Ambition Issue 59 (July/August 2023)

AMBITION

POISED FOR PROGRESS

NI Chamber’s new president Cathal Geoghegan discusses why 2023 is a year of opportunity.

If you’re looking for a great reception just come in, you’re always welcome.

Here at Deskwarehouse we have two main extensive showrooms, covering over 15,000 sq feet of new and clearance office furniture at unbeatable and affordable prices. This enables customers to see, touch and try our office furniture before buying it and we encourage you to do so. We have thousands of products in stock so you are guaranteed to find what you are looking for and our highly experienced staff will be happy to assist you should you need a little help finding what you need.

Contents

An Audience With Brian O'Driscoll With BT.

Managing Editor: Olivia Stewart Interviews: Emma Deighan Publisher: Chris Sherry Advertising Managers: Lorraine Gill & Gerry Waddell Editorial Assistant: Joanne Harkness Email addresses: olivia.stewart@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,

Front Cover Photo by: Khara Pringle.

Facilitating Engagement

Earlier this month, I had the great honour of being appointed as the new president of NI Chamber.

I am delighted to follow in Gillian McAuley’s footsteps and feel extremely honoured to take on the role, which has been held by her and some of the region’s most successful businesspeople over many decades.

While I’m certainly looking forward to the year ahead, I am aware too that I’m taking on an important position at a difficult time for business and the economy. Almost every day now, something new highlights the urgent need for a functioning Executive to be restored.

It’s clearer than ever that we need all our political leaders to strain every sinew to get the institutions up and running. In doing so, we urge them to engage with businesspeople at every appropriate juncture of negotiations. At NI Chamber, we’ll do everything possible to facilitate that process of engagement.

That’s critical because any negotiations about a return to power sharing will inevitably include a focus on the tough decisions an incoming Executive needs to face. The impact of those decisions will be felt by stakeholders including businesses, so involving them in the process is key.

I remain hopeful that we are moving towards an inflexion point, which will see power sharing restored. And when we reach that point, which we must, I also believe that an incoming Executive can make difficult decisions. That includes decisions on revenue raising and on unpopular, but strategically important choices for longer-term transformation in areas like health and education.

I do not want my year as NI Chamber president to coincide with another period of political stalemate in Northern Ireland. I am committed to using this role as a platform for progress and during my tenure, will do everything that I can to facilitate the engagement we’re calling for and ensure that in all the decisions which lie ahead, the business view is accounted for.

Cathal Geoghegan, President, Northern Ireland Chamber of Commerce and Industry

we create trusted connections with communities across Northern Ireland.

Belfast Harbour reports Robust Financial Results

Belfast Harbour reported turnover of £77.2m for 2022, up 5% on its figures for 2021, and underlying pre-tax profits of £34.3m, up 1% on the previous year.

As a Trust Port, Belfast Harbour strategically reinvests its profits to develop and maintain the port and wider harbour estate, including investing in major infrastructure projects. The figures reported have supported the continued delivery of an ambitious five-year, £254m investment programme, which has enabled Belfast Harbour to add significant economic and social value to the region.

Continuing Belfast Harbour’s long history of delivering transformative projects, 2022 saw £23.4m invested in port facilities and infrastructure projects.

Ulster Rugby announces Cathedral Eye Clinic as Official Partner

Bringing together two organisations known for their commitment to excellence, Cathedral Eye Clinic is now an official partner of Ulster Rugby.

The club’s newest partner will have a presence at home games at Kingspan Stadium at both United Rugby Championship and Champions Cup games from the 2023/24 season onwards.

Ulster Rugby CEO, Jonny Petrie, said: “Cathedral Eye Clinic is a welcome addition to our partners, and I look forward to our Season Ticket holders benefitting from a range of discounts from one of the leading eye healthcare providers in the province.

“The partnership will offer visibility for Cathedral Eye Clinic through both an instadium and digital presence at our games, together with the opportunity to communicate directly with our supporter base.”

Speaking about the new partnership, Joyce Shaw, clinical services director at Cathedral Eye Clinic, added: “We are thrilled to be coming on board with Ulster Rugby as an official partner. This collaboration represents a fantastic opportunity for both Cathedral Eye Clinic and Ulster Rugby to work together and make a positive impact on the health and wellbeing of players, staff and supporters.”

Steven Bartlett Joins Lineup for Belfast Summit

Later this year, Belfast will host the first-ever ScaleX™ Summit, a transformative one-day conference that will unite over 500 business leaders and entrepreneurs from across the UK and Ireland for a ground-breaking gathering.

Steven Bartlett, entrepreneur and host of top podcast ‘The Diary of a CEO,’ will join renowned entrepreneur Kingsley Aikins, a master of networking, and Niall O’Murchu, a wellness authority at the event on 15 November in ICC Belfast.

Queen’s University Belfast in Top 14% of Universities in the World

Queen’s University Belfast has climbed 31 places to be named one of the top universities in the world in the QS World University Rankings. In the 2024 rankings, published by the global higher education analyst QS Quacquarelli Symonds, Queen’s is placed 202nd in the world. This is the highest percentile ranking that Queen’s has ever achieved.

Everun makes Major Investment to Double Workforce and Target New Markets

Belfast energy management firm Everun is making a multimillion-pound investment to double its workforce with the aim of tripling its turnover by the end of 2024, as it diversifies into new markets.

The renewable energy specialists provide a range of services across solar and wind power, electric vehicle (EV) charging systems and smart motor systems. The investment is being supported by Invest Northern Ireland and will create 32 high-value, mostly engineering, jobs that will contribute £1.43m in annual salaries to the economy. Commenting on the investment, Michael Thompson, Everun’s managing director, said: “We have developed a strategy for expansion and diversification that will see us growing our reach across the UK and Ireland. Our focus will be on consolidating our position as a leading provider of onshore wind turbine generator asset management services and building on our success to date in the EV charging arena. We’ve also identified significant opportunities for growth in the solar power, battery energy storage and smart motor markets.

“Invest NI has been extremely supportive, helping us to take on staff when we first entered the EV charging market and assisting with this latest expansion. Its support ensures we can move quickly to establish Everun as a complete renewable energy services solution for businesses across the UK and Ireland.”

Roe Park Resort announces Sustainability Pledge with £720K Investment

Roe Park Resort in Limavady has announced a £720K sustainability strategy investment, as it becomes a member of Green Tourism and works towards a target of net zero by 2050.

The hotel has made a number of significant investments on its way to net zero, with one of its major moves being an investment in a keyless card system. The system will significantly reduce the resort’s use of plastic, whereby guests will use their smart phones to access their room and have the option to check in themselves if desired.In addition, the hotel is also paving the way for maximum heat and energy efficiency by installing new boilers as well as solar panels which, since March, have already seen a 10% drop in electric usage before the summer months have even begun.

New heat controls have been introduced to manage temperatures in bedrooms and public areas which are more efficient and economical than previous systems.

George Graham, general manager at the Roe Park Resort, said, “We’re delighted to make these positive changes, contributing to a greener future and further enhancing our sustainability programme as we work towards the government targets of net zero by 2050.”

Professional Services that build diverse and inclusive work places are thriving

At Diversity Mark, we support professional services firms helping them to create diverse and inclusive businesses that brilliant people aspire to work for.

Receiving the Diversity Mark Accreditation demonstrates your commitment to creating an inclusive & diverse workplace where all employees can feel valued, safe and respected.

500 Pupils to Benefit from Mentorship Programme

Up to 500 sixth form girls from 30 schools across Northern Ireland will be given the opportunity to take part in a unique programme created to help develop the female leaders of tomorrow.

SistersIN is an eight-month leadership development programme which aims to address the need for gender parity by building pupils’ confidence and broadening their career perspectives. Each pupil is matched with a female mentor from business, education or the public sector.

The class of 2024, which begins in September, was launched at an event at Danske Bank, a SistersIN Foundation Partner.

Aisling Press, managing director of Personal Banking at Danske Bank and SistersIN board member, said:

“The class of 2023 benefited from exposure to the different careers that exist today, introductions to the world of work and to female leaders who have shared their career journeys and personal leadership stories with them. And as mentors we were absolutely blown away by these girls – the future is definitely bright. The impact on pupils, mentors, businesses,

schools and communities in its first year is very clear to see and as a Foundation Partner we’re excited to play our part in helping even more girls to become the leaders of tomorrow.”

Any business who would like to find out more about supporting SistersIN should visit sisters-in.org or email info@sisters-in. org.

Almac Group signs up to Science Based Targets Initiative

Almac Group has joined the Science Based Targets initiative (SBTi), which defines and promotes best practice in science-based target settings.

This development is the latest step taken by the Group on its path to reach net zero emissions by 2045. By signing up to SBTi, Almac will set greenhouse gas reduction targets against stringent SBTi criteria.

Once targets are set, they will be submitted for validation and approval and published externally. The SBTi initiative is a collaboration between CDP, the United Nations Global Compact, the World Resources Institute (WRI) and the Worldwide Fund for Nature (WWF).

McAvoy appointed to build Essex Academy

Offsite manufacturer McAvoy has been awarded a £37.5m project by the Department for Education to deliver the new Orsett Heath Academy in Thurrock, Essex.

