Ambition Issue 52 (May/June 2022)

AMBITION MAGAZINE OF NORTHERN IRELAND CHAMBER OF COMMERCE AND INDUSTRY

MAY/JUNE 2022

MAGAZINE OF NORTHERN IRELAND CHAMBER OF COMMERCE AND INDUSTRY

With the world re-opening, we know Ireland is getting ready to fly again.

To protect and reassure our passengers, we’ve put in place the health and safety measures that matter. Dublin Airport is open for travel and ready to re-connect you with the world.

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BUILDING FOR GROWTH With an expanded team, new services and a renewed focus on member engagement, NI Chamber’s Stuart Anderson and Chris Morrow join CEO Ann McGregor in discussing the organisation’s fresh new approach.

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For what’s next in a net zero world Together, we’ll help you respond to the climate agenda. kpmg.ie

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MAY/JUNE 2022 ISSUE 52

NI CHAMBER COMMUNICATIONS PARTNER

Contents

46 Titanic Belfast Celebrates A Decade of Success Managing Editor: Christopher Morrow Interviews: Emma Deighan Publisher: Chris Sherry Advertising Managers: Lorraine Gill & Gerry Waddell Editorial Assistant: 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: Khara Pringle.

NI CHAMBER PATRONS

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At a Glance

58 62 70

NEWS: 10 Allstate NI Unveils New Office Spaces 14 Coca-Cola HBC Sets 2040 Net-Zero Target 72 Thousands of NI Businesses Have Little Or No Cyber Protection 86 Global Franchise Set To Open Flagship Store In Titanic Quarter

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NI CHAMBER: 29 Chamber Chief’s Update 30 NI Chamber Social 32 Events 34 5 Leaders, 5 Days 36 Quarterly Economic Survey

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APPOINTMENTS: 88 Lowe Corporation Announces New CEO and Strengthens Board

LIFESTYLE: 92 Business Class Motoring James Stinson 100 Dine & Wine - Chris Rees 102 Fashion - Joanne Harkness

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54 22 Cover Story AMBITION MAGAZINE OF NORTH ERN IREL AND C H AMBER O F CO MMER CE A N D I N DU ST RY

MAY/JUNE 2022

58 MAGAZINE OF NORTHERN IRELAND CHAMBER OF COMMERCE AND INDUSTRY

FEATURES: 20 My Ambition is to...

39 Stairway To Seven 40 Hybrid, The New 9-5 46 Titanic Belfast Celebrates A Decade of Success 50 Planning A World Class Belfast 54 Empowering Employers

78 82

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ISSUE 52 £2.95

CIPR PRIDE AWARDS 2017 - BEST PUBLICATION

COLUMNISTS: 12 Jeanette Harrison 16 Kate Marshall 18 Alan Bridle 26 Jane Shaw 28 Peter Russell 44 Brendan McGurgan 52 John Campbell 60 Maybeth Shaw 77 Cormac McKervey 96 Aoife McDowell 98 Mark Owens 104 Jim Fitzpatrick

The Art of Ulster An Infinite Journey Go Further, Grow Stronger Driving Innovation In Export In Focus: Newry Empowerment For The Future

BUILDING FOR GROWTH With an expanded team, new services and a renewed focus on member engagement, NI Chamber’s Stuart Anderson and Chris Morrow join CEO Ann McGregor in discussing the organisation’s fresh new approach.

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EDITORIAL

President’s Perspective

Infrastructure Investment Key to Unlocking Potential

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I Chamber recently submitted its response to the draft Investment Strategy 2050 – an important publication which will set objectives for infrastructure investment in Northern Ireland for the next 30 years.

In our response, we made clear our view that Northern Ireland’s recovery from the pandemic relies heavily on addressing the scale of historic underinvestment in infrastructure, prioritising projects and resourcing them appropriately.

To successfully rebuild and recover, what our economy needs is a new, ‘living’ investment strategy, which can adapt to the very fast-moving pace of change around new technologies and approaches to how infrastructure is delivered. It also means placing a greater focus on finishing what has already been started, by prioritising areas including transport, communication, water, sewerage and energy.

From funding constraints to risks of legal challenge, many obstacles have stood in the way of efficient delivery of projects to date. One major obstacle is our planning system, which is repeatedly cited as one of the biggest barriers to both public and private sector investment. With the average processing time for major applications across all councils currently more than double the target of 30 weeks, reform is long overdue.

We believe that investment in infrastructure is central to addressing regional imbalances. Good-quality public infrastructure that covers all parts of Northern Ireland is necessary to improve the movement of people and goods within the region and to facilitate inclusive growth. City Deals provide the impetus for that focus and making sure that the benefits of infrastructure can be spread across the region.

This includes road and rail, but if businesses outside of Belfast are to reach their full potential, we also need to deliver them full fibre broadband, 5G and access to alternative fuels like hydrogen. Many firms are benefiting from Gas to the West for example and we need to see more of this kind of vision.

It is crucial that more efficient and effective delivery mechanisms are in place within the next Investment Strategy because in business, delivery is what matters. If we can start investing and delivering on these projects quickly and efficiently, the potential for businesses in all parts of Northern Ireland to thrive is huge.

Paul Murnaghan President - Northern Ireland Chamber of Commerce and Industry

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NEWS

Queen’s Award for FinTrU FinTrU has been honoured with a Queen’s Award for Enterprise in 2022. The company was awarded the Queen’s Award for International Trade for ‘Outstanding Continuous Growth’ in overseas sales over the last six years.

Headquartered in Belfast, FinTrU has rapidly expanded in recent years with additional global offices in Derry/Londonderry, New York, London, Dublin and Maastricht.

Allstate NI Unveils New Office Spaces And Hybrid Policy Allstate NI has unveiled its approach to post-pandemic working, including a hybrid working policy and redesigned office spaces amid an ongoing recruitment drive for 100 positions.

The company is seeking applicants for 100 roles right across the business, including in software development, cybersecurity, product management, Allstate NI Vice President and Managing data science, analytics, and full stack Director John Healy. development. It has also designated all employees as hybrid and made flexible hours available to everyone. Employees can book a desk at any of the three sites in Belfast, L’Derry and Strabane.

Five-Star Rating For Belfast’s Grand Central Belfast’s Grand Central Hotel has been awarded a five-star rating by the AA. The Seahorse Restaurant has also been awarded an AA Rosette which is given to restaurants that achieve standards that stand out in their local area, serving food prepared with care, understanding and skill and using good quality ingredients. The Grand Central is the second in the Hastings Hotels collection to be given a five-star rating, joining sister property Culloden Estate & Spa.

£1M+ Project the Perfect Fit for Topglass Work is underway on the latest £1m+ project for Toomebridge-based Topglass. The work at the New Children’s Hospital (NCH), Dublin is the most recent in a string of highprofile, large-scale undertakings for the glazing specialist firm which is part of the MJM Group of companies.

Carson McDowell Expands Belfast and Dublin Teams Carson McDowell partners (L-R) Richard Dickson, Hilary Griffith, Neasa Quigley, Roger McMillan, Kathleen Byrne and Damian McElholm.

Belfast law firm Carson McDowell has continued its recent expansion with the appointment of four new partners in Belfast and Dublin.

The firm announced that it has expanded its senior team to 32 partners with the appointment of Hilary Griffith as a corporate partner, Richard Dickson as a partner in its real estate division, Damian McElholm as a partner in its banking & finance team and Kathleen Byrne as a partner in its healthcare team, based in the firm’s Dublin office.

It has also confirmed plans to further expand its office in Dublin and will shortly move to new premises in order to accommodate this growth.

Belfast Harbour Launches 175-Year Celebrations Belfast Harbour has launched a programme of celebratory events to mark the landmark 175th anniversary year of Belfast Harbour Commissioners.

Local communities and visitors alike are invited to share in a summer-long calendar of events that will mark the innovations of the past and celebrate the ongoing transformative impact of Belfast Harbour on the city’s landscape.

Belfast Harbour CEO Joe O’Neill and chair Dr Theresa Donaldson launch the 175-year anniversary celebrations.

Taking place along Belfast’s iconic waterfront and Maritime Mile in the coming months, communities can share in a host of activities that will showcase the significant economic and social contribution of Belfast Harbour to the region over many generations.

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Columnist Jeanette Harrison Senior Lecturer in Human Resource Management (HRM) at Ulster University Business School (UUBS)

Navigating The Future Of Hybrid Working J

eanette Harrison, Senior Lecturer in Human Resource Management (HRM) at Ulster University Business School (UUBS), discusses hybrid working and the crucial role HR practitioners can play in navigating their organisations beyond the pandemic in order to find sustainable ways of working for all employees.

Remote working is not a new phenomenon, but the Covid-19 pandemic made it a reality for an increased number of people and their organisations. According to data from the Office of National Statistics, only around 5% of the workforce worked mainly from home prior to the pandemic.

Recent research from the Chartered Institute of Personnel and Development (CIPD) confirms that 65% of employers either did not offer working from home at all as a regular option, or offered it to 10% or less of their workforce. A couple of years on, a pandemic and an everchanging landscape of government guidelines have radically shaped our concept of work to the extent that working from home has become the norm for all but key workers.

Moving beyond the pandemic it looks like remote working is here to stay as research from YouGov (2020) indicates that the majority of workers would prefer to continue to work from home at least some of the time. Whilst these findings present organisations with opportunities to establish new ways of working, they also create challenges in managing people within such hybrid working scenarios.

It is widely known that remote working has major benefits for employees and

businesses alike – from supporting business continuity plans, attracting top talent, increasing diversity and improving employee wellbeing (we can see this manifested in job descriptions where hybrid working is now lauded as part of the organisation’s total reward package).

To better understand the long-term opportunities and challenges of a hybrid workplace model and a range of other pertinent people management issues, UUBS MSc HRM students are using evidence-based research to create significant value and impact in their respective organisations, contributing directly to employee wellbeing during these challenging times.

For example, Ashleigh Brimacombe, a current student of the MSc HRM programme and HR Business Partner for a global engineering company headquartered in NI, is researching remote working within her organisation as part of her dissertation. A large number of employees within her organisation were unable to work from home being classed as key workers.

Recent engagement surveys from within the company highlight varied responses across the workforce – key workers felt a sense of missed opportunity at not being able to reap the benefits of remote working whilst other workers were eager to return to the office as the novelty of working from home wore off.

As course director of the MSc HRM programme, I have recently led a significant internal review and restructuring exercise alongside alignment to CIPD’s (2021) Profession Map. The newly refreshed programme embeds core knowledge such as business acumen, analytics and creating value

and core behaviours such as ethical practice and working inclusively, together with specialist knowledge areas such as resourcing and talent management, employee relations and engagement and employment law.

Whilst the MSc HRM is a specialist programme for graduates with at least one year’s experience in HR, designed to enhance career prospects and future employability, the programme is also highly relevant to practitioners who may not have completed a degree but who have a wealth of experience from within the profession.

Additionally, the MSc HRM provides routes for the development of line managers who have an increasingly vital role to play in people management and for organisations who are seeking to professionalise their HR departments via CIPD’s accreditation of the programme.

The CIPD’s rallying cry of ‘championing better work and working lives’ is the call for people professionals to be a force for positive change in organisations and society. Never more than during the pandemic has this been played out, highlighting the strategic importance of HR practitioners at all levels – they are pivotal to driving change and innovation necessary to bring organisations out of the pandemic and to find healthy, effective and sustainable ways of working for all.

If you would like to discuss how this programme can add value to your business, or if you are interested in other organisational development opportunities, please contact UUBS’s Business Engagement Team at www. ulster.ac.uk/business/engagement.

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NEWS

Diageo Announces £40.5m Investment in Beer Packaging Facilities Diageo has announced a £40.5m investment to expand capacity at its packaging facilities in Belfast and Runcorn, England, which is set to support the growth of Guinness Draught, Guinness Zero and Guinness Nitrosurge.

The facility in Belfast will see its canning production more than double with a £24.5m investment that will convert existing warehouses into a new stateof-the-art packaging line capable of producing 72,000 cans per hour. A further £16m will be invested at the Runcorn site to significantly upgrade its bottling line and expand warehousing capacity.

No Time To Waste As Coca-Cola HBC Sets 2040 Net-Zero Target Local drinks giant Coca-Cola HBC has announced its commitment to achieve net-zero emissions across its entire value chain by 2040.

The announcement by the company, which employs over 450 people at its plant in Lisburn, is the latest demonstration of its commitment to sustainability and investment in its Northern Ireland operations.

Measures will include moving to 100% renewable electricity and significantly increasing renewable energy use in other aspects of the business, including heat, transport and refrigeration.

Coca-Cola HBC will also play a significant role in the introduction of Deposit Return Schemes across the island.

General Manager Miles Karemacher said: “As the climate crisis intensifies, every business needs to play its part to cut carbon emissions from its direct operations and across its supply chain. With today’s announcement, we are delighted to be playing our part

locally in the transition to a low-carbon society.

“This commitment is the ultimate destination of a journey that we started many years ago and is fully aligned with our philosophy to support the socio-economic development of the local community and to make a more positive environmental impact.

“As a Group, Coca-Cola HBC has already achieved science-based carbon-reduction targets, so our confidence is founded on a strong track record. Locally, within our state-of-the-art manufacturing facility in Knockmore Hill, Lisburn, we have reduced our overall emissions by 60%, and by 32% in our value chain in the last decade.”

The firm is also renewing its partnership with local charities such as FareShare NI and FoodCloud to prevent food waste, as a means of climate mitigation in instances where emissions cannot be eliminated entirely from its value chain.

The firm is making the investment to meet global demand for Guinness products from domestic and export markets, with the expansion set to support accelerated production and product innovation. It will enhance efficiency and competitiveness at both sites. Construction is set to begin immediately with capacity at both facilities expected to come online in 2023.

Commenting, Aidan Crowe, operations director for beer at Diageo, stated: “This expansion is a significant investment in the development of our packaging facilities. The projects in Belfast and Runcorn will support our growth ambitions, helping us to deliver end-to-end product innovation, and reinforce our agility to meet demand and provide excellent service to our customers around the world.”

Deirdre Delaney, operations manager at Diageo’s Belfast packaging site, added: “This is an exciting time for our site in Belfast as we invest in our business to support the growth of our business.

We contribute considerably to the local economy in Belfast and the £24.5m investment will further support our supply chains and local communities.”

“Measures will include moving to 100% renewable electricity and significantly increasing renewable energy use in other aspects of the business, including heat, transport and refrigeration. ” 14

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Columnist Kate Marshall Coach Speaker, Author, Facilitator

Regrets – I’ve Had a Few I

’ve recently been revisiting the work of Daniel Pink. His 2009 TED Talk on motivation was pivotal to the development of my work on leadership and the “how” of bringing people with you. His research asserted that the “if you do this task, then you get that reward” style of motivation really only works when that task is easy, routine and doesn’t involve innovative or independent thinking. Where you have more complex problems that require creativity and innovation, the real drivers of motivation are autonomy, mastery and purpose.

Autonomy. I heard a saying a few years ago: “adults hate being told what to do even more than children do”. It’s so true! I’m reminded of this so often while looking after my two-year-old granddaughter. Often when I try to help, her little voice asserts, “no, I do it”. We like to feel we have choices about how to direct our behaviour ourselves. The leader’s job is to create the environment where people are given direction, supported where needed but allowed to work out the “how”.

Mastery. Last edition I talked about the challenge of attracting and keeping great staff. Having a development plan and investing in your people will go a long way in keeping talented people in your team. A key role of a leader is to create other leaders, help others improve and demonstrate that you care that they do.

Purpose. As human beings we have a need to connect what we do to a greater purpose than just hitting a target or number. Help your people find their work purposeful and watch them and your organisation thrive.

Daniel Pink’s newest book, The Power of Regret: How Looking Backward Moves Us Forward, is worth a read. He believes the power of regret can shift us to live a better life. He researched thousands of people and categorises those many thousands of regrets into four core areas.

1. Foundation regrets: Typically these are things related to money (not saving enough), health (not exercising consistently or eating healthily) or not working hard enough (at work or school).

2. Boldness regrets: This is where people played safe: “I wish I had the courage to… ask someone on a date… speak up… start my own business”. As you may expect, his overall conclusion on this is what people most regret was not that they didn’t have the opportunity, but that they played safe. They didn’t take the chance.

3. Moral regrets: This was about doing the right thing. People held onto regrets from many years ago – times in their lives (even as children) when they stole sweets from a local corner shop, bullying or infidelity. I believe the majority of us are hard wired with an inner moral compass and when we are presented with choices, we should go inside and listen to that moral compass and have the courage to act on it.

4. Connection regrets: These were all about people. Regret over losing touch, not saying how much you care, hurtful comments, and sadly these regrets were often around parent and child relationships.

Once again Daniel Pink’s work has aligned with work that I passionately believe matters. We created a retreatstyle workshop called “What if: making bold decisions for a better life”.

The seed for this programme came from my colleague Ingrid who was working with a client who was stuck on a very important decision. The client kept saying “but what if… it doesn’t work… they walk away… it fails… I fail”. Ingrid gently encouraged the client to realise that they needed to make a decision, to step out of the fear, to stop the “what ifs” from turning into “if onlys”.

During the research for this programme, I came across the work of Bronnie Ware, an Australian palliative care nurse working with people of all ages in the final stages of their lives. She wrote a book called The Top Five Regrets of the Dying. These regrets are very much aligned with Pink’s work.

• “I wish I’d had the courage to live a life true to myself, not the life others expected of me.”

• “I wish I hadn’t worked so hard.”

• “I wish I’d had the courage to express my feelings.”

• “I wish I had stayed in touch with my friends.”

• “I wish that I had let myself be happier.”

My life’s work and indeed my purpose is to positively impact the lives of those I come in contact with. I work to encourage them to have the courage to step out of the fog of indecisive “what ifs” into the uncomfortable unknown.

Like Pink, I have regrets, but I hope I’ve used them to forge a better path for myself and the leaders I work with by courageously walking out my purpose, with a few regrets that have shaped my choices for the better.

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Columnist Alan Bridle UK Economist, Bank of Ireland UK

A Different Type of “Shock” to Contend With A

s pandemic concerns recede, local businesses might reflect on two years of economic turbulence and a V-shaped pattern of activity that resembled neither a “normal recession” nor a “normal recovery”. Thankfully, many initial fears of rising unemployment, falling asset values and soaring rates of insolvency proved to be misplaced as unprecedented quantities of public money substituted for private spending.

Covid-19 hit some sectors and incomes harder than others – the so-called “lockdown divide” – while the rebound has been unbalanced and uneven, disproportionately reliant on government spending and consumption with business investment and exports continuing to lag. In output terms, the economy has broadly returned to its pre-pandemic level but at the cost of a couple of years of “lost” growth. The war in Ukraine may represent the third “once-in-alifetime” shock in 15 years for business to negotiate, but unlike Covid-19, this is a shock with repercussions that will hit all incomes, demanding a different response.

Revisiting the 1970s?

There are parallels and, significantly, key differences.

Nearly three decades of post-war stability and rising prosperity came to an abrupt end with the huge shock of the Arab world’s oil embargo of the West in the wake of the Yom Kippur War of 1973 and the Iranian revolution, precipitating an eightfold increase in the oil price and triggering hyper-inflation, recessions and industrial unrest. Policy errors compounded the misery.

Today, the shock of Covid-19 has triggered supply shortages and rising inflation while, just like the 1970s, growth in the money supply and government

borrowing have soared and firms face shortages of materials, components and labour, bidding up wages.

However, unlike the 1970s we have now had the benefit of decades of globalisation, more flexible, competitive and deregulated markets, floating exchange rates and independent central banks. Furthermore, in contrast to then, the labour market has weathered recent shocks of the global financial crisis and the pandemic much better.

Re-thinking the macro consequences The consequences of the West’s disengagement from Russia are unfolding with the security of energy, food supplies and defence all subject to a rapid reassessment. Investment in alternative sources, storage facilities and energy conservation technologies are all on the agenda. Northern Ireland may be less vulnerable than EU states to further disruption to gas and oil supplies from Russia but is not insulated from shocks across the wider market.

Looking ahead, higher oil prices are likely to be here to stay for some time.

Towards the end of March, futures markets were pricing a barrel of oil for delivery in January 2023 at just under $100, below the recent peak – suggesting some easing of pressures – but well above the $78 a barrel seen at the start of 2022. However, in a more extreme scenario, further escalations or disruptions to supplies without building up reserves in storage could leave Europe entering next winter in a precarious position, possibly necessitating industrial shutdowns and domestic rationing.

Europe now faces two energy transitions – towards net zero and, now, reducing reliance on Russian supplies.

Short-term trade-offs seem inevitable and greater use of carbon-intensive coal and oil is probably unavoidable. Longer term, some mix of energy efficiency, renewables and nuclear may be needed to meet both challenges.

Following the pandemic, it was already clear that a new era of “big government” had commenced. With an energy crisis, there is an urgency for further fiscal interventions to underwrite some of the escalating costs to business to help preserve jobs, exports and confidence while simultaneously accelerating initiatives to develop alternative sources and boosting efficiency.

How can firms respond at the micro level?

A few suggestions: • Maintain strong liquidity buffers and, where possible, conserve cash.

Effective communication with your banker is vital – no nasty surprises!

