Ambition - Issue 43 (December 2020)

AMBITION MAGAZINE OF NORTHERN IRELAND CHAMBER OF COMMERCE AND INDUSTRY

DECEMBER 2020

ISSUE 43 £2.95

FROM SURVIVING TO THRIVING NI Chamber President and Chief Executive on planning an economic recovery strategy for Northern Ireland

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December 2020 Issue 43

Contents NI CHAMBER COMMUNICATIONS PARTNER

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Restoring Business Confidence Danske Bank’s Deputy CEO Vicky Davies shares some of the support they have provided to local businesses through the pandemic.

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. Front Cover by: David Cordner.

Thank You to the Grand Central, Belfast for providing the venue for the photoshoot.

NI CHAMBER PATRONS

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At a Glance News: 8 Double Award Win for NI Chamber Columnists: 20 Professor Gillian Armstrong 36 Claire Clerkin 42 Bill Roy 43 Gavin Kennedy 56 Michael Jennings 57 Terry Robb 62 John Campbell 66 Martin Breheney 68 Kate Marshall 90 Brendan Drain 96 Jim Fitzpatrick Chamber Chief: 25 CEO Update 26 From Surviving to Thriving 30 NI Chamber Enhances Trade

Support Services for 2021

Features: 16 Investing in the Future 22 Restoring Business Confidence 38 The Power of CSR 44 The Race to Net Zero 50 Making Change a Success Story 54 Embracing Change in an Era of Uncertainty 58 A New Challenge 64 Challenge Bring Opportunities 72 Progress, Even in the Toughest of Times 76 My Ambition is to...

84 Stairway to Seven 88 Building Back Better in NI

Appointments: 74 Recruitment Resilient in the

Face of Lockdown

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Lifestyle: 80 Business Class Motoring James Stinson 92 Dine & Wine - Chris Rees 94 Fashion: Joanne Harkness

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50 26 Cover Story 76

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EDITORIAL

President’s Perspective

LIGHT AT THE END OF THE TUNNEL? O

ngoing restrictions continue to have a devastating impact on businesses across the country. Ministers can’t simply keep switching businesses on and off like a light switch without expecting severe consequences.

At NI Chamber we fully support our colleagues in hospitality, retail and close contact centres who are most impacted by the restrictions that have been put in place over the past weeks. We must protect both lives and livelihoods. We must behave in ways that allow us to return to work safely, whatever the location and method.

We must also remember that there are hundreds of local companies who supply goods and services to these sectors that find themselves heavily impacted as a result of these restrictions. Business-to-business transactions are a critical part of how the economy works and as such, the knock-on effects of these restrictions on other businesses in the supply chain are extremely serious and not to be underestimated.

And whilst the government’s additional financial support is welcome, our message to policy makers is that no amount of financial support can compensate for an open, fully-functioning economy. These businesses are looking to the government for a plan that keeps them, and the economy, open throughout the rest of the winter and beyond. A vaccine undoubtedly provides light at the end of the tunnel – but now is not the time for government to weaken its resolve. It will take time to rollout the vaccine and until then government must do all it can to support businesses. It is therefore essential that any financial support reaches companies as soon as possible – companies who are relying on this for wages and day-to-day running costs.

Looking further ahead, whilst the pandemic is far from over and many industries continue to suffer the effects of restrictions, NI Chamber strongly believes that now is the time to also start planning our economy’s recovery strategy. Recently, NI Chamber has been working alongside our Council, members and Richard Johnston at Ulster University’s Economic Policy Centre, to deliver a pragmatic plan for economic recovery. Our ‘Thrive’ action plan focuses on how we can start the recovery in Northern Ireland and ensure that enterprises are well placed to recover from the challenges and grasp new opportunities as they occur. You can read more about this in the coming pages of Ambition.

Finally, on behalf of the Board, Chief Executive and everyone at NI Chamber, I would like to thank you for your continued support of NI Chamber during this extremely challenging time. I very much look forward to working with you all in 2021 as we start to manage an economic recovery, supporting enterprises and employees to work in the new environment alongside COVID-19 and Brexit.

Ian Henry President Northern Ireland Chamber of Commerce and Industry

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NEWS

NEW JOBS AND INCREASED CAPACITY WITH £10 MILLION TOBERMORE FACTORY Paving and walling manufacturer Tobermore has celebrated the completion of its new Production Facility. The £10million factory is now live and operational creating dozens of local jobs and significantly increasing manufacturing capacity.

Earlier this year, Tobermore announced £30million investment and the creation of 95 jobs to fulfil ambitious growth plans.

The company has ramped up production in response to a surge in market demand for their hard landscaping products.

DIAGEO LAUNCHES 2030 SUSTAINABILITY STRATEGY Diageo has announced a range of 25 bold and ambitious goals in its ‘Society 2030: Spirit of Progress’ plan.

In Ireland the Guinness and Baileys brands will lead the implementation of Diageo’s 2030 targets. Every drink produced will take 30% less water than it does today, packaging will be 100% reusable, recyclable or compostable and the production operations on the island of Ireland will become net carbon neutral. The brands will also work in collaboration with farmers and those in its value chain to halve their indirect carbon emissions by 2030. Diageo Ireland also announced in September that the proposed Guinness Quarter development at St. James’s Gate aims to be Dublin’s first carbon neutral district.

£66M ZERO EMISSION BUS PROGRAMME ANNOUNCED The decarbonisation of public transport in Northern Ireland has taken a significant leap forward with a new contract for 145 zero and low emission buses.

Representing an investment of around £66 million by the Department for Infrastructure, the programme will include the buses supplied by local firm Wrightbus and the associated infrastructure.

They form a key part of Translink’s Net Zero Emissions Strategy and will be fundamental in creating cleaner and greener transport to positively impact the climate emergency and air quality.

The 100 zero emission buses comprise 80 Battery Electric Vehicles and 20 Hydrogen Fuel Cell Electric Vehicles and will be the most environmentally friendly buses in Ireland. They will be deployed between Metro in Belfast and Foyle Metro services in Derry~Londonderry. There will also be 45 low emissions buses for Ulsterbus services across Northern Ireland.

LIDL PLEDGES £32M LOCAL INVESTMENT Lidl Northern Ireland has revealed plans to invest more than £32 million in five brandnew, state-of-the-art stores across the Belfast City Region that will directly create 100 new permanent jobs with the retailer and support up to 1,000 jobs in the locality during the development and construction phases.

The supermarket said the Drew McIvor (Invest Northern Ireland); Alan Barry (Lidl Ireland investment drive was part of a long-term plan to grow Lidl’s store and Northern Ireland) and Conor Boyle (Lidl Northern Ireland). network to 50 stores in Northern Ireland and provide a multi-million-pound boost for the region in order to bring its high quality offering and low prices to more shoppers in the Belfast city area.

In late November the company officially opened the doors of a brand-new store in Holywood Exchange Retail Park, creating 30 new local jobs and marking the retailer’s 40th store since establishing in Northern Ireland in 1999.

MILLS SELIG APPOINTS NEW MANAGING AND SENIOR PARTNERS

John Kearns and Chris Guy.

Corporate and commercial law firm Mills Selig has announced that Chris Guy has become the firm’s Managing Partner, with John Kearns taking on the new role of Senior Partner.

Chris Guy is one of the leading corporate lawyers in Northern Ireland, specialising in high-value and complex M&A and private equity transactions.

John Kearns has an extensive corporate law and restructuring practice, acting in company receiverships, liquidations, voluntary arrangements and administrations.

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NEWS

DOUBLE AWARD WIN FOR NI CHAMBER ENCIRC TAKES INNOVATIVE SKILLS APPROACH TO GROWTH Major food and drinks industry supply chain business Encirc has announced plans to invest more than £870,000 to develop the skills of its employees.

Based in Derrylin, Fermanagh, it specialises in glass container design, manufacturing, bottling and logistics solutions for the food and drink sector. It distributes its products across Northern Ireland, the Republic of Ireland, Great Britain and Europe.

The company’s ‘Engage’ programme will bring expertise on-site by training staff in project management and lean manufacturing processes, along with staff wellbeing support and a new apprenticeship programme.

RE-GEN LAUNCH TRAINING AND DEVELOPMENT ACADEMY Re-Gen Waste, working in partnership with CIWM, is launching the Re-Gen Academy, a transformational support initiative to provide effective and engaging learning and development opportunities to individuals working in local authorities.

Through the Re-Gen Academy, hundreds of bursaries will be provided for those working in local authority waste management roles to access a range of training and development services offered by CIWM, including face-to-face training, on demand e-learning courses, virtual training programmes, and CIWM membership.

NI Chamber’s Chris Morrow (Head of Communications and Policy); Olivia Stewart (Communications Manager) and Nicola Abernethy (Communications Executive). Photo from January 2020.

The Communications and Policy team at NI Chamber has picked up two award wins at the PR Moment Awards; ‘In House Team of the Year’ and ‘B2B Campaign of the Year’. The team was also shortlisted in the ‘Media Relations’ category at the event, which rewards outstanding campaigns and exceptional talent in the UK PR and Communications sector.

At the virtual awards ceremony, NI Chamber was up against some tough competition, coming out on top from a pool of finalists, which included M&S Bank and UK wide legal and financial services advisors, Irwin Mitchell.

Other Northern Ireland companies recognised include Smarts, winner of Integrated Agency of the Year and Large Agency of the Year, as well as JComms and RNN Communications, both of whom were shortlisted in the Boutique Agency category.

AFLAC CELEBRATES ONE YEAR IN NI AHEAD OF TARGETED RECRUITMENT GOALS Aflac Northern Ireland (Aflac NI), a subsidiary of Aflac Incorporated, a leading Fortune 500 company, has officially marked its first year in Northern Ireland. The company has opened its new hub at Belfast’s City Quays 2 and confirmed that with 65 employees now on board, it is well ahead of its three-year target to recruit 150 local tech staff by 2023.

Keith Farley (MD Aflac NI) and on screen Virgil Miller, A leading provider of Aflac Executive Vice President, Chief Operating Officer supplemental insurance and President of Aflac Group Insurance. helping protect more than 50 million people in the United States and Japan, Aflac established its Northern Ireland footprint in October 2019 with the support of Invest NI, opening its first global technology innovation centre. The new office helps power the company’s international business, delivering world-class technical expertise and innovative, emerging solutions to increase information security and support the needs of customers.

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NEWS

TAKE OFF FOR NEW BOMBARDIER OWNERS

By Emma Deighan

It was perhaps one of the more positive business stories to emerge from 2020 when Spirit Aerosystems completed its acquisition of Bombardier in Belfast, ending what was a long period of uncertainty for the site and its 3,000 staff.

The deal sees Spirit acquire Bombardier aerostructures and aftermarket services business here in Belfast as well as sites in Casablanca, Morocco and Dallas.

Bombardier had owned the operation, which started as Shorts Brothers, for 31 years and now the bold Bombardier signage has been replaced by the swift, aerodynamic font synonymous with the Spirit branding.

The deal was made at a significantly reduced rate of $275m (£211m), down from the original $500m (£384m) price tag.

The new owners, Spirit AeroSystems, design and build aerostructures for both commercial and defense customers, “focusing on affordable, innovative composite and aluminium manufacturing solutions to support customers around the globe”.

With headquarters in Wichita, Kansas, Spirit operates sites in the US, UK, France, Malaysia and Morocco.

The company’s core products include fuselages, pylons, nacelles and wing components for the world’s premier aircraft

”The acquired sites bring expertise in engineering, innovation and advanced composites, and also aligns with our strategic priorities.” including the fuselage of the 737, portions of the 787 fuselage, and the cockpit section of the fuselage of nearly all of its airliners.

Speaking about the deal, Spirit AeroSystems President and CEO Tom Gentile,

said: “We are excited to finalise this strategic and transformational acquisition. ”The acquired sites bring expertise in engineering, innovation and advanced composites, and also aligns with our strategic priorities. With the addition of these sites, Spirit acquires the entire work package for the A220 wing manufacturing processes and technology, which are critical for the future of next-generation aircraft, and doubles our global world-class aftermarket services business.”

In its recently published third quarter results, Spirit said its revenue sat at $806m (£611m), which was down compared to the same period in 2019. It attributed the drop to the “significantly lower 737 MAX production resulting from the grounding of the program and the impacts of COVID-19”.

It added: “Deliveries decreased to 206 shipsets during the third quarter of 2020 compared to 437 shipsets in the same period of 2019, including Boeing 737 MAX deliveries of 15 shipsets compared to 154 shipsets in the same period of the prior year.”

Chief Executive Paul Everitt of ADS, which represents and supports over 1100 UK businesses operating in the aerospace, defence, security and space sectors, said: “The completion of the sale of Bombardier’s Belfast facility to Spirit AeroSystems is great news for their highly skilled workforce, the aerospace supply chain in Northern Ireland and the entire UK aerospace industry.

“The Belfast facility is a centre of excellence for aerospace and is home for the award winning resin-infused advanced composite A220 wing. Being one of the largest aerostructures businesses in the world, Spirit AeroSystems will be a great partner for the facility and will help open up new opportunities across the world.

“At a time of unparalleled difficulty for our sector, it is great to see the commitment from Spirit AeroSystems to invest in world-leading aerospace expertise and expand their UK footprint for the future.”

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NEWS Paul Murnaghan (BT) and Joe O’Neill (Belfast Harbour).

BT AND BELFAST HARBOUR PARTNER ON 5G NETWORK

BT and Belfast Harbour recently announced a landmark partnership to build a 5G ecosystem within the Port. The partnership will deliver a series of 5G-led innovations to accelerate Belfast Harbour’s digital transformation and help deliver its smart port strategic ambitions.

In a UK and Ireland-first, BT will build and manage a live 5G Private Network designed specifically to achieve the highest levels of ultrafast mobile connectivity, coverage, reliability and security across the port’s main operational areas. The highly secure and scalable network will enhance safety, security and sustainability across the Harbour Estate and is expected to go live across large parts of the 2,000-acre site early next year.

The strategic partnership follows a successful UK-first trial of 5G technology by BT and Belfast Harbour last year and supports

Belfast Harbour’s ambitions to become the world’s best regional smart port.

Paul Murnaghan, Regional Director for BT’s Enterprise division in Northern Ireland, said: “Our UK and Ireland-first 5G trial with Belfast Harbour last year was a powerful illustration of how 5G-led technology can transform the port’s operations, propel the success of local businesses and drive economic growth.

Today’s deal with Belfast Harbour will make these benefits a reality, with the creation of a sophisticated digital ecosystem comprising of 5G as well as other emerging technologies such as AI, IoT and Connected Autonomous Vehicles. This will act as a springboard for Belfast Harbour to achieve its ambition to be the world’s best regional smart port and an innovation hub for the region.

“Ports are fundamental to the UK economy, and Belfast Harbour handles approximately

two thirds of Northern Ireland’s seaborne trade. With the rising demands on transport and logistics, and the growing need for operations to be safe, secure and sustainable, we’re excited to work with Belfast Harbour as its technology partner, building 5G-led innovations to unlock the productivity benefits for the port and contribute to the region’s green recovery ambitions.”

Joe O’Neill, Chief Executive of Belfast Harbour added: “One of Belfast Harbour’s key strategic ambitions is to become a smart port that engages creatively and effectively with customers, visitors and employees. Following a successful test programme last year, we are pleased to have engaged BT to bring 5G technology into Belfast Harbour and delighted that this private network is a first for the UK and Ireland.

“The smooth and efficient running of our Port logistics network relies on the accurate tracking and integration of data gathered from multiple sources. We believe the increased capabilities of 5G technology can have a beneficial effect on our operations, helping us for example to capture, process and interpret data in real time and giving insights that will speed decision making, better manage vehicle traffic through our Harbour Estate and improve productivity across our operations and services.”

Belfast Harbour is an important gateway to trade and a significant contributor to the regional economy. Every year, more than 1.75 million people and over half a million freight vehicles arrive and depart through the Port, while 24 million tonnes of goods are managed and carried by ferries, container ships and general cargo vessels.

The partnership will examine how 5G and other emerging technologies such as AI, IoT and Connected Autonomous Vehicles can be used together to enhance public safety, physical security and address climate change across the Port and wider region.

BT TO ESTABLISH NI LEGAL HUB WITH £2M INVESTMENT BT is reaffirming its commitment to Northern Ireland with an investment of over £2.7million by establishing a new legal hub that will create up to 30 commercial lawyer jobs in Belfast over the next four years.

The new standalone centre is the first of its kind for BT in Northern Ireland and will offer its corporate customers efficient, high quality legal support from the hub based in Belfast. Leeanne Whaley, Transformation Director for Legal and Company Secretary at BT, said: “As one of Northern Ireland’s largest investors and employers, BT is delighted to be establishing its first legal hub in Belfast, which will continue to offer high quality legal expertise to colleagues across BT Group.

“Northern Ireland offers highly educated and experienced legal talent, so it was an ideal choice to set up our new hub here and we at BT are excited to recruit this talent into our legal team. I would like to thank Invest Northern Ireland for the support that BT has received in order to grow our legal presence here. Its recent advice and support has been invaluable.”

Invest NI has provided BT with strategic business advice to secure this investment and it has offered £240,000 towards the creation of 30 jobs. Seven of the new commercial lawyer positions are already in place.

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09/12/2020 11:58

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NEWS

DANSKE BANK LAUNCHES NEW PODCAST SERIES WITH CARL FRAMPTON INTERVIEW Two-weight world champion boxer Carl Frampton has urged people in Northern Ireland to talk openly about their mental health as a first step to building the resilience needed to get through the COVID-19 crisis.

Speaking as part of a new podcast series launched by Danske Bank, Frampton talks about the highs and lows of his career, what stopped him from throwing in the towel after defeats and the strength he has drawn from his family, his community, his coaches and mentors throughout his career.

In a wide ranging interview with broadcaster Dr Wendy Austin, Carl outlines how he and other boxers have dealt with COVID-19, how the discipline of training has helped him maintain a positive attitude, why mental resilience is as important as physical conditioning in his sport and why he is happy to shed the tough guy image to talk to young people about stress and mental health.

“There was a time when sportsmen and boxers in particular wouldn’t have talked about mental health, but that needed to change and it has changed. It is so important to me to encourage people to talk about it because that’s the first step to building the resilience you need to deal with whatever challenges you are going through,” says Carl.

“Resilience is so important in all parts of life. It’s difficult for people at the moment, everyone is stressed about the future. But we need to encourage people not to give up, to take whatever positives they can out of this situation and look for the light at the end of

the tunnel. That’s hard to do if you don’t talk about it.”

The Danske Advantage podcast series, hosted by Dr Wendy Austin, launched in November with three podcasts which are now available to download from the bank’s website. In addition to the Fighting Back With Frampton episode, Unlocking Success Through Digital Transformation features Greg Bradley, MD of BlkBox Fitness alongside Jerry Staple, Co-Founder of Origin Digital, and a Building Human Connections in a Virtual First World episode sees Wendy interview Danske’s HR Director, Caroline van der Feltz.

Robert McCullough, Head of Business Sector Engagement at Danske Bank said: “It was refreshing to hear Carl’s stories about how he has built resilience and how that has helped him deal with challenges in his life and career. In the past six months we have experienced a situation that no one could have foreseen and which has taken a toll on

everyone. The impact on local businesses and our society as a whole has been immense and hugely challenging.

“Our aim at Danske Bank is to help Northern Ireland grow again by normalising business and helping companies in all sectors to grow out of the current crisis. One of the ways we can do this is by providing customers with insights and knowledge that will help them re-shape and future proof their businesses for what lies ahead. The way people access information and insights has changed dramatically and digital is now the medium of choice, so we are delighted to share stories and insights from a range of first class speakers via the medium of podcasts for the first time, complementing our ongoing series of Danske Advantage webinars.”

The Danske Advantage podcasts are now available at https://danskebank.co.uk/ business/advantage

“It was refreshing to hear Carl’s stories about how he has built resilience and how that has helped him deal with challenges in his life and career.”