Commissioned by the Secretary of State for Education, McAvoy has embarked on the construction of a new 8,610sqm secondary school. With construction underway, the school will have the capacity for up to 1,200 pupils. Works started on site in May, with the school due to be completed in summer 2024.

Guinness 0.0 Production to Increase By 300% at St James’s Gate

Guinness has announced that production of Guinness 0.0 will increase by almost 300%, following an investment of €25 million in a new facility at St James’s Gate to meet growing domestic and global demand for the non-alcoholic stout.

The new production facility includes six new processing vessels with a total capacity of 500,000 hectolitres (almost 90 million pints), and a two-storey building, where the alcohol is gently removed through a cold filtration system.

Visit Belfast recognised for sustainable tourism approach

Visit Belfast has been named ‘Best Convention Bureau’ at this year’s micebook awards, further strengthening its ‘best in the world’ status as a global business leader hosting national and international conferences and events.

Organised annually by micebook, a major industry network for the events sector worldwide, the awards recognise global leaders, teams, brands and destinations in the pursuit of excellence in the delivery of highquality events and experiences.

Columnist

Jane Shaw The Elmfield Institute

Our Need For Social Connection

When I deliver in-person retreats and workshops I increasingly notice how people long for connection. Connection to others, connection to themselves, and perhaps connection to something bigger than themselves. Moreover, we have seen the devastating effects of social isolation during the pandemic years.

It seems this is a phenomenon the western world over. According to the US Centre of Disease Control, people with meaningful social connection have less stress and better sleep, leading to better overall health and a longer life, a better quality of life with healthier habits and behaviours. And the opposite is true, with social isolation causing increased risk of stroke, heart disease and dementia. The American Psychological Association talks of isolation increasing stress levels and thus a host of physical and mental health conditions. An Australian government-supported health service offers advice on social connection as a means to reduce stressrelated illnesses. And the Mental Health Foundation in Northern Ireland advocates for reducing isolation and loneliness as a way to support mental health in our society.

Unfortunately, we can feel isolated even when surrounded by people. This often happens to people in leadership roles, such as CEOs with no one to talk to about their daily stressors of finances, future strategies, staffing issues and more.

Entrepreneurial SME founder directors can feel the same. Who can they talk to without exposing themselves or their organisation? We need peer to peer connection. Neurophysiological research explains why connection is so important for our physical and emotional wellbeing.

The neuroscientist Stephen Porges stresses that social connection is crucial for our survival. His research shows how the developmental needs of an infant are based on social interaction with our

primary care giver. We are hard wired to need other people for our survival. Connection is of paramount importance to human beings from various perspectives, including neurophysiological, psychological, and social aspects.

It is important to note that we use both a self-regulating mechanism and co-regulating mechanism to keep ourselves functioning to the best of our ability. While self-regulation focuses on an individual’s ability to regulate themselves, co-regulation emphasises the interpersonal dynamics and social support that contribute to effective emotional regulation. Both processes can complement each other and play a role in building and maintaining healthy relationships.

From a neurophysiological perspective, the need for solitude or social interaction can vary based on individual differences and situational factors. According to the psychologist C G Jung, some of us have an introverted nature, and others extroverted. Introverts recharge by turning inwards for solitude, extroverts by connecting with others. I suggest that we all do a bit of both if we consider our whole personality. Solitude allows introspection, self-reflection, and deep thinking. It offers the opportunity to process emotions, thoughts, and experiences leading to self-discovery and personal growth. It can afford rest and recovery, promoting stress reduction. Some individuals require solitude to enhance creativity and problem solving.

Meaningful social connection on the other hand has been shown to help regulate our autonomic nervous system. Safe meaningful connection is crucial. Thinking of the primary care giver example, we look to others to know when we are safe. A baby is startled by the wind, only to be reassured by their mother, “it’s only the wind, darling.” We reassure others through our words, actions, and expressions. We can also do the opposite if we are angry.

But when we are comfortable interacting with others, we are more likely to be able to be creative, play, laugh, reduce our stress levels, and support our holistic health. Nurturing and maintaining positive social connections can lead to a happier, healthier, and more fulfilling life.

Six benefits of positive social connection:

1. Emotional well-being. Positive social connections provide emotional support, understanding, and validation, combatting anxiety, depression, and other mental health concerns.

2. Stress reduction. When we have trusted relationships and supportive networks, we have outlets for sharing our feelings, receiving advice, and seeking comfort in challenging times. This support can buffer the effects of stress and improve resilience.

3. Physical health benefits. Research suggests that individuals with strong social ties have lower rates of mortality, reduced risk of chronic diseases and faster recovery times.

4. Improved cognitive functioning. Social connections provide opportunities for learning, sharing knowledge and expanding our horizons. A problem shared is a problem halved.

5. Sense of purpose and meaning. Meaningful relationship and a sense of belonging provide us with a sense of identity, support personal growth, and enhance self-esteem. Through connection we can find support in pursuing our goals, passions, and values.

6. Improved empathy and understanding towards others. By interacting with diverse individuals, we gain insights into different cultures, perspectives, and experiences fostering tolerance, compassion and a broader worldview. Connection bridges gaps and fosters a sense of unit and common humanity.

MY AMBITION IS TO...

Eimear Gourley Director of NI Property Girl

My name is Eimear Gourley, also known as NI Property Girl, and I want to be the face of property in Northern Ireland.

It isn’t an easy task, but I’m up for the challenge. My journey began a little over three years ago when I made the decision to start my own business.

Property was my chosen path, and I founded a company dedicated to helping clients become landlords by finding suitable buy-to-let properties for them.

As luck would have it, just as I was starting out, the first Covid lockdown hit. But I wasn’t going to let a global pandemic stand in my way. I did what I could to get my company up and running, all while juggling the responsibilities of being a new mother on maternity leave with my third child.

I quickly learned that in business, it’s all about people. It’s not just about who you know or what you know, but more importantly, it’s about who knows you. And at that point, nobody knew me. I considered myself an introvert, with my social media accounts set to private and rarely engaging with others’ content beyond obligatory birthday and Christmas posts.

But I knew things had to change. I began sharing written content on LinkedIn, which gradually progressed to photos and eventually videos. The response was incredible. Followers started recognising me on the street, saying hello and offering random acts of support and encouragement. It seemed I was finally becoming known. All the hours of effort and persistence over the course of the Covid pandemic were paying off.

At that juncture, I faced a significant decision. Should I stay in my safe government job as a civil engineer, working 9-5 and earning a steady salary, or should I take a leap of faith and go all in on my entrepreneurial ambitions? Well, the fact that I’m writing this article makes it clear –I chose to go for it.

It was a monumental decision, one that I will never regret. In fact, I would have regretted not making it. I committed to my business full time, and with each passing day, more clients started following my journey on social media and reaching out to me to find their perfect buy-to-let properties.

Before I knew it, my team grew from just me to five individuals. The growth was much faster than I ever anticipated. As a company, we’ve searched for, found, and facilitated the purchase of more properties than your average investor is likely to handle in ten lifetimes, with over 100 properties in our portfolio.

As my profile continues to grow, I’ve ventured into hosting events. Public speaking has become a passion of mine, and I’m committed to aggressively expanding this aspect of my personal development in the near future. In just three short years, I’ve worn many hats – a podcast host, a public speaker, an award-winning columnist, and I’ve been

nominated for young businessperson of the year by several prestigious bodies, including the Belfast Telegraph and Lisburn and Castlereagh City Council.

But my business journey is only just beginning. And as any entrepreneur knows, the learning curve is steep. That’s why we’ve recently entered the property education sector. We believe there’s a genuine need for it in Northern Ireland. Property investment is a significant financial commitment, and we want to ensure that people are spending their money wisely.

I am proud of how far I’ve come, and I’m excited about what lies ahead. With ambition as my driving force, I will continue to push boundaries, grow my business, and make a lasting impact on the property landscape of Northern Ireland.

In conclusion, the path to success is never easy, but with determination, persistence, and a strong sense of purpose, anything is possible.

Columnist

Kate Marshall Coach Speaker, Author, Facilitator

Becoming Self Aware

I’ve just returned from speaking engagements in London and France where I was delivering retreat sessions for around 80 business leaders over a number of days. The focus was “who are you”. I believe self-awareness is at the heart of leadership growth and development. Carl Jung, the father of 20th-century psychology, states, “Until you make the unconscious conscious, it will direct your life and you will call it fate”.

Yet, if you were to ask 100 leaders what the most important leadership skill is for the new hybrid workplace, you may get responses like: listening, vulnerability, EQ, humility. There have been many studies and articles with solid reasoning for developing all of those soft skills in leaders. Many of these abilities are based on one truly important attribute that accelerates our growth in most aspects of life: self-awareness.

Self-awareness is the ability to recognise and understand your emotions, values, beliefs, behaviours, passions, purpose. Self-awareness is an important element of leading from the inside out, giving you the best chance to show up each day as the best version of you.

Today, in the hybrid world of work, self-awareness is even more important. That’s because human connection is waning while building relationships based on trust and honesty is becoming harder as real-world interaction between a leader and his or her people is diminished.