• Stay even closer to your customers and suppliers and be alert to possible contagion risks, including cyberattacks.

• Given the sanctions regime, know the origin of your product materials.

• Engage fully with industry and sector groups and business organisations for reliable information and insights on available support.

• Strategy: recognise that recent events might dictate adjustments to your “flightpath”.

• In times of heightened uncertainty make your leadership even more visible.

• Focus on the parts of your operation where the real value lies and look after your key staff.

• Stress-test your business against various scenarios – asking “what happens if?”

• If you are energy-intensive, begin thinking now about winter 2022-23 and beyond.

• Finally, don’t forget about the potential opportunities that arise from periods of disruption, dislocation and crisis.

Recent disruptions may be the latest tailwinds for greater decentralisation, localisation and supply chain reorientation.

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FEATURE

MY AMBITION IS TO...

Chloe Duffy, Senior Clinic Manager, Randox

A

fter my A Levels all I wanted to do was go into full-time employment and start a trade. Unsure of the industry I wanted to work in I realised ‘ quickly that I loved customer relations and working with people. Seeking a challenge and wanting to progress with my career, I started looking at companies in Northern Ireland that aligned with my professional ambitions.

I was already familiar with the success of Randox and its ethos of improving healthcare and accurate diagnosis worldwide, but it wasn’t until something quite tragic happened that I became extremely interested in preventative healthcare. At just 50 years old, both my parents passed away due to cancer and as a family we realised that with earlier detection they could have extended their lives. From this experience, I made a promise to both my parents that I would actively look after my health.

I started my first role in 2018 as a personal coordinator and began to develop my knowledge about the different health programmes that were offered in clinic. I could never have imagined how much my role would change, especially over the course of the last two years. In 2020, recognising the threat from COVID-19, Randox was at the forefront of the COVID-19 pandemic, testing at volume to support the people of the UK & Ireland. As a company, the sheer scale at which the business adapted to manage the effects of the pandemic was incredible. I feel proud to have assisted with the UK National Testing programme within our Antrim laboratory and to be front of house in our clinics supporting customers as international travel resumed.

This became a pivoting time in my career and as Randox Health grew to become one of the biggest divisions in the Randox portfolio I was promoted to

senior clinic manager. It’s a cliché but I love what I do and feel unbelievably lucky to be able to work with such a diverse team of co-ordinators, scientists, medical doctors, and all the people that make up the Randox family.

As we look towards a post-COVID future, it’s incredibly exciting to be part of this management team as we have opened new health clinics within London, Wales, Scotland, Northern Ireland, and the Republic of Ireland. We started 2021 with four Randox health clinics but have dived into 2022 with the goal of opening 25 new clinics.

We’ve also started to see a dramatic change in people’s behaviours towards looking after their health with the focus shifting towards taking more proactive, preventative measures which is exactly what we provide at Randox Health. The question is no longer “What do I do when I get sick?” but rather “How can I prevent

illness and stay healthy?”. Listening to our customers is key and is part of the reason we have developed new health programmes like our recent launch of genetic tests. Because knowing your risk not only allows you to make educated decisions on your health and future but also that of your loved ones, as the results correlate with your close family members and protect the new generation.

My ambition is to continue to progress in my career, listen to my staff and fulfil the promise to my parents by promoting the message of preventative healthcare on a much larger scale, so that everyone can manage their health for their own future. From a Randox Health point of view, the key thing for me is to harness what we have learnt over the past couple of years and enter this new era of truly preventative healthcare – improving patient outcomes and reducing the burden on our vital clinical services.

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FEATURE

The NI Chamber Executive Team, photo by Khara Pringle

With an expanded team, new services and a renewed focus on member engagement, NI Chamber CEO Ann McGregor, Head of Communications & Engagement Chris Morrow and newly appointed Head of Public Affairs Stuart Anderson, tell Ambition how NI Chamber’s fresh new approach is all about delivery, agility and impact.

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FEATURE

Welcoming the developments, Ann McGregor begins, “As a membership organisation, our credentials are well established. We have been helping businesses across Northern Ireland to grow for almost 240 years and in that time, our methodology has pivoted many times. As our members find their niche in the post-pandemic world, we’ve responded by taking a similar look at how we best support their growth aspirations.”

Central to that is making sure that the organisation has the best and most appropriate blend of services, delivered by a team of experts based right here in Northern Ireland. The establishment of a new Public Affairs department headed up

by Stuart Anderson is the latest service to be provided.

A qualified lawyer in Northern Ireland and the Republic of Ireland, Stuart worked in leading commercial law firms in Belfast and Dublin for over ten years. Now an experienced expert in business policy and public affairs, he is also the current convenor of the Northern Ireland Business Brexit Working Group, a collaboration of business organisations and trade bodies dedicated to addressing the challenges and finding opportunities in the postBrexit settlement for Northern Ireland.

His recent appointment to NI Chamber’s Senior Management Team complements the work already delivered by the Communications & Policy team and will enable many more members across all sectors to benefit from its lobbying work. Stuart will lead direct interactions with politicians, helping to shape the legislative agenda and supporting elected representatives to create the right conditions for business and economic growth.

In doing so, Stuart will work directly with members in all sectors, identifying their challenges and bringing forward their ideas as part of a very collaborative approach between industry and policy makers.

Stuart commented, “Advocacy has always been an important part of NI Chamber’s offering and with the political and economic climate as challenging as it currently is, demand has increased rapidly. In this role, I will help make sure our members’ voices are heard and acted upon every day.

“Since I joined the team in April, we have already hosted some really good engagement with officials and politicians in Northern Ireland, Westminster and further afield. If we are to transition from uncertainty to opportunity in the trading environment, business engagement with government is going to be absolutely vital.

So, for us, facilitating that is extremely important.”

Ann McGregor, Stuart Anderson and Chris Morrow.

At the same time, the Senior Management Team is putting together the organisation’s new three-year strategy. Due to be launched in the summer, it will have customer engagement at its core. As head of Communications & Engagement, Chris Morrow, alongside the 23-strong Executive Team, will place a renewed focus on delivering the most relevant, impactful range of services possible, ensuring that every single member has the opportunity to engage with the organisation often.

To facilitate this, NI Chamber has just launched a new website which will make it easy for members to register for events and training, upload news and events and

“Advocacy has always been an important part of NI Chamber’s offering and with the political and economic climate as challenging as it currently is, demand has increased rapidly.”

access a suite of research and exclusively tailored resources.

Speaking about the project, Chris said: “This is part of a significant investment in digital communications, which has followed an extensive period of research and development to make sure we’re developing the best digital services which precisely meet our members’ needs and expectations. We now have the tools and processes in place to take a much more data driven approach to service delivery, which will help us to continuously improve the member experience.

“Our recent investment in digital will make access to our services easy and improve our online offering, providing members with new and better ways to share their news and updates, learn about upcoming events and relevant training and develop themselves and their teams through access to a host of useful resources, like our podcast and videos. Our recent brand refresh has coincided with all of this, deliberately timed to reflect our modern approach and agile delivery.”

Ann concluded: “NI Chamber is powered by and for members – so everything we do is in their interest. Right now, we are entering an exciting phase of our history and this new chapter is all about ensuring we are doing everything possible to serve our members well and deliver the vibrant, prosperous Northern Ireland that is so central to our vision.”

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06/05/2022 12:18

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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10/05/2022 16:07

Columnist Jane Shaw The Elmfield Institute

Movement for Life I

n many cultures health is understood to be linked to our ability to move our body. If our joints are mobile, then we live longer.

Practices such as yoga or chi kung allow prana and chi to better move through the body, allowing our overall vitality to improve.

Martial arts facilitate better movement, better physical strength, and mental clarity. You just need to watch some capoeira, the Brazilian martial arts dance, or the Shaolin monks perform a kung fu routine on YouTube to see the benefits of martial arts movement practice.

But how is this relevant to our daily lives working in an office? According to the World Health Organisation (WHO), movement through regular physical activity can help prevent and manage diseases such as heart disease, stroke, and diabetes.

Those of us who spend a lot of time sitting in front of a screen probably know well the tension that can build in our neck, shoulders, and lower back.

WHO research suggests that one in four adults do not do enough physical activity, and that high levels of physical inactivity impact community wellbeing, health systems, and even economic development.

Movement not only releases tension in muscles and the fascial networks around them, but it can also strengthen and densify bones through increased weightbearing activity. Bone literally reforms and grows in response to how it is used. Its form follows its function.

Joints – shoulders, hips, knees, ankles – all need to keep moving to be healthy.

By moving, you are strengthening your muscles, which improves stability, balance, and coordination.

The nervous system also responds favourably to physical movement. The mental health charity Mind recommends doing physical exercise to support your

mental health. Among other benefits, moving helps to release endorphins and to relieve stress.

The Centre for Disease Control (CDC) in the USA recommends doing 150 minutes of physical activity each week, which can be split into five 30-minute sessions to make it easier to commit to.

These sessions can be a mix of vigorous exercise and strength-building exercises.

They say that the mix is important for optimal health.

However, it is important to remember that physical activity includes all movement, whether gentle slow movement or faster vigorous movement.

Climbing the stairs or climbing Slieve Donard, walking your dog or running a marathon. Running, cycling, swimming, team sports, yoga, tai chi, and dancing might sound engaging and motivating for you, or they might sound like a step too far to include in your weekly routine.

However, we don’t necessarily need to go the gym five days a week to keep moving. And small steps in our physical activity can build into longer-term movement habits.

There are many simple techniques we can employ to keep our bodies moving.

Here are five ways to introduce more movement into your daily schedule.

Chair-based movement exercises: Those with mobility issues might find chairbased movement practices easier. Take short breaks every hour when working at your computer to roll your shoulders, rotate the ankles and wrists, all while sitting down. Slowly roll your shoulders gently forwards three times and then backwards three times. Then gently and slowly make three circular movements with your wrists and ankles clockwise and anticlockwise.

Stand more: If standing is an option for you, then try to stand more. Get up and stretch regularly. Some people might even prefer to work at a laptop standing rather than sitting. Standing while

working helps you to make continual micro movements in your posture.

Shake your body: Take a break from sitting at your screen to shake out your hands, wrists, arms, legs, ankles, and feet as you stand. This helps to discharge excess nervous energy built up in the body. You can do this sitting but preferably standing. Shaking can be a particularly helpful practice if you have had a difficult stressful conversation.

Even better, stand barefoot on the earth allowing your body to ground while you shake it out.

Have fun moving: Dance, jig, wiggle. Put on some music while you cook and get wiggling your hips in the kitchen. Even better, have a bit of craic and have a little jig with someone else!

Walk more: Try walking round the room while on the phone. Is it possible to walk instead of getting in the car for every journey? An extra 15 minutes of walking each day can make a huge difference.

Can you weave a 15-minute walk into your daily routine?

“WHO research suggests that one in four adults do not do enough physical activity, and that high levels of physical inactivity impact community wellbeing, health systems, and even economic development.”

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06/05/2022 12:23

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10/05/2022 14:03

Columnist Peter Russell Managing Director of Telefónica Tech UK&I

Creating a Positive Vibe is Key to Attracting and Retaining Talent T

here has been much talk in the tech sector over the years about having a ‘start-up vibe’. By this, people mean an entrepreneurial spirit, a mission-driven work ethic, personal connections amongst team members, and an intimate working environment.

Newly established small firms have it; bigger businesses say they’ve kept it or want it back. Even when they became behemoths, the likes of Facebook and Google did everything in their power to portray they still had it.

Our company has moved from being a relatively small, owner-operated, indigenous business, to being part of a truly global operation in a relatively short space of time. Developing from Novosco to Telefónica has meant a lot of change over the past 24 months. But it has also meant that we have been able to create a company with scale and agility – by retaining many of the people, our history, and our culture, and now combining with the global power and reach of Telefónica Tech.

Whilst we’re part of one of the world’s largest companies, the intimate work environment, personal connections, and relentless customer focus all remain critical to our success. These attributes will help us build a culture to retain and attract great people and that’s why we’re working hard to get our message out there about who we are and what we stand for.

In short, Telefónica Tech is one of the leading global digital transformation companies. In the UK & Ireland, we provide a wide range of services and

integrated technological solutions in Cyber Security, Cloud, and Modern Workplace. As part of the wider Telefónica Tech family, our expertise also extends to IoT, Big Data, and Blockchain.

One of 2022’s ‘big bets’ is a major focus on the health sector in the UK & Ireland, where we already provide mission-critical services to over 42 NHS organisations.

Telefónica Tech unlocks the power of integrated technology for all businesses, bringing together a unique combination of the best people, with the best tech and the best platforms, supported by a dynamic partner ecosystem and strategic agreements with all market leaders. It does this in a simplified manner, to facilitate and accelerate tech adoption and make a real difference every day to every business.

We’ve done many things to attract and retain talent in Belfast. We’ve fully adopted hybrid working, and we’ve reconfigured our offices to support this and meet the needs of work today.

We’ve also looked at pay and benefits within the company, for instance, we provided everyone in the team with a significant pay rise early in 2022. We have also initiated a healthy place to work programme, in which we will build a three-year plan to transform the health and well-being of every member of staff, which is so important in the current world that we live and work in.

Telefónica Tech UK&I has also continued to invest significantly in the business in Northern Ireland, including with the expansion of our office space in Belfast by 5,000sq ft in 2021 and through the investment in our new

Security Operations Centre, which is double the size of the company’s previous SOC. The investment has also seen the recruitment and training of additional cybersecurity personnel.

In short, we’re creating a really exciting story and one that must be good news for Northern Ireland PLC. It’s a story that has much to excite current team members, potential recruits and more importantly, customers. There are few big global players with a substantial base here in Northern Ireland, but Telefónica Tech is here now! I expect to see significant investment continuing over the next few months that will further enhance our presence here, bringing more exciting tech, providing opportunities for growth for our team, and allowing us to deliver additional services to our fantastic customers. I personally feel that there is a great vibe about our business at present and I am truly excited about what the future brings.

“We’ve fully adopted hybrid working, and we’ve reconfigured our offices to support this and meet the needs of work today.”

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06/05/2022 12:24

NI Chamber Chief’s

UPDATE As businesses across Northern Ireland find their niche in the post-pandemic world, NI Chamber is providing members with a host of new opportunities to network, learn, export, influence the policy agenda and promote their products and services. Here Chief Executive Ann McGregor discusses the recent NI Chamber activity that has helped firms in every sector across the province to grow.

O

ver the past couple of months the NI Chamber team has hosted dozens of events across Northern Ireland. We’ve been crisscrossing the province, with in-person sessions in Derry, Cookstown, Templepatrick and Ballynahinch to name a few.

We have very much enjoyed the in-person interaction with members and in the next few weeks, we’ll be hosting events in Dungannon, Ballymena and Belfast, as well as lots of opportunities to network and learn online.

One of the highlights of recent weeks was our 5 Leaders; 5 Days pre-election series. I want to thank Sir Jeffrey Donaldson, Claire Hanna, Doug Beattie, Naomi Long and Michelle O’Neill for such useful interactions, as well as the many members who brought their perspective on issues like political stability, the cost of living, energy, budgets, cross-border trade, climate and the arts, all themes which came up repeatedly.

We also recently facilitated a session as part of our response to the Independent Review of Invest NI, where a group of member businesses had the opportunity to share their contributions directly with the Review Panel. Again, thank you to all who took the time to do so. I know your input was very valuable indeed.

Behind the scenes, we have been working hard on some exciting developments. As part of our own digital transformation, we have just launched NI Chamber’s new website and refreshed brand, which I am delighted to say will really enhance the member experience and make it easy to engage with our services often. If you have not already done so, I really encourage you to check out the new website and get everyone in your wider team to do the same because there really is something which everyone can get involved in.

As part of our growth plan we are expanding our own team too, so you can expect to meet and hear from some new faces over the next while.

I am particularly pleased to welcome Stuart Anderson, our new head of public affairs who has come on board to lead a new public affairs service which will be of enormous benefit to all NI Chamber members.

In more good news, I am thrilled to say that our Annual President’s Lunch will return to Belfast City Hall at the end of June, where our guest speaker will be award-winning actor, director and writer, Adrian Dunbar. That is going to be a fantastic afternoon and I know one lots of you are really looking forward to. This flagship event is in addition to a host of networking and learning events coming up, covering themes like leadership, business growth and employment law, as well as technical topics including Incoterms, Commodity Codes and the British Chambers of Commerce Accredited

Foundation Award in International Trade.

In this edition of Ambition, you’ll find more about our growth plans for NI Chamber, as well as what we’ve been doing and saying on your behalf recently. As ever, please continue to get involved and make the absolute most of your membership.

“I am thrilled to say that our Annual President’s Lunch will return to Belfast City Hall at the end of June, where our guest speaker will be award-winning actor, director and writer, Adrian Dunbar.”

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09/05/2022 10:22

EVENTS

NI Chamber Social

01

02

03

1.

Ann McGregor (Chief Executive of NI Chamber) and John Poole (Partner and Head of Audit at KPMG Ireland) welcome guest speaker Conor Boyle (Director of Lidl Northern Ireland) to the latest NI Chamber & KPMG CEO Series roundtable.

2.

Pictured at the latest NI Chamber In Camera Lunch are Colum Boyle (Permanent Secretary at the Department of Finance); Mark Ennis (Non-Executive Chairman of event partner SSE Ireland); Tanya Anderson (Head of International and Business Support at NI Chamber); Conor Murphy (Minister of Finance) and Paul Murnaghan (President of NI Chamber).

3.

Minister Conor Murphy in discussion with NI Chamber members at the latest In Camera event.

4.

Phil Murray (Business Support Manager at NI Chamber); Brian Murphy (CEO of Balcas); Janice Daly (Head of Sustainability at Grant Thornton) and Seamus McGuckin (Head of Business Banking NI at AIB) pictured at the latest NI Chamber Successful Sustainability event supported by AIB.

5.

04

05

Pictured at the latest NI Chamber and Bank of Ireland ‘Winning Business’ event are Declan Magee (Partner at Carson McDowell); Angela McFall (Supply Chain Manager at Nitronica); Michael Gerner (Founder of Precise Proposals); Jamie Delargy (Commentator and Host); Niall Devlin (Head of Business Banking Northern Ireland at Bank of Ireland) and Phil Murray (Business Support Manager at NI Chamber).

In Partnership With:

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EVENTS

06

08

07

09

6.

Pictured at the latest NI Chamber ‘Grow with Danske Bank’ event are Claire McCafferty (Innovation Broker at Catalyst); Dr Fergal Tuffy (Technology & Innovation Manager at North West Regional College); Peter Houston (Head of North Business Centre at Danske Bank); John Harkin (Founder and CEO of Alchemy Technology Services); Dr Alex Chacko (Head of Innovation at Ulster University) and Catherine Crilly (Business Support Manager at NI Chamber).

7.

Ian Hunter, Commercial Manager at NIE Networks, welcomes members to the latest event in the NI Chamber & NIE Regional Networking Series.

8.

Sive Molloy (HR Business Partner at Bank of Ireland); Kathy Simpson (Head of HR at Musgrave); Mark Cunningham (Head of Regional Business Centres at Business 10 Banking NI at Bank of Ireland); Catriona Henry (Business Support Manager at NI Chamber) and Sarah Milliken (Leader of Talent and Culture at Aflac Northern Ireland) pictured at the latest NI Chamber Business Breakfast event supported by Bank of Ireland.

9.

Catherine Crilly (Business Support Manager at NI Chamber); Simon Kennedy (Head of Digital Transformation Services at ActionPoint Technology Services); Nigel Walsh (Director Commercial Banking at Ulster Bank); Eamonn Whelan (Strategy & Business Development Director at Sandvik Mobile Crushing and Screening) and Keith Scott (Chief Financial Officer at AG Paving and Building Products).

10. Lynsey Foster (International Trade Manager at NI Chamber); Andrew Webb (Chief Economist at Grant Thornton NI LLP); Lisa Early (Legal Director at Pinsent Masons); Ian Marshall (Institute of Global Food Security at Queen’s University Belfast) and Lorraine Nelson (Tax Director at Grant Thornton NI LLP) pictured at the latest NI Chamber International Collaborative Forum which focused on all-island trade.

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06/05/2022 12:51

EVENTS

Adrian Dunbar Announced As Special Guest at NI Chamber Annual Lunch NI Chamber has announced that awardwinning actor, director and writer Adrian Dunbar will be the guest speaker at its 2022 Annual Lunch.

At The Chelsea, which opened at The Riverside Studios in 2008 and then The Lyric Belfast and New York in 2013. He also directed a production of Philadelphia Here I Come, which he re-worked with playwright Brian Friel.

Nominated for a BAFTA for his portrayal of the iconic Ted Hastings in all six series of Line of Duty, Adrian is one of Northern Ireland’s most celebrated actors. He is well known for a host of screen credits including The Crying Game, My Left Foot, Mickybo and Me, The General, The Snowman, The Secret Scripture and Hear My Song, The Hollow Crown, Broken, Inside No. 9 and Blood. He is currently filming the title role in Ridley for ITV.

Last year he presentedthe hugely popular travel documentary Adrian Dunbar’s Coastal Ireland.

Tickets for the NI Chamber Annual Lunch, which takes place at Belfast City Hall on Friday 24 June, are now sold out with a reserve list in place.