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04/12/2020 11:48

FEATURE

Investing in the Future

Rajesh Rana, Director of Andras House, the name behind the Crowne Plaza at Shaws Bridge, Hampton by Hilton at Hope Street and a hearty commercial build portfolio has continued to heavily invest here despite a lack of certainty borne from COVID-19, Brexit and more. Here he talks to Emma Deighan about high hopes for the return of business to the city.

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03/12/2020 15:07

Rajesh Rana

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FEATURE

A

t the time of going to print Rajesh Rana’s Bedford Yard project received planning permission. It will see the revamp of a former linen warehouse and will play home to restaurants, grade A office space and a 132-room Aparthotel.

It’s a development that pretty much sums up the bulk of what Andras House is all about – city centre commercial property and hospitality – but even though the city has taken a massive hit due to the pandemic, the business chief is confident we will see the return of activity Belfast and its confines was once used to.

“You know, this year has been up and down and just when you thought it was over, something else came up,” Rajesh begins. “But, I’m optimistic that this is the darkest point of the night before the dawn. I think, as we come through this, things will pick up.”

News that pharma firm, Pzfier has created a COVID-19 vaccine that has 90% efficacy, is perhaps the beginning of the pick up Rajesh anticipates.

But he has been active in investments regardless of the adversaties facing him and his business, and he pays credit to Government schemes that have bolstered the company’s resilience.

The Bedford Yard project is just one of the company’s many projects. “It will take three to four years before that is complete,” Rajesh reveals. “And, yes, we expect demand to be back by then.

“The demand profile in the city, it is going to change there is no doubt. The city of Belfast has benefitted from different kinds of travel including traditional leisure, organised tour groups and corporate travel, which has been very strong including the conference market, and I see that coming back. The challenge now is to market Belfast as an investment hub. We need to get out there and sell the advantages of investing here including our work force, the cost competitiveness and the increasing cap on university numbers. Collectively we can be selling ourselves as a stable destination.”

The company’s other commercial investments include its purchase of the building that formerly housed furniture store Creations on Bruce Street. The building went on the market in 2018 after Creations relocated to Boucher Road.

The four-storey red brick former warehouse is a project that Rajesh is very much looking forward to starting. He adds: “We will refurbish that into office space and hope to start that pretty soon. It’s a lovely building so it will be an enjoyable project.”

And work on its Dorchester House building on Great Victoria Street will also start soon, putting more office space onto the market. The

former residence of HMRC, the building is one of the most prominent in Andras’ portfolio.

“Great Victoria Street is in a really strong location and it’s set to benefit from the construction of the new transport hub at Weavers Cross. We will also have the North/ South Glider passing by there and I see this area being a real game changer once the hub is completed.”

Rajesh has also been busy investing in the hospitality arm of the business. He has pumped £5m into the group’s Holiday Inn Express in the Cathedral Quarter. The investment included a 60-bedroom extension to the hotel featuring a ‘new generation bedroom prototype’, which features noise cancelling headboards; black out curtains, USB ports and an innovative flexible rest/work area in each room.

Meanwhile at Shaws Bridge, the group’s biggest hospitality offering, the Crowne Plaza has benefitted from a new block of rooms.

Working in one of the hardest hit sectors during the pandemic – hospitality – has still been felt by Andras Group despite Government support, but a short surge in business during the summer coupled with those Government schemes has given the firm security.

Rajesh adds: “The support we have received has been very generous. You couldn’t say otherwise and with the extension of schemes it will, for us, help keep us stable. We’ve managed to keep redundancies to a minimum number of around a dozen, and we hope that will be all we have to make.

“I feel for smaller companies, those ownermanaged companies. They have it harder.

“When we reopened in July we did feel the benefit of that staycation market, especially in August. Once customers knew how we would operate and how it would work, many people were quite happy to stay in hotels and then, when the major visitor attractions reopened, it got busier.”

He says 60% of Andras Hotels’ custom came from the South with the remainder occupied by local guests during that period.

The business client market also started to pick up. “Obviously we lost a lot of our bigger corporate events but the smaller meeting and events market did start to show some sign of life, especially with those companies who didn’t have the space for essential meetings.

“We put those smaller conferences in larger rooms, spacing delegates out,” says Rajesh.

The wedding market, which represents a huge portion of the Crowne Plaza’s business, also enjoyed a pickup, albeit with smaller guest lists.

“Weddings have been small and we did one outside wedding, when inside groups were not allowed and we had quite a few weddings

“The support we have received has been very generous.

You couldn’t say otherwise and with the extension of schemes it will, for us, help keep us stable.”

before the second wave of restrictions came in.

Some guests brought their weddings forward but we have been very understanding with those who want to rebook. We’ve been flexible.”

Confronting challenges and finding solutions is nothing new for the business chief who exited his presidency role at the Belfast Chamber earlier this year. During his tenure he dealt with the impact the Primark fire had on the city centre’s retail landscape, the Brexit referendum and the uncertainty that followed, and still does, as well as operating under Stormont’s three-year hiatus.

He adds: “It was nice to hand over the chains.

We had it all during that time including the bulk of lockdown as I left in June. The thing is, businesses crave certainty and economic stability and during that time we had none of that. The collapse of the assembly threw everything up in the air and we had just 40 days when things normalised before COVID was declared a global pandemic.

“I think once this all settles down what we need is a period of boring stability. That gives confidence to investors and gets us back to normality. Let’s get back to boring normality,” he concludes.

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Do you have the Mark of Progress?

www.diversity-mark-ni.co.uk Founding Partners

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Columnist Professor Gillian Armstrong, Director of Business Engagement at Ulster University Business School

Building Future-Ready Skills Professor Gillian Armstrong, Director of Business Engagement at the Ulster University Business School, discusses opportunities for relevant upskilling and reskilling.

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or many years, the future world of work has been an important topic with globalisation, the surge in digital innovations and automation driving fundamental changes in the work environment. COVID-19 has accelerated that trend, both in speed and scale, transforming workplace models, customer expectations and technological adoption.

In just a few months, organisations across many sectors experienced years of change in the ways they operate and communicate. Implications for jobs and workforce skills have been profound, leading to new demand for high level skills and knowledge, and major shifts in skill requirements.

The OECD Skills Strategy Northern Ireland Report 2020 says “developing relevant skills and using them effectively is crucial for Northern Ireland’s ability to thrive in an increasingly interconnected and rapidly changing world.” Investing in workforce skills fit for the future is not an aspiration, but an essential measure in achieving a resilient and responsive skills system vital to Northern Ireland’s economic recovery.

53% of businesses surveyed in Deloitte’s Human Capital Trends Report (2020) believe that between half and all of their workforce will require new skills and capabilities within the next three years.

Fundamental to this is the development of transferrable skills such as creativity, emotional intelligence, communication, leadership and collaboration. These skills, often referred to as ‘soft’ skills, are becoming increasingly sought after and will lay the basis in helping businesses rebuild and recover in a post-pandemic workplace.

In responding to the skills challenge, Ulster University Business School (UUBS) has developed a new part-time MSc Business in Technology programme, co-created with industry in Northern Ireland to ensure the development of relevant knowledge and skills in the professional and technology services sectors.

The programme has been developed in collaboration with industry experts from companies such as PwC, as a direct response to the industry’s growing need for people with a combination of a technology background, business acumen and the leadership capability required to lead business growth in the digital age.

This is an ideal programme for those engaging in technology led business transformation and innovation and are aspiring into senior leadership or management positions. The increasingly close business-university link in programme co-creation stimulates realworld relevance, allowing students to gain work-relevant skills and capabilities with a professional qualification.

Another programme designed to meet the demand for highly skilled graduates in the financial services sector is the part-time MSc in Global Capital Markets, which is open for applications in January

2021. As Northern Ireland’s financial services ecosystem continues to expand, this unique course provides an ideal pathway for those who wish to develop a career in financial services, accounting, consultancy, business and management, and can also be taken as part of the Higher Level Apprenticeship scheme.

In an environment where fluidity is the norm, it is imperative to make graduates employable and to provide employers with the skills they need to adapt and grow. Through active and responsive engagement, the Business School continues to actively work alongside organisations and government to create new opportunities that support emerging skill requirements and help organisations and individuals adapt to a shifting workplace and economy.

In October, the University welcomed further support from the Department for the Economy to fund those impacted by COVID-19 on a range of online industry relevant courses to upskill and retrain in priority areas.

Courses offered by UUBS include two PG Certificates in Professional Development – “Understanding International Business” and “Enabling Business Recovery”, aimed at those who wish to update their business knowledge. In addition, a partnership between the University, Digital DNA and Belfast Metropolitan College has led to the creation of an Advanced Certificate in Management Practice (Transformational Management in a Digital World). All of these courses will commence online in January 2021 and offer pathways to careers in sectors which require highly skilled, well-paid employees to fill gaps in the job market.

As the skills challenge becomes more acute, UUBS is deeply committed to supporting the business sector and regional economy.

A collaborative approach with professional bodies and businesses ensures our range of programmes are highly relevant and align with the changing needs of business. Many of these postgraduate programmes are available with a January 2021 start and offer an ideal route for individuals wishing to change career, upskill or enhance their employability.

The emphasis on skills imbalances has consequently elevated the importance of lifelong learning and the importance of an agile learning mindset in the workplace. By creating a culture of continuous learning within our businesses we can make it easier for displaced workers to enhance their employability and find new employment opportunities through targeted upskilling and reskilling.

As we chart our way through a new economic era, it is unclear what the future holds. We do however know that the future of work is accelerating and skill sets are changing at every level. Having the right skills, capabilities and embracing learning in the longer-term will be a critical building block in creating an agile and future-ready workforce.

For more information on UUBS’s portfolio of management development and executive education programmes or if you would like to discuss specific organisational needs and development solutions, please contact engage@ulster.ac.uk

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FEATURE

Restoring business confidence Danske Bank’s Deputy CEO Vicky Davies shares with Ambition some of the support they have provided to local businesses through the pandemic, key learnings and some of the priorities for the Bank as it prepares for the future.

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FEATURE

2020 has been a difficult year for a lot of businesses; what has been Danske Bank’s experience and how have you responded?

It has certainly been a year like no other and you’re right, a lot of businesses have been under huge pressure. As Northern Ireland’s biggest bank and a key player in Northern Ireland’s economy, our mission is to help get Northern Ireland back on its feet and play our part in driving the future success and recovery of Northern Ireland. We need to be a leader for business, for the economy and in society.

A year ago, all the conversations we were having were positive. Now, for obvious reasons, a lot of businesses are lacking the confidence to grow, even if they are in good shape and fit for the future. Our job is to encourage them to invest, to grow, to create jobs.

For others who are in a more difficult situation and have some tough decisions to take, we are trying to provide the advice and support they need to get through these difficult times.

Since March we have approved over £450m of government-backed loans through the Coronavirus Business Interruption Loan Scheme and Bounce Back Loan Scheme, as well as arranging over 5,000 mortgage payment holidays and £19m of payment holidays for businesses.

As a Northern Ireland-based bank, with a local CEO and management team, we are able to make decisions locally and to do so quickly, something our customers tell us they value.

The bank’s services have been in high demand through the pandemic. Have there been any positive learnings through the work you’ve done with customers?

Like many organisations, we’ve learned we can operate with much greater agility than might have been expected. For example, our Digital Transformation and Data team developed robots, code named Myrtle and Ruby, to process the huge number of loan applications from businesses impacted by the coronavirus pandemic.

In just seven days they built an end-toend solution to speed up the handling of the thousands of loan applications received in the early days of the pandemic, processing the applications 50 times faster than a person would have been able to, enabling approvals and decisions to be given within hours in some cases. Myrtle and Ruby are doing the simple but time-consuming stuff, freeing up our people to do what they do best, spending their time talking to and helping customers.

With this increased automation, do you think the move towards banking becoming increasingly digital has accelerated?

We’re continually making investments in our digital capabilities and leveraging the capabilities of our parent. The crisis has shown us that our digital solutions are really good but also highlighted some areas where processes could be improved. Today, if you have a digital front end for a product then the whole process

needs to be digitised.

But the crisis has also brought into sharp focus that in difficult times, customers need someone to talk to, someone who can both empathise with them and provide expert advice.

“As a Northern Ireland-based bank, with a local CEO and management team, we are able to make decisions locally and to do so quickly, something our customers tell us they value.”

Our locally-based relationship managers have in-depth sectoral knowledge and experience and this has been invaluable for our customers. We’ve worked hard to keep all our branches fully open right through the pandemic and being able to offer a range of contact points through our relationship managers, branches and our award-winning local contact centre remains a huge part of our future focus.

As you adapt to changing customer needs, will that require investment in new skills and new people that, in the past, might not traditionally have worked in a bank?

Absolutely, yes. We are doing a lot of work at the moment thinking about the sort of skills we’ll need, trying to anticipate five years from now so we’re fit for the future. We really started investing in specialist technologybased roles about five years ago as we realised they were going to be important. We couldn’t have imagined Danske would have a 10-strong data science team in Belfast five years ago or that about 10 per cent of jobs in the bank today

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didn’t exist then.

But it’s not all about technology, it’s about creating new roles that match what’s important to us. So, for example, we have a new head of climate change, we have a new senior lead on diversity, a head of conduct, a business engagement lead and a head of digital. As a local bank we can put our resources where they are needed both now and for the future, and have these types of roles here in Northern Ireland.

You have talked previously about the desire to be a force for good in society. What does that mean?

It means playing our part, not just in providing finance, but by stepping up to help where we see need. One good example during the pandemic has been our Check in and Chat service, which was established as a means of phoning elderly and vulnerable customers just to make sure they are ok.

Our team has been making time to talk to customers and where we find them in difficulties, referring them to organisations like Age NI for help. My father lives on his own and can be quite isolated, so I can relate to how much a genuine friendly phone call out of the blue can mean for many people. I decided this was a volunteering activity that I would challenge myself to do, and was delighted to have a number of conversations with customers. Having that direct engagement with customers has been hugely motivating for our colleagues.

At the other end of the scale, we are also engaging politically at the highest level on behalf of our customers, sharing with those in positions of power what it is like for businesses at the moment. We’ve done this directly and personally I’ve had also a chance to engage through my Board role with the NI Chamber.

Aside from Coronavirus and Brexit, climate change seems likely to be a central issue globally in the next decade. How is the bank acting on this?

The financial services sector has a big part to play in helping businesses and customers to transition towards a zero carbon economy. In the next 5-10 years one of the biggest things we can do is to help NI businesses to be ready for the next 50 years. We have therefore put sustainability and climate change at the top of our societal agenda and have created a dedicated senior role to help drive this agenda across every part of our business. Of course we need to look at our own footprint too and while we’ve been leading our sector locally for a number of years when it comes to environmental impact, there is more to be done. We’re serious about playing our part and encourage other businesses to do the same.

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.

I

n recent weeks, the NI Chamber team has been working hard to help members deal with the on-going impact of COVID-19 decisions, whilst simultaneously raising concerns about business preparedness for Brexit, exasperated by the COVID-19 challenge.

Over the last number of weeks we have met with Minister Dodds, Minister Poots and Minister Mallon, as well as members of each of the five political parties in order to share your concerns around both COVID-19 and Brexit. As outlined in this edition’s cover story, we have also begun the process of engaging with all of our policy makers about the recommendations contained in ‘Thrive’, NI Chamber’s recently published action plan for a greener, better recovery for Northern Ireland. Much research and consideration has gone in to these recommendations, which we firmly believe are a pragmatic, practical roadmap for recovery.

As a business support organisation, NI Chamber continues to assist members with preparations for new trading arrangements in 2021. I am pleased to let you know that we have now extended our range of services, in order to support businesses of all sizes through upcoming changes. Over the next few pages you can read more about the additional support available, which includes expert one-to-one advice on export and customs documentation, technical training and events and a customs declaration processing service, all in addition to NI Chamber’s well established export documentation service.

In November alone, the International Team has delivered technical training on topics including Commodity Codes and Customs Declarations, as well as facilitating an information session on the government’s new Trader Support Service. Drawing on the extensive knowledge of our International Champions – A&L Goodbody, Grant Thornton and Queen’s University – we also hosted

a really timely Brexit information session.

If you have not yet engaged with us in relation to your Brexit preparations, I really encourage you to do so.

The wider business support team has also delivered a number of very successful initiatives under the Learn Grow Excel with Power NI banner, including sessions on sustainability, financial planning and data analytics. Meet the Buyer with Bank of Ireland is one of our flagship annual events and this year was no different. Early in November, we hosted the event online for the first time, facilitating 210 virtual meetings between 93 suppliers and 24 buyer organisations. This year, the event placed a strong emphasis on boosting the local supply chain, connecting large companies with suppliers from Northern Ireland. We have received some fantastic feedback from that event already, with 90% of buyers telling us they identified new business opportunities.

In difficult times strong leadership is crucial, so the hosting of our most recent Leadership LIVE event with Electric Ireland could not have been timelier. We were delighted to welcome Jo Fairly, Co-Founder of Green & Blacks Chocolate and Fiona O’Brien, Head of EMEA Operations at Lenovo to speak at that event. The opportunity to make new connections is a really strong part of NI Chamber’s offering and by bringing our Regional Networking Series with NIE online, we have been able to continue that. We have hosted two such sessions recently, with speakers from Microsoft, Sensee and Ryobi.

Providing members with the opportunity to engage with policy makers is key and our most recent SONI Energy Forum was a great example of that in action. Attendees at that session were able to provide the Department for the Economy with real-time feedback on its new Energy Policy and I know your honest feedback was greatly appreciated by the team working on that new strategy.

On the policy front, our Ministerial

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NEW ESSENTIAL MEMBERS

ABP Lurgan Ardlgass Sea Products Artemis Insolvency Diesel Card International DMS Do My Books 4 Me Lighthouse Communications Optimum results Ryak Cleaning Services Staffline

NEW GROWTH MEMBERS

Corvus Recruitment Hill Vellacott NI Testing

NEW CORPORATE MEMBERS

McCloskey International

* To become a member of NI Chamber join online at www.northernirelandchamber.com or phone the membership team on 02890 244113. engagement continues strongly. In recent weeks, we have provided groups of members the opportunity to meet with Rt Hon Greg Hands MP, Minister of State for Trade Policy at the Department for International Trade and Communities Minister Carál ní Chuilín.

In December, there will be an opportunity to engage with Health Minister Robin Swann, to discuss the close links between public health and economic recovery.

Over the next few pages you will find more details about all of these activities and much more. As ever, please continue to engage with us and get involved in as much you can.

These are testing times for business people everywhere and we are always here to help.

FEATURE

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From Surviving to Thriving NI Chamber President Ian Henry and Chief Executive Ann McGregor on planning an economic recovery strategy for Northern Ireland.

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FEATURE NI Chamber President Ian Henry, Chief Executive Ann McGregor and Vice-President Paul Murnaghan present ‘Thrive’ to First Minister Arlene Foster MLA and deputy First Minister Michelle O’Neill MLA.

C

OVID-19 and the measures designed to tackle it have had dramatic effects on how we live, work and do business across the globe. The pandemic has been a twin crisis, a health and an economic crisis inextricably rolled into one. 2020 has exposed every person and every business in Northern Ireland to that double jeopardy.

Whilst the pandemic is far from over and many industries continue to suffer the effects of restrictions, we strongly believe it is time to start planning our economy’s recovery strategy. NI Chamber’s priority is a safe and managed economic recovery, one that supports enterprises and employees to work in the new environment, alongside COVID-19 and Brexit.

The region faces a range of challenges, many of which are not new – skills shortages, an infrastructure deficit, digitisation, protecting our environment, an aging population and low levels of innovation. When combined, these factors result in lower levels of competitiveness, economic growth and standards of living. At a critical juncture, the recommendations within our recently published ‘Thrive’ document seek to start addressing those challenges with practical and achievable recommendations.

There is opportunity in every crisis and COVID-19 is no different. Since its onset, air quality improved markedly, collaboration increased across society, community bonds became stronger and an appreciation for workers at all levels became evident.

‘Thrive’ is an action plan which focuses on how we can start the economic recovery in Northern Ireland and ensure that enterprises are well placed to grasp new opportunities as they occur.