Here are eight reasons why selfawareness is absolutely critical for today’s leaders:

1. Self-awareness enables leaders to cultivate an environment of inclusion and acceptance.

As humans, we are hard wired to seek belonging. By being open and honest about their own feelings, attributes and challenges, a leader is demonstrating through their own actions that they have created a safe place for their team

members. Employees who know that their individuality, well-being and mental health are supported tend to have higher job satisfaction, therefore increasing the likelihood of retaining that employee. In fact, 89% of workers at companies that support well-being initiatives are more likely to recommend their company as a good place to work.

2. Self-awareness helps leaders understand and use their superpowers. It enables them to acknowledge where they excel and how to apply their greatest skills to support their team to achieve their mission. They’re aware of how these strengths impact expectations – their own and the expectations of their people. This transparency allows teams to learn how to acknowledge each other’s strengths and work with their collective strengths to achieve results. Catching people doing things right doesn’t always come naturally to leaders but it is the magic that enables confidence to grow. We don’t all need praise, but we do need to feel valued.

3. Self-awareness helps leaders understand their biases.

Leaders who understand their own personal bias are clear about how these factors might impact their decisions and actions. Being self-aware also allows them to be more tuned into the needs, feelings and experiences of others. They are more committed to adapting their leadership style to meet the situation and the individuals involved.

4. Self-awareness helps leaders to be more understanding. It helps them to be more aware of the impact of their actions on those around them. They make decisions more thoughtfully and are more likely to consider the needs and perspectives of others. This is what I call social intelligence. SQ is the ability to step back to observe and notice the reaction of people or systems around you – to listen and read between the lines of communication to fully understand the

person or the situation.

5. Self-awareness improves decision making.

That’s because self-aware leaders consider their own emotions and biases when making decisions. This is especially important in situations where their choices can have a significant impact on employees, the team and the organisation.

6. Self-awareness enables leaders to grow.

Self-aware leaders are more open to receiving candid feedback and pursuing self-improvement and more willing to change their leadership style to fit the needs of their team. When they are open about their limitations, they can commit to enhancing their skills and modifying mindsets and behaviours. By being open about weaknesses, they demonstrate vulnerability and become more relatable and trustworthy to those around them.

7. Self-awareness helps leaders keep their emotions in check.

Leaders who are self-aware are better able to recognise and manage their own emotions, which can help them respond more effectively to difficult situations and conflicts. This can improve their ability to lead and manage others as they’re better able to react to challenges or change in positive, less disruptive ways.

8. Self-awareness lets leaders build trust and credibility.

Self-aware leaders are more likely to be perceived as authentic, fair, trustworthy and credible by their employees. That’s because they’re able to recognise their own mistakes and limitations and are willing to acknowledge them openly. This honesty helps build trust and credibility with their team and stakeholders.

None of the above is rocket science but it does require focus and will, if pursued, deliver a mindset of lifelong clarity enabling us to consciously choose our own fate.

Cementing Sustainability in Construction

David Millar at Cemcor.

Sustainability and the construction industry haven’t always gone hand in hand. However, recent years have seen huge leaps forward as the sector has become greener on a large and local scale. David Millar, managing director at CEMCOR Ltd, explains more.

Cement plays one of the most fundamental roles in construction and as an industry, has always been more traditional and conservative than others by nature, but if we want to futureproof our industry and those we supply, then now is the time for serious investment in sustainability and green initiatives.

After acquiring Lafarge Ireland in 2022, we rebranded Cookstown Cement to CEMCOR and made a pledge to put sustainability at the forefront of our future investments. In 2023, we have invested an additional £6 million in multiple industry-leading upgrades which will help us operate in a more environmentally friendly manner, beginning with the replacement of the existing electro-static precipitators (ESPs) with a state-of-the-art bag filter at the plant.

With cement being a key driver of climate change, there is no time to waste in implementing key upgrades to the plant. Within a period of 14 months from final design agreement in March 2022, the new bag filter complete with new 750Kw main process fan was commissioned and fully operational from May 2023. Centred around the abatement filter, this investment project kick-started CEMCOR’s mission to operate more efficiently by detecting, locating and

repairing damaged bags with minimal disruption to production operations. For sulphur dioxide abatement and the neutralising of other process gases such as chlorine, we have installed a lime hydrate injection reaction tower, complete with dedicated silo. With landfills continuing to be a huge environmental hazard, we also installed a new dust particulate conveying system at our Cookstown plant. This system will transport the captured dust to an existing silo via a new batch weighing feeder where it will be recycled through the cement manufacturing process, so no material is landfilled or disposed elsewhere.

Although much of the focus of the construction industry’s sustainability efforts are usually centred around carbon emissions, if we adopt a more holistic approach and consider sustainability in every process from start to finish, it will account for better plant longevity. With a well-rounded focus on our plant upgrades, we also conducted research into how the paper packing market of cement bags has been developing in

recent years and after undertaking an in-depth review of our own paper packing system at CEMCOR, we have invested in both new hardware and software for the plant.

Over the years, customer trends in the packed cement market have changed with longer shelf life, weather resistant plastic packaging becoming more prevalent. However, recent developments in paper-based packaging have resulted in recyclable, biodegradable paper options now available and hugely popular on the market.

In addition to the high-tech hardware upgrades such as filling frames, spouts and weighers on the packer itself, major improvements to the PLCs on the packer and palletiser systems have been completed. These updates have already provided efficiency benefits through improved reliability and consistency as well as improving the ease of operations through a new touchscreen operating system which has built-in diagnostics and remote support access.

Not settling for complacency, we are also replacing the existing manual pallet wrapping process with automated stretch hood equipment, ensuring the plant is as efficient as possible. Further upgrades, similar to those carried out on the paper packing line, are in the plans for the plastic packing line in the near future. We will also be investing in new laboratory equipment to improve the speed and accuracy of the raw feed analysis, including online monitoring and new handling facilities for alternative raw materials including biogenic carbonates. Such dramatic investments and upgrades cannot only be championed by the executive suite of a business but rather communicated to and bought into by the whole company. Trends show the cement sector is moving towards more sustainable practices and the fact our plant is operating at an extremely high standard and leading the way in this industry, is credit to the forward-thinking team we have at CEMCOR.

New bag filter at Cemcor.

Cemcor plant in Cookstown.

An Audience with Brian O’Driscoll

On Friday 9 June, NI Chamber’s Communications Partner, BT, hosted An Audience with Brian O’Driscoll, one of Ireland’s most respected rugby players, former captain of the Leinster, Irish and Lions Rugby teams. The event was in partnership with The Chief Executive’s Forum and NI Chamber. With a unique ability to link business to his rugby career, Brian discussed leadership, motivation and teamwork, drawing on his own journey and experiences from schoolboy rugby to captain of the Irish and Lions teams. He also shared his perspective on managing mindset, planning, mental and physical resilience and more.

1. Brian O’Driscoll shared his perspective on managing mindset with the audience.

2. Claire McCollum, Paul Murnaghan (BT), Brian O’Driscoll, Anne Dickson (Chief Executive’s Forum) and Christopher Morrow (NI Chamber).

3. Gary Pollock (Platform Media) and Brian O’Driscoll.

4. The event took place at BT Riverside Tower, Belfast.

5. Paul Murnaghan (BT) addressed the audience.

6. There was an opportunity for the audience to ask Brian questions.

7. Ian Burgess (Microsoft) and Brian O’Driscoll.

8. Brian discussed leadership, motivation, and teamwork at the event.

9. Dr Evelyn Collins CBE (Equality Commission for Northern Ireland) and Brian O’Driscoll.

10. Claire McCollum interviewed Brian O’Driscoll.

Adrianne Brock, Partner at Elliott Duffy Garrett.

The Legal Trailblazers for 50 Years and Counting

Adrienne Brock, Partner at Elliott Duffy Garrett solicitors

The most up-to-date figures suggest that Northern Ireland’s employment rate has returned to its pre-pandemic peak and figures from NI Chamber’s last Quarterly Economic Survey suggest that 74% of companies are recruiting.

Elliot Duffy Garrett, one of NI’s most prominent law firms and indeed a leader in the local Northern Ireland commercial legal sector, is celebrating its 50th anniversary this year with a sense of pride and gratitude.

Founded on April 1st 1973, the firm emerged as a pioneer in the sector, defying the odds during the tumultuous era of the Northern Ireland Troubles to set up a practice with a focus on commercial law and a commitment to cross-community collaboration –a first here during that era of political conflict.

Adrienne Brock, Managing Partner at Elliott Duffy Garrett, says the company’s genesis was down to the visionary ambition of its three founding members; the late James Elliott, Gerard Duffy and Brian Garrett.

“Jimmy Elliott was a very distinguished solicitor who also served as a coroner in Belfast and as the director of the Institute of Professional Legal Studies ” she begins. “Gerry Duffy, was a highly respected and renowned property lawyer who also served as coroner, and Brian Garrett, a prominent corporate lawyer with a high profile in media and the arts.

“In the midst of the Troubles, they made a courageous decision to create a commercial law practice, despite the limited commercial activity in Northern Ireland and the challenging social and economic conditions at the time. They were original and forwardthinking individuals who were deeply committed to social causes. To them, Elliott Duffy Garrett was more than just a professional service business; it was a social venture,” she continues.