The 2022 Annual Lunch is supported by NI Chamber’s communications Partner, BT, along with Cleaver Fulton Rankin, GMcG, Fujitsu and Dell Technologies.

On stage, he recently starred in Hamlet opposite Cush Jumbo at the Young Vic. His directing work includes Jimmy McGovern’s Moving On in 2017 for BBC, Brendan

Further information is available at northernirelandchamber.com

Get Ready to Meet the Buyer NI Chamber and Bank of Ireland UK are inviting procurement professionals and suppliers across all industries to register their interest now for Meet the Buyer 2022.

The event is an opportunity for major buyers who are interested in re-shoring supply lines to meet with local suppliers

across a host of industries. NI Chamber will undertake a facilitated match-making process, to connect companies with significant procurement needs to local firms who can meet their requirements in terms of quality, scale and delivery.

Mutually beneficial meetings will be facilitated at an event in the Crowne Plaza Hotel, Belfast on 28 September.

To get involved in the matchmaking process as either a buyer or a supplier, please contact phil.murray@ northernirelandchamber.com.

Meet the Buyer 2022 is part of NI Chamber’s Learn Grow Excel business support programme, which is supported by SME Partner, Power NI.

Phil Murray (Business Support Manager at NI Chamber); Angela McFall (Supply Chain Manager at Nitronica, who will be attending Meet the Buyer 2022 as a buyer) and Niall Devlin (Bank of Ireland UK).

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Check Out Our New Website Packed full of news and resources, our new website makes it easier than ever to make the most of your NI Chamber membership.

Login to the member’s area today to:

Create your new company profile Upload good news stories Register for events Book training courses Access free resources and research

Get started now at northernirelandchamber.com

We grow together.

EVENTS

5 Leaders 5 Days Pre-election Series

01

03

N

I Chamber provided businesspeople with an opportunity to engage directly with party leaders ahead of the Assembly election. The popular 5 Leaders; 5 Days series was delivered in partnership with SSE Airtricity. The DUP, SDLP, UUP, Alliance Party and Sinn Féin all outlined their manifesto plans for jobs and the economy across five mornings in April. Businesses also had the opportunity to ask questions on a range of topics including rising costs, the impact of new trading arrangements, net zero targets and priority infrastructure projects.

02

1. Christopher Morrow (Head of Communications, NI Chamber), Gillian McAuley (Vice-President, NI Chamber), Sir Jeffrey Donaldson (DUP) and Klair Neenan (Managing Director, SSE Airtricity).

2. DUP Leader Sir Jeffrey Donaldson with Stratagem’s Grainne Walsh, Kathryn Thomson, Chief Executive of National Museums NI and Mary Nagele, CEO of Arts & Business NI. 3. DUP Leader Sir Jeffrey Donaldson.

4. Christopher Morrow (Head of Communications, NI Chamber), Claire Hanna (SDLP), Mark Ennis (Chairman, SSE Ireland) and Gillian McAuley (Vice-President, NI Chamber).

5. SDLP’s Claire Hanna with Mark McKeown from FK Lowry.

6. SDLP’s Claire Hanna.

04

05

06

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07

08

09

7. Alliance Party Leader Naomi Long.

8. Christopher Morrow (Head of Communications, NI Chamber), Doug Beattie (UUP), Stuart Hobbs (Director of Energy Services, SSE Airtricity) and Gillian McAuley (Vice-President, NI Chamber).

9. UUP Leader Doug Beattie.

10. UUP Leader Doug Beattie and NI Chamber members.

11. Christopher Morrow (Head of Communications, NI Chamber), Klair Neenan (Managing Director, SSE Airtricity), Naomi Long (Leader, Alliance) and Paul Murnaghan (President, NI Chamber).

12. Christopher Morrow (Head of Communications, NI Chamber), Michelle O’Neill (Vice President, Sinn Fein), Nikki Flanders (Managing Director of Energy Customer Solutions GB & Ireland, SSE ) and Paul Murnaghan (President, NI Chamber).

13. Sinn Fein Vice-President Michelle O’Neill.

14. Sinn Fein Vice-President Michelle O’Neill with NI Chamber CEO Ann McGregor and President Paul Murnaghan.

15. Translink’s Patrick Anderson and Priscilla Rooney.

16. Beannchor Managing Director Bill Wolsey.

17. Civica MD Mark Owens and Fujitsu Director David Clements.

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06/05/2022 14:42

FEATURE

Mounting Costs Leads to Challenging Start to the Year • • • • •

Inflation is a concern for 86% of NI Chamber members 77% of respondents expect to raise prices in next three months Cash flow position is very weak, particularly for the manufacturing sector 89% are experiencing recruitment difficulties 50% of members expect to offer a hybrid model of working going forward

I

nflationary pressures from mounting business costs, including high raw material costs, are causing significant concern for businesses in Northern Ireland. According to the latest Quarterly Economic Survey report for Q1 2022, published by NI Chamber and BDO NI, expectations to raise prices are at the highest level on record.

The extent to which inflationary pressures are impacting on businesses, particularly manufacturers, is striking.

77% of firms who responded to this survey expect to raise prices in the next three months, driven in large part by high raw material costs. Almost four in five (77%) cite rising raw material costs as the main driver of price rises.

The majority of businesses are feeling growing pressure to increase wages in 2022, set against a backdrop of significant difficulties in recruiting and retaining staff at all skills levels.

MANUFACTURING Northern Ireland’s manufacturers have experienced a challenging start to the year. While almost all key indicators remain positive, suggesting more firms are growing sales and jobs, three key indicators turned negative in Q1 22 – cash flow, confidence around profitability and capital investment intentions.

The sector’s weakest indicator is cash

flow. Northern Ireland is also the bottomranking region in terms of domestic sales, confidence both in turnover and profitability growth in the next 12 months and investment intentions. Inflationary pressures are very severe for the sector.

88% of manufacturers are expecting to raise prices, highest across the UK regions, with 95% citing rising raw materials costs as the key driver. In addition, pressure from pay settlements (43%) remains one of the highest across the UK regions (UK 36%).

SERVICES The service sector recovery continues, although cost pressures dominate for the sector also. Sales and export indicators improved in Q1 22 and all key indicators are positive, with the exception of the cash flow balance, which is zero.

The sector’s regional performance remains positive and is particularly strong around export sales/orders. Expectations around employment growth are highest on record and Northern Ireland is the strongest regional performer in terms of investment in training. However, expectations to raise prices are high (68%) and inflation continues to grow as a concern (85% Q1 22 vs. 76% Q1 21).

TRADING ARRANGEMENTS In Q1 22, 65% of NI Chamber members said that they had adapted to the new trading arrangements (52% in Q2 21). 29% are finding trading conditions challenging

(down from 37% in Q2 21). A smaller share of businesses are finding the new trading arrangements extremely challenging (8% vs.16% Q4 21).

In terms of dealing with the new arrangements, around half of members (48%) have had to use existing/new staff resources and/or pay for external support to deal with new trading arrangements.

One in three members (36%) have had to divert internal resources specifically to deal with the new rules and paperwork involved.

COVID-19 RECOVERY There were some signs of weakening in the Covid recovery path for Northern Ireland businesses in Q1 22, dominated by huge cost pressures. While 79% of businesses are trading positively, one in five (19%) are just about covering costs or are struggling/on the verge of closure.

Almost one in three (30%) have yet to recover to pre-Covid trading levels.

WORKING MODELS Going forward, 50% of members expect to offer a hybrid model of working involving a combination of home and office/premises-based working, while 44% expect staff to work full time in the office/ premises. Just 6% will expect staff to work at home as much as possible. More manufacturers (52%) will expect full-time working in premises compared to services (42%).

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06/05/2022 14:37

FEATURE

Maureen O’Reilly (Economist), Brian Murphy (Managing Partner, BDO NI) and Christopher Morrow, (Head of Communications at NI Chamber) pictured at the launch of the latest Quarterly Economic Survey (QES) for Q1 2022.

also presented with a ‘cost-of-business’ issue, with 77% expecting to have to increase prices in the next few months, with the cost of materials increasing and the pressure to increase wages leading to concerns that profits will be squeezed.

Businesses appear to be using their cash reserves to get through this period of high inflation, but this cannot be maintained for long. If not brought under control, inflationary pressures could lead to product shortages and potentially delays in capital projects.

Commenting on the survey findings, Ann McGregor, Chief Executive NI Chamber, said: “Businesses are trading in a hugely complex economic climate, including a perfect storm of cost pressures that now also has to take into consideration the fall-out of the war in Ukraine.

“The most striking issue is the extent to which inflationary pressures are impacting on businesses, especially manufacturers.

Deteriorating cash flow positions are concerning, as this leaves firms more vulnerable to economic shocks, including the damaging impact of soaring energy bills, higher inflation and tax increases.

Northern Ireland has had skills gaps for years, but the skills crisis is now becoming tangible, to the extent that in Q1 22, 91% of manufacturers and 86% of services were finding it difficult to get staff.

“While it is good to see that a majority of businesses were trading positively in Q1, there is concern that our recovery from the pandemic is slowing down as a result of significant cost pressures businesses in all sectors are facing. The current cost-ofdoing-business crisis is squeezing firms’ finances, driving further increases in prices and fuelling the cost-of-living crisis. This report is further evidence of the need for the UK Treasury to revisit some of the opportunities to support businesses which were missed in the Chancellor’s Spring Statement.”

THE BDO PERSPECTIVE Brian Murphy, Managing Partner, BDO NI If recent years have taught us anything, it’s that the business community needs to be prepared for the unexpected and must be able to quickly adapt to changing circumstances.

That said, and even with inflationary pressures and recruitment challenges in the marketplace, it is reassuring to see such positivity in these results.

There is a lot to welcome within last quarter’s survey results, with almost all indicators being positive, and firms reporting increased sales and greater confidence around turnover expectations, investment intentions and growth, along with plans for job creation and employment with over two in three firms seeking to recruit.

The lifting of restrictions has helped half of local firms, with only 30% now claiming that they haven’t been able to recover to pre-pandemic levels, and more than one in three now reporting that business is better than it had been before the arrival of Covid-19.

Of course, having navigated many challenges in recent years such as Brexit, the lack of an Executive, the pandemic and the war in Ukraine, local businesses are now presented with inflationary pressures.

Along with a cost-of-living crisis, we are

We also continue to face an issue that existed even before the pandemic hit, with 89% of those businesses that are recruiting facing difficulties in attracting suitable candidates. It’s clear that these problems have been compounded over the last two years.

As businesses return to the offices and workplaces, over three in ten employers are finding it difficult to get people back to work, with 38% reportedly dealing with wage pressures. We are aware this is a widespread issue, but one that an incoming Northern Ireland Executive will need to address with urgency if the economy is to continue to grow.

Across the board, from the energy suppliers through to the large energy users in the manufacturing sector, there’s no option but for them to pass these increased costs on, which is unfortunate but unavoidable. This is the same for all sectors with local firms unable to counter the global pressures. Although our local businesses will do all they can to tackle these issues head-on, they do need Northern Ireland to have a functioning Executive to partner and support them through these difficult times.

As these findings allow us to reflect on how far we have come over the last 12 months, we should recognise how well so many firms have emerged from the battle with the pandemic, and we must continue to channel that same level of innovative thinking and harness our resolve that served us so well with Covid, to ensure we are able to deal with the days ahead and to triumph, once again.

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FEATURE

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FEATURE

Stairway to Seven Gareth Morrison, CEO of the Lava Group

My seven steps for business success Gareth Morrison is the CEO of the Lava Group, a Belfast-based technology company providing innovative solutions across a range of sectors including high security, health and IoT throughout the UK and Ireland. A highly experienced leader and board member, Gareth has driven forward a successful growth strategy which has seen the company expand its product range and enter new market sectors.

Gareth has overseen the company’s investment in research and development and creation of the right skills to enable the company to significantly scale.

2: SET GOALS AND TRACK PROGRESS Setting goals aligned to your vision allows you to break it down into small, achievable steps. If they are short term you can maintain focus across the team, quickly correct for any unexpected changes and crucially track progress across the business.

Your team will stay motivated when they see how their daily work contributes to something bigger and helps advance the company goals.

5: MAINTAIN A POSITIVE MINDSET It seems obvious to state the importance of a positive mindset, but it’s so easy to become consumed with the challenges and the negativity of the world we live in.

Within your business there will always be challenges; but where there are challenges there are opportunities. Always maintain that positive outlook on life and it will rub off on those around you including your team.

3: DEVELOP A CULTURE OF GROWTH AND LEARNING As the leader of the business, I think that demonstrating a growth mindset is crucial, especially if your actions inspire your team to learn more and to be the best version of themselves. They say that great leaders are great readers and I think that is so true.

1. THINK BIG Set ambitious targets for the future. Take time to imagine what your business will look like across all areas. Once you are comfortable with that, multiply it by 10 so that it feels scary, but it inspires you and crucially your team. Without their buy-in, your vision is just a dream. Then get to work and allow your team to use their expertise to help develop a plan that everyone can get behind. Your vision can help attract and keep great talent who are excited about where the business is going and want to be a part of it.

4: LISTEN TO YOUR CUSTOMERS When was the last time you sat down just to listen to your customers? What do they really think of your business? What are their problems, what do they really want from you now and in the future? Getting in front of customers regularly is one of the best pieces of advice I was ever given. Just remember to actually listen and to take action based on what you learn. Even if the feedback is negative, embrace it and use it to improve your customer experiences.

6: FOCUS ON HOW YOU CAN HELP OTHERS All too often people are focused on what is in it for themselves, how they can maximise their gains. Developing an attitude of seeking to serve others can be life changing. Become genuinely interested in the people in your network and ask yourself how you can help them. You will be much happier for adopting a selfless approach and probably more successful in the long term.

7: CELEBRATE YOUR WINS We are so focused on the future, it’s easy to get moving on the next thing before we celebrate our successes and achievements, especially the small wins! But doing this gives us the opportunity to appreciate the work that has been done and show gratitude to the people who carried it out. I think it is a great habit to introduce, otherwise you’re always just working towards another goal. Business doesn’t have to always be hard work, so enjoy the big moments along the way and have some fun.

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FEATURE

Kevin MacAllister, PwC.

Leigh Meyer, Citi.

A

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FEATURE

Jackie Henry, Deloitte.

Hybrid, the New 9–5 More than 40% of workers in Northern Ireland are capable of working remotely but attitudes are shifting to support a hybrid model. Emma Deighan looks at the setups already in place at some of NI’s biggest firms.

A

n Ulster University paper released earlier this year titled ‘The Future of Remote Working in Northern Ireland’ revealed that less than 4% of workers here carried out their roles at home or remotely before the pandemic.

Fast forward into the depths of the pandemic and that figure grew to 40% according to the report by Dr Eoin Magennis, Anastasia Desmond and Gareth Hetherington.

It said: “Homeworking, teleworking or remote working (as it has increasingly become known) has increased only very slowly in recent decades, despite the development of IT and telecommunications technology. However, the COVID-19 pandemic produced a significant change in behaviour, following the introduction of the ‘work from home’

mandates in April 2020. Soon afterwards 41% of workers in NI were working from home and, by April 2021, more than 30% of UK businesses were reporting that some or all of their employees were still working remotely.”

It said earlier this year commuting levels here were almost 30% lower than what they were in January 2020, despite most restrictions being lifted. That figure suggests that around 30% of people are still working from home.

While the Executive has yet to lift its guidance on remote working, many employers have taken action into their own hands, calling on their employees for feedback on how to mould a new way of working. It’s a more liberal setup, but one that is proving to reap returns for those who have executed it.

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FEATURE

Hybrid working has its benefits, that same report read. It has been proven to reduce sickness levels, taps into the economically inactive market, reduces commuting times and allows a new geographical reach for recruitment.

The negatives include a lack of collaboration and staff development and an ‘always on’ sentiment as well as a mental health fallout from a lack of interaction.

The report concluded: “It seems inevitable that many more people will be working remotely at least some of the time, in a post-COVID world.

“Where feasible, most businesses will pursue a hybrid/blended model for staff – this could range from 30% (where most responses fell) to all staff (in some ICT firms). For those who could adopt hybrid working, the preferred number of days was 4/1 (i.e. four days in the workplace and one day at home) for most firms.

Some businesses in ICT and professional services tended towards a 3/2 split.”

The Executive has yet to change its guidance to work from home where you can and it could not provide a timeline on when this will change, which would give employers more power to fully execute new working patterns with confidence.

PwC launched a ‘Deal’ for its employees in spring last year. Kevin MacAllister, regional market leader there, said the move reflects “the firm’s commitment to supporting its people and responding to changing working patterns accelerated by COVID.” Among the initiatives are an Empowered Day, which allows the workforce to decide the most effective working pattern for them on any given day, including earlier start and finish times.

“It also offers flexibility to continue working from home as part of a blended setup “with an expectation that people will spend an average of 40–60% of their time co-located with colleagues, either in our offices or at client sites”.

Reduced working days on Fridays during the summer months will allow workers to condense their week.

Kevin said: “These changes are in direct response to soundings from our people, who’ve said they value a mix of working from home and in the office. We want to help enshrine new working patterns so they outlast the pandemic.”

He said its new office at Merchant Square was designed to accommodate its new way of working with technology and

“In future we intend to continue to give our people the choice of when, where and how they work and trust them to make the right decisions on where they need to be to do their best work, in balance with their professional and personal responsibilities.” meeting rooms as well as wellness spaces complementing hybrid.

“It’s all about connectivity and keeping people engaged as part of our community.

“Even our wellness space accommodates both in-person and online activity, so people don’t miss out. It’s a good Deal! Hybrid is the future but it’s clear our people like to spend time in the office with colleagues and that was always our intention for Merchant Square – a place you want to be, not have to be.”

Deloitte has employed a hybrid working model that suits each employee and it allows its staff to choose when to take UK public holidays. Its offices have been redesigned for new flexible ways of working with a home working equipment budget extended to all recent and new joiners.

Managing partner for People & Purpose Jackie Henry said the company has been supporting agile working since 2014, with the pandemic ramping up that model.

While no particular set model is in place, recent staff surveys at the company show over 80% of staff expect to work from an office up to two days a week.

She said: “In future we intend to continue to give our people the choice of when, where and how they work and trust them to make the right decisions on where they need to be to do their best work, in balance with their professional and personal responsibilities.

“Critically, we want to ensure that the future of work is inclusive for all of our people. With a focus on wellbeing, our flexible approach to hybrid working aims to create opportunities for our people

to thrive and reach their full potential.

Allowing our people to choose when they take public holidays is just one example of how we are delivering on the commitment to be inclusive and flexible.

“What hybrid working looks like in future will be different for every employer, but research clearly shows it is something that many people now want and even expect, so Deloitte is very much embracing the change as an opportunity.”

National law firm Shoosmiths’ Gillian Crotty spoke recently to Ambition about the firm’s policy to focus on “output not occupancy”.

She said: “We don’t define agile working as issuing staff with laptops and an offer to work from home a few days a week. That is simply not enough.

We were ready for home working even before the pandemic hit. Our preference is to trust our staff to deliver for clients above all else, but to do so in a way that promotes a true quality of life, reflecting the diversity of our people.”

Meanwhile at Citi, Site Lead Leigh Meyer said the new model is freeing up office space, saving on infrastructure as it embarks on one of its biggest recruitment campaigns here.

He said: “The pandemic has helped us in some ways, and while we are very sensitive to saying the pandemic was ever good, it has forced us into a position that we wouldn’t have gone into two years ago. It’s allowed us to operate a model where we don’t need to be in the office all the time.”

Jackie Henry says companies must be mindful, however, that new models don’t exclude.

She said a Deloitte survey found that women who work in a hybrid way are significantly more likely to report experiencing micro aggressions (66%) than those who work mainly in their workplace (29%) or in a remote way (45%).

It added that 52% of women who work in hybrid environments feel they have been excluded from important meetings, and 42% say they do not have enough exposure to leaders, a critical component of sponsorship and career progression.

Jackie said: “The majority of the women we polled have experienced exclusion when working in a hybrid environment, demonstrating the need for organisations to listen to their people. Building and maintaining a truly inclusive culture should be at the forefront of every corporate agenda.”

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Columnist Brendan McGurgan Director and Co-Founder of Simple Scaling

My Ten Steps for Business Success Brendan is a global business leader who builds profitable, scalable businesses by delivering on his strong personal belief that anything is possible. Over 17 years, 12 as CEO of CDE Group, he helped the company achieve 25x revenue growth and become an industry leader.

During his time as CEO the company delivered almost £500 million ($750 million) cumulative revenue and £50 million ($75 million) cumulative profit from more than 90 countries.

Driven by his own desire to inspire, connect and enable ambitious leaders of SMEs to scale with purpose, he co-founded Simple Scaling with Claire Colvin with whom he co-authored the Amazon bestseller, Simple Scaling: 10 Proven Principles to 10x your business.

In 2016, he was awarded the Institute of Directors UK Young Director of the Year and Overall Director of the Year awards. Brendan is also a regular keynote speaker, the host of the popular ScaleX™ Insider Podcast and a Wim Hof instructor.

