milk products and finished dairy products to customers throughout Europe, the Middle East, South America, the Far East and Africa. The business was established in 1992 and currently has a workforce of 30 people. Based in Belfast, it also has regional offices in

Nantwich, England and Dubai. Both will bring a wealth of industry experience to the Board, which already includes representatives from Allstate NI, BT, Danske Bank, Devenish Group, ESB Group, EY, Henry Group, McAvoy Group, Pinsent Masons and Ulster Carpets Group.

to welcome both Brendan and Cathal to the Board of NI Chamber. Their extensive individual experiences will be of enormous benefit as we shape the future strategic direction of our organisation and provide critical support to member companies.â&#x20AC;?

Announcing their appointments, NI Chamber President Ian Henry said: â&#x20AC;&#x153;We are delighted

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13/08/2020 15:46

Immediate impact of COVID-19 much greater than 2008/09 financial crash aftermath The latest Quarterly Economic Survey (QES), published by NI Chamber and BDO, highlights that COVID-19 has precipitated the worst QES performance on record. The latest Quarterly Economic Survey (QES suggests that the immediate impact of COVID-19 is much greater than the aftermath of the 2008/09 financial crash, with dramatic falls in short term indicators around domestic sales, exports, jobs, cash flow and in longer term indicators around business confidence and investment intentions. Impact of COVID-19 The fall-out on staffing for members from COVID-19 in just one quarter has been seismic: • 77% have furloughed employees and 12% have made staff redundant. • In addition, 23% have reduced working hours for staff and a number of businesses mentioned salary reductions, either temporary or permanent. • 1 in 2 members (52%) highlighted their intention to reduce staff levels post COVID-19 • Almost 1 in 5 (17%) imply that the business might not survive. The survey also indicates that businesses will introduce new ways of working post COVID: • The biggest change is in the proportion intending to introduce flexible working (62%) but also almost 1 in 4 (23%) intend to reduce office space. • 30% of businesses believe that they will change the products/services they supply. Businesses are understandably more negative about future business prospects: • 7 in 10 members (69%) believe that their business prospects will deteriorate over the next 12 months. This figure was just 25% when asked in the Q4 19 survey. • On a more positive note, there is still a core of members, almost 1 in 4, who believe their business will grow over the coming year.

In terms of the economy, the vast majority of indicators dropped to historic lows, with declines far exceeding those seen at the height of the global financial crisis. “The services sector suffered particularly badly, with consumer-facing firms most acutely exposed to economic headwinds from the pandemic. The manufacturing sector had a dismal three months, with collapsing demand and major disruption to supply chains weighing on the sector. The unprecedented slump in business cash flow is a key concern as it severely hampers business activity and staff retention. “Businesses were already concerned about the impact of Brexit on the economy before COVID-19, however the recent pandemic has placed this in an entirely different context – with companies facing a ‘double whammy’ of Brexit and the COVID-19 fall-out, placing a huge challenge on the business community in Northern Ireland.” She concluded: “Whilst we welcome the formation of the EAG to advise the Economy Minister, NI Chamber believes that Northern Ireland needs a cross sectoral, cross departmental advisory group which develops a strategy similar to the Scottish Government’s ‘Towards a Robust, Resilient Wellbeing Economy for Scotland’ and Scotland’s Fiscal Recovery Plan.” Ann McGregor, Chief Executive of NI Chamber.

Brexit Watch This quarter NI Chamber’s quarterly Brexit Watch asked members about preparations for Brexit: • 2 in 5 members are currently making preparations for Brexit (44%) while 50% are making no preparations at all. • COVID-19 has disrupted Brexit planning with 38% of members making fewer preparations to leave the EU while dealing from the fall out of the virus on their business. Commenting on the findings, Ann McGregor, Chief Executive of NI Chamber, said: “This survey reflects the fall-out of arguably the worst economic and social crisis of our lifetime.

ANALYSIS BY BRIAN MURPHY, MANAGING PARTNER, BDO NORTHERN IRELAND Brian Murphy, Managing Partner of BDO NI.