“We are indebted to their prescience during that time. Their pioneering spirit helped pave the way for the normalisation of cross-community collaboration, a precious legacy that endures today.”

The early years of the firm were marked by rapid growth. The junior solicitors who joined the firm during that period eventually became partners who helped establish the ethos and build the firm’s reputation and acted as mentors to today’s partners, including Adrienne who joined the firm in 1990.

She fondly recollects the influence of Mr Duffy on those who worked with and trained under him and Brian Garrett, who she was delighted to welcome to the firm’s 50th celebration event, and Harry Coll, who established the firm’s Employment department, which Adrienne now leads.

goes back in time to tell the story of a visionary law firm here and its enduring impact.

Elliott Duffy Garrett has practised through significant political, social and economic change, including challenging times.

“The late ‘80s and ‘90s witnessed a property boom in Northern Ireland, followed by the economic crash of 2007/2008, which led to the first-ever redundancies amongst many law firms of all sizes in the region.

‘We have since become a jurisdiction of choice for a number of global. London and Dublin firms who entered the market post-Good Friday Agreement.

“More recently came the uncertainties surrounding Brexit, the disruption caused by the global pandemic, consequences of geopolitical tensions such as the war in Ukraine and the current cost of living crisis.

“Uncertainty impacting our clients can be one of the most difficult issues for us. That’s what Brexit brought about, but if the Protocol issues can be resolved, we see a tremendous potential opportunity for Northern Ireland to really benefit from our advantageous position. I think we should seize and not waste that opportunity.”

Elliott Duffy Garrett specialises primarily in commercial law, offering

corporate and commercial law services, banking and finance, dispute resolution, property, employment, professional regulation and private client matters.

With a diverse clientele encompassing manufacturing, retail, logistics, agri-food, social housing, education, professional bodies and the voluntary sector, the firm caters to a broad spectrum of sectors in Northern Ireland.

Adrienne emphasises the firm’s commitment to client relationships.

“As a locally owned and independent firm, we place a high premium on building strong connections with our clients and providing a dedicated and attentive partner-led service. We have the resources to provide a comprehensive legal service to our primarily commercial client base but are not so large that we lose the personal aspect of the solicitor/ client relationship, which for us is an important element of our ethos and our job satisfaction,” she says.

Looking ahead to the next 50 years, Elliott Duffy Garrett aims to embrace technological advancements in the legal industry. The firm recognises the importance of leveraging technology, such as AI and ChatGBT where possible to improve efficiency and enhance service

provision and is currently exploring how to use and manage these tools in its practice, in order to best serve the firm’s operations for the benefit of clients and staff while adhering to its obligations as a regulated profession.

Adrienne says that identification and management of risk will be crucial to using these technologies by lawyers, where client confidentiality and output accuracy will be the main concerns.

She also refers to the importance of engaging with clients in relation to their issue of technology, mentioning, in particular, a recent discussion with a client in the health tech sector in relation to rapid developments there and in relation to Human Resources activities, where she is conscious of risks involved in the use of such technology in decision making and security of information.

“The evolving landscape of the workplace and working practices postCovid and the well-rehearsed challenges associated with recruitment and retention are also current issues for the legal sector,” Adrienne adds, describing a determination to maintain a modern practice that remains rooted in its core values.

And as the firm commemorates its 50th anniversary, Adrienne says: “The firm’s founders were pioneers during a period of adversity, who were visionary and brave enough to establish a commercial law practice in Belfast amidst the Troubles. We are proud of our history and pay tribute to our founding and past partners. Today we focus on the future as we adapt to market forces, the evolving legal landscape and embrace modern and working practices, guided by our values and an enduring commitment to excellent professional service delivery.”

“As a locally owned and independent firm, we place a high premium on building strong connections with our clients and providing a dedicated and attentive partner-led service.”

Another Step on the Ladder to Employee Retention

How one company is championing different career paths for its technical and managerial employees to boost engagement, motivation and retention.

Nevin Molyneaux, Sensata Technologies.

The most up-to-date figures suggest that Northern Ireland’s employment rate has returned to its pre-pandemic peak and figures from NI Chamber’s last Quarterly Economic Survey suggest that 74% of companies are recruiting.

Within the engineering and technology sectors, often due to the specialised nature of their work, the pressure to retain employees is becoming more critical than ever and for companies to motivate and engage employees beyond the flurry of graduate schemes.

In this edition, we speak to Sensata Technologies Northern Ireland, which has been refining its career development programmes for over 20 years and recently presented on this topic at NI Chamber’s Future of Skills event in Belfast.

Darren Walker, systems & software director and site leader at Sensata NI, discusses one of the tools his company uses to motivate its engineering and technology workforce. He says, “Let’s think for a moment about why engineers choose their career in the first place. Often, it’s because they want to build or fix things. They like problem-solving and they like getting their hands dirty on developing or testing products.”

The global company with over 21,000 employees around the world recognises that as the careers of their young engineers develop, they often face a dilemma. Do they choose to remain focused on engineering or take a new step into a managerial role? Both directions offer opportunities, and the company wants to ensure that whatever career path their employee chooses offers similar options for development and promotion.

Darren continues, “At Sensata, engineering excellence is at the heart of everything that we do. It is through the development of new innovative products for the automotive and other industries that we retain and grow our customer base. Within Northern Ireland alone, our engineers hold numerous patents for new product developments such as vehicle tyre pressure monitoring.”

“We want to be able to reward that expertise by ensuring that our engineers who want to focus on engineering have a valid career path open to them which matches – in terms of benefits – that which is open to those who choose the traditional management path.”

The solution to this dilemma for Sensata Technologies is its Technical Ladder – an inhouse programme integral to the company’s engineering culture. At its core, the Ladder is a specially elected group of employees –Ladder members – who are the company’s technical thought leaders.

This year, six employees from Northern Ireland either joined the Ladder or took a

further step up its levels of seniority. The Technical Ladder provides opportunities for personal recognition, compensation and reporting levels paralleling those for equivalent rungs on the Management Ladder, right up to the level of vice president.

It is a programme designed to encourage and reward the best engineering talent and their innovation contributions to the company.

Importantly, it also values leadership skills within this group and the in-depth market knowledge the Ladder members hold which helps to shape future company direction. Critical to the role of a member of the Technical Ladder is their ability to work within a team to align technical contributions with business goals and to develop the next generation of technical leaders.

Nevin Molyneaux, a software specialist and senior member of the technical staff at Sensata Technologies, said, “Coaching is a critical part of the Technical Ladder ethos. Being a member is recognised as a leadership position within the company

because it combines skills development in innovation, responding to customer needs and getting ahead of market trends. It motivates us to think about how we can develop against a specific skills and competencies framework and to encourage us to consider different career options open to us. There are different “rungs” on the ladder, and you need to demonstrate continual improvement and development to climb it. As you become more senior in the technical programme, you’re encouraged to generate more of a global impact in addition to the work we do in Northern Ireland.”

Once within the Technical Ladder programme, you are evaluated every year by your supervisor to assess if you continue to meet its requirements. It’s a rigorous process of continual professional development but one which you can pause or choose to switch into the management career path if desired. The way the programme is designed makes it flexible for employees and builds in options.

Nevin continues, “For me, the Technical

Ladder is a unique internal programme, matured over many years. It is a progression path for engineers who are subject matter experts in their field and have a clear track record of technical leadership and innovation which has added to shareholder value.”

“I believe the technical coaching delivered as part of this programme is second to none. Like many engineering and technology companies, the development of our sensor technology is extremely specialised. We recognise that often the best way to train our people is through knowledge sharing. Making coaching a central part of being a member of the technical community supports our business for the long term.”

Darren Walker, who is responsible for reviewing annual global applications to the Technical Ladder as a member of Sensata’s global Engineering Council, continues, “Being able to attract, train and retain key talent is critical to our success as a business.

“Like many organisations, we invest a lot in our undergraduate and graduate programmes to develop technically bright and rounded employees, but this type of employee development can’t stop after two years. We need to continually show commitment to the development of our engineers and to show that we value their individual contribution to our success as a company. They need to be challenged as they become more senior in the company and for us to retain them as motivated, engaged professionals.”

“At Sensata, engineering excellence is at the heart of everything that we do. It is through the development of new innovative products for the automotive and other industries that we retain and grow or customer base. Within Northern Ireland alone, our engineers hold numerous patents for new product developments such as vehicle tyre pressure monitoring.”

Darren Walker.

Taking Responsibility for a Sustainable Future

Concentrix, a leading global provider of customer experience solutions and technology, is focused on creating a positive and impactful change in the local communities and environments in which it operates. One such community is Belfast, where Concentrix has its European headquarters, located in the old Maysfield Leisure Centre.

Belfast man Philip Cassidy MBE, executive vice president, Corporate Strategy, Special Projects & Real Estate, champions the company’s global efforts to drive sustainability and green initiatives across its 70+ countries and 320,000+ employees.

Philip says, “As a global business that touches countless lives each day, we recognise that we have a real responsibility to look out for our people and the health of our planet. It’s a responsibility we take extremely seriously and over the past three years we have built an intentional strategy to ensure that we contribute to the right economic, social, and environmental causes that will truly make a difference to our local communities.