In researching and compiling Thrive, NI Chamber has been working alongside some of Northern Ireland’s leading economists. We are grateful for the input of Richard Johnston from Ulster University’s Economic Policy Centre, supported by Neil Gibson, Chief Economist at EY Ireland and Ashleen Feeney, Partner at KPMG. Its publication has also been supported

by NI Chamber’s Communications Partner, BT. ‘Thrive’ identifies catalysts in five areas: Trade; Succeeding Safely; Skills; Environment and Resilience and Reliability.

Trade On trade, Thrive calls for the best Brexit possible, asking UK and Irish governments to collaborate with the EU to secure a trade deal that minimises frictions and costs, providing clarity on state aid and access to export markets and Great Britain. It calls for support to develop digital trade, including the development of digital sales platforms linking into global networks. It also asks for expert representation in global markets, assisting businesses here to identify new international customers.

In relation to target markets, the report states that air connectivity to key business hubs in Europe, the US and Asia should be an Executive priority. It calls on the UK government to support regional accessibility in order to level up NI’s economic performance.

Succeeding safely Whilst news on the development of a vaccine is encouraging, businesses and employees are resigned to the fact that they must live and work with COVID-19 for the foreseeable future. Our report makes recommendations to enable businesses to succeed safely in this environment. This includes the need for rapid decision making, based on evidence which is clearly communicated and swiftly implemented.

To achieve the wider reforms necessary, Thrive stresses the need for a new Programme for Government, which focuses on the next two decades, rather than a short term plan.

Progressive public sector procurement must be part of the recovery strategy, highlighting in particular the need for greater transparency and efficiency.

Skills The expected digitalisation of work has been rapidly accelerated. Demand for systems skills such as programing and robotics increased as consumers moved online. Thrive stresses the

28

need to amend the curriculum for subjects at all levels to include ‘systems skills’ such as ICT and data analytics alongside ‘human skills’ like empathy and strategy. It also highlights the need to invest in languages to support international trade, focusing most on those used in growing economies like Asia. The report also stresses the need to train young people in disrupted industries like hospitality and tourism, so that as these sectors recover, a skills pipeline to support their growth exists.

Environment A competitive, sustainable and reliable energy infrastructure is required to meet the current and future needs of society. To support the transition to net zero by 2050, Thrive reiterates the need to invest in high quality digital infrastructure and rapidly progress projects like the North South Interconnector.

The report suggests that enterprise support should be directed toward fuel switching, onsite generation and cost effective solutions for enterprise, including waste management and electric vehicles.

Resilience & Reliability Rapid changes in our working patterns have led to significantly increased demand on the region’s digital infrastructure. Thanks to public and private sector investment, it has proven to be mostly fit for purpose, enabling large swathes of the population to work from home.

As planning for recovery begins, Thrive stresses the need to assess increased demands on the

physical infrastructure as people return to work including roads, rail, sea, air, waste and energy.

Working in partnership These recommendations have already been shared with policy makers and NI Chamber has begun the process of engaging with Ministers about the report. As they have done throughout the pandemic, business people are

ready and willing to work collaboratively with the public, private, academic and voluntary sectors to build back a thriving economy for all.

Using Thrive as a guide, we call on the UK and Irish governments, the EU, the NI Executive and local authorities, academia and the voluntary sector to work together – and with us – to make a better future a reality.

“Whilst the pandemic is far from over and many industries continue to suffer the effects of restrictions, we strongly believe it is time to start planning our economy’s recovery strategy.”

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NEWS

Ann McGregor, Chief Executive, NI Chamber and Tanya Anderson, Head of International and Business Support, are pictured with International Trade Executive Lynsey Foster and Customs Agents Brendan Martin and Marta Gajewska.

NI Chamber International Services

CUSTOMS DECLARATIONS

EXPORT DOCUMENTATION

TRAINING AND EVENTS

INTERNATIONAL TRADE ADVICE

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NI CHAMBER ENHANCES TRADE SUPPORT SERVICES FOR 2021 As part of its mission to help businesses across Northern Ireland prepare for new trading arrangements in 2021, NI Chamber has launched a suite of additional support services. It includes expert one-to-one advice on export and customs documentation, technical training and events and a customs declaration processing service, all in addition to NI Chamber’s well-established export documentation service.

In preparation, the International team has been bolstered with the recruitment of more in-house experts who have extensive experience in logistics and freight forwarding.

Marta Gajewska, who was previously a Transport and Logistic Coordinator at Lamex Food Group and Brendan Martin, who worked as a Freight Forwarder at Heyn Shipping, have taken up new positions as Customs Agents, joining International Trade Executive Lynsey Foster in a team led by NI Chamber’s Head of International and Business Support, Tanya Anderson.

“Export represents the biggest opportunity for Northern Ireland businesses seeking to achieve scale. Companies in NI currently sell around £22 billion pounds worth of goods and services externally on an annual basis – a great achievement given the size of our business base. However, only £11.1 billion of this comes from exports,” explains Chief Executive, Ann McGregor.

“Undoubtedly, it is challenging for businesses here to compete globally, not in terms of quality or innovation which is outstanding, but in business development, making the sale, gaining customer confidence and getting the product to market. New trading arrangements post-Brexit will add to these challenges. This has lead us to expand NI Chamber’s services.”

NI Chamber is recognised as the leading private sector provider of export support for local business and has helped hundreds of local businesses grow internationally.

www.northernirelandchamber.com

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NEWS

“The launch of NI Chamber’s new Chamber Customs service will provide technical expertise and processing capability for importers and exporters of all sizes in every region of Northern Ireland” The organisation is also an accredited member of the British Chambers of Commerce and as a result enjoys access to a strong UK and global network. Its crossborder connections are strengthened by membership of Chambers Ireland. Member businesses will benefit greatly from this vast network of international connections in the months ahead.

Whilst acknowledging the uncertainties that exist, Tanya Anderson, Head of International and Business Support at NI Chamber, is urging members’ businesses to prioritise preparations for trading in 2021 now: “The preparations which companies make now will significantly impact the continuity of their supply chain, customer chain and business operations once new trading arrangements come into effect. NI Chamber has the expertise, experience and resources to assist with these preparations. We are ready to help and encourage any business with their import or export requirements, whether within the UK internal market or further afield. Do not delay – any grace period beyond 1 January is an opportunity to prepare in the context of more firm information but the onus is still on firms to make those preparations.”

As far as what those preparations look like practically, Tanya has this advice for businesses: “All companies must understand how the transition arrangements will impact their business model. Assess in particular the impact new trading arrangements will have on supply chain, internal resource requirement and customer logistics. Identify what skills and knowledge gaps exist within your team before the arrangements come in to effect. Do you and your staff have a really sound understanding of your relevant commodity codes, new customs declarations requirements and additional paper work you will need to complete?

Have you made the most of all the finance

and advisory assistance which exists in the marketplace?”

She offers this assurance to firms preparing amidst very challenging circumstances: “Firms do not have to go it alone. NI Chamber has a wealth of international trade experience and we are here to help.

“With the introduction of new procedures for import and export, companies must ensure their staff have the capability to deal with these changes such that they can complete the necessary paper-work with a high degree of accuracy, thereby avoiding delays, errors or indeed financial penalties.

To assist with this, NI Chamber offers a suite of technical training opportunities, including the British Chambers of Commerce accredited Foundation Award in International Trade, Customs Declaration and Commodity Codes courses. Further, you have the option for bespoke training, delivered by our in-house experts where the course content is aligned directly with your specific business needs.

“Our International Advisory service is bespoke, timely and enables you to benefit from a close working relationship with our International team, who have technical know-how and will understand your specific business need. Members can also avail of free one-to-one Brexit advice with our Brexit Consultant. In addition, we can assist growing exporters with identifying new markets with the greatest potential for their products or services and conducting due diligence on UK & overseas customers and suppliers.”

While the prospect of completing additional paper-work may be daunting for companies, the launch of NI Chamber’s new Chamber Customs service will provide technical expertise and processing capability for importers and exporters of all sizes in every region of Northern Ireland.

Tanya explains: “Many companies will already be familiar

with our Export Documentation service, a trusted, highly accurate facility which has been provided here for many years and already processes on average around 8,000 documents annually. Chamber Customs is a new service, a customs declarations service which is offered direct to businesses. With direct links to the HMRC Customs handling system and all inventory linked ports, it is staffed by our own team. Using Chamber Customs will mitigate against the risk of delays or errors caused by incorrectly completed customs documents.”

Beyond preparations for new trading arrangements, NI Chamber and its International Champions A&L Goodbody, Grant Thornton and Queen’s University Belfast also provide a host of opportunities for established and growing exporters to connect and learn from each other, in what will be a new global trading environment.

“We find that companies benefit enormously by learning from each other and as a result, our International Division places a strong emphasis on making connections and providing opportunities for peer-to-peer learning. As companies get to grips with trading in 2021 and beyond, our collaborative forums and workshops will continue to provide members with a means to share their experiences, knowledge and market insights,” says Tanya.

2021 will undoubtedly present challenges for businesses, but with a 235-year history of supporting companies, NI Chamber is well placed to assist local firms with the changes which lie ahead: Tanya concludes: “NI Chamber has been a long-time partner of private sector business across the province. We know the landscape well and have strong visibility of business challenges and solutions – 2021 will present both of these. Our team has the skills, insight, resource and experience to help firms trade and grow internationally in the years ahead. We are ready and available to help. We have tremendous confidence in what companies here have to offer and look forward to helping them grasp every available opportunity in the global marketplace.”

To find out more about NI Chamber’s International Division and the support it can provide for your business, visit northernirelandchamber. com or contact Tanya.Anderson@ northernirelandchamber.com

NI Chamber International Services www.northernirelandchamber.com CUSTOMS DECLARATIONS

EXPORT DOCUMENTATION

TRAINING AND EVENTS

INTERNATIONAL TRADE ADVICE

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AMBITION Available in Small, Medium & Large

The Magazine of Northern Ireland Chamber of Commerce and Industry, is now available to view on Issuu. www.northernirelandchamber.com/ambition

An Ulster Tatler Group Publication

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

We’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.

1

RAISE YOUR BUSINESS PROFILE

2

INFLUENCE POLICY MAKERS

3

BENEFIT FROM INTERNATIONAL AND BUSINESS SUPPORT

FOR MORE INFORMATION or assistance with making the most of your NI Chamber membership contact membership@northernirelandchamber.com

Northern Ireland Chamber of Commerce and Industry 40 Linenhall Street

T +44 (0)28 9024 4113 mail@northernirelandchamber.com www.northernirelandchamber.com

Belfast BT2 8BA

W W W. N O R T H E R N I R E L A N D C H A M B E R . C O M

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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.

Keep sharing your experiences and feedback with our team.

Economic Survey Results for Q3 2020 are now available. Members will be invited to complete the survey again in Q1 of 2021.

Use your NI Chamber membership to engage with policy makers. Get direct access to Ministers through our ‘In Camera’ series.

Learn Grow Excel NI Chamber Customs Our business support

Export Documentation

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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.

NI Chamber’s export documentation service is open, helping the safe passage of goods and produce across the world.

Suite of up-todate training across sales skills, customs procedures and export documentation.

Bespoke consultations and technical expertise.

A new customs declaration service for importers and exporters of all sizes.

NI Chamber LIVE Join the thousands of local business people who are accessing NI Chamber’s event calendar remotely. Connect and learn from other companies at online events including our CEO series, Networking series and sector focused forums.

QUEST All NI Chamber members have access to free HR and legal support through QUEST.

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

Addressing Women’s Health in the Workplace Wiser Working’s Claire Clerkin discusses the importance of recognising women’s health needs in the workplace.

problem is that our culture still dictates that female health concerns are often discussed in hushed tones or are seen as a gender weakness – sometimes by other women.

Women have periods. Women go through menopause. For some, those occurrences can be difficult – that is reality. It doesn’t mean female employees are less capable, they just need understanding and some flexibility to accommodate their needs.

In the same way that a migraine can keep someone home from work, hormonal health can be debilitating for some women.

However, the latter is more difficult to address in the work context.

W

e have come so far in addressing women’s roles in the workplace, but there is still scope to enhance our understanding of women’s unique health needs.

In all aspects of work and performance women and men have more or less equal capacity to perform. I think that has been clearly demonstrated in recent years. Much effort is being paid to addressing fair compensation and female leadership roles. There has also been tremendous improvement in supporting parents in the workplace and creating flexibility for new parents returning to work.

However, women do have unique health requirements (beyond pregnancy) that are often not supported in the workplace.

Creating a Workplace Culture that Supports Women’s Health We need to get over the squeamishness of addressing women’s health at work. Part of this is education – for women as well as men. I recall a heated argument in an office years ago when the younger female employees couldn’t understand why their older colleague requested sitting next to an open window in the middle of winter. The older colleague was too embarrassed to explain why she couldn’t concentrate without it and tensions eventually spilled over with HR having to intervene.

If we are serious about supporting women throughout their careers and, particularly during the pre-retirement years of 50-66, organisations should consider the unique requirements of female employees.

A good starting point might be to offer women’s health support and information in the same way as mental health and general wellbeing are addressed. Awareness and education are important to start opening up the conversation and reducing the stigma around women’s health.

Offering free sanitary products in bathrooms is not the solution (although it is a nice perk). Creating a culture where all employers and management are aware of women’s requirements is better.

Awareness really is key here. If managers are aware, then they will be more open to dealing with these issues. Not everyone needs to be an expert in female hormonal health, but simply understanding the potential impact on female employees is a great place to start.

From an economic perspective, organisations need to do as much as possible to keep talented women engaged and productive.

Investing in educational workshops, coaching, support procedures and diversity and inclusion training can help to increase attraction and retention of female talent. And that will benefit us all.

Women’s health needs can affect up to 50% of the workforce According to the public service trade union Unison, women make up about half of the UK workforce and 65% of public sector employees. Unison believes that women’s health concerns and issues should be taken into account when designing sickness or flexibility arrangements.

As a practitioner who deals regularly with women’s hormonal health conditions, I often hear about the difficulties women face dealing with ‘unseen’ female health conditions at work.

Conditions like endometriosis, menorrhagia or fertility treatment can put some women in the uncomfortable position of requesting adjustments to manage their needs or even time off.

Menopause is another consideration for many women. It is not a disease, but a natural part of life. However, the transition can be complex and uncomfortable for some. Sleep interruption, anxiety, depression, and headaches are not uncommon symptoms and can impact quality of life for months or years. For some women, the disruption can creep into how they cope at work, impacting confidence.

I am often surprised at how many women do not realise that their health issues are a direct result of the transition into menopause.

There is also a general reluctance from women to approach their managers to discuss hormone-related health needs.

The Reality of Women’s Health Needs Women’s health is not a handicap. That is, it shouldn’t be. The

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FEATURE

Gemma Louise Bond and Gwyneth Compston.

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The Power of CSR Power NI, Northern Ireland’s largest energy provider is about much more than keeping homes and businesses lit up, it’s an active community champion ensuring that its spark is felt on a wider, more impactful, scale. Gwyneth Compston, Energy Services Manager and Gemma Louise Bond, Senior Sponsorship and Events Executive at the firm talk to Emma Deighan about the importance of social responsibility.

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FEATURE

H

umble bragging, or any kind of bragging for that matter doesn’t sit well with the team behind Power NI’s community efforts.

It’s a case of social responsibility and nothing more, Gemma Louise Bond says and she would prefer to do it on the DL, without the drama and the promotion. “It’s what we’ve always done.

We’re about people. It’s what we do, it’s what our staff do,” she begins.

“As a supplier for all, our power is felt in

homes, schools, communities and businesses across the province. We want to make a sincere impact in the places we operate, live and work. Community is part of our DNA as people are such an important part of our business – whether that is the people working for us or the homes that switch on their lights with us daily.”

“We’ve been around a long time too and people appreciate what we do,” adds Gwyneth, who looks after vulnerable customers as well as corporate social responsibility activities. She works closely with partner organisations such as Age NI, Advice NI, Action Mental Health and foodbanks across NI. “And I think right now, more than ever,

people are looking to large companies to see

what they are doing to support their customers and communities,” she continues.

Power NI is Northern Ireland’s largest energy

supplier, part of the Energia Group. It services over 500,000 customers providing 55.4% of the domestic market’s electricity needs and 54.4% of the commercial market.

It’s a hearty statistic that gives it immense access to all four corners of NI, a reach it has managed for almost 90 years.

Acknowledging the platform it has in society

has pushed it to support an extensive range of local community, environmental and sporting initiatives including schemes like Volunteer Week, The Mary Peters Trust and Age NI. The company employs over 350 staff who

are currently working from both their own homes and Power NI offices, which span three sites in Belfast, Antrim and Omagh.

Its Community strategy covers three types of activity; staff-led initiatives, Power NI funded schemes and sponsorship, and even in a Zoom call with two of its most involved champions, it’s transparent how the company’s social responsibility gene runs throughout.

“During COVID we’ve kept going with all

the partnerships we have and our staff were

“We’ve donated over £40,000 to NI based organisations, ranging in amounts from £200 to £2,000 per group dependent on their size and needs. We also worked with our customers to support them during the pandemic because we know how worrying it has been and how uncertain things continue to be.”

Members of Realta School of Irish Dance in Newtownards celebrate winning a Brighter Communities funding award in 2019. The award helped towards the cost of costumes and travel.

out there, kept busy in their communities; delivering food, making scrubs and working with our closest partners in the community,” Gemma continues.

“We’ve donated over £40,000 to NI based

organisations, ranging in amounts from £200 to £2,000 per group dependent on their size and needs. We also worked with our customers to support them during the pandemic because we know how worrying it has been and how uncertain things continue to be.

“That support is a reflection of the increase in calls we received since the onset of the pandemic.”

The company’s COVID Community Response Fund, set up in the wake of COVID-19 has supported 29 groups put forward by their staff.

In fact the list of partnerships and funds and schemes at Power NI seems infinite, so much so it’s hard to keep track of what it’s up to next. Most recently it relaunched its Brighter Communities support programme – a new £10k funding pot designed to help large or small community, sporting, charity, youth and all age groups build for the future and regenerate their local town, village or area.

Gwyneth adds: “Even during the pandemic the staff got involved in usual fundraisers from home. For example, our contact centre team didn’t know if our annual Macmillian coffee morning would still go ahead but they encouraged it at home and raised more than double what we would normally raise. The same was the case with Mental Health Day which our HR team facilitated online. We have worked hard to find ways to keep it going.

Zoom has been great.”

Volunteering occupies a great deal of the staff’s work with communities. It’s an element that was forced to break in some ways during COVID-19, particularly its work with older people but reinventing the scheme was a move made to ensure it could carry on its work supporting Age NI’s Check in and Chat service.

“Our staff enjoy getting involved. It gives us a sense of empowerment and our staff culture mirrors what we do outside of the business.

The level of care we offer starts with our staff – we recently celebrated customer service week and boxes were sent to all those working from home,” continues Gemma.

“Looking after our staff during COVID-19 has been very important to us. We have people who usually work in a contact centre who are now working from home and that can be very isolating. Our Blues Busters initiative has been really creative in supporting them,” adds Gwyneth.

“We’ll also be looking to do something unique for our staff at Christmas, during a time when people are in need, a time when socialisation is important. We will also continue to support local charities and do what we can even if it’s digitally to keep supporting them.”

“As a company we strive to protect the most vulnerable in our society, going to great lengths right across our business to look after and protect our customers when they need us most. Our people are at the heart of everything we do. We have an exemplary team of people who care deeply about their community right from our senior management team through to our frontline staff,” says Gwyneth.

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Columnist Bill Roy Principal and Founder at BRC Partnership Ltd

Appreciate your unsung heroes today Bill Roy discusses why employers should take the time to recognise and appreciate the unsung heroes in their business.

and tipping until their boats are full before making the weary journey back to the shore. The sand is brought on-shore and sold every morning. The sand boys will do it again the next day and the next …and the next.

Some of these divers are now in their 50s and still they go again and again. It’s all they know.