There can be no sugar coating that these findings are stark. Stark, but sadly expected. Few individuals or businesses have escaped the impact of COVID-19 and the unprecedented lockdown. What we must do now is focus on how we adapt to the new way of life and grow the economy. The UK Government and NI Executive have moved quickly to help many businesses survive and be able to reopen. The furlough scheme, which 77% availed of demonstrates that this quick action will have helped save jobs that otherwise would have been lost. It is deeply concerning that 52% of businesses plan to reduce staffing levels; however, without the furlough scheme there is no doubt this number would have been a lot higher. To date the NI Executive and the Economy Minister have been open, accessible and proven to be willing to listen to business. We need them to keep doing so. We now need the Executive to

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13/08/2020 15:47

support local businesses as they innovate, looking to develop new technologies or services to meet the emerging demands â&#x20AC;&#x201C; and support the 30% of respondents who are already planning to do this. We need Government to harness our worldclass digital businesses and tech sector and empower them to grow further. The Executive must also move to support new training and reskilling programmes that would allow workforces and businesses to be adaptable and flexible to meet the demands of a new world post COVID-19. This is going to be needed in the hospitality

sector most of all. The survey tells us that employers are still recruiting, albeit in smaller numbers. But 50% of recruiters still face the same issues as pre-COVID, of finding suitable candidates. That is why the Executive must look with urgency to improving the skills and employability of local people. Businesses also have their role to play; where possible they should support local suppliers, not only to secure the supply chain but also to boost the local economy. 15% of respondents indicated they were planning to do so and as time passes we

would expect this number to increase. We would also ask that everyone shops locally too, supporting those businesses that remained open and provided for us throughout lockdown. We donâ&#x20AC;&#x2122;t yet know what the new reality will be, however, it is encouraging to see from the survey that despite the challenges, four out of five firms expect to remain in business. In order to survive and thrive they need to adapt to the new normal right now and not expect life to return to how it was only a few months ago. The world has changed. Business must meet this change.

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13/08/2020 15:47

SOCIAL

NI Chamber Brings World-Class Exemplars to ICC Belfast for Virtual Leadership Event

Ann McGregor (NI Chamber), Kieran Kennedy (O’Neill’s Sportswear), Oonagh O’Reilly (ICC Belfast) and Ian Henry (NI Chamber) pictured on stage at the ICC Belfast.

NI Chamber hosted the inaugural event from ICC Belfast’s new hybrid studio on 25 June. ‘World-Class Leadership Live’ was a new, virtual leadership event created to help Northern Ireland’s business leaders rise to the challenge of emerging and rebuilding from the impact of COVID-19. Key speakers included Margot Slattery, Global Chief Diversity and Inclusion Officer at Sodexo Group; Kieran Kennedy, Managing Director of O’Neill’s Sportswear; and Laith Dajani, Executive Director at the William J. Clinton Leadership Institute. Making use of new technology at ICC Belfast, the event was hosted by BBC Northern Ireland’s Mark Simpson as the event broadcasted contributions live from New York, Lebanon and Dublin. ‘World-Class Leadership Live’ was supported by headline sponsor Electric Ireland and supporting sponsors Queen’s University Belfast and ICC Belfast.

NI Chamber Wins ‘Event of the Year’ Award NI Chamber has been awarded ‘Event of the Year’ for its ‘Annual Networking Conference & Business Showcase’ at the Chambers Ireland Annual Business Awards, sponsored by Zurich. The Awards seek to recognise the outstanding work of Chambers throughout the country while providing a national platform for Chambers to share and promote how they continue to be active and excel in developing initiatives, events, campaigns and services for members. Siobhan Kinsella, President of Chambers Ireland said, “It is brilliant that we have this opportunity to celebrate the winners of this year’s Chamber Awards. I am delighted to be able to congratulate Northern Ireland Chamber today for winning the Event of the Year.” Also congratulating NI Chamber, Colm Blake, Head of Insurance Marketing at Zurich Ireland, commented, “Zurich is delighted to continue our support for the annual Chamber Awards. These awards showcase the important work the Chamber network is doing to support businesses of all sizes and sectors across the country. They celebrate the innovation, ingenuity and resilience shown by Chambers and their members, attributes needed in business more than ever.” The NI Chamber Annual Networking event was supported by headline sponsor Dublin Airport, along with supporting sponsors Belfast City Council, Electric Ireland and The Open University.