Our objectives are focused around three strategic pillars, each of which has clear goals to drive success to 2025 and beyond.”

Philip outlined the three pillars as:

1. Environmental – caring for the world by improving environmental practices, leaving a tangible and measurable difference so that future generations can enjoy our planet.

2. Social – investing in staff, ensuring diverse representation, and promoting wellbeing to create better communities wherever Concentrix operates.

3. Governance – doing the right thing, always.

He continues, “As a forward-thinking organisation, we look to constantly explore the latest trends, insights, and best practices in ESG issues that shape our world. We believe this will enable us to secure Concentrix’s long-term success while also creating positive and impactful change.”

So, what have Philip and Concentrix been doing to take responsibility for a sustainable future?

From planting trees (they have already smashed their goal of planting 250K by 2025 by planting 385K trees in 2021 and 2022 alone); volunteering to support the local community and ecosystem (global target of 1 million hours); eliminating or recycling 250,000 pounds of paper; ethically donating or recycling 100%

of e-waste; eliminating single-use plastic water bottles; reducing power consumption; converting all lighting to LED and encouraging staff to make a conscious effort to reduce their carbon emissions through actions such as sustainable swaps, greener daily routines and tree planting. All of which has so far resulted in 23,000 Concentrix OneEarth Champions across 36 countries and the potential avoidance of 400,000+ kg of CO2 emissions.

Philip detailed the company’s approach to sustainability, saying, “From day one, our ESG journey has wholeheartedly been driven from the very top of our business.

Chris Cauldwell (founder, president and CEO) believed that we had the power and the responsibility to create a wave that would positively impact our environment and communities. Every region throughout our business was given clear goals and empowered to work to achieve these ESG targets. In Europe we created an ESG council comprised of local senior leaders. Their role was to provide governance, direction, and reporting. At a local level, we dedicated people in every country to drive ESG activities. They work tirelessly to identify the best initiatives and to get staff involved in our environmental and social projects. They ensure that staff are engaged and motivated to participate and provide ideas and suggestions.”

In Belfast, the team achieved some fantastic results. Some green activities include installation of new regulator taps to ensure water is reduced to a necessary amount, use of recyclable toilet paper, automated LED energy lights that switch off automatically when not required resulting in energy savings and increased

longevity of lights meaning less waste. 305 solar panels have been installed on the roof of its site at Bridge Street, which will likely result in around £30,000 of savings per year. The team have also created a number of bee gardens and bug hotels on site, as well as organising numerous city clean-up days and working with Bog Meadows Belfast to pick up litter. Most recently, Concentrix joined Farming Carbon to deliver workshops on native trees and planting to St Joseph’s PS, Carnacaville, and St Kevin’s PS, Belfast.

Finally, Philip shared his top tips for companies who are at the start of their ESG journey or who feel that they are not optimising their impact.

Be Bold - Define what you want to achieve... and stretch it. Clear objectives will enable you to build a strategy and to achieve your vision to support our planet and your community.

Be Visible - It is of vital importance to have visibility of what’s happening throughout your organisation, to be able to track your actions, and to share the progress and impact with your people.

Be Fanatical - A superficial or inauthentic commitment to ESG will not be supported by your customers, investors, and employees. You must be committed to long-term sustainability in everything you do.

Be Open - Listen to your people, your stakeholders and your community so that you can create a dynamic place for dialogue and collaboration, fostering a collective effort towards a sustainable future.

Philip Cassidy.

Spotlight on Ellen Dickson, Strategic Director of Health at Telefónica Tech UK&I

Ellen Dickson, strategic director of health at Telefónica Tech UK&I, is the driving force behind the success of Telefónica Tech’s major contract with Cambridge Trust Hospitals, which the company secured in 2018. With over 20 years of experience working in the IT sector across software, hardware and cloud services, Ellen has become an expert in healthcare. She has worked with clients in this field for over a decade to win huge healthcare contracts such as the multiyear £107m contract for Cambridge and has continued to achieve success in the healthcare sector for Telefónica Tech.

Telefónica Tech is the digital business unit of Telefónica, one of the largest telco companies in the world. Telefónica Tech employs over 330 people in Northern Ireland, including a dedicated healthfocused team headed up by Ellen, providing IT managed services and broader digital transformation services to leading health trusts across the UK.

Previously, Ellen has worked as a client director across the tech sector on healthcare contracts, and now provides expert advice and support for strategy development for healthcare clients at Telefónica Tech, using her vast experience and knowledge. Ellen oversees the 24/7 team of employees dedicated to healthcare and is currently responsible for 126 people.

Ellen did not follow the conventional route into the IT industry. She enrolled on what was called the Youth Training Programme (YTP) and got a job in an accountant’s office whilst undertaking

a BTEC (a specialist work-related qualification) on day release. She then went on to achieve a Higher National Diploma (HND) at night class before completing a degree through part-time study in her mid-20s.

In her personal life, Ellen is also a mother of two and alongside winning major healthcare contracts, she has worked hard to find a healthy work/life balance over the years.

When asked what advice she would give to the younger generation of IT professionals, Ellen commented, “For someone new to the field, it is so important to demonstrate that tenacity and willingness to learn. In the fast-paced ever-changing world of IT, it’s crucial to keep up to date with the industry. At this stage in my career, I still continue to absorb and learn new ideas through a fresh lens. Becoming a subject matter expert in your field is so important in any career and for healthcare, knowing the nuances of this vertical and their environment is crucial.”

“The IT industry is such an exciting one to be a part of but like any industry, it has its challenges. Our department operates 24 hours, 365 days a year. Working in the healthcare branch is an extremely rewarding job as you are helping so many people, but it is also a very pressurised job that brings huge responsibility.

“Ensuring the delivery of digital clinical services really can make all the difference to someone’s life and bring them the necessary help in their time of need.”

Poised for Progress

NI Chamber’s new president Cathal Geoghegan discusses why 2023 is a year of opportunity.

At NI Chamber’s most recent AGM, Cathal Geoghegan was elected as the membership organisation’s 177th president. A few weeks into his new role, Ambition caught up with Cathal to discuss his priorities for the year ahead and why he’s confident that 2023 remains a year of opportunity.

“I have long admired the work of NI Chamber and, during my career, have really seen it flourish into the premier business organisation that it is today. I’m very proud to be its president and hope that I will do the job justice,” he begins.

The Managing Director of Henderson Foodservice, Cathal brings significant leadership experience to the role. A fellow of the Chartered Association of Certified Accountants, he has had a varied and successful career in the foodservice and hospitality sectors, as well as at Board level with organisations including the Grand Opera House Trust and the Irish Foodservice Supplier Alliance. He will be supported by NI Chamber’s new vice president, Caitroina McCusker, Regional Market Leader, PwC Northern Ireland. A successful businessman in his own right, in a challenging trading environment, Cathal projects the same optimism and resilience that is so typical of NI Chamber members across the province.

Speaking about his plans for the role, he says, “While I’m certainly looking forward to the next 12 months, I am aware that I’m taking on an important position at a difficult time for business and the economy. In that context, I am committed to using this role as a platform for progress and during my tenure will do everything that I can to make sure the voice of business continues to be heard.”

Addressing some of the specific challenges, he continues: “In such a challenging fiscal environment, with inflationary pressures as they are, this isn’t an easy time for our members. When combined with a tight labour market, supply chain difficulties and the continued absence of an Executive, the difficulties soon start to compound.

“That’s why, together with NI Chamber’s Board and Executive team, we will be doing everything possible to support member businesses and help them to seek out the many opportunities which tangibly exist.

“I am looking forward to getting to know our members even better, helping them to connect and learn from each other and doing my best to represent them and this brilliant organisation well.”

A crucial aspect of his presidency will be advocating for the interests of Northern Ireland’s business community. “The continuing absence of an Executive at Stormont is really disappointing,” he says.

“In fact, every day something new highlights the urgent need for the situation to be resolved. NI Chamber members are doing a fantastic job of driving growth. In all corners of Northern Ireland, they are showcasing the many reasons this is a great place to work and live, to visit and invest in. They inspire me and their resilience is remarkable, but they cannot do it alone forever. We need political leadership to sustain growth and attract investment.”

In such circumstances, NI Chamber’s advocacy work is more critical than ever, according to Cathal, “NI Chamber is a respected voice for business and it has been at the forefront of calling for effective, functioning and sustainably funded government. I am proud that we work collaboratively with other business organisations, politicians and civic leaders on the issues that matter.

“I am hopeful that we are moving towards a turning point as far as restoration of the Executive and on that basis, am firmly of the belief that there is still time to make 2023 a year of lasting progress. That’s important not just for business, but for the wider community too.

“And when it does happen, as NI Chamber president, members have my commitment that we will do everything we can to encourage, to challenge and ultimately seek the solutions we know can be uncovered through partnership and collaboration.

“Engagement between business and policy makers is critical, and when the institutions are eventually restored, we will continue to facilitate two-way communication on an agreed Programme for Government and the public finances, as well as on pressing issues like skills, childcare, infrastructure and energy.”