I’m told the sand they sell is perfect for making concrete building blocks. No surprise then that the bay is peppered with many block making businesses who trade with the sand

I

remember vividly arriving in Mohammed Murtala International Airport in Lagos in January 2008. The sweltering heat, the chaos all around me and what I perceived to be everyone else knowing exactly how to navigate the checks and the queues. At least I had my passport, my visa and proof of my yellow fever vaccine.

Patience was all that was required.

Patience and the hope that the person and the car to collect me would be somewhere close outside. I walked out into the darkness, the crowds and the enthusiastic offers from money changers…..and the searing heat at 6.30pm.

I breathed a lot more easily as Henry approached me and helped with my luggage. I had travelled extensively before this trip around the world, but this was to be my first experience of West Africa, having spent some time in Uganda quite a few years before. There’s something wonderful, something inexplainable about standing on the red African earth. Something life-changing too if you’re ready and willing.

My reason for being in Nigeria was to conduct three weeks of leadership training, a visit I repeated many times over the next 10 years. I was based in Victoria Island and travelled into Ikeja in Lagos every day to work with so many amazing people. Having said that, it was also very challenging to deliver training six days each week in heat that nobody else seemed to notice.

I travelled everyday across the massive third mainland bridge from Victoria Island, craning and stretching to capture as much as I could of life in the bay below. It was through these journeys I made my discovery.

You’ve probably never heard of the sand boys of Lagos. The sand boys take their heavy-hulled, wooded sail boats into the bay in Lagos while everyone else is asleep and finish their work before most of the people have left for work.

They dive in the bay with buckets, scooping up sand from the ocean floor and tip it into their boats. They keep diving

“They don’t seek, or in many cases, receive the credit or recognition they deserve. They don’t want their names in lights either.” boys in the early hours. Without this sand, the building of amenities, shops, schools, offices and homes would not be so easy. But the real work is done when no-one is watching, when no-one really knows.

There are people in businesses everywhere who carry out their tasks and duties in a committed and dedicated way. They don’t seek, or in many cases, receive the credit or recognition they deserve. They don’t want their names in lights either.

In these unpredictable times and the experiences we have had over the last six months plus, there is an army of people out there who have gone about their unnoticed work and without whom we would have struggled so much more than we have. We salute them.

If you hold a leadership position or a position of influence in your business or organisation, why not take the time to recognise and appreciate your unsung (unnoticed) heroes today. The people who work day in, day out, doing nothing especially spectacular perhaps, but without whom your team, your family, your business could not function, succeed and grow.

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COLUMNIST

Newry shows its enterprising spirit in the all-island Bank of Ireland Begin Together Awards

We search.

You save.

BY GAVIN KENNEDY, HEAD OF BUSINESS BANKING NI

You get on with business.

We’ll get on with finding you our best insurance deals.

Gavin Kennedy, Head of Business Banking NI and Peter Murray, Newry BID Chair & Centre Manager Buttercrane Shopping Centre.

T

he Bank of Ireland Begin Together Awards celebrate and support the enterprising spirit of communities across Ireland. For those in Newry they provided a great opportunity to showcase the talent and achievements of the city.

For that very reason it gave us enormous pride to congratulate Newry as this year’s winner of the City Award, and a prize of £9,000.

This is most definitely no ordinary year. COVID-19 poses a huge challenge to our physical, mental and financial wellbeing, which makes that enterprising spirit more important than ever. The Begin Together Awards brought business and community groups together in towns across the island of Ireland to support local recovery and rebuilding. Newry city demonstrated excellent collaboration, exceptional endeavour and a consistency of approach to the judging panel. Their holistic approach – reflects the work of the community, the public sector organisations and the business sector and it convinced the judges that they were all speaking as one voice. The judges were particularly impressed by the innovative VIP shopper fob initiative. This city has become a significant retail, business and residential location with a very big vision for the future. The Awards are just one strand of Bank of Ireland’s “Begin Together” programme, a £3.3 million, three-year initiative to improve the financial, physical and mental wellbeing of Ireland’s communities. In April, we also donated a further £910,000 in emergency funding to communities with urgent needs arising from the pandemic. The success of Newry in this year’s competition is proof, if any were needed, that we have a vibrant, supportive and resilient enterprise community. We have no doubt that this will be an asset as we face the coronavirus challenge together. We wish Newry continued success as they help to drive the city forward.

08000 66 55 44

abbeyautoline.co.uk

“The Begin Together Awards brought business and community groups together in towns across the island of Ireland to support local recovery and rebuilding.”

AbbeyAutoline is a trading name of Abbey Insurance Brokers Limited who are authorised and regulated by the Financial Conduct Authority.

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FEATURE

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The Race to Net Zero Northern Ireland is in a prime position to become a leader and a pioneer in green energy solutions as the UK aims to reach net zero carbon emissions by 2050 and Phoenix Natural Gas is at the forefront of that change, Jonathan Martindale, Director of Business Development tells Emma Deighan.

B

usiness activity at Phoenix in 2020 has grown; gas installations are on the rise and more and more consumers are realising the benefits of making the switch from oil to gas.

Jonathan Martindale says over 200 properties are connecting to natural gas within the Phoenix Natural Gas licence area every week. Interest has increased during lockdown, perhaps linked with consumers spending more time at home than ever before and a consequence of some homeowners seeing an increase in their disposable income with less opportunity for holiday and leisure spending.

Jonathan says around 50% of households within the Phoenix Natural Gas licence area that have gas available have connected, which means there remains lots of opportunity for growth, but the priority now for Jonathan and his team is on maximising the utilisation of the natural gas infrastructure and its capacity to further deliver carbon savings locally.

“The natural gas industry has been a key enabler for the reduction in carbon emissions in Northern Ireland over the last 20 years, with more than 12m tonnes of CO2 prevented from entering the atmosphere as a result of consumers moving from more polluting fuels to natural gas,” explains Jonathan.

“By 2022, there will be more than 230,000 properties across Northern Ireland which have gas available but will not be connected.

We know when they do connect, they will be reducing carbon heating emissions by 50% just by making the switch. That reduction is unrivalled in terms of practical measures a consumer can take to reduce their home heating carbon emissions,” he adds.

But that’s only the beginning of a bigger environmental picture at the company. Change is on the horizon. The infrastructure that is

bringing natural gas to homes and businesses here is well positioned to host even greener alternatives in a move that will be a game changer for climate action here.

“Northern Ireland benefits from one of the most modern and efficient gas networks in the world, and one that is well placed to deliver a renewable form of gas in the future,” explains Jonathan.

“Lifestyle benefits such as access to instant heat, constant hot water and the range of payment options have traditionally been the key drivers for consumers moving to natural gas, but that’s changing as consumers are increasingly looking at their role in reducing their carbon footprint.

“For us, it’s really important that consumers remain at the heart of any energy transition as its their engagement that will ultimately be needed to realise the outcomes of energy policy decisions. With a natural gas network which reaches almost 70% of properties across Northern Ireland, the natural gas industry and infrastructure is ready and capable of supporting consumers through all stages of energy transition.”

Discussing renewable alternatives to the gas already being pumped through the billionpound natural gas infrastructure, Jonathan says there are already a variety of alternatives in development and in use.

He continues: “When looking at greening the gas network, the two primary options are biomethane and hydrogen, with options for a blend of all three as part of the journey to delivering a net-zero carbon fuel.

“Biomethane is a really exciting option for Northern Ireland as it provides an opportunity to utilise the waste from one of our biggest industries – agriculture. We have, as a population, the highest amount of agricultural

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FEATURE

waste per capita; this is waste that as it decomposes releases methane into the atmosphere. This waste can instead be used to generate biomethane which can be injected into the natural gas network.

“In Great Britain and the Republic of Ireland, biomethane injection is already successfully happening. It looks, feels and smells the same as natural gas and as a result there is no change or impact to end users,” continues Jonathan.

That option, he says, “helps resolve two significant emissions issues in that it increases the environmental properties of natural gas being used while positively recycling the methane released from agricultural waste, a contributor to the high level of greenhouse gases from the agricultural sector”.

“Early research in this area suggests that up to 30% of Northern Ireland’s gas needs could be delivered by this source and we have partnered with the Centre for Advanced Sustainable Energy (CASE) at Queen’s University and wider industry partners to fully understand the opportunity that exists in that regard,” he reveals.

A second option to “green up” NI’s gas network is by using hydrogen. Jonathan continues: “Hydrogen is the lightest, simplest and most abundant element in the universe.

There are currently two ways in which hydrogen could be produced for use in the gas infrastructure. Blue Hydrogen is a process where carbon is separated using sequestration with the carbon captured and stored before the hydrogen is then utilised. There is also a Green Hydrogen option, which is particularly exciting for Northern Ireland given our current energy landscape, where using wind energy and water, hydrogen is separated from oxygen, with the hydrogen used for energy and the oxygen biproduct utilised in other areas of industry.”

The opportunity for Phoenix to be part of the green revolution is huge and Jonathan says that while big players across the water are also looking at solutions, he adds: “There is a real opportunity given our size, scale and indigenous resources, that Northern Ireland can take ownership and become a world leader in the development of this technology.”

The opportunities are endless for the energy provider, with options to look at providing greener alternatives for haulage fleets also in the pipeline.

Coming up to its 25th anniversary, Jonathan says the next two decades at Phoenix will continue to be transformational. “I joined Phoenix in 2002 when the focus was on developing the network and demonstrating the benefits of natural gas which have been warmly embraced locally, but looking ahead, the next 20 years look set to place the gas infrastructure very much at the core of delivering a low carbon economy locally.”

“For us, it’s really important that consumers remain at the heart of any energy transition as its their engagement that will ultimately be needed to realise the outcomes of energy policy decisions. ” 46

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03/12/2020 16:30

SPONSORED FEATURE

We talked to workspace experts from Calibro on the topic.

1. How has the Covid-19 crisis impacted the office environment and its working styles?

The crisis has meant change for everyone!

Every business has had to adapt and change fast to ensure that they continue trading. What’s been interesting for us has been that in the last 12 years, we’ve been encouraging businesses throughout Ireland to start creating more agile (flexible) environments and transition from a traditional work style over to an agile way of working. The Covid-19 crisis has really forced and sped up this transition, as people have had to work from home, systems have had to change, so that companies can continue to trade. This could mean substantial change for business owners and managers as agile work styles involve a change from managing outputs rather than inputs.

Covid 19 is the biggest shake up the office and its people have had in decades. It is going to be critical for companies to adapt to new working styles if they want to continue to thrive, grow, attract and retain staff.

2. How have companies found home working and where do you see it in the future?

There have been many successes from home working however, feedback from employees across Ireland has highlighted some real challenges with a lack of communication, team collaboration and socialising. We believe senior leadership teams and managers need to speak with and take an interest in staff more than ever before. This is something that we will have to adopt; to ensure we keep constant engagement with our teams. We can see that a lack of communication is one of the challenges that has led to a large increase in mental health struggles.

We have also noticed a challenge in maintaining culture and therefore feel it is critical to come up with a communication strategy going forward to ensure that these two areas are addressed.

There’s a high percentage of employees that are enjoying working from home and have felt that it’s working well for them. “But looking forward into 2021, what’s going to be key for business management and owners is being able to measure and assess the productivity of those

staff working from home to ensure companies are getting the return from the investment that they require to continue to grow and develop.”

Says Ronnie Crawford.

Its key for the company to have crystal clear objectives and expectations from their employees so there’s no uncertainty as to what their performance is like. “It’s really changing over the management style of measuring by outputs rather than inputs and gone are the days that if an employee is not at his desk, they’re not working” says Aaron Patton. We’ve got to build more trust in our employees and got to respect that if there are expectations and objectives set, then they are working towards those, and then it’s a case of measuring them.

3. What are the effects of Covid-19 on mental wellbeing?

One of the biggest challenges is achieving a good work/life balance, what we’re finding is that there’s a lot of people working late into the evening and not being able to cut off for critical family time. After a period of time this will impact health and mental wellbeing. So, it is something that needs addressed by managers going forward as to how they best control work-life balance, making sure that their people aren’t overworking and burning out.

Another big part is people missing the social interaction of being in the workplace. We thrive on gaining our energy and enthusiasm from others and therefore cutting this off for an extended time will have an impact. What it proves is that working from home can’t be a full-time work style. It will work for focussed working, but every person requires social interaction and team collaboration to boost wellbeing and reduce the risks of a bad mental health.

4. What do you recommend as companies plan to return to the workplace?

We’re very conscious that retuning to work is the buzzword. Whatever happens, whenever it happens, it’s going to be critical that companies have their staff involved throughout the entire process. It’s key to realise that the way people will work and want to work has been changed by this virus and we can’t ignore that home working will play a big part in the future. What’s important for business owners is to have a clear

understanding of their employees’ specific needs in developing a return to work strategy.

5. What does the future office look like?

Undoubtedly home working is here to stay, it’s going to be a big part of any companies’ future.

There are some employees that have thrived in the home environment and there will still be a demand for the home office. We see focussed work being done at home.

On the other hand, the office in 2021 is going to be an important space for collaboration and interaction. Finding that balance between those two key working areas will be a learning curve, but we believe that the office itself will have less focussed workstations and consist of more meeting spaces, collaboration areas and social areas that will bring colleagues and teams together.

We hear a lot of people asking; will we need to reduce the size of our space that we let? You may still retain the same area but it’s going to be about utilising that space in the right ways and reconfiguring and redesigning to suit your new requirements. Every business is different, and it is very important to make sure you’re engaging with employees all the way, to find out what is the best balance for your company.

That’s how we see it, but we would be happy to talk about your specific requirements for your future office space.

Talk to us on 028 9442 5200 or email hello@calibroworkspace.com

“It’s really changing over the management style of measuring by outputs rather than inputs and gone are the days that if an employee is not at his desk, they’re not working”

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FEATURE

Gareth Deering, Commercial Manager at Denroy

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Making Change a Success Story Commercial Manager at Denroy, Gareth Deering, says business at one of the leading polymer components and solutions firms was turned upside down since the pandemic began but innovation and adaptation has put the firm back in the best of health, even attracting it a major award, he tells Emma Deighan.

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FEATURE

D

enroy, the NI plastic specialist, is globally renowned for servicing the aerospace, automotive, defence and commercial sectors.

Established in 1972, the company began its story originally manufacturing and selling hairbrushes, which are still sold by sister company Denman International in over 60 countries.

Today Denroy Plastics is now a leading innovator in the design and manufacture of engineered polymer components and solutions working in the aerospace, automotive, medical and defence industries.

Its Commercial Manager, Gareth Deering, said the pandemic “turned everything upside down for us” but at the height of lockdown the company became one of the most celebrated businesses for turning its fortunes around.

“Half our business is normally aerospace and that sector has taken a big hit this year,” Gareth begins. “We were fortunate enough in that at the start of the pandemic we started to look at areas where we could use our expertise to help.”

And so the Hero Shield was born – a face shield produced by a not-for-profit collaboration of local companies coming together to provide PPE equipment to local NHS workers in Ireland and Northern Ireland, free of charge throughout the COVID-19 crisis.

Work on the project began on Friday the 3rd of April and since then the company has won a contract to supply in the region of one million more face shields to the NHS. Denroy’s role in the project became bigger and bigger with it finally taking hold of the reins alongside Crossen Engineering.

“It’s been an interesting journey,” adds Gareth. “It was good to work alongside like minded companies and it showed what we can do when we come together.”

Denroy’s role in the project beckoned a prestigious award from the British Chamber of Commerce. The gong, ‘UK Business Hero’ was a new award created during the pandemic to acknowledge businesses that are “doing incredible work in the most challenging of years” said the Chamber.

“We’re paying tribute to them and recognising their contributions by giving them our UK Business Heroes stamp which demonstrates that they have gone the extra mile to support their local community during the Coronavirus outbreak,” it continued.

Speaking about the win, Gareth said: “We’re very flattered by it. We didn’t set out to try and win lots of awards. We had a good team and we were able to pivot being an SME and we wanted to secure jobs, help out the NHS and we were fortunate enough to work with other customers as well and that all helped us get to where we are.

“We’re really pleased to have been recognised and will continue to do what we are doing. There are more things coming out over the months in relation to that work and we’ll be excited to announce that when it’s suitable.”

Further gaps in the market became apparent to Denroy as it was spearheading Hero Shield. It then started investigating new ways to support the need for PPE during the pandemic for the general public and as a result it developed its own certified face mask, the Bubl.

“We are selling that primarily into the general public and we are in the midst of setting up distributors for export markets with further approvals pending, to supply to more health organisations,” says Gareth.

The reusable mask is a “snug fitting type, certified to filtrate 98% of bacteria,” he adds. Its efficiency is much superior to the cloth masks currently on the market.

“Bubl is certified to a medical grade and it’s also transparent. That’s the key thing for us; the USP,” he says. “We know there has been a lot said about not being able to see people’s facial features while they are wearing traditional masks and the Bubl really responds to this.”

Meanwhile demand for the face shields the company has been making since April has been consistently growing but is it enough to counteract the losses from the company’s main clients?

“We are on track to meet where we should have been, but the goal for us from the beginning was to make sure that we saved jobs, in what our Chairman described as our very own ‘war effort’,” says Gareth.

“We diverted a lot of our staff who worked on aerospace and other suffering industries to work on PPE while our sister company, Denman, has done really well. For us, diversity has been key in surviving the pandemic and we see business picking up again.

“We are in regular contact with our big customers like Shorts, which has recently been taken over by Spirit, who we also work with

so we’re very pleased to see that transaction provide certainty to the business.

“Defence, luckily, has been relatively steady and it has been a good year for us in that area.

Automotive, forklift, trucks etc have taken a bit of a hit but they are coming back strong now,” Gareth continues.

And he anticipates the diversification born from the pandemic is going to be something of a legacy for the business. He says: “We will continue to diversify into next year and beyond and we look forward to doing that.

“It’s good to be in a position where we can recruit and add to our team of 230 people. That has been a good news story for us. We are going to require around 120 staff, over the next six months, right now recruiting 30 people to be in place before Christmas.”

“We are on track to meet where we should have been, but the goal for us from the beginning was to make sure that we saved jobs...”

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07/12/2020 15:22

FEATURE

Embracing Change in an Era of Uncertainty AIB’s new Head of Retail & Northern Ireland, Brian Gillan, is a positive advocate for change and believes that businesses should embrace it. This approach has stood him in good stead during a period of unprecedented challenge and disruption.

W

ith experience across retail, business and corporate banking in London, Belfast and Poland, Brian has been with AIB since 1997. Prior to assuming his new role, he was AIB’s Head of Business & Corporate Banking for Northern Ireland.

Brian believes that the bank’s culture and organisational purpose has remained constant despite a changing environment, and that ongoing clear communication with staff and

customers enabled AIB’s staff to continue to deliver a high level of service for customers throughout the pandemic.

“Every business has contingency plans, but I don’t think anyone was fully prepared for the pandemic and its far-reaching impact on all aspects of life. The banking environment is continually subject to change, so in this industry we are adept at adapting to new circumstances quite quickly. The response of our people during the current crisis has been

one of energy, creativity and resilience and has reinforced our organisational purpose to back our customers to achieve their dreams and ambitions.

“We had to mobilise very quickly to deal with the impact of COVID-19, and our priority was to keep our branches open to provide support to our customers and continue to deliver critical banking services. We reviewed and implemented processes to facilitate remote working for staff and create the additional

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AIB’s new Head of Retail & Northern Ireland, Brian Gillan.

capacity needed to support customers experiencing financial difficulties. The level of change and progress we made in a matter of weeks was remarkable. In “normal” times, these changes would take months if not years to achieve.”

AIB developed a number of COVID-19 solutions for personal, mortgage and business customers, including payment breaks on loans, mortgages and credit cards, covenant waivers and new or additional overdraft facilities. The bank also increased lending through the Bounce Back Loan Scheme (BBLS) and the Coronavirus Business Interruption Loan Scheme (CBILS). For personal customers, the contactless payment limit was increased to £45, and a £500 interest free overdraft buffer was introduced. Priority banking hours were established for older, more vulnerable customers as well as a dedicated phoneline for

over 70s and their carers.