NI Chamber’s Louise Turley (Head of Campaigns & Events), George McQuitty (Campaigns & Events Assistant) and Petrina McAuley (Campaigns & Events Manager).

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13/08/2020 15:49

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Chartered status is awarded to individual professionals such as brokers, underwriters and claims practitioners who display eminence in their field, as well as to firms themselves. To become a Chartered firm involves a commitment to expertise, integrity and clientcentricity. Standards of excellence in qualifications, ethics, business practices and professional development must be maintained. By choosing Chartered, you are choosing an insurer or insurance broker that has made a public commitment to professionalism. The CII sets the bar, a firm meets it.

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12/08/2020 16:48

FEATURE

My Ambition is to... ANGELA ROBB, OPERATIONS MANAGER, GLANDORE

have always been passionate about customer experience and all aspects of the customer journey. Growing up in Glengormley, I started working part time aged 16 at Marks & Spencer whilst studying for my A levels. I left Dominican College, Fortwilliam to pursue a Marketing Degree in Ulster University. During my degree I continued working at M&S; I loved working in a customer-facing role. I learned that I thrived under pressure and in a busy environment. In my third year of study I undertook a placement at the National Trust as Communications and Marketing Officer. I continued working in M&S alongside my fulltime role at the National Trust. As much as I loved being outdoors promoting some of the most beautiful landscapes in Ireland, it was through my placement experience that I realised my passion was not marketing. I continued with my degree unsure of my next steps. After I graduated, I took the opportunity to take part in Marks and Spencer’s Management Programme. I really enjoyed the Management Programme, it challenged me in such a way that I could see myself progressing and developing as a leader. I had the opportunity to learn about the different areas of the business and I worked in various departments as a section manager. From there I went on to complete the Commercial Manager programme. My time in Marks & Spencer taught me about the importance of the people management aspect of my role. Firstly, I loved seeing the potential in members of staff and I always tried to help them along their career progression journey. I loved having the opportunity to impact the culture of my team and motivate them to ensure that we were all striving for the best results. Secondly, and just as important, I was still very much involved in the experience of every customer in the store. I brought in new ideas and shared these procedures with my team. Feedback was essential to ensure we were continuously improving our customer journey. After 11 years working in Marks &

Spencer’s, I decided it was time for a change. I moved to Glandore to work as Assistant Operations Manager and I have now taken on the role as the Operations Manager. Glandore are a flexible workspace provider with offices in Belfast, Dublin & Cork. One reason I was attracted to working for Glandore was the fact they were a family run business and how every employee feels like an extension of the Kelly family. A lot of my values aligned with Glandore’s especially around customer service. Our MD Michael Kelly is always striving for Glandore to offer five-star service and that’s what we all endeavour to achieve. My ambition is that every member company

that comes into Glandore will have a positive experience, our members become advocates and that we are a company who leads the way in customer experience. As Operations Manager, the main way I directly impact our members’ experience is through the standard of the building and ensuring they are always working in good conditions. I look after the people moving in and out, ensuring it is a smooth process. I am constantly around the buildings chatting to members and helping in any way that I can. I like to get involved in every aspect of Glandore life as we aim to be more than just office space; we hope to add value to every member across all our buildings.

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14/08/2020 12:29

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VIRTUAL TRAINING COURSES FOR 2020 Marketing AUGUST 20 24 Aug MS Excel Advanced 25 Aug Manage & Motivate Remote Teams 28 Aug Introduction to Business Continuity SEPTEMBER 20 15 Sept MS Excel Intermediate 17 Sept Time Management 18 Sept Difficult Conversations 21 Sept Proofreading 22 Sept Resilience and Wellbeing 23 Sept Professional Selling Skills 24 Sept GDPR Staff Awareness 25 Sept Developing Confidence 28 Sept Report Writing OCTOBER 20 06 Oct Influencing & Negotiation 07 Oct Effective Communication 08 Oct Event Management