Cathal takes on the role of president during a milestone year for NI Chamber, the significance of which is not lost on him.

“NI Chamber was one of the first limited companies ever established here and this year marks 240 years of its existence. In business and industry, much has changed in that time but NI Chamber’s support has been constant. The pursuit of a prosperous economy motivated those who founded this organisation and it remains our defining commitment to the present day. In 2023 I’m always aware that as president, I’m following in the footsteps of eminent entrepreneurs and businesspeople over centuries, so I take the history behind the chain of office seriously.”

Yet while history is important, Cathal is firmly fixed on the future. “This is a really exciting moment to be NI Chamber president – at a time when its local and national reputation is stronger than ever, we’re also preparing to welcome our new Chief Executive Suzanne Wylie, which will herald another new era for the organisation. Suzanne will be supported in that role by an exceptionally talented executive team. I’m excited for what’s to come and am genuinely looking forward to seeing what we can achieve together.”

“NI Chamber is a respected voice for business and it has been at the forefront of calling for effective, functioning and sustainably funded government.”

NI Chamber Welcomes New Council Members

Alan Campbell was appointed as managing director of SONI in October 2020. He joined SONI in July 2017 as head of Grid Infrastructure Projects and Connections from ESB, where he was responsible for managing Coolkeeragh Power Station in the North-West. Alan graduated from Queen’s University Belfast with a degree in Mechanical Engineering and began his career at AstraZeneca in England before joining ESB. He has more than 20 years’ experience working in the electricity industry.

At the most recent AGM, NI Chamber welcomed eight new council members. Senior figures from member companies in a range of sectors, they will each play an important consultative role in helping NI Chamber to shape its policy priorities and direction.

Ashleen is responsible for pursuing new growth opportunities for KPMG in the Northern Ireland market across Corporates, Government and Enterprise. A fellow of Chartered Accountants Ireland, she is a member of KPMG’s Private Enterprise Team and has worked extensively with many of Northern Ireland’s family-owned construction, engineering and development businesses.

John is the special truck engineering manager for the European facilities of Hyster-Yale spanning Craigavon, Masate (Italy) and Nijmegen (Holland) and is responsible for delivering an industryleading range of forklift solutions to a network of global customers. John graduated with a MEng in Mechanical & Manufacturing Engineering from QUB and joined the Hyster-Yale Group in 2011 having previously worked in the aerospace industry.

Dr Theresa Donaldson is chair of Belfast Harbour. She is also vice chair of the Eirgrid Group and chair of SONI, as well as a being a member of the LCJ Solicitors’ Disciplinary Panel and a Board member of the Centre for Effective Services. She previously held non-Executive positions with NI Equality Commission and the NI Health and Social Care Board.

John Keogh is the senior director of Seagate Quality Systems. He joined Seagate Technology in 1997 and has held management roles in a variety of positions with the company including Supply Chain, Manufacturing Ops and Business Excellence. For the past three years he has held the role of director of Wafer Quality systems with responsibility for ensuring the deployment of systems that meet customer requirements and driving excellence at Seagate.

Paul is currently managing director of Sepha Limited, which specialises in providing engineering and packaging solutions for the pharmaceutical and medical device industries. He has a particular focus on company purpose and strategy, commercial success, product management and managing the full P&L. An Executive MBA graduate from Trinity College Dublin and a Biomedical Engineering undergraduate from University of Ulster, he has held commercial and management positions in the medical device and pharmaceutical industries for the last 17 years.

Kieran is managing director at Morrow Communications, where he has worked since 2005. He delivers strategic communication advice and support to many leading business and public sector organisations and plays a vital role in the company’s evolution and growth, championing its integrated communications offering. Kieran has nearly 30 years’ experience across all aspects of integrated communications, including Corporate and B2B PR, Media Relations, Crisis Communications, Public Affairs, Marketing Communications and Community Relations.

Tiarnán is the group finance director for the Galgorm Collection, playing a leading role in the strategic direction of one of Northern Ireland’s most successful locally owned hospitality groups. He joined the Group in 2019, having previously been chief operating officer of the Diocese of Down and Connor.

Tiarnán is also a non-executive director for Trócaire and a committee member for Chartered Accountants Ulster Society.

Ashleen Feeney, KPMG

Kieran Donnelly, Morrow Communications

John Gribben, Hyster-Yale

Paul Smith, Sepha

Ireland’s Gribben, Paul

Alan Campbell, SONI

John Keogh, Seagate

Dr Theresa Donaldson, Belfast Harbour

Health and Social Care Board.

NI Chamber Photo Gallery

1. Pictured at a Business Breakfast event in partnership with Bank of Ireland are Jeremy Poots (Mammoth), Paul Martin (Mammoth), Hilary Quinn (Diageo Ireland) and Olivia Stewart (NI Chamber).

2. Mark Cunningham (Bank of Ireland) welcomed marketing and communications professionals to a Business Breakfast

3. Caroline Coyle (NI Chamber), Richard Collins (Queen’s University), Maeve Parkinson (EY), Brenda O’Hagan (Spirit AeroSystems), Cian Groogan (Allstate) and Christopher Morrow (NI Chamber).

4. Lindsay Millar (MCE) and Danny Lynch (Irish Football Association) at the Public Affairs Forum.

5. Delegates had the opportunity to network at the Grow with Danske Bank event.

6. Stuart Anderson (NI Chamber) welcomes delegates to the most recent Public Affairs Forum.

7. James Quinn (Radius Connect Solutions) and Daniel Boyle (Power NI).

8. BT, Chief Executives’ Forum and NI Chamber hosted ‘An Audience with Brian O’Driscoll’.

9. Over 100 delegates attended the NI Chamber and SONI Energy Forum.

10. Christopher Morrow (NI Chamber), Seamus McGuckin (AIB), Sally O’Kane (Frylite Solutions) and Ben Craig (International Synergies).

11. Dave McGowan (SONI), Jamie Delargy (Energy Commentator), Peter Russell (Department for the Economy), Alan Campbell (SONI) and Stuart Anderson (NI Chamber).

12. NI Chamber hosted a ‘Masterclass in Agile Business Growth’ with Peter Russell, Managing Director at PR Business Growth Services.

13. Christopher Morrow (NI Chamber), Aisling O’Hare (Eversheds Sutherland), Dr Jelena Vlajic (Queens University Belfast) and Matthew Howse (Eversheds Sutherland).

14. Paula Leathem (NIE Networks) addressed delegates at a Future of Skills event.

Cathal Geoghegan is New NI Chamber President

Cathal Geoghegan, managing director at Henderson Foodservice, has been elected as the new president of NI Chamber.

He succeeds Gillian McAuley, chief people officer at Eakin Healthcare, who has held the position for the past 12 months. Caitroina McCusker, regional market leader for PwC Northern Ireland, is the membership organisation’s new vice president.

Mr Geoghegan officially took over the role at its Annual General Meeting on Thursday 1 June 2023. Speaking at the AGM, he said: “I am delighted to be NI Chamber’s new president and feel extremely honoured to take on the role which has been held by some of the region’s most successful businesspeople over many decades. This year NI Chamber is celebrating 240 years in existence – to be part of that celebration and its legacy is very special indeed.”

“I am honoured to have been appointed as vice president of NI Chamber and look forward to supporting Cathal over the course of the next year. The organisation’s local, national and international reputation is stronger than ever and it is doing sterling work in support of business and the economy. And while business conditions are certainly challenging, as vice president, I am really optimistic about the positive difference the Board and Executive team will continue to make in the year ahead.”

Chamber Golf Day is the Best by Par

NI Chamber is set to host its popular Annual Golf Day on Friday 8 September 2023. Delivered in partnership with headline sponsor BT and supporting sponsor MCS Group, over 100 members of the business community will tee off at the renowned event, which will take place in the prestigious Malone Golf Club, widely considered as one of the best courses in Northern Ireland.

The golf day is designed to help NI Chamber members build networks and make connections in a relaxed setting, whilst competing to win the coveted Golf Challenge Trophy. Last year’s winner Paul McBurney from ABL Group picked up the trophy as the player with the highest individual score, while the Beyond HR team achieved first place for the four-ball.

Cathal Geoghegan with Caitroina McCusker and Gillian McAuley.

Pictured launching the 2023 NI Chamber Golf Day are Adam Macklin (MCS Group), Paul Murnaghan (BT) and Christopher Morrow (NI Chamber).

NI Chamber Annual Lunch

1. Paul Murnaghan (BT), Susan Dunlop (GMcG Chartered Accountants), Harry Redknapp, Cathal Geoghegan (NI Chamber), Karen Blair (Cleaver Fulton Rankin) and Michael Thompson (Everun).

2. Neil Collins and Conor Murphy MLA.

3. Ellvena Graham OBE, Ian Henry MBE, John Healy OBE, Ann McGregor MBE, Stephen McCully, Paul Sistern, Mark Nodder OBE, Kevin Kingston OBE, Francis Martin CBE.