“Communication has been crucial - we embarked on a multi-platform advertising campaign and established a COVID-19 hub so customers were aware of the support measures available. This regular communication along with the financial support measures have helped to ease the burden during incredibly challenging times.”

“Alongside communicating and supporting our customers we have also been committed to doing the same for our staff. Our Wellbeing Committee has been very much to the fore throughout, focusing on the mental health impacts of dealing with an unprecedented situation which, for a lot of us, has triggered a level of anxiety. We are fully supportive of our staff who are trying hard to balance personal and work life commitments.”

“COVID-19 will impact how people bank beyond the pandemic. People are now much more comfortable using their contactless debit or credit card, or Apple or Google Pay on their phone, to pay for goods and services.

The move to digital which was already well underway has probably been accelerated by a generation. How customers engage with their bank has also changed - particularly the use of video call conferencing. Whilst it’s not a direct replacement for face to face meetings, it has proved a very popular alternative.”

Brian’s new role will see him assume responsibility for AIB’s retail distribution teams in Northern Ireland and GB across its Personal, Mortgage and SME customers, which makes up a balance sheet of around £2billion. He is also a member of the UK Executive Committee which has responsibility for the overall leadership, performance and strategic direction of AIB’s UK business.

“My job is to deliver on our purpose to back customers to achieve their dreams and ambitions. AIB prides itself on backing SMEs that overcome the challenges that come their way and push on. Over the last quarter, we ran a ‘Backing Brave’ TV campaign and in a special series of ‘Stories of Brave’ we’ve been shining a light on the qualities that make these brave businesses succeed. These qualities will help the businesses navigate the future challenges of Brexit and beyond.”

Brexit has taken a bit of a backseat in recent months, but at AIB it is still very much at the forefront of business planning and has been over the past few years.

“We have been producing an AIB Brexit Sentiment Index since late 2017, which focuses on the sentiment in key sectors including Retail, Tourism and Manufacturing. This Index revealed that over 50% of local businesses haven’t planned for Brexit and worryingly that 66% of businesses that had planned to expand or invest have cancelled or postponed planned

“The level of change and progress we made in a matter of weeks was remarkable. In “normal” times, these changes would take months if not years to achieve.” investment due to Brexit.

“What is currently clear is that most businesses won’t be ready by 1st January to comply with new arrangements, which are as yet undefined. After the transition period, processes will be more complex and that will mean more costs for businesses, and consumers, and we need to plan for that.

“We’ve been working with businesses for the last four years, encouraging them to evaluate the impact of Brexit on their supply chains.

We’ve developed a Brexit Ready checklist on our website which helps businesses prepare by understanding the potential impacts from Brexit. We are also encouraging businesses that will require extra working capital to deal with the impacts of Brexit to get in touch.

Customers can find out more at our online Brexit support hub.

“Looking forward, we remain fully committed to backing our customers. We’ve developed specialist teams for key sectors – such as manufacturing, agri-food, hospitality, energy and healthcare. Our green and selfbuild mortgages customer base continues to increase, and we expect further growth in this area in 2021 and beyond. We will be investing more in digital centric capabilities so we can meet and exceed customer expectations. We will continue to engage with and support the communities in which we operate and deliver the positive customer experience which remains at the core of our culture.”

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Columnist Michael Jennings, Partner, BDO Northern Ireland

Rethinking Your Cashflow Forecast BDO’s Michael Jennings discusses why cashflow is king.

their opportunities are and how they can adapt to potential new markets.

Every cashflow forecast depends on assumptions, whether about future sales, cost of sales and the potential growth opportunities from new markets or products, to name a few. Unless these assumptions are clearly set out and justified, they cannot be challenged and the validity of the forecast assessed.

I

f the impact of COVID-19 and the subsequent lockdowns and restrictions have taught any of us in business one thing, it is to reinforce the message that cashflow is king. Without a managed cashflow, your business will not be able to survive. Whether you are looking for funding to steer your business through the current economic climate or looking for funding to help you capitalise on opportunities for growth, cashflow forecasts will be a key tool. Weak or poor quality cashflow forecasts and management information can make it difficult to communicate clearly with banks and investors.

Cashflow has remained a significant concern for many businesses in Northern Ireland, as highlighted in each of the last three Quarterly Economic Surveys (QES) of 2020 published by the Northern Ireland Chamber of Commerce and BDO. The most recent Q3 results showed that 4 in 5 businesses across the services and manufacturing sectors voiced concern about the cash flow position of their company and 16% are extremely concerned. It is hoped that flexibility on loan repayments, such as the ‘Pay as you Grow’ initiative, together with the extension for applications to all of the coronavirus loan schemes and an extension to the temporary VAT reduction, will ease this cash pressure. With that said, there are further opportunities for businesses to rethink and improve their cashflow forecasting.

As we enter a new phase in the pandemic it is imperative that businesses are afforded both flexibility and support to allow them to plan for their long term sustainability. Businesses in turn, recognise the need for adaptability, rethinking their current position to ensure they are best placed to maximise opportunities in what will be changing markets, trading circumstances and demands.

BDO developed the Rethink model, a model to help businesses to encourage an objective “Rethink” around original business models and commercial assumptions. It provides a framework that can be used to manage business priorities, address issues and leverage thinking.

Failure to address changing business risks The ongoing impact of the pandemic has shown that no business environment is static – adapting to the changing environment is vital for survival and success. As well as a short-term liquidity forecast, you need to show you have considered any and all risk factors that could affect future performance.

For example, what will be required to ramp up business to get back to being cash-flow positive and what time frames have been considered? How will your business model change dependent on the outcome of Brexit and subsequent trading arrangements with the EU? A wide range of areas will be impacted post transition, including for example, cross border trade, access to skills and workforce, tax, VAT implications and regulatory compliance.

Preparing forecasts for different risk scenarios helps to identify how cashflow behaves under continued economic pressure.

Management information packs that are fit for purpose A high quality management information pack highlights how the business has performed against forecast – but it also communicates the level of management diligence in tough times. This enables robust discussions about any areas of weakness and the speed with which potential corrective actions can be taken. This performance reporting also needs to be up to date – given advances in cloud finance and accounting technology, automation of daily and weekly reports will be key so that action can be taken in good time.

Presentation How a business presents this information can be as important as the information itself. A mass of data in a chunky report is likely to obscure key messages about performance – and why funders should support the business.

It’s more helpful to focus on Key Performance Indicators (KPIs) that are critical for survival and success, such as cash at bank or customer churn. Some KPIs may benefit from the setting of tighter thresholds, to act as warning flags if things are going off course.

At BDO we have taken the time and opportunity to rethink our way of working and we have put in place many new approaches to help our staff deliver the high levels of service that our clients need.

This Rethink model acts as an extra dimension for strategic level consideration and discussion, regardless of where in the segment your organisation sits, or the measures that you have already taken. There is no doubt that in these difficult times you will need to anticipate critical changes that will impact your business operations and value chain. This could be as a direct result of initial action to ensure ongoing business resilience, as well as planning for recovery and to optimise your operations in the short to medium term in an effort to achieve some form of normality.

A clear explanation of the business model Lenders and investors need to understand your business model.

This includes understanding the nature of revenue flows and any seasonality that affects income potential over time under normal trading conditions.

The cashflow forecast also needs to include sufficient detail, for example; by showing distinct income streams separately, how those incomes have been impacted and what investment might be required to get back to a ‘normal’ position. Similarly, rather than averaging out expected costs, an informative forecast identifies in detail when these are likely to be incurred.

Clear documentation of business assumptions Some companies in NI have demonstrated an ability to maintain and sustain in the absence of growth, with some limited recovery during Q3 including domestic sales, export orders and employment prospects after the historic Q2 2020 collapse. Using this intelligence, businesses need to look at their future prospects, where they feel

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COLUMNIST

A CORNERSTONE IN THE COMMUNITY

BY TERRY ROBB, HEAD OF PERSONAL BANKING, ULSTER BANK

A

s a purpose-led bank we are focusing heavily on how our contribution to society goes beyond driving the economy. Of course this is important but we understand that part of our role is to leave a positive mark on the communities we work in.

This year community has been more important than ever as few of us have ventured beyond our own towns and villages. That’s why we have doubled our efforts to support local communities and introduced a number of new charity partnerships to help those most in need.

We know many food banks across Northern Ireland are experiencing a huge soar in demand which is why we have partnered with the Trussell Trust to try and alleviate some of these pressures.

We have pledged to donate £5,000 each year to the trust and will pair Ulster Bank branches with local food banks to aid them with their fundraising activities, provide them with access to volunteers and offer food collections.

As well as tackling the immediate problems, part of this partnership is about helping our colleagues and stakeholders understand the root causes of poverty. We want to ensure our branch staff can recognise the patterns that can drive food bank use and offer greater financial advice and guidance to those who need it most. And we’ll make it even easier for Ulster Bank staff to donate to the Trussell Trust through payroll giving.

Promoting financial capability is something

we are passionate about as we see directly how improving financial educational leads to better outcomes for individuals and their communities.

Our MoneySense educational programme for young people continues to grow and our team of community bankers are delivering financial education seminars in communities across Northern Ireland.

Ulster Bank has also been working with Friends of the Cancer Centre and Macmillan around education and support in relation to cancer. This has included supporting Breast Cancer Awareness Month and training Ulster Bank colleagues to be Macmillan Neighbours across NI. We are pleased that our wide range of good work has been recognised by Business in the Community Northern Ireland and that Ulster Bank has been named a 2020 Responsible Business Champion. This award demonstrates our full commitment to the responsible business agenda and aligns with our purpose to champion the potential of people, families and business.

The work is far from over and we are challenging ourselves going forward to build a more sustainable bank and do business in a more environmentally responsible way. Our goal is to make Ulster Bank a cornerstone in our local communities through active participation in projects and partnerships that really matter to our people and to our customers.

2020 has not been an easy year for anyone but while we all faced the same storm it’s clear we were not all in the same boat. I am proud

of how our teams have responded to the challenges we faced this year through fundraising, volunteering with our charity partners, and through the great day to day work done across our network of branches. Whatever 2021 brings, our commitment is to continue to be driven by this same purpose and play a full active role in the communities we serve.

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03/12/2020 16:34

FEATURE

Maurice Boyd, CEO ABL Group

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A New Challenge Insurance brokers and risk advisors, ABL are facing one of their most challenging periods yet as global events and the backdrop of COVID-19 plays havoc with supply and demand in the insurance sector. CEO Maurice Boyd talks to Emma Deighan about the firm’s plans to grow in spite of the hurdles.

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FEATURE

A

BL Group (ABL), prides itself on its local autonomy. The business, which has 125 staff locally across six sites and has the brawn of Global Risk Partners (GRP) - the second largest independent intermediary in UK, handling premiums of over £800m - behind it, is in a good position to grow and develop even during what is one of the most difficult trading periods in recent insurance history says its chief Maurice Boyd.

“The insurance world is changing and has entered what we call a hard market; a situation whereby prices are rising sharply, supply is lower and this is compounded by the additional pressure of COVID-19 is making it a very challenging time for local businesses,” he begins.

“Insurance markets are cyclical and go through waves of hard and soft markets but this is by far the hardest market we’ve experienced in 15 years,” he adds.

In Northern Ireland ABL services a range of businesses; from firms firmly positioned in the Top 100 to SMEs. “We’ve the versatility to design and place bespoke insurance programmes regardless of the organistion size or structure” says Maurice.

It is business as usual at the firm today, albeit with a remote team and in a volatile climate.

“There are many factors that have influenced the creation of the current hard market,” Maurice continues. “First there is Solvency II, the EU dictated capital requirement that primarily concerns the amount of capital insurance companies must hold to reduce the risk of insolvency, the Ogden Rate changed too in recent times, impacting insurer claims costs, while hurricanes Ciara and Dennis, coupled with rising reinsurance costs, have made this a very challenging time for insurers in general.”

He says COVID-19 has added to insurers woes with policies being challenged to pay out for business interruption losses. “In a lot of cases, the policy coverage simply isn’t there, and as a result of that, there is lot of negative press aimed at insurance companies. The Financial Conduct Authority (FCA) has however taken a test case to the High Court to establish if indeed certain insurers Business Interruption policies should in fact provide cover. This legal process is ongoing.”

“It’s difficult to determine exactly how long this hard market will last” Maurice says.

“A move away from a hard market tends to happen when premium levels are such that they attract more insurers to engage in writing business in area they had previously withdrawn from, increasing supply and pushing premium downwards” “We are working hard with our clients to inform them of what’s coming down the road. To succeed it’s about offering clients transparency.”

Brexit could throw up even more challenges for the firm, impacting its ROI client base and while that only occupies 10% of business, ABL is keen to sustain that, and perhaps even grow it.

“Brexit will affect brokers and their ability

to trade, particularly those with clients in the South” Maurice says “As a Group we have invested in an insurance broking business in Dublin to ensure we will have the ability to transact business even in the event of a hard exit.”

ABL is also on the lookout for new businesses to acquire. It’s been an active part of the company - acquisition.

“We are looking to acquire and even during current challenging times” says Maurice.

In August ABL acquired the renewal rights to a high-quality portfolio of SME and corporate clients, from Aon Risk Services NI. “It reinforces our market-leading position and underlines ABL’s aggressive growth strategy,” Maurice affirms.

Prior to the August deal, and since ABL became the Northern Ireland hub business for Global Risk Partners in 2015, the business has

grown rapidly, both organically and through acquisitions.

In 2016 it bought McGrady Insurance in Downpatrick and two years ago it acquired Digney Grant in Newry.

“We’re pleased with all our acquisitions including the most recent Aon deal during what is a difficult trading environment. We have the financial support to do this and it’s something we are keen to continue and remain in constructive conversations with a number of insurance broking firms.” reveals Maurice.

Continuing to look towards the future, he adds: “The whole COVID situation, for us, has been a learning curve. We’ve had to implement our business continuity plan, never knowing it would be utilised for a pandemic. Most staff are at home and we are taking the opportunity to review a potential new agile working practice for the future.”

“The insurance world is changing and has entered what we call a hard market; a situation whereby prices are rising sharply, supply is lower and this is compounded by the additional pressure of Covid-19 is making it a very challenging time for local businesses.”

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03/12/2020 16:37

Columnist

John Campbell Economics & Business Editor, BBC Northern Ireland

Hope of normality for 2021?

BBC NI’s Economics & Business Editor, John Campbell, discusses the arrival of the new coronavirus vaccines and how we can make our way back to normality in 2021.

W

e can at least start 2021 with more optimism than we felt for much of 2020. The source of this optimism is that coronavirus vaccines are coming. The speed of this development is testament to human ingenuity and endeavour.

The gloomiest prognoses during the summer suggested a vaccine could take years to arrive, if one arrived at all. That would have meant an increasingly damaging sequence of lockdown and release. But as you read this it’s possible that vaccines are already being administered to health service staff and our oldest citizens.

This does not mean an instant return to normality; rolling out the vaccine will be a huge logistical challenge, which will take months to complete. That could mean the second half of next year before things are getting back to normal. Until sufficient numbers of people are vaccinated, mask wearing and social distancing will remain the norm.

In fact the economists Miltos Makris and Flavio Toxvaerd, in a piece published on VoxEU, suggest that people may voluntarily intensify social distancing in anticipation of a vaccine. They conclude that when the vaccine is still far off in the distance, people have lower incentives to self-protect than when it is closer.

“When vaccine protection is a distant prospect, the probability of making it safely through until it arrives is moderate, making incentives to engage in social distancing low.

“But as the vaccine comes closer, the probability of making it safely through are greatly increased, making self-protection more desirable. People therefore gradually ramp up social distancing as the vaccine’s arrival comes closer.”

And they point out that has economic consequences: as the vaccine approaches, people may show increasing unwillingness to be socially active or share public spaces. Even if hospitality has safely reopened people may remain ultra-cautious and not show up.

This suggests that governments need to hold their nerve and not move too quickly to withdraw support from businesses. A premature response of that sort has already caused suffering and confusion this year.

The Chancellor was rightly praised for introducing the furlough scheme to prevent the mass unemployment, which would otherwise have resulted from lockdowns. But the attempted wind-down of that scheme at the end of October turned into a mess when it had to be extended at the last moment to cover a new four-week lockdown in England and then quickly extended again until the end of March. So if normality is not quite there the support needs to reflect that.

Certainly the argument that furlough is throwing good money after bad, by propping up otherwise doomed jobs, is not credible in the midst of a vaccination programme. People still want to go out to eat and drink and dance and talk. The jobs, which allow them to do that are viable when the vaccination programme is complete.

It’s also worth restating that the government still has the financial firepower to sustain the furlough and other measures.

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“People still want to go out to eat and drink and dance and talk. The jobs, which allow them to do that are viable when the vaccination programme is complete.”

As I wrote here earlier this year the wrong question to ask at this point is ‘How is this all going to be paid back?’ That line of reasoning inevitably leads to advocating for the sort of demand-sapping austerity, which would stymie a recovery.

Yes the borrowing has been huge, but what matters for states is that they have the economic credibility to keep issuing new debt and that the cost of servicing that debt does not overwhelm their capacity to pay for public services.

At the moment the UK continues to easily pass those tests. Later in the New Year the space may begin to open up to allow us to start thinking about the shape of a post-COVID economy in Northern Ireland.

For now the Executive is understandably preoccupied with reactive policies. The Economy Minister has talked a bit about making Northern Ireland a leader in hydrogen technology but there is going to have to be a more comprehensive, cross-cutting strategy on decarbonisation. That will provide opportunities but the management of the short-term costs and who bears them will also need to be carefully thought through.

We may also start to see the true sustainability of working

from home by the end of next year. It should be obvious that the great WFH experiment has exposed that an enormous amount of time was wasted through commuting, other business travel and pointless meetings. The tools are there to improve productivity in many jobs and they have been tested over millions of hours of use in the last 10 months. This progress should be banked.

It’s equally clear that to do some things well, particularly creative tasks, it’s essential for people to come together. Seeing how businesses manage their way through these changes is going to be fascinating. The UK Health Secretary has also suggested another long-term change to workplace culture.

Matt Hancock said people in the UK are “peculiarly unusual and outliers” for still going to work when unwell.

“Why do we think it’s acceptable to soldier on and go into work if you have flu symptoms or a runny nose, thus making your colleagues ill?” he asked.

We have probably all been there in an office with a snorting, coughing, sneezing colleague – perhaps we have been that colleague. If sick people are expected to stay at home or at least wear a mask that would be a welcome development.

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Challenges Bring Opportunities FEATURE

Terex, a global organisation with a big part of its home in the heart of NI, has reacted, adjusted and prioritised to put it in good stead not just during the pandemic but beyond, Kieran Hegarty, President, Terex Materials Processing, tells Ambition Magazine.

W

hile riding out the storm of COVID-19 is indeed necessary for the management at Terex, the company is just as interested in finding opportunity to not only sustain business but drive it forward beyond the present day’s challenges.

The firm, a global manufacturer of lifting and material processing products and services delivering lifecycle solutions that services a range of industries, including construction, infrastructure, manufacturing and shipping has international expansion and growth high up its to-do list.

“Knowing our strengths and adapting to growth initiatives across new markets, both locally and internationally continues to be important – not only to outlast the pandemic, but to come out the other side as competitive and resilient as ever,” says Kieran.

“China is a huge priority, being the world’s fastest growing market for mobile crushing and screening equipment. This is set to continue with forecasts of continued investment in infrastructure and legislation supporting the use of recycled materials. We have been incrementally growing in this market but to compete effectively for the longer term, we have decided that one of our most critical strategic initiatives will be to manufacture locally in China. This initiative will progress with a sense of urgency as we head into 2021.

“Our facility in India is also expanding, with the production of cranes to begin next year.

This is a strategic move to tap into the crane market in India, which is one of the largest mobile crane markets in the world. Safety and performance technologies across our cranes product lines are market-leading, and this – together with our proven manufacturing capabilities with the success of crushing and screening brands in India – will make us a prominent cranes competitor in India.”