12 Oct 12 Oct 13 Oct 14 Oct 15 Oct 19 Oct 20 Oct 20 Oct 21 Oct 22 Oct 23 Oct 27 Oct

LinkedIn MS Excel Advanced Assertiveness Skills Credit Management Customer Service Managing Change Manager as a Coach Business Continuity Planning HR Fundamentals Presentation Skills Storytelling Facilitation Skills

NOVEMBER 20 09 Nov MS Excel Intermediate 10 Nov Adobe InDesign 12 Nov Time Management 12 Nov Difficult Conversations 16 Nov Meetings Masterclass

16 Nov 19 Nov 20 Nov 24 Nov 24 Nov 25 Nov 26 Nov

PowerPoint Proofreading Tender Writing Developing Confidence Interview Skills for the Interviewer

Emotional Intelligence Conducting Investigations

DECEMBER 20 01 Dec GDPR Staff Awareness 01 Dec Report Writing 08 Dec People Management 08 Dec MS Word Intermediate 09 Dec Professional Selling Skills

Adobe InDesign & Photoshop Create Video on Your Mobile LinkedIn for Business Presentation Skills Tender Writing

Project Management Agile Project Management (Foundation & Practitioner) Introduction to Project Mgt Managing Successful Programmes (Foundation & Practitioner) PRINCE2 (Foundation & Practitioner)

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FEATURE

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Anne O’Neill.

John Harkin’s Insurtech company, Alchemy, has done more than elevate the North West’s status in the tech industry, it has created a working culture that makes it one of NI’s most forward-thinking workplaces, subsequently attracting some of the best talent around Anne O’Neill, Head of Human Resources, tells Emma Deighan.

lchemy was founded in September 2018 to create a global centre of excellence for insurance software implementation. The vision was not only to bring new talent to the forefront of the digitisation of the insurance industry, but to bring meaningful, exciting, and long-lasting careers to the North West. Almost two years on, behind that innovation is now a team of people who have created a culture based on high performance, mentoring, learning and experiencing that could be something of a benchmark for other sectors here. Anne O’Neill says this culture is behind every fibre of the company. “What Alchemy wants to do is to play a huge part in the socioeconomic growth in this area and we want to instil in our employees that they are part of something that is much bigger.” It’s a mindset that breeds creativity, Anne continues. And one that is set to allow the company to grow beyond its original projections.

17/08/2020 14:53

John Harkin (right) with former CEO of Invest NI, Alastair Hamilton.

Currently the company has 85 staff members with ambitious growth plans that will be complemented by the company’s Academy programme supported by the Department for the Economy and Invest NI. The Academy is a tailor-made, five week, preemployment training programme delivered in partnership with North West Regional College. It’s designed to equip students with the relevant skills and certifications that are in demand in the marketplace and provide a bridge that will span the gap between finishing their course and entering a career in the industry. “The pandemic has meant we’ve not been able to deliver the Academy and initial training in the way that is most beneficial; we feel it’s incredibly important to have face-to-face time with new recruits so we can introduce them to the culture that is crucial to our success. We are hopeful before the end of 2020 we will have our next Academy,” Anne continues. “With every intake the dynamic of the organisation changes. The staff who have come from previous Academies are empowered to step up and take active leadership roles within their projects and to provide assistance to their new colleagues.” Each intake includes a mix of Technical and Business Analysis roles which Anne says adds variety. Alchemy’s Bootcamp is another nurturing offering at the company. It’s an innovative training programme which familiarises its participants with Agile methodology in a simulated project.

Anne says it’s the brainchild of one of the company’s existing employees. She adds: “We created this environment by taking user stories and problems and a project lifecycle is started. “They create an organisation structure, reenact what they would do in real life and it’s a fantastic training ground and it allows the group to approach problems the way they would do on the job.” There’s an all-inclusive vein that runs throughout the business, from the bottom up. Even in its operational layout there’s a blanket feel that everyone is equal.