4. Jonathan Buckley MLA, Ross Williamson and Edwin Poots MLA.

5. Vicky Davies, Roseann Kelly and Marie-Therese McGivern.

6. Harry Redknapp was interviewed by broadcaster, Claire McCollum.

7. Kim Lucas, Caroline Whiteside, David Acheson, Beverley Copeland and Dalreen Buchanan.

8. NI Chamber President Cathal Geoghegan and George Maybury (Dell Technologies).

9. Bro McFerran, John Healy, Ann McGregor, Cathal Geoghegan (Henderson Foodservice), Gillian McAuley (Eakin Healthcare) and Paul Murnaghan (BT).

10. Guests enjoyed networking before the lunch began.

11. Cathal Geoghegan made his first address as NI Chamber President.

12. Paul Murnaghan, NI Regional Director from NI Chamber’s Communications Partner, BT, addressed the audience.

13. NI Chamber Vice-President Cat McCusker and President Cathal Geoghegan.

14. Over 400 guests attended the event at Belfast City Hall.

Northern Ireland’s Hidden Talent Pool

This year’s Business Barometer report, published by The Open University and British Chambers of Commerce, highlights that despite 68% of local organisations facing skills shortages, over a third (36%) of those businesses surveyed don’t have any specific initiatives, skills programmes or workplace adjustments in place for specific talent pools, including underrepresented groups such as people with disabilities, workers over 50, or workers with childcare responsibilities.

An increase in digitalisation, automation and the Net Zero imperative are creating demands for new and additional skills in the workplace that are in short supply.

“This report provides further evidence of a structural skills shortage in Northern Ireland,” said John D’Arcy, director of The Open University in Ireland. “We recently hosted a roundtable event with Northern Ireland Chamber of Commerce where leaders from business and industry discussed how the mismatch between the skills of the workforce and the demands of the labour market is hindering economic growth and development.

Exactly which skills are in short supply varies across organisation size and sector, but in Northern Ireland, the number one skill shortage was accountants (including trainee-chartered accountants). Medical (inc. pharmacists, nurses, doctors, optometrists, optical and ear professionals) came second and skilled (inc. technicians, skilled labourers, joiners, builders, panel fitters, electricians, welders and fitters) came in at number three.

Commenting on the report’s findings, Stuart Anderson, Head of Public Affairs at NI Chamber said,

“It is clear from this year’s Business Barometer report that the skills shortage has not improved, despite existing efforts from businesses. “And while the report highlights the struggles organisations are facing, it also identifies potential solutions for employers. In the context of a challenging fiscal environment, NI Chamber is actively encouraging members to consider employer-led solutions to the skills deficit.

“There are big opportunities for organisations who support their hidden talent. Investing in employees and empowering them on long-term career paths is a win-win for all.”

Judging Panel Appointed for NI Chamber Awards

An independent panel of judges has been appointed to judge entries in the 2023 NI Chamber Awards.

The group is comprised of some of Northern Ireland’s most wellrespected business journalists including Belfast Telegraph Business Editor Margaret Canning and Irish News Business Editor Gary McDonald, as well as Chris Sherry, managing director of the Ulster Tatler Group and independent journalist Emma Deighan. Nuala Murphy, director at Diversity Mark, also lends her expertise to the selection process.

On completion of the judging process, category winners from Northern Ireland will be selected to represent NI Chamber in the British Chambers of Commerce Awards. A total of eight category winners will be declared in categories including Workforce Developer, Rapid Community Champion, Problem Solver, Planet Saver, Game Changer, Global Player and Equality Trailblazer.

Winners from the Northern Ireland heat will be announced in early September.

NI Chamber Raises Over £16,000 for Nexus

NI Chamber has presented the charity Nexus with a total of £16,506.77 following a year-long partnership. The organisation, which supports individuals impacted by sexual abuse and abusive relationships, was selected as the 2022 president’s Charity of the Year by immediate past President Gillian McAuley.

Thanks to the generosity of NI Chamber members, a significant sum was raised across a number of events including the Annual Lunch and President’s Banquet.

Speaking about the partnership, Peter Wilson, head of Professional Services at Nexus, said:

“The Chamber’s support of Nexus over the past year has enabled us to refresh our brand and explore how we can work with businesses to support them to play their part in ‘Breaking the Cycle of Sexual Abuse and Abusive Relationships’.

“We know companies want to be part of making things better and we will soon engage with them to offer purpose-led partnerships which create real societal value, whilst supporting them to engage employees, attract customers and investors and demonstrate their commitment to playing their part in creating a better society.

“34% of Millennials and 39% of Gen Z have turned down employers that do not align with their values. Issues like sexual harassment rank high in their areas of concerns (Deloitte, 2023). Millennials will constitute 75% of the global workforce by 2025. We want to help companies to effectively and confidently support employees if they are impacted by sexual abuse or abusive relationships, to educate their workforce in dealing with such cases and safely challenging inappropriate behaviour.

“We would particularly like to thank Gillian for choosing Nexus as her Charity of the Year which resulted in £16.5k in donations. This will continue to enable us to achieve our vision of “A Society Free from ‘Sexual Abuse and Abusive Relationships’.”

Judges for the NI Chamber Awards with Olivia Stewart, NI Chamber.

Peter Wilson and Gillian McAuley.

Columnist

Dr Rita-Marie Murtagh Lecturer

Is it time to 10X your governance and compliance strategy?

The volatile, uncertain, complex, and ambiguous (VUCA) environments that organisations operate within today necessitate a more holistic and embedded approach to corporate governance and compliance.

Globally, issues such as Covid-19, the war in Ukraine, stock market sanctions, and the changing fortunes of cryptocurrency have been significantly impactful on organisations, as have domestic issues such as revolving-door politics and steep inflationary indicators.

Financial and legal services businesses in particular are mindful of increasing regulation demands; the need to mitigate risk; ensuring that technologies facilitate compliance reporting and client communication; and that effective cyber security mechanisms are in place. Therefore, governance and compliance (GC) activities can no longer be siloed within the company secretarial team, nor indeed should they be the responsibility of a lone company secretary in smaller companies.

According to the Institute of Chartered Secretaries and Administrators (ICSA) Next Generation Report (2018), GC is everyone’s responsibility within the organisation, whether the lens is on procedures and controls, communication, stakeholder engagement, social

purpose, climate finance, diversity, or employee equity. Statute and regulation will provide the necessary structural framework for legal compliance, however, political action, company constitutions and internal strategic decision-making are becoming increasingly focused on corporate social responsibility (CSR) and the environmental, social and governance (ESG) reporting framework.

The 10X rule has long been associated with performance management and personal goal setting and can resonate strongly with organisational leaders who are not content with the current status of their GC strategy. There are many indicators that will suggest that there are issues that could be addressed by implementing the 10X ethos. Deficiencies include board packs exceeding many hundreds of pages, board meetings that are a full day in duration, cyber security breaches, poor storage of data, the use of personal emails for communicating with board members, and casual acceptance of minor compliance breaches, amongst others.

Further, training for executives, board pack authors, the company secretary, and importantly the board itself should be an ongoing, iterative process, however, this is often not the case. The aim of 10X is to set goals which are ten times beyond what would normally occur to continually push the organisation to

achieve highly and to address inhibitors which are stagnating real progress on governance and compliance.

The argument is that by freeing the futile energy that is expended on burdensome and repetitive tasks and harnessing it towards transformational and aspirational organisational GC goal setting will lead to best practice rather than mere conformance. Whilst a 10X approach may seem too much, too soon, the ethos of continuous improvement cannot be underestimated especially where stakeholder expectations and values are concerned.

Discerning stakeholders, both internal and external to the organisation, are increasingly aligning themselves with businesses that are transparent about their governance, compliance, CSR, and ESG reporting. It is reported that business leaders who engage in reporting on an ambitious scale are more risk aware and can scan their environment to identify emerging trends on social and environmental issues. Aligning the organisation’s vision, values, and purpose towards reporting structures that are exceptional and which safeguard stakeholder interests can create substantial value-add.

Despite budgetary tension, increased investment in technologies across legal, financial, and regulatory reporting

in Human Resource Management & Organisational Behaviour and Course Director of MSc Management & Corporate Governance.

is required to future proof the company, and importantly, commitment to ongoing training is required to ensure that individuals are aware of the broad reach of governance and compliance issues within businesses today.

ICSA (2018) reported that 42% of businesses were allotting insufficient time and resources to deal with the volume of regulation, and 21% were already experiencing a lack of specialist expertise to understand risk and opportunities. To this end, organisations must seek out excellence in training which is focused on the myriad of highly complex governance and compliance issues which face organisations today.

Specialist training in governance and compliance is offered by Ulster University by way of the MSc Management and Corporate Governance programme. This is the only course on the island of Ireland and one of the few in the UK which combines the much sought after GradCG (formally GradICSA) qualification from the Chartered Governance Institute alongside a valuable Master’s qualification.

The two-year part-time course provides flexibility for those already in employment and is aimed at those who are working in company secretary or governance departments, or for those at board level who have corporate governance and compliance responsibilities.

Financial regulations require that governance professionals and company secretaries are appropriately qualified for their role – the combined professional accreditation and university qualification on the MSc Management and Corporate Governance meets this requirement. Both are recognised globally, and graduates are equipped with a wide range of work-ready skills including corporate governance, compliance, risk management, boardroom decision-making, strategy, law, behavioural dynamics, effective team performance, and corporate financial management.