Despite COVID-19, Q3 results for this year at the firm “showed improvement” in overall business, which Kieran says is “demonstrating our resiliency, adaptability and ability to deliver and safely serve our customers during unprecedented and uncertain times”.

Here, in Northern Ireland, Terex has facilities in Omagh, Dungannon, Campsie and Ballymoney.

During the first lockdown the company closed all sites but soon resumed operations after being deemed a priority business. Kieran

explains: “We resumed production at a reduced capacity at all our sites in May, in compliance with local mandates and in response to customer demand and need. Where our team members have been able to work from home, we are continuing to facilitate this, and to keep our returning employees and workplace safe from the virus we have implemented comprehensive safety measures in line with Government guidance and Terex best practice.

“Our primary focus during this year, while we endure the COVID-19 pandemic, is to ensure that we look after the health, safety and wellbeing of our workforce, and to do all that we reasonably can to protect our team members while at work.”

The temporary closure came as a blow as the firm was enjoying buoyant activity at its newest site in Campsie, a £12m facility in Derry, which opened in Autumn 2019.

The site, which focuses on the production of heavy equipment for Terex Ecotec (waste management and recycling) and Terex Conveying Systems (mobile conveyors) has manufactured and exported over 50 machines globally from its launch, and investment at the site is far from over.

“We have a further significant investment with the completion of the second stage of the Campsie facility, which includes a large capacity shed offering an additional 30,000 square foot with high lifting capabilities. It is now home to ProStack, which manufactures bulk material handling and product stockpiling equipment and the first dedicated ProStack conveyor comes off the line at the end of the year.”

Market demand may not be where it was pre-pandemic, but Kieran anticipates the appetite will return and Terex will be ready and waiting, having spent money and time futureproofing the business for whatever lies ahead.

“Like all businesses globally we were seriously impacted by the pandemic, and our markets took a very rapid and sharp downturn in the spring. However, I am pleased to say that many of our key markets have shown signs of recovery and our order books for the rest of 2020 have filled up well for our crushing and screening brands (Powerscreen, Finlay and EvoQuip).

“This year also saw the launch of our new ProStack conveyor brand and we’re excited about this as not only can this equipment specialise in bulk handling solutions, but it enables us to cater for the ports and terminals

and large-scale stockpiling sector.”

Market trends will also play a part in future proofing the lines at Terex, Kieran adds.

“It is no secret that waste management and recycling continues to be an important market, with the rising urgency to deal with waste globally presenting lots of opportunity for our environmental equipment. We have machines that can crush, screen, separate, wash and transfer materials and this variety across our product portfolio, along with our team’s collective experience and global reach enable us to compete strongly in the waste management and recycling markets worldwide.”

Acclimatising to its working environment is a mantra that Terex has embedded in its culture.

Looking ahead, Kieran concludes: “Even in a pandemic, we can’t be complacent in terms of bringing new products to market, but there is a clear need to bring products that customers are willing to invest in during these uncertain times. Our engineering efforts will be focused on that more than ever, and in working with our customers to bring products that deliver them return on investment.

“Access to early talent is critical too, and in Northern Ireland Terex has close relationships with local colleges and universities, whom we have worked with to establish programmes tailored for various functional fields, engineering included, to ensure young people have the right skillset that will enable a variety of career pathways with Terex.”

“Even in a pandemic, we can’t be complacent in terms of bringing new products to market, but there is a clear need to bring products that customers are willing to invest in

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Kieran Hegarty, President, Terex Materials Processing.

Image courtesy of Daily News, Route One Publishing.

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03/12/2020 16:39

Columnist Martin Breheney, Senior Analyst, NIMMS

Social Media Engagement During Uncertain Times Martin Breheney, Senior Analyst at NIMMS, discusses whether the expected increase in social media output from organisations around the country during the pandemic has come to fruition.

media output, certainly to be typically expected, with frequent communications on the developing situation of the pandemic being published across social channels. The public sector likewise saw a huge increase in social engagement, producing a considerable increase of 126%. Again, with direct and non-direct accountability to Northern Ireland’s Institutes, constant updates on services and official announcements accelerated the growth.

Here is where the scales have been tipped to indicate a drop in social engagement and output during the pandemic. First, the private sector has seen a decrease of 46%. The closing of businesses, especially within the retail and hospitality sector, attributes a sizeable share of the overall decrease within the sector.

But the biggest decrease in social engagement was that from local sports teams and events. There was a 49% reduction in social content creation which can clearly be assigned to the cancelling of elite level sporting leagues and international sporting events such as the Belfast Marathon, SuperCup NI and North West 200, which all engage massive international followers both visiting or across the digital world.

O

ver the past months, there has been a unique opportunity for communication and marketing teams to exploit the effective use of social media engagement during this historic period of profound uncertainty. Here at NIMMS we have investigated whether the expected increase in social media output from organisations around the country has come to fruition. A sample of present clients who avail of our social media monitoring tools was used across four sectors – Council, Sport, Private, and Public, comparing their social media engagement between April 2020 and October 2020 against the aforesaid dates in 2019.

Combining the overall figures from each of the sample clients, surprisingly, we observed a 7% decrease in social media usage during the hardship of the pandemic. This is a startling discovery as most anticipate an increase, with the online world becoming frequently more resourceful due to print publications falling by the wayside and the advantages social media offers in reaching direct audiences.

Intrigued by the key findings, we focused deeper into each of the above-mentioned sectors to see if any apparent trends could explain the overall decrease. Councils saw a 50% increase in social

For further information on our social media monitoring tools, other media monitoring services or media intelligence capabilities.

Please contact mediateam@nimms.co.uk.

126% INCREASE

50% INCREASE

PUBLIC SECTOR

COUNCILS

2019 vs 2020

PRIVATE SECTOR

7% DECREASE

46% DECREASE

OVERALL

SPORTS SECTOR

49% DECREASE 66

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09/12/2020 12:15

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22/05/2020 17:09

Columnist Kate Marshall, Speaker, Coach, Author

Standout Leadership Kate Marshall, speaker, coach and author discusses the steps you can take to become an outstanding leader.

early and often because they take responsibility and because they want to build a culture where mistakes are simply challenges to overcome, not opportunities to point fingers and assign blame.

4. Communicate – great leaders are great listeners It’s not absence of communication that is the problem, it’s the quantity and quality of communication. Great leaders create great clarity in the communication processes and over communicate the WHY. Tell me what to do and I’ll try to do it; tell me why, help me understand why, help me believe and make that why my mission too... and I’ll run through proverbial brick walls to do the impossible.

Clear communication is more about listening than talking and we sometimes forget that.

I

n an earlier column I talked about how reaction to the Pandemic has put a spotlight on employees – those who excelled in attitude and approach and those who have not.

This situation has played out much longer than any of us hoped or wished and the spotlight is rightly now on leaders.

Once in a while you meet a leader who stands out, even in a room filled with skilled, experienced, successful people. They simply think and act and lead differently than most people and this has been amplified over recent weeks and months.

Those rare individuals don’t become outstanding leaders overnight. While some are born with an aptitude for leadership, truly outstanding leaders are made. Through training, experience, and a healthy dose of introspection they learn how to make quick decisions. They learn to work with different personalities.

They learn to nurture, motivate and inspire. Unfortunately in our COVID-19 world today, poor leadership is even more blindingly evident. It stands out for all the wrong reasons.

Great leaders learn to lead, they create patterns of thinking, being and behaving that develop into skills. In time those skills become automatic. Great leaders are thinkers and often that thinking happens behind the scenes. In the moment, in the crisis, when people look to them and need them most, they act swiftly, decisively and confidently.

So what does it take to be a truly outstanding leader? Here are eight things that great leaders do naturally, automatically and instinctively:

5. Lead by example “Leaders doing what they said they would do, when they would do it has more impact on the bottom line than good customer service” (Stanford University). Employees notice everything; you are on stage, and everyone watches what you do. They watch how you do, what you do ... and what that says about you. Outstanding leaders do what they do simply because it’s important to them. It’s part of who they are. They care about doing the right things that are aligned with aspired values and culture.

6. Give feedback Because they care about their employees, not just as workers but as people, outstanding leaders instinctively reach out to give others the chance to succeed and do better. Outstanding leaders naturally try to support and help and are prepared to have the candid conversations, even if it’s uncomfortable.

7. Ask for help In the peer-to-peer groups I chair, I often hear “it’s lonely at the top”. Leaders often feel the burden of leadership and wrestle with the assumption that you’re supposed to know everything. Of course that’s not true. Outstanding leaders don’t pretend to know everything. In fact, they purposely hire people who are better than them or know more. They ask for help and in the process show vulnerability, respect for the knowledge and skills of others and a willingness to listen.

1. Catch them doing it right!

Make it a priority to notice and tell people when they get it right.

For a truly outstanding leader giving praise is almost like breathing.

It is natural, automatic, frequent and, most of all, genuine and sincere.

2. Decisive Thinking is essential, ideas are great, but implementation is everything. Outstanding leaders quickly weigh, assess, decide, and then immediately act. Decisiveness and action build confidence and momentum. Making a decision is often better than making no decision at all as most mistakes can almost always be corrected.

8. Challenge Outstanding leaders create a clear why, focus on communicating with clarity and then challenge their employees by giving them the autonomy and independence to work the way they work best. They set vision with clearly articulated boundaries and expectations and then they support, care for and challenge to help others thrive and succeed. That’s a challenge every employee wants to face and one that outstanding leaders instinctively provide.

3. Take responsibility We all make mistakes and what matters is what we do after we make those mistakes. Outstanding leaders say, “I was wrong” or “I made the wrong choice.” Outstanding leaders admit their mistakes

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FEATURE

EY’s Chief Economist for Ireland, Professor Neil Gibson.

Progress, Even in the Toughest of Times...

The challenges and uncertainty created by both COVID-19 and Brexit have dominated 2020. Here EY’s Chief Economist for Ireland, Professor Neil Gibson, outlines EY’s latest Economic Report and forecast for 2021.

A

s the most disruptive peace time year on record draws to a close, positive news on COVID-19 vaccines and the possibility of a last-minute UK/EU free trade deal being reached has led to a sense of positivity emerging for 2021. However, not everyone agrees with the stock markets and confidence surveys and Chancellor Rishi Sunak suggested the ‘economic emergency’ had only just begun in his Spending Review.

So, should we be entering the holiday season anxious and nervous or optimistic about what is ahead? Looking back at our projections at the beginning of this crisis, I was very worried about the damage it would cause but I end the year rather more upbeat. The adaptability of firms across all sectors, the success of many of the Government schemes and a willingness and enthusiasm for people to get out and spend again makes me excited for what 2021

will bring. However, that optimism is of little comfort to businesses currently closed or for whom their whole business models have been changed forever. The aggregate figures may well be positive in 2021 but there will be more job losses and painful times for many. The twin crises that have shaped 2020 can be a catalyst to help make choices about the type of economy and society we want in the future and several of the lessons learned during this

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toughest of years can help shape a greener, fitter, faster, fairer future.

Our latest EY Economic Eye forecasts for the island of Ireland were published in late November and they predict the most severe annual contraction on record for the Northern inland economy at 10.9% before a robust recovery in 2021 of 5.5%. This contrasts with a shallower pattern in ROI where growth is projected to contract by 3.9% before growing at 3.5% in 2021. The reasons for this apparent divergence are complex – the boost to the ROI economy from its large multi-national base and a different approach to measuring GDP in public services are two of the main factors. Looking more closely at the domestic economy, the level of disruption is much more similar, unsurprising given the pandemic has no respect for borders. Measured unemployment remains relatively low, but the furlough scheme may be delaying some unemployment that will flow through in the future, though it is impossible to be certain. For comparison, the adjusted unemployment rate in Ireland is currently over 15% and this adds the people on the Pandemic Unemployment Payment scheme to the measured unemployment.

Though this may over-state the numbers slightly, this is a sobering indicator of the level of disruption despite the relatively insulated GDP impact. The data presents a somewhat confusing picture and perhaps it is easier to say that roughly two in five jobs were disrupted in NI during the peak of the COVID-19 disruption: either the jobs were lost or the individual was receiving government support through furlough or the self-employed scheme.

To make matters worse, at the time of writing, the UK/EU trade positioning on 1 January 2021 remains worryingly unclear. Even with a deal in place that avoids tariffs, there is ongoing complexity surrounding issues such as State Aid rules, what unfettered access means and how ‘at risk’ goods and rules of origin are defined.

Unsurprisingly, producing a forecast with two great unknowns in play is rather complicated.

There is a great deal of assumption required around political and healthcare matters into which economic equations and analysis can offer no insight. The good news is the domestic economic recovery should be strong and provide much better conditions in 2021 for businesses, citizens and governments. The indications in late summer were that people are very keen to get out and spend again and the leisure, entertainment and arts sectors should be buoyed by a need to socialise, to recharge and get re-inspired. If firms in these sectors can survive until the crisis abates, the outlook is relatively robust. Government policy has protected incomes and provided a sense of ‘whatever it takes’ which has helped confidence levels. It may come forward also with incentive schemes to encourage the spending such as

“The pandemic and, to a lesser extent, Brexit have led to positive change in business models and there are very valuable lessons to be learnt that can provide a useful input to economic and societal goals.” the recently announced high street voucher scheme in NI. Sadly, the outlook is not as buoyant for all sectors. There has been a move to on-line shopping and there will be a sluggishness in travel plans for business and leisure that will present a more systemic challenge to certain businesses. Although there is often a tendency to over-react during a crisis as to how profound change might be, for example, the forecasts for air travel demand post 9/11 proved way off the mark, there will be a long road back for many.

EY’s labour market forecasts suggest it may be 2025 or beyond before employment levels return to their pre-pandemic peak in certain sectors. Indeed, a small number of sectors may never employ the same number of people as they did prior to the pandemic. As always, the NI economy is one of contrasts and many firms have been incredibly busy. Front line health workers, delivery drivers, agri-food, pharma and logistics are just some of the sectors that have had a very strong year. For them, the concerns are over-tiredness and fatigue and the talk of recession and recovery does not fit the 2020 they have experienced.

If we look back, 2020 was predicted to be a pivotal year – as the start of new decades often are. Northern Ireland, like many countries, had Vision 2020 reports charting a new future and playing on the ‘perfect sight’ analogy. How ironic that this has become the toughest year of all during which to see clearly! The pandemic and, to a lesser extent, Brexit have led to positive change in business models and there are very valuable lessons to be learnt that can provide a useful input to economic and societal goals. The Economic Eye Report looks at some of these, including: • Digital progress: many firms report they have progressed their digital adoption by a decade or more by adapting new ways of working, selling and interacting.

• Art of the possible: with emergency hospitals constructed in a matter of weeks and vaccines developed in a fraction of the time thought possible, there is a palpable sense of urgency and ‘can do’ attitude. Perhaps our future decision-

making processes will be drastically shortened to a COVID-19 timetable.

• Valuing what matters: the importance of key workers, a sense of community and spending time with loved ones have all come into focus sharply this year. A more nuanced understanding of what success or growth actually means is both required and increasingly demanded.

• Resilience: the 2020 out-turn will be worse than even the most severe post Brexit outlook. If businesses can survive Covid-19, then perhaps they are better equipped to take any disruption in their stride.

• Agility and nimbleness: whether it is implementing innovative policy interventions or pivoting to new business models and ways of working, the pandemic has reinforced the need to be agile and adaptable. This has allowed many firms to thrive where they might not have been expected to do so.

2021 should be a strong year – perhaps the fastest growth rate on record for NI – and many long-term advances will be traced back to this most awful of years. However, the journey ahead will also require a little bit of backtracking to recover what has been lost and to rebuilding elements of what we had.

Not everything in the pre-COVID-19 world was inefficient or ineffective. Getting back to socialising, interacting, having fun and being together will be important to re-embrace. A new hybrid model, one built on resilience and adaptability, with a greater sense of what truly matters is the ideal vision. We will have a new energy strategy, refreshed economic and social strategies and a resurgent domestic economy so, perhaps, 2021’s vision will be much clearer than 2020’s.

Download the Economic Eye Report Winter 2020 at https://www.ey.com/en_ie/ strategy-transactions/economic-eye-reportwinter-2020-bouncing-back-or-steppingforward

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appointments

A

NEW

PPOINTMENTS IN THE BUSINESS COMMUNITY

DAVID FOX

CLARE FITZGERALD

LAURETTA MCGEOWN

MARIE MARTEL

Managing Director for Sodexo in Ireland

Associate Director, Tax at Grant Thorton

Associate Director, Tax at Grant Thornton

Associate Director, Tax at Grant Thornton

GARETH BROWN

RICHARD LUSTY

RICHARD SPRATT

CHRIS MARTIN

Client Director at LK Communications

Regional Performance Manager at Ulster Bank

Chief Executive of Cancer Focus Northern Ireland

Non-Executive Director at ABP Food Group

74

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03/12/2020 16:23

RECRUITMENT RESILIENT IN FACE OF LOCKDOWN The latest ‘NIJobs.com Job Report with Ulster Bank’ indicates that some sectors are displaying resilience as lockdown restrictions tighten across Northern Ireland.

The report, now in its third year, continues to provide valuable insight into the recruitment trends, economic environment and the types of roles jobseekers are searching for online.

Recruitment has turned a slight corner with the employment market experiencing a 68 % increase in advertised vacancies from July to September (Q3) with 30 out of 32 employment categories posting a rise.

Despite an incredibly challenging economic backdrop some sectors have experienced quarterly and yearly growth including construction (up 160% q/q, 3% y/y), nursing, medicine and healthcare (up

5% q/q up 104% y/y) and education and childcare (up 133% q/q, up 25% y/y).

A significant rise in application numbers on the e-recruitment platform also demonstrate the demand for work.

Graduate and apprentice applications more than tripled at 243% with many young people keen to start their careers.

Overall job applications hit a record high in September, up 26% compared to the same month last year.

Sam McIlveen, General Manager at NIJobs.com says: “The last quarter reflects the resilience of the NI job market, which is encouraging. In Q3 many sectors began to recruit again after slowing down or pausing their hiring during the Q2 lockdown.

“Hospitality is a prime example as they were one of the most severely affected

Corporate law firm A&L Goodbody (ALG) has announced the appointment of four new solicitors at its Belfast office.

Lauren McCollum and Shane Swaile have both been appointed as Assistant Solicitors in the Corporate department, while Lydia Gilmour and Kourosh Abelehkoob have joined the Banking and Construction teams respectively.

sectors in the first lockdown followed by a near seven fold increase (542%) as the sector reopened in Q3. The introduction of tighter restrictions last week will be a key focus and businesses are facing into a period of uncertainty as the long-term impact of both COVID and Brexit are yet to be fully realised.

“We also know that the younger generation will be the most affected by this pandemic. It is important, with the huge talent pool available here in NI, that employers keep the talent pipeline flowing in order to future proof their business. In our experience those employers who invest in talent, even during economic uncertainty are more likely to be better positioned for development and growth when they come out the other side.”

CORPORATE LAW FIRM ANNOUNCES NEW APPOINTMENTS AT ITS BELFAST OFFICE

(L-R) is Kourosh Abelehkoob, Lauren McCollum, Louise Bailey (Talent Partner, A&L Goodbody’s Belfast office), Lydia Gilmour and Shane Swaile.

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FEATURE

My Ambition is to...

TOM TRAINOR, HEAD OF CYBER SECURITY, AFLAC NORTHERN IRELAND “

T

homas, what would you like to do when you grow up?” “I want to be a Fireman” was always my answer; at no stage did I think would be building a world class cyber security program, but that is what I’m doing at Aflac Northern Ireland.

I didn’t enter cyber security or IT for that matter through the traditional route. I studied economics at Queen’s University Belfast then joined the Royal Bank of Scotland Graduate Software Developer program in Dublin. I enjoyed coding, but quickly realised that my strengths were in project and people management. I was able to progress quickly through technical leadership roles into project management before eventually moving back to Belfast with Allstate.