“We have a flat structure. There is no middle management, we have introduced a mentoring programme where our more experienced staff mentor new Academy graduates. We share and teach others about what we do and that’s not just in terms of technology, it’s also about understanding, expectations and encouragement. We give staff the freedom to innovate and put new initiatives into action,” Anne explains. “We have no limit as to how many people we can promote each year.” Employees, instead, are rated by progression levels; bronze, silver and gold, with the ultimate target being platinum. “We invite them, if they feel they’ve done enough, to come and pitch for promotion and tell us why they should move up and what they’ve done to get to that level. That’s all part of who we are. We take people out of their comfort zones and when we score, tech is a small part of it. What we look for is attitude, that go-getter who is in-control of their own career.” Growth is a given for the business. The business’ initial plan is to recruit 256 staff within the first three years – a figure that Anne says is “just us starting”. “That’s not our finish line. We can grow and grow. “We are working with local universities and colleges to tweak courses to our needs. We’re also involved in programs aimed at getting more girls get into STEM courses and to boost their interest in a career in tech. The North West is becoming a strong tech hub and we’re delighted to be part of that.”

“We share and teach others about what we do and that’s not just in terms of technology, it’s also about understanding, expectations and encouragement. We give staff the freedom to innovate and put new initiatives into action” 37

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14/08/2020 12:31

FEATURE

Climbing The Ladder Out Of Lockdown 38

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24/08/2020 11:49

Rosie Hughes, founder of Sawdust and Rainbow, discusses experiencing business success in the midst of a global pandemic. Coleraine native, Rosie Hughes never thought that she would be selling indoor wooden climbing frames across the globe. In, 2017, while decorating her house for Christmas, she found her 17month-old son, Reuben on the first rung of a ladder. Rosie then set about finding a safe climbing frame for him. After a lot of searching and not finding what she was after, she decided to put her Engineering and Manufacturing qualification to good use and make her own. She shared a picture on a parenting group on Facebook, and the orders started flowing. Sawdust and Rainbows was born. She told Ambition: “I was inspired by the Hungarian Paediatrician, Emmi Pikler who was passionate about babies developing in the way nature intended, allowing the child to learn and master skills at their own pace. Creating the Pikler inspired triangle for Reuben was a slow process. He spent some afternoons on my back in his carrier singing and eating treats! But we got there and when his frame was finished he loved it – climbing on it, using it as a tunnel and sitting on the rungs.” Rosie continued: “I started making the triangles, which I call the Wee’UN, in a shed out the back of our house. Within two years I’d outgrown the shed and had three staff. The range has grown too, and now includes a variety of frames, tunnels, a slide and accessories for toddlers and pre-schoolers. Last year we moved to a refurbished poultry house outside Crossgar and hired two more staff.”

Rosie Hughes at the world’s largest toy fair, Spielwarenmesse, in Germany.

The recent lockdown due to COVID-19 was a strange time for the fledgling start-up. With everyone stuck at home, orders started to go through the roof. March 2020 was busier than the previous Christmas, and this July has been Sawdust and Rainbows’ best month of trading. Rosie now has stockists across Europe, and recently sent her second shipment to the United States. A stockist in Australia has just been confirmed. According to Rosie, she’s ready for the challenge: “I’ve been blown away by the interest in my products. I’ve put so much heart and soul into designing, crafting and safety testing, that it’s such a thrill to be able to share them with the world.” For more information about Rosie’s range of indoor wooden climbing frames visit: www.sawdustandrainbows.com

“I was inspired by the Hungarian Paediatrician, Emmi Pikler who was passionate about babies developing in the way nature intended”

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24/08/2020 11:49

Columnist Jonie Graham Senior Consultant, BRC Partnership

Fitting into the New Normal BRC Partnership’s Jonie Graham looks at what the ‘new normal’ could be for organisations post COVID-19.

meetings. Virtual meetings eliminate travel time and expense, but they also demand a new economy in how we communicate. Those proficient in being succinct, clear and unambiguous in how they get their message across will thrive in a virtual world. Those of us that struggle with this new economy can find some comfort in the knowledge that these skills can be learnt and that practice will bring a more accomplished delivery. Attending meetings that we have no business in attending or can offer zero contribution to have a more limited impact on our time and productivity. Past negotiations with line managers and team leaders as one frantically tries to manoeuvre oneself out of attending yet another unnecessary meeting may be inappropriate to mention in polite company.