The Ten Principles of Scaling MANAGE YOUR PSYCHE If you really want to achieve scaling success in your business and in your personal life, you need to learn how to master the right psyche to achieve your scaling ambition from which your success becomes not merely possible or probable... it becomes inevitable.

CLARIFY YOUR PURPOSE & VISION WITH PRECISION A meaningful and compelling purpose coupled with a strong vision will generate meaningful and strong

results. Joyfully formed and articulately expressed by you is the first and most critical step towards creating the results you want.

BUILD YOUR TEAM AND SPARK THEIR PASSION When the right people are intrinsically and emotionally invested in you, their role, and your company, they will bring their brains, bodies, and their hearts to work. Finding the right people and sparking their passion will prepare you for many of the challenges that you will face on your scaling journey and will transform your life...

NAVIGATE YOUR SCALING JOURNEY Navigate your scaling journey with a well-defined, structured plan with full accountability. Align your scaling vision with your goals through OKRs and prepare yourself for an influx of opportunity and abundance.

BUILD SMART PROCESSES, SYSTEMS & TECHNOLOGY FOR SCALABILITY AND AGILITY Build smart and simple processes and systems, automating as much as possible to keep your business operationally fit for scaling.

“When the right people are intrinsically and emotionally invested in you, their role, and your company, they will bring their brains, bodies, and their hearts to work. ”

INSPIRE WORLD-BEATING PERFORMANCE Performance that consistently delivers world-beating results starts with measuring what matters and is enhanced by impactful communication.

EVOLVE YOUR PROPOSITION THROUGH THE EYES OF YOUR CUSTOMER Developing a clear articulation of your company’s competitive strength in the eyes of your customers and understanding how this strength relates to your internal processes and knowledge is key to steering you onto the right growth path for successful scaling.

EXPLORE YOUR PLACE IN THE WORLD Whether you are seeking growth through the same offering, expanding your offering, exploring how to grow within the same sector or are venturing into a new marketplace, accessing new markets will make you raise your game and enhance your opportunities to grow professionally and personally.

ACCELERATE SCALING THROUGH STRATEGIC PARTNERSHIPS A strategic partnership can accelerate your scaling business and increase your reach. Make sure you find the right partners, articulate what you are trying to achieve and manage the relationship in a way that looks beyond the written partnership agreement.

SUSTAIN YOUR SCALING PROGRESS

BY CULTIVATING A POSITIVE GROWTH CULTURE The most successful scaling businesses are powered by a positive growth culture. Create and sustain the right system of behaviours for your people to follow which will enable you to realise your scaling ambition.

To find out more about how Simple Scaling can help you scale your business go to www.simplescaling.com.

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FEATURE

Titanic Belfast Celebrates a Decade of Success

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T

FEATURE

Since launching in March 2012, there is no doubt Titanic Belfast has played a key role in the resurgence of tourism not only for Belfast and Northern Ireland but for the island of Ireland as a whole. The world-leading attraction is firmly established on the local, national and international stage, with 82% of visitors coming from outside NI, and as the industry looks to rebuild post-Covid, it will undoubtedly continue to act as a catalyst for regrowth of the sector.

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FEATURE

3

1 March 2022 marked an important milestone for the attraction as Titanic Belfast celebrated its tenth birthday. Looking back on ten years of success, we chat to CEO Judith Owens MBE. Judith, congratulations on ten years of Titanic Belfast! Can you tell us more about the impact Titanic Belfast has had?

Thank you, we are absolutely delighted to reach this milestone anniversary!

We opened in 2012 with the aim of establishing Titanic Belfast as the home of RMS Titanic, celebrating the city’s maritime and industrial heritage, and showing the spirit that built Titanic remains today.

Over the last ten years, as the guardians of Titanic’s story, we are thrilled to have accomplished this, having welcomed almost 6.5 million visitors from over 145 different countries and hosted over 3,000 business and leisure events – achievements we are all extremely proud of.

In the ten years since opening, we have also contributed a £430 million additional visitor spend to the Northern Ireland economy and inspired £60 million of wider heritage preservation across Titanic Quarter, where it has been wonderful to see such development over the last decade too, and I can’t help but feel Titanic Belfast has been an integral factor in this.

Not to be overlooked, over the years our building has come to represent the giant spirit of the people of Northern Ireland; most recently having been featured in the opening sequence of Kenneth Branagh’s Oscar-nominated film, ‘Belfast’ – a testament to just how iconic Titanic Belfast has become as a beacon for the city.

Can you tell us about a personal highlight of yours over the past ten years?

A personal highlight for me was winning World’s Leading Tourist Attraction at the World Travel Awards. This is the travel industry’s most prestigious awards programme and to win overall attraction of the year was certainly an honour.

The success of Titanic Belfast is due to the commitment and drive of our brilliant team, and awards like this are testament to that. We are so proud of all we have collectively achieved over the last decade; it’s wonderful to have so much to celebrate!

Did Titanic Belfast do anything special to celebrate the occasion?

We marked the birthday weekend itself with lots of exciting events and family fun and have a free photography exhibition, The People Who Built Titanic Belfast, running in The Andrews Gallery showcasing never before seen photos

and documenting the immense feat of designing and building Titanic Belfast.

We feel it’s important to share our achievements with all the people that made them possible, as well as with the visitors, both local and international, who help make our business a success and so are encouraging everyone to get involved throughout our tenth year to celebrate with us across the Maritime Mile – it’s set to be a fantastic celebratory year for all!

Looking ahead, what does the future hold for Titanic Belfast?

Like everyone in the industry we have had a challenging few years throughout the pandemic, but are very much looking forward to welcoming the return of international visitors and equally look forward to welcoming old and new friends who live close by.

We do not rest on our laurels and are determined to build on the success of our first decade by continuing to push boundaries and stay at the forefront of the industry, delivering a world-class experience that will continue to drive visitors to Belfast and Northern Ireland.

We have lots of exciting plans for the next decade and we look forward to unveiling them in the very near future. Watch this space!

“Like everyone in the industry we have had a challenging few years throughout the pandemic, but are very much looking forward to welcoming the return of international visitors and equally look forward to welcoming old and new friends who live close by.”

CEO, Judith Owens MBE.

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FEATURE

Planning a World Class Belfast What does Section 76 mean for Developers & the Housing Market in Northern Ireland?

INTERVIEW WITH

Chris Bryson Gravis Planning

I

n their most recent webinar, Planning a World Class Belfast, Wilson Nesbitt and Gravis Planning discussed local development plans in Northern Ireland, including the current state of play with planning processes, timelines and resources required. A pivotal factor in the discussion was Section 76 and how this will evolve to impact current and prospective projects in the pipeline.

Wilson Nesbitt partner Drew Nesbitt and Gravis Planning director Chris Bryson follow on from this webinar with a synopsis of the impact on the infrastructure of Northern Ireland as a whole.

In England and Wales, Section 106 recently turned 30. It’s now a concrete part of how development and planning take place and it’s hard to imagine building without Section 106 discussions.

In Northern Ireland, its equivalent, Section 76, was only introduced seven years ago and is far less frequently used.

However, this is set to change as Section 76 is becoming more sharply focused, and next year will see an increased renewal in its use across the majority of Northern Ireland’s 11 boroughs. The mandatory new regulations will mean that all residential developments of a certain scale will need to provide some level of affordable/ social housing and in the Belfast City Council area, such developments will need a planning agreement to deliver such dwellings. The considerable change will likely bring teething problems but is essential to ensure continued local economic success.

Once in place, each council will have different requirements and thresholds, but they will work in a similar way to the HOU5 policy for Belfast City Council, which states that if there are five or more houses in a scheme then 20% of those need to be affordable.

The policy also states that affordable housing will be secured by way of a Section 76 agreement, which should be in place in advance of planning permission being granted.

Drew Nesbitt Wilson Nesbitt

Although it’s not coming into full effect until 2023, some developers are already experiencing the squeeze from Section 76, especially in the capital, Belfast, where the council are using it as a draft policy.

It’s predicted that following the new rule there will be a significant material impact on the Northern Ireland housing market, potentially even up to a 20% increase on existing schemes and costs, meaning that many developers will be faced with deciding who’s going to take the brunt of the costs: them or homebuyers?

Leaving a mixture of potential outcomes for those looking to buy a property in Northern Ireland, with first-time buyers, key workers and low-income families predicted to reap the benefits, and other house buyers potentially having to take the hit of higher house prices.

Whilst it’s likely that larger housebuilders and developers may have already experienced some pushback from the local council in terms of needing to offer affordable housing, the real pressure will be added to small and medium-sized developers who haven’t previously had to consider this.

For housebuilders and developers of any residential development scheme, it’s vital that they become aware of the changes so that they can factor in additional costs and plan accordingly, as even those just in the process of either planning or submitting from here on in are likely to be assessed against new affordable housing policies and the need for Section 76 agreements.

In fact, we’re already seeing cases of house developers who have had to reconsider their plans to be in line with affordable housing policies and factor in Section 76 requirements, despite having planning applications well advanced. This has resulted in higher costs for developers, in some cases up to a six-figure increase, and we’ve even seen developers pull out of their plans as a result of this.

To prepare, developers and housebuilders need to plan and revisit their plans if they are due to start developing this year and

in the years to come. If they factor in the additional costs, it’s likely that they will still be able to make a profit and they will also be able to take advantage of the never-before opportunities that await them in Northern Ireland as a result of the coronavirus pandemic.

The aftermath of the pandemic has left a once in a generational opportunity for businesses and housebuilders in Northern Ireland. Unlike the previous two decades, young people who finished university in Northern Ireland stayed home during the pandemic and have been encouraged to stay put as a result of the increasingly excellent job opportunities on offer, along with the benefit of being closer to families and experiencing the work-life balance that Northern Ireland offers.

There are also more opportunities in Northern Ireland, particularly Belfast, which has welcomed the expansion of firms such as PwC and has quickly become the number-one cybersecurity destination in Europe.

The demand won’t slow down either, as Belfast’s major universities are revitalising the city with student accommodation, making Northern Ireland even more attractive to younger, educated people.

Therefore developers and planners need to be prepared for the change so that they don’t miss out on the abundant opportunities that Northern Ireland presents and will continue to present.

“It’s predicted that following the new rule there will be a significant material impact on the Northern Ireland housing market.”

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FEATURE

A Milder Economic Climate BBC NI’s Economic & Business Editor, John Campbell, discusses the economic rise and fall since the pandemic.

B

ack in early 2020, as we were facing into the pandemic, one of the most economically comforting things you could read was a 2009 paper by the economist Simon Wren-Lewis and his colleagues.

In the middle of 2020 I can’t have been the only one who was gloomily sceptical of the analysis.

It explained that we were in for a dramatic short-term hit to GDP but that the economic bounceback would be rapid – the ‘v-shaped’ recession and recovery.

But the Wren-Lewis work has held up pretty well – the biggest one-quarter hit to UK GDP was 20% while the fall for the whole of 2020 was almost 10%.

The work they did was based on previous flu epidemics which allowed for the assumption that most of the damage would be contained to a single quarter and that over the year the impact would be a mild recession.

And the bounceback certainly showed up.

We now have lots of local data for 2021 which shows just how strong it was.

They modelled another ‘severe’ scenario, which involved school closures and changes in consumer behaviour made in an attempt to avoid infection.

That scenario envisioned an output fall of 29.5% in the first quarter of the pandemic and a 6% hit for the year.

Wren-Lewis wrote: ‘That is a very severe one-quarter recession, but there is no reason why the economy cannot bounce back to full strength once the pandemic is over.

‘Unlike a normal recession, information on the cause of the output loss, and therefore when it should end, is clear.’

With no sign of a vaccine and a stumbling policy response, a longer ‘u-shaped’ recession seemed a real possibility.

NISRA’s headline Composite Economic Index suggests that the Northern Ireland economy had recovered to its prepandemic level of output by the second quarter of 2021.

By the time we got to the final quarter of 2021 things were motoring along: output at a 13-year high, a level last exceeded in the middle of 2008.

That was driven by the services sector, even though there was a relatively weak performance in retail.

Business services looks to have had a particularly good 2021 which is not surprising when you look at the strength of the housing market, meaning lots of work for solicitors, estate agents, bankers and mortgage brokers.

A total of almost 30,000 homes were sold in 2021, the highest number since the gogo days of 2006 when there were 41,000 sales.

Tourism also had a decent summer as local providers experienced something of a staycation boom.

I recently spoke to Tourism NI chief executive John McGrillen for Radio Ulster’s Inside Business and he told me summer spending from Republic of Ireland visitors was up by as much as 50% on 2019.

All this activity is reflected in a rapidly recovering labour market: April was the tenth month in a row that that the number of payrolled employees was above pre-Covid levels.

However, self-employment has barely recovered and our chronic problem of economic inactivity remains.

And the question now becomes what shape the post-bounceback slowdown will take – will it just be a return to trend growth or something more unpleasant?

The occasional amber light is now flickering on the economic dashboard.

NI Chamber’s own survey for the first quarter (pre-the Russian invasion of Ukraine) suggested that positive momentum was continuing, but inflation is a growing problem.

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FEATURE

It appears to be weighing on manufacturers in particular, weakening cashflow and profitability and prompting a rethink on some investment plans.

Danske Bank has also revised its Northern Ireland forecast down to 3.6% for this year; back in the middle of last year it was forecasting 2022 growth of closer to 5%.

For now the ‘r word’ is not really featuring in most public discussion. But economists are thinking about it as they process what is happening to living standards.

The economic historian Duncan Weldon recently wrote on his Substack that he

was surprised how little discussion there has been about the possibility of a UK recession this year.

His central point was that the official OBR forecast expects consumers to generate about 90% of UK growth this year. But that’s at the same time as household finances taking their biggest hit since at least the 1950s.

That’s been echoed by the Ulster University economist Mark Magill who points out that ‘Northern Ireland household consumption accounts for almost two thirds of GDP – thus it is difficult to absorb large contractions

“Unlike a normal recession, information on the cause of the output loss, and therefore when it should end, is clear.” in the consumer side of the economy without tipping into recession.’

So, enjoy the milder economic climate for now. There could be a cold winter to come.

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FEATURE

Empowering Employers Despite the swift evolution of technology, there will always be a need for authentic, high-quality leadership, says Bill Roy, managing director of learning and development firm BRC Partnership, and as Northern Ireland becomes more culturally diverse, having intercultural intelligence will be key.

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FEATURE

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FEATURE

I

f there is any one person who can discuss how to promote intercultural intelligence from the top down in the business world, it’s Bill Roy, MD of 20-year-old BRC Partnership.

Not only has he been training those in senior positions for two decades but the former primary school principal has worked across all sectors around the world, from Belfast to the United Arab Emirates and New York.

He has worked with teams in Brazil’s favelas as well as boardroom leaders and he’s built a strong, top-name heavy client base despite wading through a recession, the pandemic and other financial hurdles that typically “see marketing and training cut first”.

“I was probably starting in the field with a slightly naive view that there was space for someone like me,” Bill begins, just fresh from a seven-hour flight from Nigeria where he delivered one of his first leadership training programmes in person since the pandemic.

His bread and butter at the beginning of his business journey was communication and presentation skills, which is still an integral part of BRC’s offering, he says.

Globally, BRC has taught leadership skills in the Middle East, Africa, Europe, SE Asia, the US and Mexico.

“I made my first foray into the Middle East in late 2007 and that’s taken me to all sorts of countries,” Bill continues.

His most recent trip saw him work alongside Mikano International – a Nigerian company with interests in power generation, real estate, automobiles and construction. His next trip will see him work with a high-profile Italian tech firm near Venice.

The company’s mantra is Belong, Realise and Create. That tagline reinforces the partnership element of the business, taking it beyond being just a service.

Bill says his relationship with clients allows them and their teams to fulfil their personal and professional potential, through bespoke training all taught with a mindset of growth.

“I think core to me over the years is the name of my company, BRC Partnership.

I’ve always, since the beginning, wanted to build relationships with clients and get to know the way their business runs, which is so much more beneficial.

“The first piece of work I did was for FG Wilson’s technical training team – an opportunity created by a good friend – which opened up all sorts of doors. What began as nine people became 109 and that proved to me that I was bringing something fresh to the market, something different.”

“And sometimes the customer doesn’t really know what they need and we’re able to suggest what could work and quite often that can be something they’ve never thought of. The goal is always to co-create solutions with our clients. We also work with integrity. I don’t pretend to offer something that I can’t do and I will let the client know that at the beginning.”

Bill’s career prior to launching his own business saw him teach, then become vice principal and later principal in what was then known as the NEELB.

It’s been a story of success for Bill and his team but it’s not been without its challenges, he says.

He also worked in the not-for-profit sector setting up a number of community businesses. He even studied dramatic art at Stranmillis College in his early days.

“I suppose that’s my USP. I’m a bit of a maverick,” he says.

Today the firm fronts leadership academies and development for organisations including Citi and Sensata Technologies. It has also delivered graduate development programmes for Collins Aerospace and supports new graduate recruits on their career journey at Allstate NI – and that’s only its local portfolio.

“What we offer has been a gradual evolution, starting in comms, which we still do, but over the years I’ve stretched and developed myself as well as securing the services of some very talented L&D consultants. Over time we have looked at the whole leadership case and strengthened that offering.”

“The first big crisis for me was the financial crisis and having done all my work in Northern Ireland with occasional work in England and Scotland, it was very obvious very quickly that I couldn’t fish in one small pond because at a time of financial pressure, training and marketing are the first things to go and that’s when I began to look at markets outside.”

“I was probably starting in the field with a slightly naive view that there was space for someone like me.”

Local clients led the way for Bill, while travel not only opened up new areas and introduced new clients, it also allowed Bill to acquire a new string for his bow – intercultural intelligence – a tool that he says is essential in Northern Ireland which is becoming an increasingly culturally diverse society and workplace, much to everyone’s benefit.

“One of the big things we’re talking about right now is increasing intercultural intelligence.

“When we become more interconnected and increase levels of intercultural understanding and do that sensitively it is so much more beneficial.

“You only need to look at what’s happening in education here to see where we are going culturally and that is why I keep a key interest in that area. Many diverse, ethnic languages are now commonplace in our schools.”

With multinational corporations setting up in Belfast and beyond here, the emphasis on this change in the workplace becomes more intense.

It shows that cultural intelligence in the workplace becomes more than just understanding other cultures; it’s about knowledge, sensitivity, appreciation and an ability to relate, connect and mutually thrive, Bill says.

His work is traversing all sectors, with a new focus on construction. He says regardless of which sector he is in, technology and the digital revolution are ever present. But that doesn’t afford businesses the luxury of forgetting about the human connection, Bill is quick to point out.

And just recently he hosted a business event at the Lyric Theatre on that very subject.

“Technology and the Human Touch highlighted that no matter what is happening in this new, fourth industrial revolution, there is and always will be a need for high-quality, authentic human leadership.

“And although the world is never going to be the same, the nature of work is changing and the need for those leadership skills isn’t going away.

Technology isn’t going to replace the need for people who know how to inspire, motivate and support the people who work with that technology and that’s something we all need to remember,” he says.

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EVENTS

BRC celebrating 20 Years BRC recently celebrated 20 years in business. The anniversary was marked with a business breakfast at the Lyric Theatre in Belfast with guest speakers John Healy (Allstate NI); Philip Cassidy (Concentrix) and Paula Leathem (NIE Networks).

01

04

07

1.

2.

3.

4.

02

03

05

06

08

09

Margaret Roy; Louise Reith; Melissa Shearer and David Bunting.

Blayne Shaw and Peter Browne.

Susie Harper and Ken Roy. Paul McClean; Oran Kearney; Bill Roy; Jonie Graham and Peter Browne.

5.

6.

7.

8.

9.

Laura Glover and Keith Johnston.

Joanne Kelly and Ian McMaster.

Anita Acheson; Catherine Clayton and Eric Bourgeot.

Graeme Craft and Bill Roy. Bill Roy.

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FEATURE

Luxury carpets made in Northern Ireland are capturing the imagination across the world.

The bespoke carpet designs created by Ulster would not look out of place in an art gallery.

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The bespoke design by Ulster Carpets at the Grand Central Hotel, Belfast. Photography by Parrott Photography.

FEATURE

used as the foundation of the entire interior design theme.”

Ballrooms and lobbies are the perfect example of this; giving Ulster’s designers the space to create impactful aesthetics that pop with colour and texture. But even in smaller spaces, such as corridors, the ability to match designs to the required space means that you don’t lose your ability to leave a lasting impression.

From Sycuan Casino, San Diego, and Regent Seven Seas Explorer to worldfamous hotels such as Claridge’s and the InterContinental Paris Le Grand, Ulster has created bespoke carpets that reflect the mood that each venue wants to create.

Bespoke artwork created in the heart of Northern Ireland is making an impact across the world.

But rather than being found in art galleries, these designs are found on the floors of the world’s most prestigious hotels, casinos and cruise ships.

The Art of Ulster concept from Ulster Carpets is based around utilising the large canvas that flooring offers to create statement designs. The luxury carpet manufacturer employs some of the industry’s leading designers in its offices across the world – including at the company’s head office in Portadown.

“The Art of Ulster concept from Ulster Carpets is based around utilising the large canvas that flooring offers to create statement designs.”

Of course, having great designers is only one essential element of the Ulster service. The company is only able to translate these inspirational designs onto carpet because of its patented weaving system. This innovative technology allows for unlimited design possibilities without the need for a repeating pattern.