I spent four years with Allstate before transitioning into cyber security with a move to alert logic, where I led a team analysing the latest cyber security threats. After a while, I moved into a program manager role and took on site lead responsibilities. This was a real defining moment in my career as I had the opportunity to work with exceptionally talented people and build a culture focusing on the security outcome and relevance to the customer.

After alert logic, I moved to State Street Bank as a technical delivery manager, working on one of the largest IT transformation projects ever undertaken with some of the brightest software developers in Belfast. This role reinforced what I already knew – that no matter how experienced you are, you must

keep learning, as technology is ever evolving.

Which takes me to where I am now, Aflac Northern Ireland. Aflac is a leading provider of supplemental insurance helping to protect more than 50 million people in the United States and Japan. Aflac Northern Ireland helps power the company’s international business, delivering world-class technical expertise and innovative solutions to strengthen information security capabilities and support the needs of customers. When customers

“I have a passion for sport and in particular rugby, and I certainly understand the necessity for teamwork and communication in order to be successful.”

come to Aflac in their time of need, they need secure, resilient systems to manage their policies, so it is critical that our infrastructure and applications are protected.

This is a brilliant environment to apply the knowledge, skills and experience I have gained over the years working with start-ups and large corporates to build a security program from scratch. I have the fantastic opportunity at leadership level to shape the culture and identity of Aflac Northern Ireland as we build out our brand in Belfast.

Over the next three years, the Aflac NI security team will grow to over 30, taking ownership of key components of the security program and building new capabilities.

We are building core security functions to include application security, data protection, penetration testing and security software engineering.

I have been very fortunate to work and learn from some great leaders, managers and technologists throughout my career and I use that experience to deal with whatever issue or opportunity arises. I have a passion for sport and in particular rugby, and I certainly understand the necessity for teamwork and communication in order to be successful.

My ambition is to create an environment where the team can bring subject matter expertise, thought leadership and innovative problem-solving techniques to enhance Aflac’s capabilities and with that, really put Aflac Northern Ireland on the map in the local cyber security ecosystem.

I didn’t really want to be a fireman anyway…

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08/12/2020 09:52

HELP Shouldn’t Be

The Hardest Word This has been a year like no other, as a community we are facing illness, economic struggles, separation from our families and friends, working from home, business worries, home schooling, little social contact, loneliness, money worries and all this on top of normal day to day issues.

Henry Brothers have teamed up with Aware to ensure that we can support our workforce with any mental health issues that they may be facing. Aware is a charity that provides mental health and support information, and they are also the only charity in Northern Ireland working exclusively for people with depression and bi-polar.

It is important for our employee’s, the local community and the Northern Ireland business community to know that there is help out there for those amongst us that need it, we just have to reach out and ask for it, Help shouldn’t be the hardest word we will ever use.

Ian Henry, Corporate Responsibility Director, said, “Good mental health is a priority for us and we recognise that it is hard for people to open up and talk about Mental Health as they may be worried about what others think. We want to help remove the stigma around this and get the conversations started so that those that experience Mental Health issues come forward and talk to someone.

“This is why we are delighted to be partnering with Aware to not only give our employees support but the local community also. Henry Brothers value our employees’ mental health and our collaboration with Aware allows us, as our company slogan suggests, to be Altogether Stronger and raise awareness of the importance of protecting and promoting our own mental health as well as recognising the symptoms of mental health problems. Given the unprecedented times we are currently facing; it is important to take action on mental health now.”

Altogether Stronger

Henry Brothers Limited

Aware

108-114 Moneymore Road  Magherafelt BT45 6HJ

Belfast Office

Derry/Londonderry Office

Tel: 028 7963 1631

40-44 Duncairn Gardens

15 Queen Street

Email: info@henrybrothers.co.uk

Belfast BT15 2GG

DerryBT48 7EQ

www.henrybrothers.co.uk

Tel: 028 9035 7820

Tel: 028 7126 0602

@HenryBrothersHB

Email: info@aware-ni.org

Email: info@aware-ni.org

www.aware-ni.org

www.aware-ni.org



Common symptoms of depression are: An unusually sad mood that doesn’t go away, loss of enjoyment and interest in activities that used to be enjoyable and tiredness and lack of energy. If a person experiences these symptoms for more than two weeks AWARE would urge people to visit their GP

Ayone experiencing distress or who knows someone in need of support can call Lifeline on 0808 808 8000 or the Samaritans on 116 123

PAGE77.indd 1

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NEWS

FIRST MINISTER OPENS PAYESCAPE

First Minister Arlene Foster and NI Chamber President Ian Henry with Payescape’s John Borland.

First Minister Arlene Foster and NI Chamber President Ian Henry were amongst guests at the official opening of the new Payescape building on Church Street in Ballymoney following its “extraordinary transformation” from a retail clothing store.

The First Minister joined Managing Director Mr John Borland, staff and guests for the opening. Also in attendance were Jayne Taggart, CEO of Enterprise Causeway and CC&G Mayor Mark Fielding, as well as many prominent local business leaders.

Employing 50 people, with more set to follow, the company uses cloud-based technology to provide customised online payroll and HR services to businesses across the UK and Ireland.

Pictured are; L-R: Payescape’s Adrian Geffert, John Borland, Maureen McCluggage and Sarel Daysh welcome First Minister Arlene Foster MLA to Payescape’s new office.

ELECTRIC IRELAND SIGNS £13M CONTRACT Authorities’ energy strategy roadmap and climate pledge, committing each authority to reduce carbon emissions to net zero to meet government targets.

Through the partnership, electricity will be provided to council buildings across Local Authorities including: Antrim & Newtownabbey, Ards & North Down, Armagh, Banbridge & Craigavon, Causeway Coast & Glens, Derry City and Strabane, Fermanagh & Omagh, Lisburn & Castlereagh City, Mid and East Antrim, Mid Ulster and Newry, Mourne & Down.

Commenting on the contract, Dermot McArdle, Head of Business Markets for Electric Ireland, said: “Working in partnership with Local Authorities across Northern Ireland and providing them with innovative renewable energy solutions at such a critical time for society, reflects Electric Ireland’s expertise and commitment to supporting the transition to a low carbon future.”

“We know that innovation and efficiency are key for our customers and we develop and create long-term relationships with our broad range of public and private sector customers throughout Northern Ireland, providing valuable insights and support.

“We are looking forward to working closely with each Local Authority over the next two years, providing them with 100% renewable energy, to facilitate and accelerate a more sustainable future.”

Electric Ireland has been awarded new contracts with 10 Local Authorities in Northern Ireland worth £13m, as part of their commitment to supporting a renewable recovery post COVID-19.

These 100% green energy contracts will see Electric Ireland provide 45GWh per year over the next two years, as an integral part of the Local

78

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03/12/2020 16:25

Business Class Motoring

By James Stinson

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

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LIFESTYLE

James Stinson

Surprising Suzuki

The new Ignis is a small car with a big personality, writes James Stinson You can learn a lot from taking a test drive in a car you’re thinking of buying. In most instances, it’ll likely confirm preconceptions you already have but in a few rare cases you might be seriously surprised. This refreshed Suzuki Ignis definitely sits in the latter category.

Firstly, it’s a Suzuki, which isn’t your regular mass market car maker, rather a renowned manufacturer of small, well-engineered, good value motors. Most people won’t have sat in one, never mind thought about buying one.

Then there’s the Ignis itself. It’s a quirky

looking car, with an incredibly small footprint, high stance and angular styling. It’s a love it or loathe it look but given the public’s desire for chunkier SUV-type styling, Suzuki will have little problem selling the 6,000 or so units it expects to ship to the UK every year.

What’s really striking about the new Ignis is its Tardis-like qualities. It’s not much bigger than a Fiat 500 yet there’s plenty of space inside for four adults. Head and legroom is especially lavish in the rear and will hit the right note with taller passengers.

Most models include rear seats that fold flat and move back and forth in a 50/50 configuration depending on whether you want a bigger boot or more legroom in the rear – something so clever and simple, it’s surprising more cars don’t have them.

There’s just the one engine – a diminutive 82bhp 1.2 litre petrol – married to a mild hybrid system that gathers power under breaking and reuses when idle or accelerating. It’s not especially quick but feels nippy in and around town and will dash along motorways without too much effort when called upon.

Emissions are around 114g/km while fuel consumption won’t be far off the claimed 55mpg, helped by weighing in at a featherweight 855kgs.

It will appeal to city dwellers especially thanks to its size and manoeuvrability,

boosted by light steering and a really small turning circle.

Country dwellers too might be tempted with a four-wheel ALLGRIP version also offered, which should be good enough to traverse a muddy field if necessary.

Put all this together and you’ve got a little car that’s practical, versatile and fun to drive… and one which won’t cost the earth.

There are three trim levels to pick from – SZ3, SZ-T and the top spec SZ5, which is the only one you can add all-wheel drive to. A 5-speed manual comes as standard with a semi-automatic available as an option.

Entry-level SZ3 cars get 15in steel wheels, front electric windows, Bluetooth connectivity, air conditioning and rear privacy glass as standard.

Upgrading to SZ-T gets you sliding rear seats, roof rails, rugged exterior body mouldings, smartphone integration and a rear-view camera, while the range topping SZ5 Ignis adds front foglights, keyless entry and start, climate control, cruise control and dual-camera brake support.

Prices start from £14,249 with the midrange SZ-T, which will likely be the big seller available from £15,749. The top spec SZ5 costs from £16,749 with ALLGRIP four-wheel adding another £1,000 to the price tag.

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03/12/2020 16:26

It’s time to plug into Electric

AND DISCOVER THE BIK BENEFITS AND FUEL SAVINGS

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

PAGE81.indd 1

07/12/2020 15:10

LIFESTYLE

PLUG-IN CARS DEADLINE BROUGHT FORWARD TO 2030

T

he UK Government’s decision to bring forward the ban on the sale of new petrol and diesel only cars to 2030 will provide more challenges for some than others.

The biggest is likely to be providing enough public charging points around the country to cope with the massive numbers of electric (EV) and plug-in electric (PHEV) vehicles coming on to the roads.

The buying public are certainly embracing these new battery propelled motors.

Sales of full EVs and of PHEVs each tripled in October 2020 versus the same month in 2019. Combined, they’re now one in seven of all the new cars sold, very similar numbers to diesels. For some brands it’s higher – a quarter of October’s Mercedes sales were EV or PHEV. Hot on the heels of the announcement, DS Automobiles – the upmarket upshoot of Citroen – revealed it will only sell fully electric and plug-in hybrids from 2025, five years ahead of the UK Government’s deadline.

SMALL IS BEAUTIFUL

I

f countries and car makers are going to hit stretching emissions targets over the next few years, we might have to get used to driving smaller cars.

And that’s not as simple as it sounds because in recent years more of us have been buying bigger, heavier cars. And in doing so, offsetting much of the progress car makers have made trying to cut emissions with more efficient engines.

We need to get over the perception that there’s something downmarket about owning a small car. Instead, buying small should be seen as the clever option. Small cars are fun and extremely sensible. The latest reworking of the Mazda2 proves the point.

The smallest car in Mazda’s range, the two is a hugely likeable and well-equipped car that feels more than its size or price tag.

It’s really stylish with levels of refinement and kit that up until a few years ago, we’d have expected to get only in a much bigger car.

The 1.5 litre petrol motor, available with 74 or 94bhp, and which now includes a mild hybrid system is a sweet little engine, offering a decent balance between performance and economy.

0-62mph is doable in around 10 seconds. Drive carefully and you should register around 50mpg.

What’s really nice about the little Mazda though is its all-round appeal. It’s a fun car to drive – pert and direct… especially in and around town. It’s practical too, with more space and a respectable 280-litre boot. And it has a quieter, more luxurious cabin that builds on Mazda’s reputation for making unfussy interiors.

Priced at £15,795, the 74bhp SE-L entry-level model features rear parking sensors, 15-inch alloy wheels, LED headlights, climate control and cruise control as standard.

So when you next think about changing your car, embrace the future and think about changing down, not up.

ASTRA…NOMICAL VALUE

V

auxhall’s Astra has been a big seller in the UK for more than 40 years, slogging it out with the VW Golf and the Ford Fiesta for the affections of family hatchback buyers.

And while it might not be as popular as it was, especially with a bevy of SUV-like competitors to contend with, the Astra remains a no-nonsense, good value buy, in the sub 20k price bracket.

The latest version boasts more advanced engines, improved styling and a driving experience those high riding, lumpy SUVs simply can’t match. While not as desirable as a Golf, it is a car with few faults while also being a lot cheaper.

The range includes a five-door hatchback and a revised Sports Tourer estate with plenty of load carrying capacity.

Prices start from £18,890 but haggle and you can expect to get a healthy discount. That will get you a perky 1.2 litre petrol engined 5-door hatchback with room for five adults and a decent sized boot. The entry level SE variant comes with 16-inch alloy wheels, air-conditioning, cruise control and a 7.0-inch touchscreen infotainment system as standard.

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07/12/2020 14:32

GILBERT-ASH CELEBRATES DIVERSITY MARK SUCCESS

IS THIS THE RIGHT TIME TO MOVE TO PHEV AND FULLY ELECTRIC VEHICLES? As we continue to see the number of Plug in hybrid electric vehicles (Phev) and Battery Electric Vehicles (BEV) on our roads an important question will be to consider if this type of alternatively fuelled vehicle works for your business and your drivers. There are several key considerations to review all of which have implications and impact on suitability. These include; Electric Range – while we are beginning to see vehicles becoming available with increased electric ranges, the daily, weekly and monthly mileage a driver requires may preclude certain fully electric vehicles, alternatively a Phev brings added flexibility without ‘range anxiety’.

Fuel or Electricity reimbursement – if you provide either Phev or Bev’s there needs to be a consideration as to how you and your drivers deal with business mileage. Handling this in the wrong way could have significant cost implications.

Benefit in Kind – Providing both Phev and BEV’s will result in potential savings for your company car drivers and a reduction in Class1 NIC company costs.

Leasing costs – in some cases Phev and BEV’s can be more expensive than comparable petrol or diesel variants meaning that while the company costs increase the drivers benefit from significantly reduced BIK rates.

Clearly these are just some of the considerations to take account of, however at Agnew Leasing they understand how best to guide you and your drivers through the process of deciding if these vehicles have a role in your fleet, which specific vehicles to select and how best to manage the integration.

Christine White, Head of Business at Diversity Mark NI presents the Diversity Mark certificate to Maria Bradley, HR Director and Ray Hutchinson, Managing Director at Gilbert-Ash.

Gilbert-Ash Ltd. has become the first construction firm in N. Ireland to have retained the Bronze Diversity Mark for three consecutive years. The Bronze Diversity Mark recognises and identifies companies that have been independently assessed and have reached a high standard of commitment to advancing Gender Diversity. The Diversity Mark NI independent assessment panel congratulated Gilbert-Ash on this achievement and acknowledged the significant progress made over the last three years in building an inclusive workplace environment to benefit all employees.

To find out how your business could benefit from joining Diversity Mark NI visit www.diversity-mark-ni.co.uk or contact Christine White: christine@diversity-mark-ni.co.uk

For more information on this please contact David McEwen (Head of Business Development) at Agnew Leasing on 02980 386600 or david.mcewen@agnews.co.uk

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08/12/2020 10:53

FEATURE

Greg Bradley, CEO and founder of BLK BOX.

Stairway to Seven My seven steps for business success

Greg Bradley is CEO and founder of BLK BOX, one of the leading manufacturers of strength and conditioning equipment in Europe. Founded eight years ago, BLK BOX is headquartered in Titanic Quarter, Belfast where it currently employs over 60 people in a manufacturing, distribution, and office facility.

1. CULTURE EATS STRATEGY FOR

BREAKFAST I read this quote from the management guru Peter Drucker and it’s one I firmly believe in and incorporate into the culture of our company. You can have the best strategy in the world, but if your staff aren’t passionate about the company vision, they won’t be enthusiastic about executing the plan. Within BLK BOX we focus on creating, developing and nourishing our culture on a daily basis. The company’s strategy will take care of itself.

2. FRANK SINATRA DIDN’T MOVE PIANOS

This is quite controversial, but I firmly believe in finding what you are great at then surround yourself with people who are strong in areas you are weak. Frank Sinatra concentrated exclusively on his own unique abilities and didn’t get caught up setting up his stage. He knew how to do his job and let others do theirs. As a leader you have to be willing to help out in any area of the business when it’s needed but it’s important to let those who are best at what they do, do it.

3. BE PREPARED TO DO WHAT 95% OF

PEOPLE ARE NOT WILLING TO DO To get ahead, I feel you have to be prepared to work harder and longer, especially when youth is on your side. I don’t want to push the work 24/7 rhetoric, but the harsh reality is that you won’t get ahead if you are working the same 38 hours per week as everyone else.

4. GET 1% BETTER EVERY DAY

At BLK BOX we talk about being a perpetual work in progress. If we can all get 1% better, the collective compound effect of this is astronomical. Try to read 10 pages of a book a day instead of the whole book. Exercise for 15 minutes every day instead of once a week.

Create momentum and you will reap the rewards.

5. DISCIPLINE IS A MYTH

You are 100% disciplined to your current habits. Work on changing your habits and you will become more disciplined. People think that having more ‘willpower,’ will make them more productive, efficient or passionate. The most successful people don’t have more discipline and willpower than you do. They just have more love for the job.

6. SUCCESS LEAVES CLUES

You don’t always need to reinvent the wheel.

Tony Robbins talks about this often and says the quickest way to learn is to find someone who has been there and done it. Also, don’t be scared to look outside of your industry.

7. THE PROBLEM IS NEVER THE PROBLEM

The problem is that you don’t know how to think about the problem. When you are trying to run a business or do anything challenging there are going to be regular setbacks. Get your mindset right to embrace challenges rather than letting them slow your progress.

Train your brain to ask better questions to find solutions. Improve your questions, improve your life.

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04/12/2020 12:41

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WHY UPSKILLING IS SO IMPORTANT RIGHT NOW

THREE IN A ROW FOR TITANIC HOTEL In the toughest of trading years for the hospitality sector, Titanic Hotel Belfast has been awarded the most sought-after title of ‘Northern Ireland’s Leading Hotel’, for the third time in a row, at the World Travel Awards Adrian McNally, General Manager, 2020. Every hotel in the country and Yvonne McIlree, Director of has these awards in their sights Sales and Marketing. as they recognise the winner’s commitment to excellence on a global scale and are described by World Travel Awards as the ultimate industry accolade. Adrian McNally, General Manager, Titanic Hotel Belfast, said: “It’s such a unique honour for us to win this international award again. Given the tough year the hospitality industry has faced in 2020 and the agility with which we at Titanic Hotel Belfast have had to adapt the offering for our guests, being named ‘Northern Ireland’s Leading Hotel’ is reassuring, as it proves our guests have continued confidence in us as we navigate these challenging times.

As we continue to progress into our ‘new normal’ and eagerly await the roll out of the long-awaited vaccine, now is a great time to focus on skills and to develop ourselves and our teams for the future and the new challenges and opportunities it will bring.

At AKU Training, they have fully embraced the world of virtual learning whilst also maintaining face-to-face delivery in compliance with Government COVID-19 guidelines. This means that you, the customers, can continue to benefit from high quality, Alyson McNutt, Director, interactive learning with a choice of AKU Training Ltd. delivery method that suits you.

Over the past few months they have delivered more than 180 virtual training sessions to groups ranging from two to twelve. They are equipped to deliver across many platforms including Zoom and MS Teams and their team of 50+ expert trainers are delivering highly interactive, engaging sessions with huge success.

So, virtual or classroom… it is your choice.

For more information visit www.titanichotelbelfast.com

Visit www.aku.training to see the huge range of courses or email contact@aku.training They would love to hear from you and help to develop your skills today… for tomorrow.

PROTECTION FOR YOUR BUSINESS The uniting of two of Northern Ireland’s most established insurance brokers as AbbeyAutoline means customers now have greater choice and access to Julie Gibbons, Managing more insurance deals. With a Director, AbbeyAutoline bigger panel of insurers, this new powerhouse in local insurance takes the legwork out of shopping around for an insurance deal.Insurance is all about protecting what’s most valuable to you. The success of the AbbeyAutoline commercial team lies in taking the time to understand your business, the areas of greatest risk and the protections required to keep you in business in the event of the worst happening.