ow that the ‘new normal’ has arrived it is easy to feel overwhelmed or that we all have quite a bit of adjusting to do. Many of us have been talking about the ‘new normal’ for some time but none of us knew what it might look like. One of, if not the defining characteristic of this is its dynamic nature. Knowing this may just help us navigate through this current storm, although it doesn’t really help to establish a firm foundation for operational planning or clarity of strategic thought. As we emerge out of lockdown and into what may become the ‘new normal’ for business and industry one thing we can be certain of is uncertainty. Will the handshake that closes the deal be a thing of the past? Will all of the members of the board ever again sit around that highly polished and imposing table? Will the business suit, currently hanging in the wardrobe be selected for another outing, and if so will the trousers still fit? Will my home become my permanent place of work? Are corporate office blocks destined to be restyled as the next wave of hipster homes? COVID-19 has most certainly transformed the thinking of many. For some businesses, working from home has emerged as the champion of increased productivity and streamliner of overheads. Who knew that what many considered to be the easy way of putting in a working day would become the model of choice for global corporations, as they see productivity rise and offset that against the expense of a central office. Figuring out how to maintain that personal touch in business meetings, customer and client exchanges and transactions while maximising all the lessons and benefits that the virtual and remote way of working has given us will be a significant challenge. Of course the adjustment to a socially distant method of business has been a steep learning curve for most and absolutely devastating for some, but those that can see the silhouette of their future business emerging against the light at the end of the tunnel now face the challenge of identifying, establishing and unravelling what that looks like. The lessons and benefits may not be immediately obvious, but virtual team meetings have helped us to avoid group think. Support or opposition to an idea or concept can often be immediately established by the nonverbal response it gets in a meeting room. Many ideas may never have received the courtesy of a fair discussion just because an individual influencer’s response through their body language alone, drained any potential enthusiasm or acceptance out of the room even before the initial idea could be built upon. We have been forced to rethink how we structure and conduct

“COVID-19 has most certainly transformed the thinking of many. For some businesses, working from home has emerged as the champion of increased productivity and streamliner of overheads.“

Possibly the worst kept secret of the Zoom generation is that of a muted microphone and disabled camera assuring a meeting organiser that he has nothing less than a passive participant. Turning off our laptops eyes and ears while we get on with something more productive may breach the virtual etiquette that we are gradually coming to terms with but it means virtual multitasking can at least be productive. The implementation of changes that have been forced upon us cannot be avoided. Their permanence may remain precarious but applying the positives and implementing the necessities of what this pandemic has brought us must be at the heart of the organisation that will prevail in the ‘New Normal’. The single most important factor for the leaders and influencers in your organisation as you lay the foundations for commerce in the future is not only to implement the positive aspects of what this pandemic has taught us and to make the necessary changes, but it is also to identify what must never change. What identifies you, what sets you apart, what makes your organisation unique? Establish this as the key fundamental aspect of your organisation, build from there towards a more productive and lasting future.

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14/08/2020 12:33

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FEATURE

Jordan Buchanan.

The Property Marketâ&#x20AC;&#x2122;s Tentative Recovery By Jordan Buchanan, Chief Economist at PropertyPal. 42

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17/08/2020 14:57

orthern Ireland’s housing market has been in state of flux throughout 2020. The new decade started with strong activity following the UK General Election when the wider economic backdrop was largely favourable and house prices were growing at sustainable levels in line with incomes. COVID-19 stopped all momentum in its tracks. Lockdown measures were critical to protect society and preserve the fragility of the NHS but inevitably at an economic cost, such that 18 years of economic growth have been lost. The housing market was effectively closed for a three-month period from March to June and transactions fell by 66% in Northern Ireland, the most of all UK nations. The government has responded with measures to maintain prices and support market activity through extension of the Help to Buy Equity Loan scheme in England, as well as reforms of the planning system aimed at speeding up development