This is then combined with the wideranging experience and partnership approach that the company is renowned for to deliver an unrivalled service.

Take a closer look at some of Ulster’s stunning designs at www.ulstercarpets.com.

Each venue sets out to achieve a unique experience for its guests and the team at Ulster is tasked with capturing this essence in their designs.

“Flooring is perfect for seamlessly providing a smooth transition from one area of a hotel to the next,” explained Anthony Hickman, head of design at Ulster Carpets. “Whether it is through the use of a repeating design element or a common colour bank, flooring can perfectly create continuity and can be RG Naxos benefits from bespoke designs

by Ulster Carpets that replicate the unique beauty of Sicily. Image courtesy of THDP.

The talented designers at Ulster Carpets create amazing bespoke carpets for hotels, casinos and cruise ships across the world.

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06/05/2022 14:50

Columnist Maybeth Shaw BDO NI Tax Partner

A Very Taxing Time For Business T

he dawn of the new financial year brought with it several tax changes which will impact both our personal and business finances.

Whilst a number of these changes were announced during the recent Spring Statement, others have been in the pipeline for considerably longer.

If we think about how much the world had changed since the Chancellor announced his budget back in October 2021, with the significant rise in the cost-of-living crisis coupled with inflation at a 30-year high and ongoing global pressures, we could be forgiven for questioning if there is any light at the end of the tunnel.

In September 2021, the UK Government introduced a new 1.25% Health and Social Care Levy which came into operation in April this year. This will initially be part of National Insurance contributions but will be ring-fenced for health and social care and from 2023 will apply as a separate levy.

The UK Government will work with the new NI Executive (if and when one is in place) to identify areas where the new funding should be applied locally.

The commitment to reduce income tax by April 2024 and to increase the National Insurance threshold by £3,000 from July were two of the key takeaways from the Chancellor’s Spring Statement.

With the increases in National Insurance contributions in place, it is only taxpayers on lower incomes who will benefit from the headline £300-per-year saving from the subsequent increasing of the National Insurance threshold to £12,570. Nevertheless, working on the basis that more disposable income benefits local businesses, this too could be very positive. This should, however, be heavily caveated with the fact that

this £300 extra could well be swallowed up by the ever-increasing costs faced by households.

The planned 1% cut in income tax, whilst a welcome announcement, will seem a very long way off to many.

The reduction of fuel duty by 5p per litre for a period of one year was a welcome addition, however, the difference it will make to those businesses and indeed households that have been badly hit by spiralling fuel increases could be minimal.

“The temporary reduction in the VAT rate for the hospitality sector to 5% initially, followed by 12.5% in October 2021, returned to the 20% status quo from April this year. The end of this support mechanism, which was seen to be a ‘lifeline’ for many within hospitality in NI, will no doubt have knock-on effects on their cashflow. ”

Other indirect tax changes will surely have an impact on local business and their investment and operational plans for 2022 and beyond.

The temporary reduction in the VAT rate for the hospitality sector to 5% initially, followed by 12.5% in October 2021, returned to the 20% status quo from April this year. The end of this support mechanism, which was seen to be a ‘lifeline’ for many within hospitality in NI, will no doubt have knock-on effects on their cashflow.

The removal of the rebate on red diesel (5% VAT) will have substantial implications across a range of industries, including manufacturing, construction, logistics and waste management. With the rebate only staying in place for a very limited number of industry sectors, switching to a higher cost of fuel will have significant financial implications for businesses. With the continued rise in global commodity prices, it is surely not a time to cut such an important VAT exemption for businesses already feeling the impact of growing business costs.

Looking further down the line, businesses posting profits of over £250k will, from April 2023, see an increase in corporation tax to 25%.

In the Autumn Budget we will be expecting to see movement on investment and innovation with reform of R&D relief to help boost productivity.

The government may also revisit the idea of regional variations in R&D relief within the UK as part of its wider levelling-up agenda.

As we see a range of tax changes applied this year alongside the ending of some vital Covid-19 support packages, time will tell how this will impact the future of many within the business community.

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09/05/2022 12:47

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FEATURE

An Infinite Journey Galgorm Collection used the pandemic to invest in its portfolio of venues and Colin Johnston, managing director, tells Emma Deighan that bigger plans are always in the pipeline for the growing hospitality empire.

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FEATURE

it’s the look and feel of the property – The Old Inn is one of the region’s most historic and appealing hotels, located in a unique and charming location which makes it a perfect fit.

“It’s a fantastic new opportunity for us, and we’re seeing a lot of guests from the Belfast area and the Republic of Ireland who may not want to have to travel those extra miles to Ballymena.”

Comfy Guestroom at The Rabbit

Challenges are rife for the hospitality sector here. Those hurdles aren’t just about recouping losses made during the pandemic, but doing so against a backdrop of surging energy, food and labour costs as well as a cash-strapped consumer.

But there’s an air of positivity in the sector, one of its largest hoteliers says.

“We’re now in a period of dealing with a lot of pent-up demand,” Colin begins.

“International travel is starting to come back, which is great, but it’s now about making the model work with those rising costs.

“From a business point of view, I see the next year or two being challenging for the industry but while we can’t predict the future, it is important to remain positive and when I look around, it is encouraging to see how adaptable and resilient the industry is with an air of optimism. As ravaging as the pandemic was, a lot of it is now behind us and it sped up a lot of change and innovation.”

Lockdowns and forced closures marked something of a transformational period for Galgorm Collection.

At its flagship site, Galgorm, the company is in the throes of a £30m investment, which it will undertake over the next five years.

Part of the first phase is a £10m new accommodation offering along with plans to further expand and enhance its thermal spa facilities. Galgorm launched a range of bespoke one-bed Shepherd’s Huts representing an investment of £2.5m recently, with a further 18 Shepherd’s Huts planned for this year. A further £2.5m spend will make way for 23 additional onebed cottages while plans are also in place to add five treetop hideaways set amidst the forest grounds worth £1.5m.

“We are fortunate that Galgorm is situated on a 380-acre estate which gives us the opportunity to further develop our experiences. We have a new cycle trail that travels down the River Maine and the new mix of accommodation, as well as developing a wide range of pursuits. We need to add to the infrastructure as the property grows,” Colin continues.

In Templepatrick, the company’s recently opened The Rabbit Hotel & Retreat, formerly the Templeton Hotel, injects a touch of quirkiness into the market.

The £10m refurb there gave way to a 33-bed boutique hotel and lakeside spa with an onsite restaurant, bar and private event space.

“It’s been very well received,” Colin says.

“The vision behind the site was to create a laid-back little sister to Galgorm.

“We’d seen some diversification in the market including a move towards quirky venues for weddings but often that means piecing the event together yourself, so we put that setting in a hotel environment.

It was about an evolution of the Galgorm product.”

Later this year a dedicated space for ceremonies will launch at The Rabbit Hotel & Retreat, while additional bedrooms and a fitness suite will come on board.

In Co. Down, The Old Inn, Crawfordsburn, which the Collection acquired in mid-2021, has undergone a £1m refurb. It has opened up a new market for the Collection, Colin admits.

“The Old Inn is at the start of its journey. We will add a spa this autumn which will be resident-only overlooking Crawfordsburn Country Park.

“It’s a fantastic venue and really appeals to the international market with 6% already from America since opening. I think

In Belfast the company has reopened Fratelli restaurant on Great Victoria Street and Parisien based in the Robinson Cleaver building. They both remained closed for the entirety of the pandemic and prior to reopening, Fratelli received an extensive revamp.

Colin reflects on the latter investments as something that was afforded by the pandemic, a positive for the Collection, getting it ready for the great relaunch of society, but he says during that period, the most important element of the business was supporting and sustaining the team.

“Our team was the first thing we thought about when the pandemic hit. We felt we needed to invest and look at new and additional ways to engage from the early days onwards.

“We issued an employee survey to determine any initiatives that our teams would find helpful and how we could support them”. The findings highlighted that employees would benefit from a counselling service and to support this the company launched an Employee Assistance Programme.

“The thing about hospitality workers is, they’re such sociable people and there is always interaction in this job. That was taken away and it was important to us to support them,” he continues.

The company introduced a £1m benefits package for all eligible team members, including premium private healthcare cover during that same period. It also runs a number of academies with other hotels in Ballymena and alongside the local college and council.

Colin says the latter initiatives, as well as supporting local businesses, charities, community and sports groups within its confines, “help encourage people into the industry”.

“We upskill our employees and we want to show them that there is a career journey here,” he adds.

Galgorm’s CSR efforts have grown in line with the Collection properties. It’s a moral obligation, Colin says.

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FEATURE

Vitality Pool.

Shepherd’s Huts at Galgorm.

Cafe Parisien.

“As a local company and family company we’re always embedded in the area.

“Galgorm now employs 650 people in Ballymena alone and naturally that comes with a responsibility.

“We put a lot into local schools and community groups. We rely on those people to work for us, visit us, celebrate family occasions with us and no company in my mind, especially a company in hospitality, can be an island. You must work with the community.”

That mantra expands into other areas too including sustainability. Its CO2 agenda is well underway with a hydro and solar project earmarked for Galgorm. This will allow it to reduce its reliance on the grid and potentially halve its electric bills there.

“I think if you’re not doing these things you’ll find yourself under a lot of pressure.

We want it, our team wants it and our guests want it. It’s what they expect and it’s being driven by everyone.”

The past two years have been extremely active for Galgorm Collection, even with the hatches battened down, but its growth journey is far from over. That momentum will continue in the guise of its new Ormeau Road hotel, The Raven, which may not be the last to join the Collection.

“Our ambition is to continually innovate and exceed expectations by creating world-class hospitality experiences throughout all of our properties and we will also consider other future property opportunities. That work never stops,” Colin reveals.

The spa at The Rabbit.

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Sponsored Feature

NOT OUT OF THE WOODS JUST YET Gareth McGonigle.

While the local economy has thrived over the last 12 months, the number of external factors at play in spring 2022 may prove to be too much for many businesses going forward.

Many Northern Irish businesses have survived the storm of uncertainty and various lockdowns to emerge as strong, if not stronger, than this time two years ago.

Government support has, undoubtedly, played a huge part in this prosperity for many businesses in Northern Ireland.

Unfortunately, as if a global pandemic was not enough for local business leaders to navigate, they now face a new economic and political landscape like never before.

Retailers, who enjoyed a post-pandemic bounce, look to be in for a difficult few months as consumer confidence takes a hit with inflation at a 30-year high. The squeeze on household income is well documented. Whilst many retailers will enjoy another rates holiday until June 2022, any benefit will likely be offset by lower footfall, rising cost of sales, increased shipping costs and energy bills.

The recent VAT rate increase from 12.5% to 20% in the hospitality sector, at a time when input costs are rising across the board and staff shortages are apparent across the industry, is most unwelcome.

Wage increases, as well as higher national insurance contributions, are not helping the sector. Staff shortages have resulted in well-known local restaurants having to reduce opening hours. These increased costs cannot be absorbed by businesses

ASM

CHARTERED ACCOUNTANTS

PAGE65.indd 1

in their entirety and will invariably be passed onto consumers, but at what cost to business?

In the agri-food sector, local producers are being hit hard by soaring production costs. Fertiliser has increased from £200 per tonne in spring 2021 to £900 per tonne this spring - an increase of 350%.

Red diesel has increased from 56p per litre in the spring of 2021 to £1.10 per litre this spring - an increase of 96.4%. Beef finishing rations have increased from £230 per tonne in spring 2021 to £310 this spring - an increase of 34.8%. The list goes on…as does the squeeze on cash reserves and margins.

This is all set in the context of a landscape where disgruntled creditors were largely hamstrung in respect of debt recovery over the last two years. HMRC, normally the aggressive type, took a passive role in the recovery of outstanding tax liabilities and actively encouraged businesses to use Time To Pay arrangements or the VAT deferral scheme; however, recent experience suggests that sentiment may be changing. The recent lifting of temporary provisions around winding up petitions expired on 31 March 2022 with the original debt threshold reverting to £750 from 1 April 2022. Although the High Court continues to deal with a backlog, it is only a matter of time before creditors in Northern Ireland will get the green light to issue winding up petitions again.

Across many sectors, businesses are experiencing mounting pressure. The quantum, and pace, of various headwinds are causing great concern to many business leaders and significantly, raising the question as to whether their current enterprises remain viable. And that is without factoring in the economic impact of local political instability.

4th Floor Glendinning House 6 Murray Street, Belfast BT1 6DN www.asmaccountants.com brian.tilly@asmbelfast.com

My parting words – if business leaders find themselves facing what may seem insurmountable challenges…seek advice, and seek it early.

Gareth McGonigle is Restructuring and Insolvency Director at ASM Chartered Accountants and is a Licensed Insolvency Practitioner. If you or your clients could benefit from restructuring or insolvency advice, please do not hesitate to contact Gareth on 02890 249 222 or at gareth. mcgonigle@asmbelfast.com.

“

Retailers, who enjoyed a post-pandemic bounce, look to be in for a difficult few months as consumer confidence takes a hit with inflation at a 30-year high.

” 06/05/2022 15:03

INTERVIEW

Henry Brothers:

Building A Sustainable Future 66

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INTERVIEW

It is a bold vision for the business, synonymous within the local building sector, but one that marks just the latest step on its course to improving sustainability across the industry, according to its CSR Director Ian Henry.

It is less than a year since Ian, former president of Northern Ireland Chamber, passed on the chains of office.

Since June, when Ian completed his tenure, Henry Brothers has continued to move from strength to strength, not least in being named Northern Ireland’s Responsible Business of the Year at the NI Business in the Community Awards.

Driven by its core values of integrity, dependability, high-quality construction, and innovation, Henry Brothers continues to work in partnership with its clients to deliver world-class projects which are not only extremely effective, but also sustainable for the future.

SUSTAINABILITY Ian said: “It is estimated that the construction industry currently accounts for 40% of total UK emissions, and while, as an industry collective, we are making real progress, more needs to be done to ensure this figure decreases in the coming years.

“At Henry Brothers, we are dedicated to reducing the impact of our operations on the environment and ensuring our projects have a positive effect on our local community.

“The buildings we are currently constructing will be in place in 50 years, and even longer in some cases, so sustainable construction is required to safeguard these structures for the next generation.”

The Journey to Net Zero strategy, announced by Henry Brothers in February, outlined the key steps on its journey to decarbonisation by building on the extensive foundations already in place.

Ian continued: “Sustainability has been at the heart of our company for over two decades, with many of our eco-friendly practices adopted a number of years ago and progress recorded since 2014.

Reflecting on the leading construction company’s longstanding efforts to build a greener future, Henry Brothers CSR Director Ian Henry spoke to Ambition about its sustainability journey and the drive to net zero.

Earlier this year, Henry Brothers announced ambitious plans to achieve net zero carbon emissions by 2050.

“The outcomes of our initiatives to date – which include developing the Henry Brothers Nature Reserve, founding the Sustainability Professionals Forum, and creating a Carbon Literacy Training Programme, with a typical saving of 5–15% per person – have been excellent, but we recognised that there was an opportunity to do more.”

Henry Brothers is also in its sixth year of a Research and Development Programme with Queen’s University Belfast, which has produced methodology for the quantification and tracking of greenhouse gas (GHG) emissions.

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FEATURE

“We are extremely pleased with the impact that our environmentally friendly practices have had, but the launch of our Journey to Net Zero strategy is our most significant commitment to date,” Ian added.

from products we purchase, for example.

Small steps such as this can make a large difference, especially when they are implemented across all factions of the business.”

Henry Brothers’ aim is to reduce its total GHG emissions by 2% each year for the next nine years.

BUILDING FOR THE FUTURE For Henry Brothers, a key step on the journey is the completion of its first net zero building – Staffordshire University’s Nursery and Forest School.

This will be achieved through a number of initiatives such as implementing 100% hybrid/electric cars by 2025, the widespread use of eco-cabins by 2025, and enhancing its biodiversity by 2% a year.

WORKING TOGETHER The targets that have been set are ambitious, but Ian believes that they can be achieved by working in partnership with staff, clients, suppliers, and subcontractors.

“While the construction industry has a vital role to play in mitigating the impact of construction, we also have a responsibility to influence and educate customers and the supply chain,” he said.

“A large focus of our net zero journey is informing clients of the options that are available to them as well as highlighting the benefits that can be gained by collaborating to achieve this common goal.

“The supply chain must be involved to ensure that the highest standards are being delivered industry-wide.

“We work with our suppliers to reduce, minimise, and remove plastic packaging

The building, which incorporates an air source heat pump, roof-mounted solar panels, and an earth tube passive cooling system, will stand as a blueprint for future builds and shape upcoming low-carbon schemes.

Ian said: “Staffordshire University’s net zero facility champions alternative construction and should help drive change, not only within Henry Brothers but in the wider construction industry.”

“Through our commitment to sustainability, our clients are benefitting from cost-effective, innovative, and future-proofed buildings.

“The bar has been set high, but we will continue to drive environmental leadership by identifying pioneering solutions and sharing best practice with our stakeholders.

“While the road ahead might present its challenges, there is a tremendous opportunity for the construction industry to work together and make a significant change.”

For more information about Henry Brothers’ Journey to Net Zero, visit henrybrothers.co.uk/sustainability.

Ultra-low-energy technologies have also been utilised in Henry Brothers’ Passivhaus Project at Loughborough University’s Sports Park Pavilion.

Efficient heat pumps, triple-glazed windows, and well-insulated building fabric are just a few of the methods being implemented to considerably reduce carbon emissions.

“Our work has always been of the highest calibre, but to deliver projects that also benefit the environment is inspiring,” Ian added.

“Through our commitment to sustainability, our clients are benefitting from cost-effective, innovative, and future-proofed buildings.”

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09/05/2022 09:47

Translink Looking Ahead

Translink is transforming the face of local public transport, developing new Zero Emission technologies to drive a much-needed modal shift and deliver a Net Zero bus and rail fleet by 2040 – this will be good for our environment and our wider society and help to make public transport even more attractive to a growing number of passengers.

However, the shift to Net Zero is only part of our plan – we are also enhancing our network and our facilities, as well as developing and rolling out innovative, customer-focused ticketing solutions, defined by their ease of use, convenience and flexibility.

As the post-pandemic future takes shape, Translink is ambitious to grow and develop public transport further still – pre-pandemic, our passenger numbers were higher than they had been for 20 years; we want to build beyond that and encourage a societal shift to public transport and other forms of sustainable transport in the years ahead, and we believe we are well placed to do so.

100 new Zero Emission buses have been delivered for use by Metro in Belfast, which, alongside our existing Zero Emission vehicles, means that over one third of the Metro fleet now operates on Net Zero technologies. We already operate the fourth-largest Zero Emission bus fleet in the UK and Ireland, and our commitment to reducing our emissions will be strengthened next year, when Derry~Londonderry will become the first city in these islands to benefit from a wholly Zero Emission urban bus fleet.

Overall, Translink is well placed to meet our goal of delivering Net Zero public transport across our entire network by 2040 – in the coming years, we will move towards Zero Emission technology on our railway network also.

Belfast Grand Central Station is now progressing well and heralds a new

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beginning for public transport in the city and across Northern Ireland; when it enters service in 2025, it will greatly enhance bus and rail capacity in Belfast city centre and will replace the existing Europa Bus Centre and Great Victoria Street Train Station. We anticipate that the project, along with the associated Weavers Cross development, will act as a catalyst for regeneration in the area and ensure that Translink has the right infrastructure in place to encourage modal shift towards public and other sustainable forms of transport.

The facility will encourage local and international connectivity, with bus, coach and rail links to every part of Northern Ireland and beyond; we will also relocate the flagship Enterprise service from Lanyon Place when Belfast Grand Central enters operation – other sustainable modes, including walking and cycling, will be well catered for and will play their part in moving people efficiently to and from where they need to be.

We are also planning considerable investment across the rest of our railway network, including replacement stations in Ballymena and Lurgan and a new facility at Lisburn West, to meet growing commuter demand. All our new intermediate train carriages, designed to create six-car walkthrough sets, will be in operation this summer. We are working with the Department for Infrastructure on the Phase 3 project on the Derry~Londonderry line, which has the potential to enhance service frequency and speed on that important inter-city corridor and along with colleagues in Irish Rail, we are supporting the All-Ireland Strategic Rail Review, which is examining the possibility of enhancing and expanding the railway network across Ireland. Working with Irish Rail and the SEUPB Peace Plus programme, we have plans to develop the Enterprise, cutting journey times between Belfast and Dublin and introducing an hourly service.

We look forward to delivering Glider phase 2, which will build on the strong success of the initial phase to connect north and south Belfast via the city centre, providing swift, reliable and accessible cross-city connections. We are also increasing our Park and Ride capacity along main routes into Belfast, delivering facilities at Mossley West and Trooperslane, with plans for major new capacity provision at Ballymena, Moira and Newtownards.

Translink contactless ticketing has commenced roll-out on Metro services in Belfast, with expansion to Foyle Metro, Ulsterbus, Goldline and NI Railways services to follow in the months ahead.

This system will streamline the ticketing process and make it much simpler, more flexible and place the needs of the travelling public front and centre.