YOUNG WOMEN’S NETWORK SUPPORTING FEMALE LEADERS OF THE FUTURE Women in Business are delighted to announce the creation of a Young Women’s Network (YWN) committee in partnership with Ulster Bank. With eight committee members from various business backgrounds, the Young Women’s Network has been set up to represent the voices and opinions of young women in business. Committee Chair and Recruitment Consultant at Hays, Committee Chair, Christine Carrigan sees the network Christine Carrigan. as an exciting opportunity to build her career and connections with the business community. “Within my new role, I look forward to working with like-minded professionals and helping to build on the brand, values, and ethos of the YWN.” YWN Members will avail of exclusive events and will also be part of a group mentoring programme, learning from the leading female senior executives across Northern Ireland who are offering their valuable time towards developing and growing the careers of our young women.

To make sure your business is protected, visit www.abbeyautoline.co.uk or give them a call on 08000 66 55 44.

ENDEAVOUR – HELPING YOUR BUSINESS GROW A modern business today more than ever must work smarter and more efficiently to stay competitive. This requires an end-to-end ERP business management solution that connects data from across their business to streamline business processes, improve customer interactions, and make better decisions. Endeavour are proud to announce the addition of Dynamics 365 Business Central to their range of Microsoft Cloud based solutions. Business Central is designed to equip you with the knowledge and tools to better manage your financials, automate and secure your supply chain, boost sales and customer service, while optimising your operations.

The Young Women’s Network membership is available to women under 25 years of age. For more information visit: www.womeninbusinessni.com or contact membership@ womeninbusinessni.com

For more information on Business Central and the services they can provide your business visit: www.endeavour-is.com

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04/12/2020 13:49

Helping our customers to be global leaders in manufacturing

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PAGE87.indd 5

07/12/2020 14:37

FEATURE

Building Back Better in Northern Ireland International leadership development organisation, Common Purpose, have an exciting new project to support young people.

T

he pandemic has highlighted and exacerbated existing fractures in our society – between young and old; cities, towns and rural communities.

It has shone a spotlight on structural inequalities and many are concerned that we are levelling down, not up.

18-25 year-olds have largely avoided the direct health impact of the coronavirus but they are likely to be disproportionately harmed in terms of their education and employment prospects. They risk becoming a lost generation defined by its disadvantages, not by its potential. Even pre-pandemic, many of the decisions taken as a society which affect future generations were made without young people having a seat at the table. Efforts to involve them often have limited impact on young people and on policy. But they have the passion and vision and the new and fresh ideas to make real and lasting social change.

The challenge is, how can we give young people the capacity and resources they need to become effective change-makers?

International leadership development organisation, Common Purpose, is putting young people at the heart of an exciting programme that challenges them to shape the future of the places where they live. The programme convenes a truly diverse group of up to 100 young people – some working, some studying, some campaigning, and some volunteering. It develops their leadership skills, connects them to established leaders and challenges them to address a real and compelling challenge that their community is grappling with. The outcomes include powerful and lasting new relationships, a more confident and empowered group of young leaders and two or three workable ideas that the group goes on to test.

Stephen McCully, Chair of the Common Purpose Northern Ireland Advisory Group.

Referring to the recent Leeds programme, Kevin O’Connor, Executive Chair of RSM UK, said: “I am delighted that we have partnered with Common Purpose on this pioneering Legacy programme for the City of Leeds. We absolutely support the need for all children and young people to be able to reach their ambition and maximise their unique potential.

Our young people are the ones who will share our city into the future and we are delighted to support this great and visionary programme.”

These programmes are part of a global campaign by Common Purpose to invest in young people across the world so they can become a connected generation of leaders with a clear vision for what their legacy will be. The young leaders on the Northern Ireland programmes will have an opportunity to connect with their peers in places including Chicago, Boston, Singapore, Pakistan and the UK. Stephen McCully, a past president of the NI Chamber, and current Chair of the Common Purpose Northern Ireland Advisory Group is a

strong advocate of this initiative: “This is such an exciting opportunity to support the next generation of Northern Ireland’s leaders. By investing in the programme you will help build a broader base of leadership, giving them the confidence to bridge divides and truly build back better.”

This programme will give young people the space to connect and build social capital with others in their communities and to engage with the big issues of the day. They’ll also connect meaningfully with established leaders in their communities. The programme will build the confidence of individuals, and the collective capacity of a generation who are passionate, energetic and enthusiastic. Common Purpose wants to work with partners who will help them fulfil their potential and that of their communities.

To find out more about sponsoring the programme and how you can get involved, contact local Programme Director, Vicky Moore at: victoria.moore@commonpurpose.org.uk

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07/12/2020 14:38

HELP WITH SKIN PROBLEMS DURING COVID

bernard campbell &co.solicitors providing clear legal vision since 1908

Belfast Skin Clinic is experiencing record numbers of patients booking consultations with dermatologists, plastic surgeons, allergy specialists, vascular surgeons and rheumatologists during the recent lock down and restrictions. Due to the additional pressures on the NHS, hundreds Dr Pamela McHenry, of dermatology appointments and Consultant Dermatologist procedures for skin conditions, and Medical Director. including skin cancer, have been cancelled leaving patients with serious skin problems very concerned. For optimal results, it is best if treatment can be completed as early as possible.

As Ireland’s main centre of excellence in dermatology and associated specialties, Belfast Skin Clinic is uniquely placed to help patients in this difficult time. It is equipped with the latest technology for the diagnosis and treatment of all skin and skin related problems in adults and children and has established a reputation for excellence.

WE’RE STILL HERE FOR YOU – AS ALWAYS Our offices are staffed and our solicitors are available for you. These are challenging times but we are here to help. We are continuing to operate every day. Our solicitors can contact you by Phone, E-mail, Skype or Zoom, or safely in person. Our staff are committed to you and you will continue to have an experienced person to talk to immediately when you contact us.

Still providing clear legal vision.

Let us look after your legal problems, call us on 02890 232008 or 02893 369033 or info@bernardcampbell.co.uk

For more information or to book an appointment visit: www.belfastskinclinic.com or email: info@belfastskinclinic.com

REACHING NEW HEIGHTS WITH PINNACLE GROWTH GROUP Co-Founder Scott King said ‘I am very proud of the significant growth Pinnacle has achieved for our clients, the local economy and for our own business. I'm looking forward to the evolution of the business as the Pinnacle Growth Group Combined with the launch of their new website and continuing with our track record in positive impact with our clients as we (www.pinnaclegrowth.group), this is an expand our services across the UK and exciting time for the business and the clients Ireland’. who work with them from across many sectors.

Not content with establishing and growing one business, Robert and Scott Pinnacle was established in early 2018 by have led the establishment of several Robert McConnell and Scott King, who identified a gap in the market for a pragmatic, other businesses that include a design and printing company (Get Print), a hands-on, honest advisory service that was business focused on providing business solely focused on achieving real terms business growth for their clients, e.g. increased insight and support to third sector organisations (Third Sector Connect), turnover, increased profit margins, new jobs. and an online company formation business (Fast Form Online).

Pinnacle Growth Group will still be focused on enabling business growth for clients and is Whilst Pinnacle has grown significantly totally committed to adding value to clients year on year, and additional services and across multiple sectors in Ireland and UK. The brand refresh marks a period of expansion for businesses have been brought into the ‘group’, the focus remains on enabling the company. New headquarters in Lisburn are also currently being fitted out. business growth for their clients.

Pinnacle Professional has become Pinnacle Growth Group in a strategic rebranding that reflects its position in the market as an innovative and dynamic business growth advisory firm.

Mr Robert McConnell Director

Dr Scott King Director

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08/12/2020 15:35

Columnist Brendan Drain, Sync NI

Techie Talk Time

Sync NI’s Brendan Drain looks at renewable energy of the future.

Northern Ireland’s electricity grid is rapidly going green thanks to investment in wind energy and some exciting energy storage technologies.

The past several years have been fantastic for renewable energy in Northern Ireland, which smashed its 2020 renewable target of 40% early and shows no signs of slowing down. The increase has been attributed largely to investment in wind turbines, which produce 80% of the region’s renewable electricity capacity and take advantage of Northern Ireland’s abundance of wind.

Economy Minister Diane Dodds recently outlined the case for a new renewable energy target of 70% for Northern Ireland by 2030 following the news that new petrol and diesel cars are to be phased out in the UK by 2030. Northern Ireland’s electricity supply manager SONI (System Operator for Northern Ireland) has also recently announced its ambitious goals of adding another 1,600MW of renewable infrastructure by 2030 and reaching net zero carbon emissions by 2050.

Reaching those high targets will require solving some critical technical challenges and investing in new infrastructure. Wind power generation changes from day to day, but the grid needs to be able to supply a consistent capacity at all times and currently relies on fossil fuels to fill the gaps.

The energy storage problem

Energy technology firms around the world are working to solve the problem of how to store the excess energy from renewable sources when output is high to create a reserve that could be dipped into when output is low. In order to scale an energy storage solution up enough to supply a country’s needs for any significant amount of time, a cheap solution using common materials is needed.

One such solution currently being developed in the UK involves storing energy as highly compressed liquid air in massive tanks. Electricity produced by wind turbines will be used to compress regular air into a dense liquid, which will then be stored in huge industrial tanks at -196 degrees celsius. The liquid can then be released from the tank when needed and heated to turn it back into a gas to drive an electric turbine.

This storage process is less efficient than using lithium batteries, but it has the advantage that the tanks are cheap and don’t need the rare minerals that large-scale batteries do. This makes the technology highly scalable, so it could be rolled out to any area with high renewable energy capacity.

Hydrogen power could be the future

Another technology that’s starting to help Northern Ireland decarbonise its energy grid is hydrogen power. The idea is to use excess energy from renewable sources such as wind farms to perform electrolysis on water, splitting it into hydrogen and oxygen. The hydrogen is then compressed into storage tanks and can be used as a fuel in a modified gas power plant when wind power is low.

One major advantage of hydrogen power is that the gas can be produced virtually anywhere, so local facilities can be set up to create hydrogen onsite with excess electricity in the grid.

Hydrogen generating capabilities could be integrated into gas power plants or directly into wind farms to allow turbine owners to produce and sell the gas when demand for electricity is low.

Belfast Metropolitan College is currently leading the GenComm project to harness hydrogen power, and has recently celebrated another key innovation that could help decarbonise Northern Ireland’s infrastructure: Hydrogen powered buses.

A trial is taking place right now in Dublin on buses that use hydrogen fuel cells to convert locally produced renewable hydrogen back into electricity to drive the vehicle.

Hydrogen fuel cell buses have been in operation in a few places in the world for years, and they could be the future of NI public transport thanks to Northern Ireland’s wind power. The big advantage of hydrogen power is that it functions very much like existing fuel systems, with a fuel cell taking just a few minutes to refill compared to a fully electric bus that takes much longer to recharge.

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

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

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07/12/2020 14:35

SPONSORED FEATURE

LEADING THE WAY IN CONSTRUCTION SITE SECURITY SOLUTIONS Envision Intelligent Solutions Limited, a Northern Ireland based security solutions company are leading the way across the UK & Ireland with their latest DRP Series 5 Facial Recognition, Thermal Monitoring Construction Site Turnstiles.

Developed by Envision during the COVID-19 pandemic, the DRP Series 5 Turnstile, utilises facial recognition, thermal monitoring, face mask detection hardware with class leading full specification software to assist construction companies monitor, staff, sub-contractors and provide full time and attendance and cost analysis on site. The DRP Series 5 Turnstile has been developed from the ground up by Envision, working from its own experience and liaison with major construction companies and partners. The actual steel security pod, designed and built in NI, is a lighter weight, yet stronger and more adaptable flat sided plate steel design, with multiple means of transporting around construction sites. The turnstile is a high strength smart unit and can be tailored to your needs.

Critical to the success of the DRP Series 5 Turnstile is the facial and thermal monitoring readers, located inside the security pod, they can detect and recognise faces, monitor temperatures and detect if a face mask is being worn in less than one second!

Depending on the client requirements, protocols can be created to determine when to allow access to site.

1. Facial Recognition – is the person registered on the system?

2. Thermal Temperature Monitoring – is the persons temperature within limits?

3. Face Mask Detection – is the person wearing a face mask?

4. CSCS Card validation – is the persons CSCS card and other training certs etc current?

5. Time zones – is the person entering at a date and time allowed? All this happens in less than one second! If a person with a high temperature outside limits accesses the turnstile a priority email alert is also delivered to site management.

The DRP Series 5 Turnstile is also an extremely powerful time and attendance unit, providing full hours for all staff, sub-contractors and visitors producing full cost analysis and detailed fire roll call functionality.

With HD Video intercom and remote site access for visitors the DRP Series 5 Turnstile covers all bases.

With options for both outright purchase and weekly full service rental contracts Envision have produced a game changer for construction sites, with options for normal sized security pods 1.8x2.4mtr up to units encompassing a security or site office 2.4x4.0mtr in size. Additionally if clients have unique requirements, Envision will build the unit to their exact needs.

The Envision DRP Series of products continues to expand and develop, with Series 3 Eco Towers also being developed

and released into operation this year. The equipment is in extensive use across the HS2 project and delivering amazing results which have accumulated in 2 finalist nominations at this years National Security & fire awards for project and innovation of the year.

If you wish to review the security solutions you have in place for your business, please contact Envision for a confidential, noobligation discussion: sales@envision-is. co.uk For further information on the specification of the Series 5 Construction Turnstiles and to view the full range of security solutions available visit: Envision-is. co.uk to learn more about the full range of products and services for your business.

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09/12/2020 12:18

LIFESTYLE

Chris Rees, Head Chef at the River Room Restaurant at Galgorm Spa & Golf Resort, serves Irish duck breast with roast and creamed parsnips, chestnuts and a spiced sherry vinegar caramel.

Dine & Wine Serves four

This is one of the main courses currently on our autumn menu. It consists of a breast of Irish duck from Skeghanore Farm, some local parsnips and chestnuts and a spiced, almost sweet and sour caramel is also poured around the dish to compliment the duck.

In the restaurant we serve some potatoes and greens on the side and add a piece of foie gras to the dish for that little bit of extra luxury.

Ingredients

• 4 duck breasts • 100g cooked chestnuts • 200g parsnips • 8-12 baby parsnips • 100g sugar • 50ml maple syrup • 50ml sherry vinegar • spices – star anise, cinnamon, few cloves, nutmeg • 200g savoy cabbage • 600g new potatoes • 80ml cream • 100g butter • oil, salt and pepper for cooking

with salt and pepper to taste. Pass the puree through a fine sieve and set aside.

For the sherry caramel: In a heavy pan, add the sugar, maple syrup and around 100ml of water. Bring to the boil and add the spices. When a light brown caramel consistency is achieved, remove from the heat and carefully add the vinegar, being cautious as the caramel will be very hot. Keep warm and set aside.

For the duck and to assemble: Trim any excess fat from the flesh side of the duck breasts, season well on both sides with salt and pepper. Add the duck breasts to a heavy non-stick pan and gently start to render the fat, pouring any excess fat off into a small

bowl. Once the fat side of the duck is crisp and a dark golden colour, seal the flesh side for a couple of minutes and place on a tray.

Add the tray of duck breasts to the oven for around 4 minutes until the flesh feels just firm, then set the duck aside to rest.

Using the same pan the duck was cooked in, add the remaining butter and duck fat and gently roast the baby parsnips for a few minutes, season and set aside. Add the chestnuts and cook until they are crisp and golden.

To assemble the dish, add a few leaves of savoy cabbage to the plate, followed by a spoonful of the parsnip puree, place the slice duck breast alongside then the chestnuts and parsnips. Using a spoon pour some of the sherry caramel around the outside.

Method:

Preheat an oven to 180˚c For the parsnips: Bring a saucepan of water to the boil, add a good pinch of salt to taste then peel and cook the baby parsnips for around 8mins or until soft. Remove from the pan and set aside.

Using the same water, add the peeled and coarsely chopped large parsnips. Cook the parsnips until very soft and until the water has almost completely reduced from the pan. At this point add the cream and butter and blend in a food processor until smooth, seasoning

Need the perfect pairing?

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

Wine Pairing: 2016 WOODSTOCK Dolcetto Lagrein

This Australian wine from the Limestone Coast (South Australia) is a blend of these two Italian varieties which were planted in the vineyard in 2008.

Dolcetto brings a plush softness to the wine, while Lagrein adds structure with brightness of fruit.

Vibrant, perfumed aromas of blueberries and violets with some exotic spices make this wine very mouth-watering.

Medium bodied and without oak, the fruit intensity carries this wine through to a long, lingering finish.

Dolcetto adds middle-palate richness while Lagrein contributes structure, tannin and spice to the harmonious blend.

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25/02/2016 11:15

LIFESTYLE

Joanne Harkness

ALL WRAPPED UP COS

Ulster Tatler Woman Editor, Joanne Harkness, looks at fashion pieces that will take us through the winter and beyond.

Alexa bag by Mulberry, £1095.

Emma Willis collection jumper, Next, £26.

Briston watch, £155, available at wolfandbadger.co.uk

Black, buckle detail boots, Marks & Spencer, £69.

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MATALAN

Guess Porterwatch, £179.

Gaala, Paola coat, £400.

Elmis wax coat, Barbour, £319.

Lacoste Gripshot trainers, £95, available at Asos.com

International rocky check shirt, Barbour, £69.95

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Columnist Jim Fitzpatrick, Journalist and Broadcaster

Heading for a Ghost Town Journalist and broadcaster, Jim Fitzpatrick reflects on the demise of the high street as we know it.

have made high street retailing an ever-more difficult endeavour.

Online doesn’t have to have a majority of sales to force a crisis, just enough to take the profit margin from bricks and mortar.

The competitive advantage of the online giants is greatly enhanced by their trans-national structures where they pay little in corporation tax and rates.

We could also look at the corporate structures of groups like Arcadia and ask if the laws incentivised a structure that allowed money to be taken from the company offshore to the ultimate detriment of the business and its stakeholders.

The point about listing these various factors is not to induce the usual “oh well, what can we do?” response, but to beg the question “what should we do?”. If the answer is nothing, that we’re happy with the current situation, then fine. But if we’re not happy with it then we must remember that we do have power.

We have governments that set the framework in which the market operates. It is up to all of us to have a sensible debate about what that should be.

I

am old enough to remember when the collapse of Woolworths was an era-defining moment. Now, unfortunately, it is hard to keep up with the ever-growing list of high street names who have gone bust.

There’s a lazy commentary around much of it, which often goes: “They, (insert retailer’s name here), rested on their laurels and never quite kept pace with the changing environment.”

It sounded plausible whenever we were discussing the collapse of Woolworths. But it’s not an adequate explanation today when we’re discussing the collapse of so many names on the high street. They can’t all be useless at what they do. There is a bigger systemic problem.

There’s also an implication that the oft-mentioned “environment” is a natural thing unshaped by human intervention. There is a subtext of Darwinian survival of the fittest that essentially defines our capitalist system.

But we live in a managed capitalist system governed by laws and regulations. The purpose of those laws and regulation is to set the conditions for the “market” to operate. How the market operates is therefore shaped by political priorities.

And so we come back to the high street and retail. What are the political decisions, the laws and regulations that have shaped its current condition?

An early assault on high streets was supported by elements of retail, the big names that now find themselves under so much pressure. Out-of-town developments offering free parking and convenience for motorists. These developments were supported by planners seeking any form of economic development and councils hungry for the rates revenue they would bring.

And these developments were also a function of government policy which favoured the private car as the key mode of transport combined with suburban rather than city-centre living.

More recently the sustained attack has come from online. The convenience and value offered by Amazon across an almost infinite range of products, or the fast-fashion cred of brands like Boohoo,

“Online doesn’t have to have a majority of sales to force a crisis, just enough to take the profit margin from bricks and mortar.”

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