approvals. Furthermore, the Chancellor announced a cut in the rate of Stamp Duty (a tax on property purchases in England and Northern Ireland). Under the new rules, buyers will not pay any tax when purchasing a main residence for properties valued up to £500,000 – covering more than 99% of transaction activity in Northern Ireland. Given the relative affordability of the Northern Ireland property market, there will be negligible savings from reduced stamp duty for first time buyers. There will be a more significant impact on markets in Southern England, notably London. Many buyers in these areas will hasten their purchasing decisions to avail of the tax cut before it ends in March 2021. This may put upward pressure on house values as sellers increase asking prices knowing that buyers are saving elsewhere in the transaction. Whilst rising house prices are not desirable for all parties, it has a ‘wealth effect’, whereby owners feel better off in a rising market and are willing to spend more. Increasing consumer spending is a key component of stimulating the economic recovery. There may also be indirect benefit for Northern Ireland as price stabilising measures provide reassurance for lenders who have reduced their product range on lower deposit mortgages. At the time of writing, there are only a few mortgage deals available for buyers with less than a 10% deposit. This compares to preCOVID criteria when there were close to 100 products available. Furthermore, the limited deals that are available are also at higher rates of interest, despite the Bank of England reducing the base rate in March. Overall, approximately one in every three new mortgages are for first time buyers with less than a 15% deposit. It is paramount that lending returns for this cohort or there will be added pressure on rental demand and subsequent impact on homeownership rates. Lenders have a responsibility for safe lending practices and the material uncertainty of the economic climate has been a significant factor in the reduced volume of deals. Whilst it is still very early to tell the impact, early signs from new listings on PropertyPal have shown modest reductions in prices as values of houses fell by -0.3%, compared to -3.0% for apartments during the second quarter of 2020. COVID-19 may already have influenced households’ priorities regarding the area and style of home they live in. Research from PropertyPal earlier this year highlighted consumers’ views on the increasing importance of a garden or outdoor space as well as being in an area with strong internet connectivity because of the accelerated shift to working from home. In contrast, more traditional drivers of housing demand, such as being close to schools or public transport, are relatively less important. As lockdown measures continue to ease, the near-term housing market activity remains relatively positive. Construction activity is returning, transaction volumes are increasing and enquiry levels on PropertyPal are at record highs. Nonetheless, the

medium-term outlook remains highly uncertain. Much will depend on how quickly the economy recovers which in turn depends on how the pandemic and restrictions on activity develop. There have been 240,000 workers furloughed and 76,000 self-employed claiming income support at peak claim rates, totaling more than 30% of the workforce. It is encouraging that approximately half of those employees have returned to work according to new research from the Resolution Foundation. However, it is the unfortunate reality that redundancies are inevitable over the coming months as the government schemes are phased out. The Office for Budgetary Responsibility forecast unemployment will rise to 12% by Q4 which will have implications for the housing market. Lenders have offered mortgage payment holidays for those in financial difficulties with as many as one in five mortgagors availing of the payment break. It is imperative that there are further efforts to encourage forbearance to prevent higher rates of default and repossessions later in the year as the labour market conditions weaken. In line with the changing policy and mortgage environment, PropertyPal has revised forecasts for house prices. The impacts in 2020 are likely to be lower than initially expected with the main downward pressures emerging from Q4 2020 through to Q2 2021. The baseline forecast is for price reductions of -6%. In line with the uncertainty, a ‘slow recovery’ scenario could see prices fall by closer to -12% whereas a ‘fast recovery’ could see modest impacts of -1%. Prices are forecast to appreciate at much stronger rates in 2022 and 2023 as economic growth rebounds. Prior to COVID-19, housing was growing in importance in the public policy agenda and is expected to be a priority in the forthcoming Programme for Government. The pandemic may have acted as a catalyst for a rethink of a successful housing system. Developers are changing schemes as more work from home through office pods in gardens or repurposing the traditional function of garages. The changing city centre landscape with reductions in commercial occupancy opens opportunities for office to residential development. The green economy is gaining momentum and government legislation can enhance eco-friendly development and retrofitting existing housing stock. Infrastructure is well recognised as a key driver of economic activity including investment in public and affordable housing. Should there be a revamp of existing strategies, it must be an interconnected process between new consumer demand patterns, water and sewerage infrastructure, broadband connectivity, local development plans and housing supply strategies more generally. Amid the personal tragedies and economic damage, COVID-19 has forced a rethink across the board. A reflection on lessons learned, a rethink of existing strategies and a rebuilding exercise for the betterment of everyone in society might yet be a hopeful outcome.