Translink’s better connected journey is ongoing, and we look forward to delivering a bus and rail network in Northern Ireland that is everyone’s first choice for travel, today for tomorrow.

More information can be found online at www.translink.co.uk

11/05/2022 14:44

It is generally accepted that growing exports from local companies is one of the most effective ways to stimulate economic recovery and transform the Northern Ireland economy growth.

And this school of thought has been endorsed further by the Department for the Economy’s 10X Economic Vision published last year. This vision sets out the ambition to harness trade opportunities outside Northern Ireland to create a more prosperous and competitive economy for all.

FEATURE

Go Further Grow Stronger S

“Businesses considering expanding their sales network can take the Export Health Check which was launched in conjunction with the campaign.”

o, with this in mind, Invest Northern Ireland recently launched its Go Further Grow Stronger exporting campaign.

Go Further Grow Stronger is an advertising campaign that aims to make businesses which have previously focused on domestic sales aware of the breadth of opportunities which exist right on our doorstep.

Northern Ireland’s business landscape is predominantly comprised of micro, small and medium-sized enterprises – so for many the prospect of tackling international markets may be a step too far. However, the reality for many of these businesses is that by targeting neighbouring markets they could access a much bigger customer base quite easily.

Both the Republic of Ireland and Great Britain are within easy reach – there are no additional administrative requirements or regulatory checks selling goods to either of these markets, yet they present the opportunity to sell products and services to an additional 70million people.

Around 25,000* local companies are already selling into these markets successfully – in 2020 sales to Great Britain and Ireland from Northern Ireland totalled £15billion** and demand for products and services from Northern Ireland is forecast to continue growing.

As well as developing an aspiration to secure sales in neighbouring markets, Invest Northern Ireland also wants to ensure businesses planning to sell outside

businesses will receive a tailored export guide with practical tips and templates for exporting and be signposted to support and organisations to help progress.

the region for the first time have access to all the support they will need to begin their exporting journey.

Businesses considering expanding their sales network can take the Export Health Check which was launched in conjunction with the campaign. The Health Check has a maximum of eight questions and will take about ten minutes to complete.

It helps businesses understand the importance of export and quickly assesses their level of export readiness. At the end,

Northern Ireland-based businesses can also get in touch with Invest Northern Ireland’s team of international trade advisors who can provide expert advice and guidance to help prepare their strategic exporting plans. This team provides critical links for local exporters, connecting and signposting businesses to assistance and support across Northern Ireland.

If your business is considering selling outside Northern Ireland, visit Investni. com/export or if you would like to speak to a trade advisor you can contact Invest NI or alternatively call its Business Support Team on 0800 181 4422.

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09/05/2022 12:59

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09/05/2022 16:22

NEWS

BT Reveals Thousands of NI Businesses Have Little Or No Cyber Protection New research commissioned by BT estimates that thousands of small firms in Northern Ireland could be leaving themselves open to cyber attacks because they have little or no business-grade cyber security measures in place.

The survey of 1,000 decision makers at UK businesses has found that many thousands of small firms may be at risk – despite having security measures in place – because they are relying on security products which are not designed for business use.

With the majority of small firms moving online during the pandemic, opportunistic cyber criminals have also stepped up their efforts to target them. The government’s recent Cyber Security Breaches survey found that almost half of all UK small businesses suffered a cyber security breach or attack last year.

However, despite the increased threat, BT’s latest research reveals overall 29% of SMEs in Northern Ireland do not have the right level of cyber protection in place and are relying on security products which are designed to protect consumers rather than businesses.

The research also found 4% of SME businesses in Northern Ireland aren’t using any cyber protection at all, with this figure being even higher (17%) for micro businesses across the UK, i.e. those with one to five employees. From this data, BT estimates thousands of businesses across the UK do not have any cyber protection in place and require more support to help keep them safe online.

BT, a leader in cyber security with 3,000 experts across the globe, has enhanced its cyber protection for small businesses by introducing new online tools and adviceled resources to help small businesses better protect themselves from online attacks. The development comes as its research found that over half (55%) of SMEs which lack cyber protection believe their business isn’t big enough to be targeted by cyber criminals, revealing that many remain complacent around the risk of attack.

Paul Murnaghan, regional director for BT’s Enterprise business in Northern

Web Protect included as standard with their BT business broadband, providing built-in protection to keep their business safe online. BT Content Control works by allowing the customer to configure their web traffic according to the categories they wish to block or allow, while BT Web Protect warns the customer if they are trying to access suspicious URLs which could carry harmful malware.

Ireland, said: “There has been a huge shift over the past two years in the number of small firms in Northern Ireland (22%) moving more of their business online.

Whilst that’s a really encouraging trend, being an online business can also bring its challenges, particularly around cyber security.

“Any digital business – large or small – can be a target for cyber criminals, and this is something we’ve seen during the pandemic. And whilst consumer-grade products are great for protecting you while surfing the web, accessing emails and other personal use, they’re not designed for running a business which requires more robust protection and safeguards.

“It’s clear that our smallest firms need more support in this area, so today we’re launching new free cyber security tools for our BT business broadband customers, together with free online advice to help upskill small businesses on how to stay safe online.”

Small businesses can now benefit from free BT Content Control and BT

BT is also offering Business Antivirus Protection, provided by McAfee, giving small firms business-grade device security to protect multiple devices from the latest online threats using email, web and firewall protection. This can be purchased by BT customers placing orders for business broadband, mobile or as stand-alone from just £4.99 per month, which covers up to five desktop devices plus unlimited mobile devices, including tablets.

Alongside the new online tools, BT has launched the next phase of its ‘The Future is Now’ campaign with a focus on helping businesses to stay safe online, featuring advice-led content from partners such as the National Cyber Security Centre (NCSC). A new interactive tool developed

by BT is also available online to help small businesses spot cyber threats in workplace scenarios and learn how to combat them.

Small businesses can also gain access to cyber security guidance from BT’s Skills for Tomorrow programme, with free webinars on topics such as how to spot attacks and how to avoid opening risky files or visiting phishing sites.

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FEATURE

Catriona Henry (NI Chamber), Neil Collins (Wrightbus) and Graeme MacLaughlin (Barclays).

WRIGHTBUS

Driving Innovation in Export Exporting is central to the resilience and growth of the UK manufacturing sector and here in Northern Ireland, the prize is sizeable. Barclays’ Corporate Report, The Export Dividend, reveals that 75% of non-exporting manufacturers plan to start in 2022; and by 2030, export sales could be worth £6.4bn per year to Northern Ireland, an annual increase of £354m over current levels.

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09/05/2022 14:07

FEATURE

FUELLING EXPORT OPPORTUNITIES Ballymena-based Wrightbus is poised to explore new markets with its range of zero-emissions buses including the worldfirst hydrogen-powered, zero-emissions double-decker bus, the Hydroliner, launched at the end of 2020.

With its remarkable innovation, the timing couldn’t have been better for Wrightbus. The launch came just ahead of the G7 conference, with governments around the world seeking novel ways to reach ambitious zero emissions targets.

Neil Collins, managing director of Wrightbus, said, “Sustainable mass transport is a way to reduce a lot of people’s carbon footprint very quickly.

Given what we’ve invested in research and development, we have a huge global opportunity.

“Our range of zero-emissions buses has dramatically shifted our product focus in just one year. In 2021, diesel buses made up 70% of our orders; now 70% of our order book is for the new zero-emission models.

“Our current revenue profile is roughly 70% UK and 30% export markets. Of this, the Republic of Ireland is around half. We see major export opportunities in the next five years across Europe and we have a factory in Malaysia which will allow us to supply customers in Malaysia, Hong Kong, Singapore and Japan.”

DATA INTELLIGENCE IS KEY “The biggest challenge in export is in making the right market selections. Our export strategy is governed heavily by data.

“We take information from a lot of sources. We’ll look at the size and age of a market’s bus fleet and – critically – the aims of the country or region’s government to ‘green the fleet’, which varies vastly from country to country.

“We also pay close attention to regional tendering and procurement processes.

We employ people across Europe who are highly skilled in tech and engineering. We talk to industry bodies and local operators who are not direct competitors. We also use agencies like Invest NI and others, and we can avail of useful market insights from our bankers at Barclays.

“In the wider picture, we also consider who supplies the fuel in those countries as this is a key consideration for our innovation. Germany, for example, is well ahead on this, with a number of major hydrogen hubs.”

SKILLS AND INNOVATION “Skills are essential to our export success.

We’ve grown from 58 employees in 2019 to almost 800 today. The move to zero emissions is the biggest change in transportation in 75 years; it’s a shift from mechanical engineering and combustion, to handling gas and hydrogen power.

We’re manufacturing one of the most complex pieces of kit on the island of Ireland.

“The innovation is all driven here in Ballymena. We have a very large engineering team with around 90 people in our R&D team and we fund 35 research posts at Queen’s University.

“We’re also really pleased that Mid & East Antrim Council has seized the opportunity to invent the ‘cleantech’ belt, with Ballymena now home to a Hydrogen Academy and the IC4 Centre for renewables and clean technology.”

Not Just About the Core Product “Export is not just about selling and shipping the core product. For us, the infrastructure is essential, and we have a sister company, RYZE Hydrogen, focused on the transport and distribution of hydrogen fuel.

“We also have a heavy focus on parts, aftercare and servicing to keep our buses on the road. We’ve developed a very sophisticated telematics system to predict any tech or mechanical issues.

This technology has a broad market opportunity and in due course should create job opportunities in software engineering, electronic engineering and data analysis.”

SUPPLY CHAIN CHALLENGES “Like most manufacturers, the supply chain in the last couple of years has been a challenge, particularly things like chips and the cost of shipping. Commodity cost rises have put pressure on the price of steel and aluminium, and lithium and cobalt, used for battery cells, have gone up, although we’re pleased the cost of hydrogen cells is coming down. Things are hopefully starting to level out.”

EXPORT FUNDING SUPPORT “We availed of Trade Finance support from Barclays in the form of bonds and guarantees. This delivered confidence for a major customer with whom we were negotiating a very large contract. We are also exploring how other support, such as the UK Export Finance schemes, can be used to help finance build programmes.

“There’s no doubt that having Barclays’

support helped us to secure contracts which are significant in value. We have a very open relationship with them and they do everything in their power to assist us.”

GETTING STARTED IN EXPORT Neil Collins’ three pieces of advice to any business getting started in exporting are: • Gather as much market data as possible; use all possible resources and networks you can.

• Think about how you can dip your toe in a new market to gain a quick win, without over-exposing your business to risk.

• Don’t stop with the core product; think about support after sales and the whole ecosystem your product relies on.

“We availed of Trade Finance support from Barclays in the form of bonds and guarantees.

This delivered confidence for a major customer with whom we were negotiating a very large contract. We are also exploring how other support, such as the UK Export Finance schemes, can be used to help finance build programmes.”

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06/05/2022 15:05

EVENTS

Sector Club

NI Chamber and Barclays recently hosted a Sector Club event for those working in the manufacturing sector. Neil Collins, Managing Director at Wrightbus shared the company’s impressive growth story and discussed key learnings and challenges associated with growing a manufacturing firm in Northern Ireland. Lee Collinson, Managing Director and Head of Manufacturing, Transport and Logistics at Barclays also gave an insight into opportunities for manufacturing companies to grow through exporting.

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1. Lee Collinson (Managing Director and Head of Manufacturing, Transport and Logistics at Barclays); Catriona Henry (Business Support Manager at NI Chamber); John Mathers (Corporate Development Director at Barclays) and Neil Collins (Managing Director of Wrightbus).

2. Sue Burns (Head of Sales and Marketing at the William J Clinton Leadership Institute at Queen’s University Belfast) and Martin McNamee (Sales Director at Euro Spring Limited).

3. David Patterson (Business Development Director at Virgin Media O2 Business); Brian McCrory (Chief Operating Officer at Outsource Solutions NI) and Stephen Crawford (Sales Director at Outsource Solutions NI).

4. Mary Lilley (Head of Procurement & Supply at Smiley Monroe); John Mathers (Corporate Development Director at Barclays) and Judith Neill

(Head of Business Growth at Pinnacle Growth Group). and Peter Browne.

5. John Murray (Solutions Sales at Xperience) and Alan Peters (Commercial Director at Nitronica).

6. Andrew Robinson (Managing Director of Boomer Industries) and Neil Collins (Managing Director at Wrightbus).

7. Simon Locke (Director of Manufacturing at Artemis Technologies Ltd) and Chris Rankin (Cloud and Managed IT Sales Specialist at Xperience).

8. Kirsty McBride (Finance Director at Wrightbus) and Andrew Robinson (Managing Director at Boomer Industries Ltd).

9. Adrian Doran (Head of Corporate Banking at Barclays) and Chris Monroe (Managing Director of Smiley Monroe Ltd).

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06/05/2022 15:08

PROUD PARTNER OF A WORLD-CLASS EVENT

By Cormac McKervey, Senior Agricultural Manager, Ulster Bank There is much excitement in the air about the return to a full-scale Balmoral Show with Ulster Bank. Thankfully most restrictions have been lifted and while the reduced event in September 2021 was a success, it feels extra special that this year’s event will be much closer to the Balmoral Show we are all familiar with.

This will be Ulster Bank’s 13th show as principal sponsor and while 13 may be unlucky for some, everyone at Ulster Bank feels honoured to be a proud partner of what is now a truly world-class event.

At its heart, the Balmoral Show is a celebration of our local agriculture sector which, thanks to the talented growers and producers working in this industry, has put Northern Ireland on the map and cemented its reputation as a leading food destination on the world stage.

The reality is, however, that some in the industry may not feel like celebrating this year.

Farmers here are operating through very challenging times with input costs rising at an almost unprecedented scale and margins for produce remaining static.

Conflict in Ukraine, disruption to supply chains, and Brexit implications are just some of the issues weighing heavy on the sector

and while profitability has yet to dip, certain sub-sectors of the industry are being exposed to greater risks than others.

With all of this going on in the background, our message to farmers and businesses attending the Balmoral Show is that we understand your concerns and we are ready to offer you support, both through the funds we have available to lend and through the expertise of our teams. We are also encouraging farmers to try and look for new opportunities, in particular when it comes to transitioning to cleaner business practices.

Given the very real problems associated with climate change it is crucial that farmers are considered as part of the solution to tackling this issue. We want to work in partnership with the sector in this area and can provide the tools and expertise agribusinesses need to fulfil their green ambitions.

We have recently launched two new green propositions including green loans and green asset finance options and all of our business managers now undergo specialist climate training.

The Balmoral Show remains the standout event in the local agri-food calendar and for good reason. It is a chance to come together as a sector, bring ideas to market and tap

into the strong sense of pride that unites us all. Whether you are there for the livestock competitions, exhibiting your produce or simply taking the opportunity to catch up with old friends, I wish you an enjoyable visit to the show and look forward to welcoming you throughout the four days of the event.

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06/05/2022 15:09

FEATURE

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FEATURE

In focus

Newry Newry and Mourne District is an area of great significance to the NI economy.

Here, some of its key players talk about why the region is rich in potential.

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FEATURE

Invest NI’s most recent profile on the Newry and Mourne region illustrated a wealth of privately and locally owned enterprises reaching out to global markets.

It showed a fortune of advanced engineering and manufacturing, agri food and construction sectors as well as finance and professional services operations occupying its business landscape, with 96% of businesses there owned locally while some 40.1% of sales made there are done so with international clientele.

mushrooming enterprises including Modern Tyres which benefitted from a £5.6m investment creating over 20 jobs.

It also put £4m into Warrenpointbased food manufacturer Deli Lites, which will create 45 jobs. Meanwhile, Newry-based modular bathroom pods manufacturer Connex Offsite Limited has been supported by Invest NI on its growth journey which will see it create 50 jobs to expand into international markets.

Chris Marsden

Its private sector is particularly buoyant according to that same report which revealed 75% of employment in the area is within the private sector.

It showed a fortune of advanced engineering and manufacturing, agri food and construction sectors as well as finance and professional services operations occupying its business landscape, with 96% of businesses there owned locally while some 40.1% of sales made there are done so with international clientele.

Its private sector is particularly buoyant according to that same report which revealed 75% of employment in the area is within the private sector.

And other stats show the region has a much higher than average one-year business survival rate of more than 90%.

In recent months Invest NI has pumped funding into some of the area’s

In the finance sector, PKF-FPM, founded in August 1991 in Newry, is now recognised as one of the largest independent accountancy and business advisory firms on the island of Ireland.

“We’ve been positioning clients for success at home and in export markets around the globe,” he begins.

In recent months Invest NI has pumped funding into some of the area’s mushrooming enterprises including Modern Tyres which benefitted from a £5.6m investment creating over 20 jobs.

Invest NI’s most recent profile on the Newry and Mourne region illustrated a wealth of privately and locally owned enterprises reaching out to global markets.

Asked how he views Newry’s future as a business hub, he says: “There could be an opportunity for Newry being in a unique position as the gateway to Europe from the UK. Being ideally situated between Belfast and Dublin ports leaves transport ideal for developing into both areas.”

Fresh from celebrating its 30th anniversary, the 126-strong team at PKFFPM continue to serve businesses across all of Ireland with a “renewed energy and focus to create a legacy firm” says its Managing Director, Feargal McCormack.

And other stats show the region has a much higher than average one-year business survival rate of more than 90%.

It also put £4m into Warrenpointbased food manufacturer Deli Lites, which will create 45 jobs. Meanwhile, Newry-based modular bathroom pods manufacturer Connex Offsite Limited has been supported by Invest NI on its growth journey which will see it create 50 jobs to expand into international markets.

years, working with contractors like Mount Anvil and Wates.”

Feargal says the firm’s practice strategy of “investing in the best” is the backbone to its success and longevity.

He adds that it seeks to “retain the best people, through a talent-management programme and by connecting and inspiring staff”.

Chris Marsden, sales director at Connex Offsite, which makes pods for the residential, hospitality and care home sectors said: “Newry has a strong supply of highly skilled people which is the basis of a great business.

“This has enabled the firm to consistently provide services to exceed clients’ expectations, but equally facilitate the team to evolve into not just exceptional accountants, but exceptional business and community leaders.”

“It has had a long list of innovative and entrepreneurial companies which set the bar at a very high level.”

He says those businesses that have excelled set a benchmark that inspires and “filters down through most of the developing businesses in Newry”.

Northern Ireland’s only bathroom pod manufacturer Connex Offsite employs 68 people, with two subcontractors. It recently won one of its biggest contracts to date in London, a market where it is thriving.

Its quick success over its four-year history has seen it expand its manufacturing facility to 100,000sq ft.

Chris adds: “Our latest contract win is in central London for the main contractor Wates. We are proud to have broken into the London market over the last four

Feargal McCormack

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Its strategy is paying off if its list of awards is anything to go by. In recent years it has beckoned titles including Transaction Team of the Year at NI Dealmakers Awards 2021; Large Practice of the Year at Irish Accountancy Awards 2020 and Best Company to work for – Sunday Times Top 100, among others.

Set up by engineering brothers Joseph, Aidan and Colin Doherty from Lislea, the Group is now looking to develop new and innovative waste-derived products, targeting the electronics, chemical processing and agricultural sectors – “a far cry from ‘simply’ sorting and reselling household recyclables – paper, cardboard, glass, metals and plastics”.

“Greater Newry has established a great reputation for post-primary education excellence and has delivered an appropriate supply of talent and digital infrastructure to enable businesses like PKF-FPM service the island of Ireland and beyond,” adds Feargal.

He says the talent pool, the rich education system and “easy access to Dublin and Belfast via roads and rail, and access to global markets via Warrenpoint Port and three airports” are key to opportunity in the region.

At Southern Regional College (SRC), the talent pool is only too evident, says its head of Business Engagement, Tracy Rice, who works closely with the Newry business community.

The college’s Business Support and Innovation Centre houses a range of specialists from different sectors. They reach out to those on the ground to identify needs and provide solutions.

This covers everything from prototyping to engineering, food product development and tourism.

“We carry out an audit with each of our clients to ensure we can tailor our skills programmes to their needs. With a strong business development team engaging with our local business sector daily, we are very aware of the needs of our businesses and we quickly pick up on common issues and skills gaps within industry sectors which we address immediately by developing appropriate solutions which are delivered flexibly to suit business needs,” says Tracy.

Specialisms at the college include Life and Health Sciences, for which it is a hub across the further and higher education sectors.

“Over the last five years, we have developed a solid Higher Level Apprenticeships (HLA) offer in line with local industry needs. HLAs are a great solution to addressing skills gaps,” adds Tracy.

“The business sector in Newry is very strong. Newry is a great place to live, work and study and all the key stakeholders in Newry are committed to working together to deliver that message.”

It also has a fleet of 20 lorries and managing its own logistics is very important for business activity.

The company is a true Newry success story, employing 300 staff across two sites; one in south Down and another in south Armagh and there are more triumphs ahead.

Tracy Rice

Environmental and waste services firm, Re-Gen Group, agrees.

Joseph Doherty, managing director there, says: “There are numerous opportunities for a company based in Newry. There is a highly educated flexible workforce, and employees with a ‘can do’ attitude. We also have excellent shipping facilities from Warrenpoint Port for international exports and, with direct access to the main road on the island, Newry is halfway between the two largest cities on the island.”