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13/08/2020 15:59

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

A New, Better Alternative BBC NI’s Economics & Business Editor, John Campbell, discusses how reliable and accessible technology has changed the way we work.

but underused tools, have become a part of everyone’s work day and IT departments have rapidly rolled out new tools. The communications network infrastructure which underpins all this has also been vital and the experience has only strengthened the case for more investment in broadband and mobile. All this has made large scale homeworking possible in a way that many techno-evangelists couldn’t have imagined. The technology now basically works and even large organisations have been able to quickly and successfully adapt their operations. The homeworking experience has been far from perfect for some people but for others it has become the preferred way of doing their jobs. This is likely to become a big and lasting change driven by the pandemic. When we get a vaccine people will want to return to old patterns of socialising and travelling. But many office workers will be resistant to returning to the old workplace ways having lived a new, better alternative. From my own experience before the pandemic I would often travel into Belfast city centre for a 09:30 editorial meeting and then travel out again, less than an hour later, to start work on a story. Now I participate in that 09:30 meeting over Zoom and deploy from home, meeting the camera crew at the story location. I don’t see that it makes much sense to revert to the old way. People will have similar experiences in which their work and home lives have been improved by removing commutes and office distractions. Before the pandemic homeworking could be regarded in some organisations with suspicion if not outright hostility. Institutional resistance is now surely overwhelmed and in future there will be an expectation that being a good employer will mean offering at least partial homeworking. There are still some things which can’t be done, or can’t be done well, while working from home such as training and development, collaboration and creativity. Again from my own experience working with a video editor is something that really needs to be done in person, but with new social distancing measures in place. So a hybrid approach of part of the week in the office and the rest working from home will probably suit most people best. This will take careful management, making sure that time in the office is properly co-ordinated so the right people are together at the right time. Company leaders will also need to dispel any perception that more time in the office is the only way to advance in the organisation, otherwise there will be ‘creeping presenteeism.’ If this model of working does take root it will create what economists refer to as ‘negative externalities.’ Fewer people coming into city centres will means fewer customers for sandwich shops, cafes and pubs. The valuation of city centre properties, offices as well as retail, will also suffer. The retail-led model of regeneration had already run its course before the pandemic and it’s not clear what will replace it. Some radical thinking will be required about what city centres are for and how they should work. With the Executive creating a High Street Recovery Taskforce, that thinking has already begun.

he last five months have been some of the most intense of my broadcasting career. Yet I have only been through the doors of BBC Broadcasting House about ten times. I’ve been in a radio studio on just three occasions. I haven’t been into a TV studio at all. It has been possible for me to keep broadcasting because the necessary technology is finally accessible, reliable and user-friendly. I write ‘finally’ because broadcasters have for years aspired to have the ability to go live from any place, at any time. For radio broadcasters in particular this has involved using a series of black boxes of various sizes, complexity and reliability. But we have now reached the stage where with a smartphone and an app I can connect, in broadcast quality sound, to a radio studio from anywhere I can find a 4G (or sometimes even 3G) signal. It involves little more than pressing three buttons. I was recently able to use this to contribute to Radio Ulster’s Inside Business programme while sitting in the Giants Causeway car park. We have been using this technology for a few years but the pandemic forced my colleagues and I to quickly adopt its TV equivalent. Again it’s an app-based system, this time using a combination of 4G and broadband. It’s this technology which allowed me to broadcast from my back garden during lockdown.

“When we get a vaccine people will want to return to old patterns of socialising and travelling. But many office workers will be resistant to returning to the old workplace ways having lived a new, better alternative.” The apps I have been using are obviously industry-specific but this general experience has been repeated in many workplaces. Improved usability of existing technology has come good at the right time, video conferencing in particular. Other existing,

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14/08/2020 12:48