Joseph continues: “Re-Gen will be bringing an additional £25 million a year to the Northern Ireland economy as a result of its plans for a £22 million Circular Economy Resource Park. The park on an 8-acre site at Carnbane Business Park will be self-funded.”

Joseph Doherty

Eighteen-year-old Re-Gen has been at the forefront of delivering more sustainable waste solutions for households to multinational petrochemical giants.

It works with local authorities across GB and Ireland on everything from waste procession to recyclables extraction. It also manufactures waste-derived fuelstock for high efficiency combined Heat & Power Plants which is exported to Norway, Sweden and Spain via Warrenpoint Port.

“We’ve been positioning clients for success at home and in export markets around the globe”

Like the latter employers, he says Newry is an environment conducive to doing good business. He adds: “There are numerous opportunities for a company based in Newry. There is a highly-educated flexible workforce, and employees with a ‘can do’ attitude. We also have excellent shipping facilities from Warrenpoint Port for international exports and, with direct access to the main road on the island, Newry is halfway between the two largest cities on the island.”

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09/05/2022 14:16

FEATURE

Empowerment For The Future Microsoft Ireland is much more than a service and product provider, its new General Manager Anne Sheehan tells Ambition. It has become a multilayered organisation that partners with businesses, educates the young early and nurtures tomorrow’s digital revolution.

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FEATURE

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FEATURE

A

nne Sheehan replaced Microsoft’s Cathriona Hallahan who retired from the company after 35 years in July last year.

In her role as the new GM she says she’s been “amazed” by how open businesses here are to leveraging the organisation’s platforms and tools to become fast adopters of technology.

The former director of Vodafone Business UK has got businesses’ adoption of new tech, specifically AI and cloud services, at the top of her agenda but there’s an overriding obligation at the company to ensure it nurtures the here and now of new business start-ups, talent and the future IT specialists too.

“I’m passionate about partnering with organisations to help them find ways to use digital technology to drive success now and in the future, so that businesses and the public sector can harness the opportunities of our digital age to empower economic growth and drive societal impact,” Anne begins.

She says the goal is to equip businesses around the whole of Ireland with the tools and skills they need to “continue transforming at speed and by embracing new technologies”.

And with our new hybrid working model in force, the reliance on tech and the move to more specialised tech is more important than ever. Anne describes it as a “seismic shift”.

“Our team is focused on helping business leaders to navigate the shift to hybrid working and the obstacles that lie along that path.

“It’s clear that there is no appetite to revert to the pre-pandemic ways of working, and nor should there be. With the right support and tools, a hybrid working model can unlock the potential for a workplace that works for everyone.

“At an organisational level, through applications such as Microsoft Viva, aggregated data can provide businesses and HR leaders with a deeper understanding of how employees are navigating the hybrid environment. These insights will support leadership and HR teams in crafting effective strategies that empower managers, establish boundaries around flexible working hours, and create equity between the digital and physical experience.”

She says cloud and AI will lead the way with tech adoption during this transition, adding: “Microsoft is working to make AI accessible to every individual and organisation. Our goal is to amplify people’s ingenuity with intelligent technology by infusing AI into everything we do. This will enable our customers and partners to put AI into action so they can turn data-driven insights into meaningful and positive innovation and business results outcomes.

“Cloud technology is a growth sector providing an increasing number of job opportunities each year. With the share of organisations expected to use the cloud for all, or almost all, of their business requirements set to jump 22% within three years, it’s vital that we equip people with the cloud skills to match the in-demand roles emerging within our economy.”

With this in mind, the company has ramped up its educational offering including the Microsoft Skill Forward programme that provides industryrecognised certifications in Azure, Security, Azure AI, Power Platform, and Data.

Anne continues: “Later this year, we’ll be opening our fourth Assured Skills Academy, a partnership between Microsoft and Belfast Met. The programme focuses on data and AI, and provides an opportunity for people, irrespective of age or experience, to acquire the right skills to participate fully in the digital economy.”

The company has also pumped £1m into Microsoft Dream Space at W5’s Digital Learning Centre which will open later this year.

Anne says this will “help strengthen Northern Ireland’s future talent pipeline so that our young people of today can become tomorrow’s digital leaders”.

Access to Microsoft Dream Space at W5 will be made available to primary and secondary school students across NI. The digital skills experience is delivered

by Microsoft across the island of Ireland and has already engaged over 80,000 students through a mix of in-person and virtual experiences. The physical presence of Microsoft Dream Space at W5 will make it even easier for students across Northern Ireland to engage with the experience, opening their minds to the power of digital technology and STEM in exciting new ways and demonstrating to them the crucial role that these areas have in their lives now and into the future.

Microsoft is known for following through with ambitious strategies. Its history here is evidence of that. It was first established on the island of Ireland in 1985. Since then, it has expanded immensely to today employing more than 2,800 people who represent over 70 nationalities.

From a growing team of engineers and software developers, Microsoft International Operations, Finance, HR, EMEA Digital Sales, and Ireland Sales and Marketing teams, Anne says its Irish entity has “an ambition to help every organisation, through the power of technology, to achieve more”.

It will do this by placing a focus on customer solution areas.

“These include security, business applications, data and AI, infrastructure, and modern work. We’re currently

experiencing a seismic shift that’s rewiring the fundamentals of work, the economy, and the labour force as we know it,” she explains.

As a result of that shift, last year it announced the expansion of its Dublinbased EMEA Digital Sales team with the creation of 200 new jobs and the establishment of the new Microsoft Sales Academy.

It also created 200 new engineering roles which is an investment of €27m (£23m) in a new Engineering Hub in Leopardstown, Dublin in 2020.

“The strength of our presence and the breadth of our expertise provide us with the opportunity to help our customers and partners to innovate, scale up and succeed in a digital world. As we look to the future, we are seeing significant interest from organisations of all sizes to embrace and build on their investments to realise the full economic, environmental, and business benefits of digitalisation on a much larger scale – with cloud adoption and AI central to their plans.”

In Northern Ireland the latter investments are reflected in business partnerships, says Anne.

“I’m a firm believer that when we work together, we can grow together. That belief is at the very centre of our relationships with our customers and partners across Northern Ireland. From the education and healthcare community to the broader public sector, Microsoft has developed long-lasting partnerships which are unlocking new business opportunities as well as helping to solve the challenges facing our society.

That has been the driving force behind our Partner Pledge, a statement of intent shared by our partners to become ambassadors for digital skills, advocates for responsible and ethical AI, and leaders committed to building a diverse and inclusive tech sector that supports an environmentally sustainable future for our planet.”

She references Microsoft’s partnership with Capita as an example of using digital technologies to empower educators to help equip the next generation with the digital skills to compete in the jobs market and become future innovators in Northern Ireland.

She concludes: “This partnership highlights the impact we can achieve for teachers, students, and the wider education system by working together. Through the roll-out of over 20,000 Microsoft Surface laptops to teachers across Northern Ireland, we can empower them to test and trial new ways of teaching, helping to equip the next generation with the digital skills they’ll need to participate in the jobs of today and tomorrow.”

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NEWS

Environmental services firm Veolia recruiting for 60 positions

James Eyre, Commercial Director, Titanic Quarter and Andrew McQueen, Managing Director, Smoothie Factory UK & Ireland.

Global franchise set to open flagship store in Titanic Quarter One of the world’s most exciting and fastest growing juice bar brands, Smoothie Factory, has confirmed it will open its first UK and Ireland store in the heart of Belfast’s vibrant Titanic Quarter this summer.

The American juice bar franchise, known for its innovative, delicious and healthy products, has signed a lease agreement to open a

flagship store at ARC Retail, Titanic Quarter.

gelato; perfect for breakfast, lunch and evening meal.

Established in 1996 by US Olympic athlete James Villasana, Smoothie Factory is much more than a juice bar, serving a wide range of products including 100% real fruit smoothies, cold pressed juices, salads, sandwiches, superfood bowls, coffee and

With more than 120 stores in 20 countries, the decision by Smoothie Factory to locate a flagship store at ARC Retail represents a significant endorsement of both Titanic Quarter and Belfast.

CBRE NI acted for Titanic Quarter Ltd in the letting.

More than 200 members of Northern Ireland’s business community gathered at Belfast’s The Merchant Hotel to hear the star speak about his experience of rowing across the Atlantic Ocean, his expedition to the summit of Mount Everest, and how he overcame challenges along the way.

Shoosmiths Partner Gillian Crotty, Ben Fogle, and Shoosmiths Partner Mark Blair.

Ben Fogle recounts tales of resilience to Belfast’s business community Award-winning broadcaster, writer and adventurer Ben Fogle recently joined UK law firm Shoosmiths to recount tales of resilience from his illustrious career to a packed audience of the firm’s clients and contacts.

Guests at the event heard of how Ben coped while being stranded at sea, miles from any shipping routes after having been capsized by a huge wave two thirds into the Atlantic Rowing Race with Olympic gold medallist rower James Cracknell OBE. Ben then shared how teamwork and resilience enabled him to summit Everest, thanks to the heroic acts of experienced Sherpa Ming Dorjee and mountaineer Kenton Cool, who gave him their oxygen equipment in the death zone when his failed twice.

Mark Blair, co-head of the Belfast office, commented: “It was an honour to hear Ben speak about the challenges he has faced on his numerous adventures and how he overcame them. He spoke of some life-or-death situations and the resilience and resolve that was required to get through them, which was incredibly interesting.”

Environmental services company Veolia Ireland is recruiting for 60 positions to join its almost 700-strong team across the island of Ireland.

More than half are new roles created thanks to business growth as its clients, the largest industrial firms in Ireland, seek expert solutions to achieve carbon reduction targets.

Veolia has a variety of positions available across offices in Dublin, Cork, Kilkenny and Belfast, in addition to a number of sitebased roles around the Republic of Ireland.

The industryleading roles span from graduate to senior level, and Veolia is now actively recruiting for all roles as it expands to meet growing demand from its clients.

Those interested in applying can find more information on Veolia Ireland’s website.

Gillian Crotty, co-head of the Belfast office added: “We all know Ben from his award-winning programmes on TV, but getting to know the Ben behind the camera and what drives him was really enlightening. The level of support we received for the event from our clients really made it a fantastic evening.”

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10/05/2022 12:43

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10/05/2022 16:27

APPOINTMENTS

A

NEW

PPOINTMENTS IN THE BUSINESS COMMUNITY

AIDAN LYONS

AISLING WOGAN

JUDE COPELAND

LAUREN AGNEW

Director at Grant Thornton Belfast

Solicitor at Cleaver Fulton Rankin

Associate at Cleaver Fulton Rankin

Solicitor at Cleaver Fulton Rankin

ELLEN DICKSON

ANDREW MCKIBBIN

KEITH DUNN

KEVIN HOLLAND

Strategic Director of Health at Telefónica Tech UK&I

Partner at Deloitte Digital

Associate at A&L Goodbody

Chief Commercial Officer at Norbrook

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appointments APPOINTMENTS

KEVIN KINGSTON

DEBORAH ARCHER

LISA FENNER

LUCY MARSHALL

Non-Executive Director at Norbrook

Banking and Finance Partner at Eversheds Sutherland

Group Procurement Manager at AG

Community Manager at Workplus

RACHEL BLACK

SIMON FAHY

SIMON WEST

TARA HARRINGTON

Associate at Cleaver Fulton Rankin

Director at EY-Parthenon

Production Manager at Kilwaughter Minerals

Creative Lead at Lighthouse Communications

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APPOINTMENTS

Fergus McIlduff, Rodney Lowry, Rachel McCausland and Neil Gamble.

Flexibility ‘Key to Recruitment and Retention’ As Cost of Living Soars The latest ‘NIJobs.com Job Report with Ulster Bank’ indicates that the job market is rebalancing following the unprecedented surge in recruitment of the last 12 months. The number of people looking for new opportunities is on the up, with NIJobs recording a 20% rise in applications for roles in the first three months of 2022, compared to the same period last year.

Lowe Corporation Announces New CEO and Strengthens Board Refrigeration, commercial catering equipment and kitchen rental company, Lowe Corporation, has appointed Rachel McCausland as its CEO. In her new role, Rachel will set about bringing on the next exciting phase of growth at Lowe, focusing on expanding

the company’s resilient rental service lines, building out the world-class teams that run them and guiding the business successfully into the climate tech industry.

Rachel is a graduate of Ulster University and has been working with Lowe since 2008, most recently

Outsource Appoints New Head of People and Culture Susan Hill and Eamonn Bunting from Outsource Group.

serving as the awardwinning company’s chief commercial officer.

The company has also announced a further two new appointments, Neil Gamble (CFO) and Fergus McIlduff (CTO).

Fast-growing Outsource Group has appointed one of the leading HR professionals in Northern Ireland’s tech sector to help it immediately recruit 30 new people and ultimately double its workforce.

Susan Hill becomes the IT company’s head of people and culture following roles with Decision Time and Novosco, where she worked for 13 years.

During her tenure with Novosco she played key roles in helping the workforce grow from 35 to 300 people.

In March 2022, Outsource Group announced a merger with ANSEC IA, one of the most highly regarded IT security consultancies in the UK & Ireland. The deal will see ANSEC IA become part of Outsource Group, creating a ‘powerhouse in security-focused IT managed services’.

Listings on the NIJobs. com platform in Q1 2022 eased back 4% relative to the previous quarter and 14% below Q3 2021’s high water mark which coincided with last summer’s ‘Great Reopening’. Despite the slowdown in job postings, the level of demand was 61% above Q1 2021 levels and 68% higher than the corresponding quarter in 2019 (which pre-dated the pandemic).

Although there are signs of stabilisation after a record surge across the recruitment market, demand for skills and certain roles is still exceeding supply in some sectors. The top in-demand professional roles that companies have been seeking throughout Q1 include software engineers and developers, project managers and business analysts.

The first three months of the year have also shown renewed jobseeker activity with more people looking for new jobs. As well as a post-pandemic re-evaluation of their career choices, the current cost of living squeeze may also be a factor in driving the increased interest in job hunting. It’s time for employers to adapt, rethink and be more flexible in their approach in order to attract the best candidates.

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LIFESTYLE

James Stinson

Fresh Tweaks for Popular Mazda CX-5 Evolution, not revolution, is the name of the game for Mazda’s latest CX-5, writes James Stinson.

but it works and is hopefully a sign of things to come with other models from Mazda.

Depending on trim, customers can choose from either 2.0 litre (163bhp) or 2.5 litre (191bhp) petrol engines. There are a couple of diesels too. These aren’t terribly on trend at the minute but shouldn’t be discounted, especially if you plan to do some serious towing and/or mileage. Economy is decent with the petrols delivering claimed mpg in the low 40s while the diesels deliver high 40s mpg.

T

he CX-5 has been one of Mazda’s best-selling cars since it was launched a decade ago, accounting for around 25% of sales. Buyers like the CX-5’s classy styling, upmarket feel and solid engineering.

Predicted to be the biggest seller in the UK, the Sport model is offered with a choice of 163bhp Skyactiv-G petrol or 148bhp and 181bhp Skyactiv-D diesels. The higher-output diesel is offered with a choice of front or all-wheel drive. Matched exclusively to an automatic gearbox, this 181bhp Skyactiv-D AWD Sport is the entry point of Mazda’s i-Activ all-wheel drive system.

Still, the SUV market is a crowded one so you rest on your laurels at your peril. This latest 2022 model variant features a host of little tweaks, ironing out some of the few imperfections of the previous car.

Inside, the cabin is the usual Mazda fare. The seating position is excellent with good all-round visibility. There’s loads of space in the rear and a sizeable 512-litre boot. The controls are easy to navigate and the interior solid, high-end and comforting. The ride on the old car could be a little harsh and is now more accommodating and better matched for everyday driving.

There are more stand-out styling options designed to broaden the car’s appeal. The ride is more comfortable, with improved suspension and new, more supportive seats that are claimed to “reduce fatigue”.

The cabin too is even more pleasant with road noise greatly reduced.

The CX-5 line-up features five trim levels: SE-L, Newground, Sport, Sport Black and GT Sport. The rather unusually named Newground is the one that really catches the eye.

It’s not a cheap car but does come with plenty of kit. The aforementioned Sport version features 19-inch alloys, a reversing camera, an electric sunroof, electrically adjustable front seats and a powered tailgate as standard.

It features a more rugged look with front and rear silver underguard trims matched to silver lower body side skirts, black door mirrors and 19-inch black diamond-cut alloy wheels.

Apple CarPlay and Android Auto are standard across the range as is wireless phone charging and a new safety feature – Cruise and Traffic Support (CTS) – that helps reduce driver fatigue by assisting with accelerator, brake pedal and steering operations when stuck in traffic jams.

Subtle lime green accents in the grille are replicated inside with lime green air vent louver trims, while the Newground’s black half-leatherette seats have matching green piping. The boot even features a reversible waterproof floor, while the Newground can be specified in a highly distinctive new Zircon Sand metallic paint colour (pictured).

Entry level prices begin at £28,175 with the Sport trim starting at £30,795. The range tops out close to £40k for the all-wheel drive GT Sport with the more powerful diesel motor.

This new focus on colourful individual styling touches is a departure

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LIFESTYLE

James Stinson

Not All Heroes Wear Capes The Isuzu D-Max is more than just a workhorse, writes James Stinson.

Y

ou might have wondered why there are so many pickups on our roads. Builders, decorators, farmers and landscape gardeners are all pulling up in these trusty workhorses. They’ve traditionally been bought because they’re built like tanks, can pull and carry a lot and will traverse almost any terrain.

For example, the range-topping ‘adventure’ V-Cross variant, from £32,349 plus VAT, comes with neat styling touches including ‘gun metal’ trim on the grille and door mirrors, as well as 18-inch alloys, side steps and a 9-inch touchscreen with an eight-speaker sound system. There are things like Apple CarPlay, Android Auto and Isofix points in the rear so you can use it as a proper family car.

But pick-ups have developed a lot in recent years. They’re now pretty comfortable and have much better road manners than previous versions. They come laden with goodies like heated seats, reversing cameras and infotainment systems which means you could, and many people do, use them outside of work too.

On the road it feels plenty quick and surprisingly planted for such a high-riding, lumpy vehicle. The cabin is pretty refined and comfortable with big, supportive seats and a commanding view. With a mighty towing capacity of 3,500kg and a load bed that can carry more than a tonne, it will also do the hard stuff when called upon.

The market has thinned out considerably in recent years with many manufacturers – Mercedes, VW and Nissan among them – deciding to exit the pick-up market to comply with EU emissions regulations that aim to reduce these across manufacturer ranges.

The D-Max has genuine off-road credentials too, with a ‘shift on the fly’ transmission that allows you to switch between rear-wheel drive and four-wheel drive with the twist of a dial. Another setting is ‘4L’, which puts the transmission into a lower ratio.

That leaves Ford, with its Ranger, Toyota, with the Hilux, and Isuzu, with its multi award-winning D-Max dominating the market.

Isuzu has recently expanded the D-Max range from 11 to 17 models, introducing many features normally associated with high-end cars and luxury 4x4s.

If your work involves a lot of off-roading the ‘all-purpose’ versions all come with a locking rear differential for improved off-road ability.

Even these cheaper versions, from £26,990 excl VAT, come with niceties including alloy wheels and heated front seats.

‘All-purpose’ versions can also be had with leather trim, LED headlamps, parking sensors, a reversing camera, automatic gearbox and a load of safety equipment. There’s a five-year/125,000-mile warranty as well.

The range consists of single-cab, extended-cab and double-cab variants. The double-cab variants are popular because they give you proper five-seat carrying capacity to go with the load-carrying credentials. The range is divided into ‘business’, from £21,999, ‘allpurpose’ and ‘adventure’. The further up the range, the more dignified and luxurious the experience is.

Isuzu, which only sells pick-ups, is a complete novelty and proof that there’s merit in sticking to what you are good at.

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NEWS

Linwoods appoints Patrick Woods to Managing Director Linwoods, one of Ireland’s leading health food brands has announced the appointment of Patrick Woods to Managing Director. Patrick takes over the role from his father John Woods who led the company for the past 60 years. John will continue to have a key strategic role in the company.

Patrick who has worked in the business since a teenager has a background in food and nutrition having qualified with a degree in Food Nutrition and Health from CAFRE. He has two younger siblings Joseph and Ellen, both of whom are also involved in the business. Patrick is particularly keen to improve on the sustainability side of the Linwoods business through manufacturing and packaging.

Started over 50 years ago with a small local shop owned by the Woods family in Co. Armagh, Linwoods is today one of Ireland’s leading health food brands having experienced an increase in turnover of 17% in 2020-2021. The company aims to enhance people’s health and wellbeing, helping them feel great everyday by providing sustainable and healthy food.

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15/04/2022 09:56:34 15/04/2022 09:56:34

11/05/2022 09:14

Columnist Aoife McDowell Sync NI

Let’s Talk Tech Innovation and opportunities: The spotlight continues to shine brightly on Northern Ireland’s technology sector.

First ever Northern Ireland FinTech Symposium takes place in Belfast The first ever Northern Ireland FinTech Symposium has convened in Belfast to celebrate an industry that contributes £392 million in GVA to the local economy.

The two-day event hosted by FinTech NI, the independent voice of fintech in Northern Ireland, brought together fintech leaders from across the UK with the chief executives, funding organisations, educational institutions and professional services that support the fintech ecosystem in Northern Ireland.

The symposium brought together over 70 delegates to examine how the sector is heading towards the creation of thousands more jobs and the attraction of over £25 million in Foreign Direct

Investment to Northern Ireland.

Speaking about the event, Andrew Jenkins, chair of FinTech NI and HMT FinTech Envoy for Northern Ireland, said: “This was an opportunity to unite the sector, celebrate our achievements and showcase our potential both locally and to the rest of the UK. FinTech NI exists to promote the region as a leading global fintech hub, and today’s event will be the first of many as we seek to implement our three-year strategy and take the fintech sector to the next level.”

The Northern Ireland FinTech Symposium 2022 was supported by A&L Goodbody, Invest NI, Deloitte and Fintech Nexus.

FinTrU named in Financial Times Europe’s Fastest Growing Companies for second year For the second year in a row, FinTrU has been announced as one of Europe’s Fastest Growing Companies by the Financial Times.

The Financial Times, in partnership with Statista, sought to identify the 1,000 European companies with the strongest growth between 2017 and 2020 to feature in their annual FT1000 Europe’s Fastest Growing Companies League Table.

Working with Investment Banks around the globe, FinTrU designs technologyenabled solutions to help its clients meet their regulatory obligations.

Commenting on the recognition, FinTrU founder & CEO, Darragh McCarthy, said: “It is truly an honour for FinTrU to be named in such a prestigious league table for the second year in succession. It is a testament to our people and the commitment, hard work and ambition they have displayed with humility ever since FinTrU was first founded in 2013. Their high quality of work with our clients has led to our employees achieving this global award. Our client partnerships are very strong and we are excited for what the future holds as we continue to expand our product offering on an ever-increasing global scale.”

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Female tech talent recognised at Northern Ireland’s first Women in Tech Awards Northern Ireland’s outstanding women in tech were celebrated at the inaugural Women in Tech Awards, which took place recently at Belfast’s Europa Hotel.

Nearly 300 guests from all business sectors came together to recognise and reward the innovative individuals operating in today’s tech sector, in what was the first ceremony of its kind in

Northern Ireland.

Hosted by Sarah Travers and featuring a keynote speech from Deepa MannKler, chief executive of Neon, the awards honoured seven amazing women and one inspiring male.

The Outstanding Woman in Tech 2022 award, sponsored by Version 1, was presented to Patricia O’Hagan MBE, CEO of Core Systems, whose 20-year international tech experience spans the fields of engineering and product development.

Roseann Kelly, CEO at Women in

Business, commented on the awards: “It’s an honour to bring together so many inspiring and successful women from across Northern Ireland for the first Women in Tech Awards. This is a hugely exciting time for the tech sector locally, and with it comes an opportunity to platform those individuals leading the way. These awards are crucial to promote positive recognition and encourage others to strive towards achieving their goals and challenging outdated stereotypes across NI and beyond.”

BT Ireland Innovation Centre showcase highlights NI is leading the way in global research and development The BT Ireland Innovation Centre (BTIIC) based in Belfast has become an internationally recognised global centre for excellence in research, innovation and development since it launched in October 2017.

A collaboration between BT Technology’s Applied Research and IT departments and Ulster University, the ten-year programme is being jointly funded by local government as well as Invest Northern Ireland with a combined investment of £28 million.

The BTIIC has a team of 130 people and is unique as it combines industrial researchers, university researchers and industrial engineers within a single centre. It also includes 20 postdoctoral

and senior researchers and 12 PhD students from Ulster University.

A showcase attended by a number of industry professionals took place at W5 in Belfast to highlight the industryleading projects being created right here in Northern Ireland.

Speaking about the BTIIC, Cliona O’Boyle, senior manager of technical solutions at BT in Northern Ireland, said: “At BT, we have always led the way in research and development and we are at the forefront of driving technological change. We are the third-largest investor in R&D in the UK, investing £632 million in innovation. BTIIC is the cornerstone of BT’s Global Research & Innovation Programme and our showcase of projects highlights the very best of this research and development as we have embraced collaborations to innovate for good. Our aim is to create and ultimately deliver high-quality products and services for our customers.”

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09/05/2022 14:36

Columnist Mark Owens Managing Director (NI) at Civica

Art of the Digitally Possible An unforeseen consequence of the Covid pandemic has been the rapid acceleration in public service digitalisation. From online GP appointments to virtual classrooms, over the past two years, we’ve seen physical shutters come down and new digital ones open. The rapid embrace of digital technologies across the public space was, of course, fuelled by a global crisis. But the pandemic also put the art of the digitally possible firmly in the spotlight and this has in turn completely changed our expectations as citizens.

As our public services adjust to the realities of the new post-pandemic world, with hybrid and remote working increasingly the norm, we’ve got a unique opportunity to take what we’ve learned over the past two years to the next level. As well as ensuring that our public services are meeting the needs and expectations of a population with unprecedented levels of digital literacy, we can also tackle some of the longstanding efficiency and productivity challenges that have long beset our public services. To do so, the public sector needs to challenge some of the things it once took for granted, including its common understanding of the ‘workplace’.

REDEFINING THE DIGITAL DESK A shift away from the traditional static desk office environment isn’t by any means a radical new idea in the public sector. ‘Government Hubs’, the first of which opened in 2017 long before the pandemic hit, have already made it easier for public servants to “choose where, when and how they work” as the then Cabinet Office Minister Chris Skidmore put it. One of these flagship Hubs, based in Belfast City Centre, now houses the Northern Ireland Office,

supporting its vision to become a more “accessible, open and modern.

CIVIL SERVICE DEPARTMENT”.

With the right suite of digital tools, underpinned by high-quality, easily accessible data, public servants can deliver the same (or better) services regardless of whether they are based in Belfast or Ballycastle. Digitally enabled collaboration will not only improve efficiency within public bodies – it can also help to blur the boundaries between them, ensuring that public servants are making smarter, more informed decisions, shaped by data and insights from right across government.

PLUGGING THE SKILLS GAP A shift towards digitally enabled working will also make public sector jobs that bit more enticing, including amongst those with the skillsets which are most sought after. With geography no longer a factor, our public services can recruit from a much wider and more diverse talent pool in every corner of the province.

In much the same vein, data-driven digitally enabled public services will be far better positioned to help deliver on the ambitions of the Levelling Up agenda, a policy which offers enormous potential for both the public and private sectors in Northern Ireland and across the UK. DOING MORE WITH LESS – AND DOING IT SMARTER Many public bodies across Northern Ireland have faced substantially increased workloads on account of Brexit and the administrative challenges it has created. Lacking the scale and resources of much larger Whitehall departments, our public services are being expected to deliver more, with the same – or even less – resource. Data-driven

digital technologies offer a solution to this challenge, through automation of routine tasks, effective data sharing across departments and the pooling of common functions to drive greater efficiency.

MAINTAINING THE MOMENTUM During the pandemic, we proved that the crucial business of government could continue seamlessly without the need for everyone to be in a physical office environment. The critical enabler, of course, was digital technologies.

As we settle into new forms of hybrid working, it’s vital that we build on what we learned over the past two years. By exploiting digital technologies and data to their full potential, we can create a truly flexible, agile working environment for public servants across Northern Ireland, new employment opportunities for those in rural and remote locations and, ultimately, the best outcomes for our citizens and communities.

“During the pandemic, we proved that the crucial business of government could continue seamlessly without the need for everyone to be in a physical office environment. ”

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BE PART OF THE CONVERSATION Be a part of the conversation as the 2022 Harkin International Disability Employment Summit comes to Northern Ireland for the first time.

Harkin Belfast 2022 will be hosted at the renowned ICC Belfast 7- 8 June 2022 in partnership with The Harkin Institute and the Department for Communities.

Conceived in 2016 by Senator Tom Harkin, the Harkin Summit is internationally recognised in bringing together leaders and activists across Business, Government, Philanthropy, the Third and Voluntary Sector, and Academia to highlight and address disability employment issues, showcase best practice and success, build relationships and challenge for change.

The two-day event comprises an exciting agenda of keynote addresses, presentations and showcases, panel discussions, and workshops.

Join them to help positively reframe the narrative on how they approach, support and enable persons with disabilities to achieve their career goals and aspirations.

The Belfast package (£250) includes lunch and refreshments; a personalised programme for each day of the Summit, including plenary sessions and networking opportunities; online access to view recordings of all live-streamed sessions during and after the conference and digital copies of all presentations.

A virtual package is also available for those not able to attend in person.

DEDICATED TO HELPING YOU At AbbeyAutoline, they have a team of commercial experts who are dedicated to helping you put in place the types of cover most suited to your needs.

Business insurance protects your business from an array of risks such as: loss, theft and damage to equipment, property damage, business interruption, employee sickness or injury in the workplace, public injury or property damage caused by your business, third party business or financial loss caused by your work.

At AbbeyAutoline their team of dedicated experts are ready to help. Find out how they can assist your business www.abbeyautoline.co.uk

Register your place at www.harkinbelfast.com

AGNEW LEASING PARTNER UP WITH ULSTER RUGBY Agnew Leasing are delighted to announce that they have partnered with Ulster Rugby to provide their Affinity Car Scheme to all season ticket holders. Their Affinity Car Scheme will provide exclusive car offers and a secure, online quotation system to help you find the perfect car.

Their Affinity Car Scheme continues to go from strength-tostrength as more businesses add the scheme to their staff benefits.

The quotation system will enable your staff or members to select their make and model of vehicle and establish monthly costs that suit their budget by adjusting deposit, term, and mileage per annum on the selected vehicle.

Users benefit from additional manufacturer support, over and above normal levels, making rentals extremely competitive in the marketplace. At the end of the contract, customers hand their vehicle back, without any hassle or concerns over depreciation.

Their Affinity Car Scheme helps you attract the best talent and helps make your staff feel valued with no hassle or risk to your company.

To find out more contact their Affinity Car Scheme on 028 9038 6600 or visit. > agnewleasing.com/affinity-scheme/

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LIFESTYLE

Chris Rees, Head Chef at the River Room Restaurant at Galgorm Spa & Golf Resort

Dine & Wine

Rack of spring lamb with Jersey Royal potatoes, white asparagus, cauliflower and wild garlic

This is a staple spring dish from the River Room menu. It uses local spring lamb, new season Jersey Royal potatoes and wild garlic from the grounds of the resort. Also, it being English asparagus season, it is complemented nicely by a couple of spears of white asparagus. It has a nice rich and smooth cauliflower puree to add a bit of extra substance and another texture to the dish. Serves 2 For the cauliflower puree: Trim the florettes off the cauliflower and discard the stalks and leaves.

Cover with a little milk and a small knob of butter and simmer in a saucepan until the cauliflower is soft. Add around 50g of Parmesan and blend until smooth. Set aside.

For the Jersey Royal potatoes: Wash the potatoes until very clean then trim off a little lengthways on each side to form a flat surface.

Take a wide saucepan and coat the bottom with a little butter (around 75g).

Season the butter well then push the potatoes into it. Cook on a stove on a low-to-medium heat until they are golden on one side, being careful not to burn the butter. They can go into a low-temperature oven at this point if they are still not cooked.

For the white asparagus: Carefully peel a couple of spears of white asparagus. English is best this time of year, but green asparagus will do too. Rinse well with cold water then gently poach in salted boiling water. Checking with a small pointed knife, ensure they are just soft.

These can be gently rolled through the pan with the lamb racks until slightly golden just prior to serving.

Wine Recommendation:

For the wild garlic: Gather a few leaves and a few flowers of wild garlic from any known spots, or alternatively buy from a good vegetable shop.

Spring cabbage will work as well. Brush the leaves of garlic with a little oil and season, then set aside. Add the flowers and stems to the water with the white asparagus for around 30 seconds until slightly wilted then set aside.

For the lamb: Obtain a large 7-8 bone French trimmed lamb rack from a butcher.

Season well and place in a hot pan with oil. Colour until dark brown but not burnt – the best way to cook this is to place in a low-temperature oven wrapped in foil at around 120°C, then using a temperature probe to check when the core temperature is at 52°C (this should take around 40-50 mins), remove the lamb from the oven and allow to rest.

To assemble the dish: • First cook the lamb, then the potatoes.

• They can go in the oven together.

• Next make the cauliflower puree and keep warm.

• While the lamb and potatoes are in the oven, cook the asparagus in the water along with the garlic stems and flowers, add these to the pan the lamb was

•

•

• •

cooked in for a minute or so and gently colour in the lamb fat.

Remove the vegetables and add a little lamb stock to the pan to collect the juices then reduce to create a light sauce.

Finish with a splash of Madeira or red wine.

Add the garlic leaves to the oven on a tray for a few minutes and allow them to crisp up.

Once the lamb has rested, carve off a few cutlets and place on a plate.

Add the vegetables and Jersey Royals and finish with a spoonful of the cauliflower puree, a couple of crispy garlic leaves and the sauce.

Zolla Primitivo di Manduria

Primitivo di Manduria Doc 2016 “Zolla” [75cl] Italy The vineyards are mostly situated in the communes of Manduria and Sava and are owned by growers with whom Filippo has been working for many years.

Production is lower than its potential, which ensures the best quality grapes are selected. The red soils are calcareous clay

and rich in iron, minerals and nutrients.

Eighty percent of the grapes come from old bush vines and the rest from trained vines that are at least 20 years old.

The grapes were gently pressed and cooled to 10°C for a maceration period of 10 to 12 days with regular pumping over.

Yeasts were added to start fermentation, which took place under temperaturecontrolled conditions of up to 20°C. The

wine was then transferred to second and third passage oak barriques for six to eight months before bottling.

Ruby red colour with violet tones.

Intense and complex perfumes of red cherries and blackberries, with some spice and leather which follow onto the palate.

This wine has a rich and velvety texture, generous tannins and great length.

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06/05/2022 14:28

@belfastwhiskeyweek belfastwhiskeyweek.com

THE CRAIC iS BACK! 22-30 Jul 2022

Ireland’s largest whiskey festival is back for another week in 2022.

Save the date, and join us as we explore 100s of Whiskies; from all styles & variations, from production to perception.

Launching 22nd July with the Irish Whiskey Industry Awards Dinner and featuring Whiskey Walking Tours, Distillery Tours, Live Music & Comedy throughout the week.

Keep an eye on social media for early bird tickets, travel & hotel deals or check out belfaswhiskeyweek.com Can’t make it to Belfast?

Don’t fret; after the online sucess of BWW2020 & 2021, much of 2022’s Festival will be broadcast online with tasting packs being made available to Festival goers from around the Globe.

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LIFESTYLE

Joanne Harkness

Sixties Style Brown Paris dress,by Gaala.

Ulster Tatler Woman Editor, Joanne Harkness, looks at the inspiration of 60s fashion in 2022.

Green paisley mini dress, £38, River Island.

White winged sunglasses, £8, Pretty Little Thing.

Cassie heels, £90, Dune London.

Jacket, £39.99, shorts, £23.99, New Look.

Small Darley handbag, £695, Mulberry.

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SKINCARE SIMPLIFIED Allskin is a Dermatologist-led company with skin products selected carefully by Belfast Skin Clinic’s dedicated and highly experienced Dermatologists and Aesthetic Practitioners. They have tried and tested many products and selected the best, to provide what they consider to be, the best skincare ranges for all ages, budgets, and skin conditions.

ARE YOU CDS READY? Following the United Kingdom’s exit from the EU there has been numerous changes to UK systems. Are you prepared for the upcoming changes in submitting customs declarations?

One system that was always planned to be replaced prior to EU Exit was the CHIEF system. The replacement, Customs Declaration Service or CDS, was first introduced back in 2018 with Descartes Systems being the first software supplier to successfully submit a CDS import declaration.

HMRC are now focusing on CDS migration with Services on CHIEF being withdrawn in two stages:

Shop your skin type by visiting their website: www.allskinstore.com

• After 30 September 2022 – traders will not be able to make import declarations on CHIEF • After 31 March 2023 – traders will not be able to make export declarations on CHIEF Descartes are ready to guide your company through those changes.

Contact Descartes at info@descartes.com or +44 1249 477099.

EXCITING SUMMER AHEAD FOR DUBLIN AIRPORT Dublin Airport’s passengers have been dreaming of a summer getaway for quite a while now, and finally the time has arrived to dust off the suitcases and start packing.

Whether it be a well-deserved sun holiday, a long-awaited visit to reconnect with family or friends or an exciting city break, Dublin Airport is excited to help its passengers to plan for their next break away with some travel advice and destination inspiration. With 44 airlines currently operating, there are now over 180 destinations to choose from flying direct from Dublin Airport.

As Dublin Airport continues to build back following the Covid pandemic, this summer will see more than 1,300 flights to Europe each week, in addition to 700+ flights to Great Britain, 200+ flights to North America and almost 40 to the Middle East and Africa.

Dublin Airport is Ireland’s main international gateway and has a major impact on the Irish economy as the connectivity it provides underpins Irish trade, tourism, and foreign direct investment. According to a 2019 Economic Impact Study, Dublin Airport supports and facilitates almost 130,000 jobs in the Republic of Ireland and generates 9.8 billion euro in Gross Value Added (GVA) to the economy annually.

Dublin Airport’s new 3.1km North Runway is being built almost 1.7km north of Dublin Airport’s current main runway. A parallel runway system has been in the long-term plans for Dublin Airport since the 1960s.

The main construction programme started in late 2018 and the official sod-turning took place in February 2019. Construction of the runway is largely complete and this will be followed by a rigorous period of testing and commissioning. The runway is expected to be operational later this year in 2022.

The delivery of North Runway is a key recommendation of the Government’s National Aviation Policy, as it will significantly expand connectivity and flexibility at Dublin Airport and also enable it to continue to develop as a gateway between Europe and North America.

If you are planning to travel this summer, or still seeking some destination inspiration, Dublin Airport has compiled some handy tips and advice to help you on your way.

You can find this, plus information on Car Parks, Fast Track, Lounges and all the health and safety measures in place at Dublin Airport – plus lots more – on dublinairport.com

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10/05/2022 15:37

Columnist Jim Fitzpatrick, Journalist and Broadcaster

A Clear Celebration of Democracy E

lection posters aren’t always the most attractive form of street art. But they have their own inherent beauty.

They do say that politics is showbusiness for ugly people, but that would be unfair if referring to the many men and women whose faces have adorned our lampposts over the last number of weeks in Northern Ireland.

I’m perhaps in the minority on this, but I enjoy seeing them smile down on me as I go about my daily business, their optimistic grins suggesting a better future lies ahead.

In this campaign there has been a certain amount of poster warfare.

Some have been defaced; some have been cut down; some have even been burned. Candidates have condemned this vandalism which has ranged in seriousness from annoying pranks to wilful intimidation.

In some cases the targets of the abuse have turned the tables with some clever social media messaging, displaying a sense of humour and political nous at the same time.

I know many people don’t appreciate the election mugshots quite as much as I do. They see them as a blight on the urban landscape which should not

be tolerated. After all, there are plenty of other ways for candidates to reach potential voters. Though, I have to admit that the printed leaflets that land on my hall floor have a swift journey to the recycling bin.

Democracy matters. Sometimes people forget that. Unfortunately the war in Ukraine has reminded the world that democracy is something that matters so much, that people sometimes have to fight and die for it.

I believe criticism of the posters is misplaced. Our little world would be a duller place without them. Because fundamentally, the posters signify the importance of elections and are a clear celebration of democracy.

Lampposts festooned with election posters are our little reminder of democracy in action each time an election comes round and what a wonderful thing that is.

It may be tatty, lacking in style and without any coherent aesthetic – but the festival of election posters is the most sustained public demonstration of our belief in the primacy of politics that we allow.

Democracy can be a brutal leveller – that’s how it’s meant to work. Politicians must put themselves before the people at regular intervals to win their votes. If they don’t, they’re out of a job. Imagine being that losing politician the day after the count remembering that you have two hundred election posters waiting to be cut down.

That’s a sad image. But not as sad as the posters that sometimes remain of losing candidates, their optimistic smiles now appearing so incongruous with the new reality of their journey to political oblivion.

“Democracy can be a brutal leveller – that’s how it’s meant to work. Politicians must put themselves before the people at regular intervals to win their votes. If they don’t, they’re out of a job.”

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For what’s next in a net zero world Together, we’ll help you respond to the climate agenda. kpmg.ie

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11/05/2022 10:00

AMBITION MAGAZINE OF NORTHERN IRELAND CHAMBER OF COMMERCE AND INDUSTRY

MAY/JUNE 2022

MAGAZINE OF NORTHERN IRELAND CHAMBER OF COMMERCE AND INDUSTRY

With the world re-opening, we know Ireland is getting ready to fly again.

To protect and reassure our passengers, we’ve put in place the health and safety measures that matter. Dublin Airport is open for travel and ready to re-connect you with the world.

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09/11/2021 09:32

ISSUE 52 £2.95

CIPR PRIDE AWARDS 2017 - BEST PUBLICATION

Ireland.

Open for Business.

BUILDING FOR GROWTH With an expanded team, new services and a renewed focus on member engagement, NI Chamber’s Stuart Anderson and Chris Morrow join CEO Ann McGregor in discussing the organisation’s fresh new approach.

11/05/2022 10:07