If you would like to discuss how this programme can add value to your business, please contact Ulster University Business School’s Business Engagement Team at: engage@ulster.ac.uk

• Multi award winning, including Great Taste, Irish Quality Food Awards and Blas na hÉireann Gold awards

• Family run business

• Farm to fork

• All hens are free range

• High welfare standards

• British Lion accredited

Cavanagh Free Range Eggs Ltd.

58 Clonkee Road, Cavanagh, Newtownbutler Co. Fermangh, BT92 8FH

Website: www.cavanagheggs.co.uk

Email: hello@cavanagheggs.co.uk

Twi er: @cavanagheggs Phone: 028 6773 7889 Mobile John: 078 5796 4436 Mobile Eileen: 078 5796 4468

Multi Award Winning company dedicated to producing the finest free range eggs in the industry

“The aim of 10X is to set goals which are ten times beyond what would normally occur to continually push the organisation to achieve highly and to address inhibitors which are stagnating real progress on governance and compliance. ”

Hilton Belfast celebrates silver certification, as it aims to go for gold

Hilton is committed to leading the hospitality industry towards a net-zero economy and reducing its greenhouse gas emissions in line with climate science. According to Business Development Manager KellyAnne Small, Hilton is proud to have been the first major hotel company to set science-based carbon targets aligned with climate science and the Paris Climate Agreement and approved by the Science Based Targets initiative (SBTi).

The Hilton Belfast’s sustainability policy reflects the hotel’s desire and commitment to protect and enhance the environment. The management team and management company at Hilton Belfast recognise that our business has an impact upon the environment and we are committed to managing this in a sustainable fashion. We are committed to becoming more sustainable. To bring this to life we follow our brand Travel

with Purpose standards using the Hilton LightStay Tool to monitor our energy consumption and set goals for improvement. Since the launch of our Travel with Purpose 2030 Goals in May 2018, Hilton has been tracking all targets to ensure that we reach our goals.

We have taken it a step further and introduced ‘Carbon Neutral Meetings’ You can meet in a more sustainable way and reduce your environmental footprint by making informed low waste choices and with Carbon Neutral Meetings we will offset your event’s carbon emissions by investing in quality carbon reduction projects. Energise with locally sourced and balanced menus, designed by our head chef, to boost energy and minimise leftovers.

We are working with Mission: Net Zero to achieve third party certification with Green Tourism. We aim to promote a greener, cleaner environment for people, places and our planet.

The internationally respected

accreditation programme of Bronze, Silver and Gold awards are acknowledged worldwide as an indicator of a good environmentally friendly practice and are a great way of progressing on a green journey as well as acting as a hallmark of ‘green quality’ for our eco-minded visitors.

We understand that becoming a more sustainable business requires dedication, continuous improvements and embedding sustainable practices across all levels of the team. This sustainability policy serves as a framework for all stakeholders to use as guidance for the general operation of the hotel and to understand its application within their role. Stakeholders include internal and external employees and hotel guests (where applicable).

We are looking for ways to improve our sustainable tourism model and with this in mind, we have plans to raise awareness within our remit of action in the city by promoting Green Tourism Certification, Hilton Travel with Purpose practices and the Hilton LightStay Tool.

NORTHERN IRELAND EMPLOYERS MISSING OUT ON HIDDEN TALENT POOL AS THE SKILLS GAP REMAINS HIGH

Times are tough for everyone, but there may be a glimmer of hope for Northern Ireland businesses if they turn their attention to untapped potential in the workforce according to this year’s Business Barometer report published by The Open University and the British Chambers of Commerce.

The annual report highlights that despite 68% of Northern Ireland businesses facing skills shortages, over a third (36%) of those businesses surveyed don’t have any specific initiatives, skills programmes or workplace adjustments in place for specific talent pools, including underrepresented groups such as people with disabilities, workers over 50, or workers with childcare responsibilities. This highlights a key opportunity for organisations to begin

addressing their skills gaps by engaging and supporting the needs of groups that traditionally may have been overlooked in the labour market.

The need to develop a clear pipeline of talent internally comes against a backdrop of long-term skills shortages driven by a range of factors including retirement, illness, and staff salary expectations. In addition, an increase in digitalisation, automation and the Net Zero imperative are

creating demands for new and additional skills in the workplace that are in short supply.

“This report provides further evidence of a structural skills shortage in Northern Ireland,” says John D’Arcy, Director of The Open University in Ireland. “We recently hosted a roundtable event with Northern Ireland Chamber of Commerce where leaders from business and industry discussed how the mismatch between the

skills of the workforce and the demands of the labour market is hindering economic growth and development.

“The roundtable highlighted the strong need for short bite-sized learning, a flexible and accessible approach to upskilling, which can help bridge the gap and equip workers with the skills they need to succeed in a changing workplace.

Explaining the crucial role The Open University (OU) plays here John adds: “The OU has vast experience working with organisations in a collaborative manner to address the longstanding skills shortage challenge. We build long-term relationships with partners, based on a deep understanding of their business objectives and the flexible way that we deliver our courses, utilising the latest online technology, means our learning can fit around business priorities and personal responsibilities.”

The skills gap is reflected in the recruitment process with 24% of organisations saying they have been prevented from filling roles due to lack of applicants.

Exactly what skills are in short supply varies across organisation size and sector, but in Northern Ireland, where there was a higher proportion of larger organisations surveyed, the number one skill shortage was Accountants (including trainee-chartered accountants). Medical (inc. pharmacists, nurses, doctors, optometrists, optical and ear professionals) came second and Skilled (inc. technicians, skilled labourers, joinery, builder, panel fitters, electricians, welders and fitters) came in third.

The main impacts of recruitment difficulties and skills shortages were felt by existing staff. 70% of organisations in Northern Ireland say skills shortages have increased the workload on existing staff, with reduced activity or output and decreased staff morale and well-being also being reported.

While employers need to invest more in workplace training and development, and in creating more accessible and flexible workspaces, there is also a need for Government to do more.

“An accessible and flexible approach to lifelong learning is essential for addressing skills, gaps, economic productivity, regional imbalances and social inclusion,” said Megan Fearon, Senior Policy Manager for The Open University in Ireland. “While initiatives such as the Skill Up scheme from the Department for the Economy (DfE) that provided funding for short-courses are to be welcomed, ensuring education is truly accessible for all in the long term is critical. We need to see skills investment prioritised through a ring-fenced skills fund that transcends annual budgets, alongside an action plan focusing on inclusion and opportunity. This is required to build a modern, prosperous, and sustainable economy. There is an opportunity to deliver this with the DfEs “Skills for a 10X Economy”.

Once again, the Business Barometer

report has shown why it is critical for business, government and the skills sector to work together to resolve skills shortages.

Commenting on the report’s findings, Stuart Anderson, Head of Public Affairs at Northern Ireland Chamber of Commerce and Industry (NI Chamber) said,

“It is clear from this year’s Business Barometer report that the skills shortage has not improved, despite existing efforts from businesses. “And while the report highlights the struggles organisations are facing, it also identifies potential solutions for employers. In the context of a challenging fiscal environment, NI Chamber is actively encouraging members to consider employer-led solutions to the skills deficit.

“There are big opportunities for organisations who support their hidden talent. Investing in employees and empowering them on long-term career paths is a win-win for all.”

For more information visit www.open. ac.uk/business/ireland

Megan Fearon, Senior Policy Manager The Open University Ireland.

John D’Arcy, Director The Open University Ireland.

Ulster Carpets Acquires Design-Led Alternative Flooring

Ulster Carpets has announced the acquisition of Alternative Flooring.

An iconic independent British brand, Alternative Flooring is an ethically conscious designer and supplier of highquality flooring with a quirky twist. The Hampshire-based company will now join the range of complementary flooring companies within the successful Ulster Carpets Group.

The acquisition further underlines Ulster Carpets’ belief in high-quality, design-led, customer-focused UK businesses.

David Acheson, Ulster’s strategic development director, said, “We believe that the Ulster Carpets Group is a fitting

home for Alternative Flooring in terms of culture, outlook and ambition. Alternative will remain an independent, autonomous brand within the Ulster Carpets Group, but with the added expertise and resources to strengthen its capability, service, and product range.

“Whilst this acquisition does not create any new jobs at Ulster’s Portadown HQ this move underpins the company’s ambition to further establish itself as the premium supplier and brand at the top end of the flooring market in the UK and Ireland.”

For more than 25 years, Alternative Flooring has been providing flooring to fall in love with, with a focus on inspiring people to express their personality

through colour, pattern, and texture. The company’s flooring products are ethically sourced, and its Make Me A Rug programme allows any design to be turned into a rug that is hand finished to an exceptional standard at its Hampshire base.

Chris Brammall, retiring chairman of Alternative Flooring, said, “Securing a bright future for the Alternative brand, together with its employees, customers and key suppliers, was a major factor in deciding the most suitable home for its next phase of development, and, in our opinion, this acquisition gives Alternative the best opportunity of reaching its considerable potential.’’

Chris Brammall, retiring chairman of Alternative Flooring, with David Acheson, Ulster’s strategic development director.

DON’T LET INHERITANCE TAX BE THE TRUE LEGACY!

Amid these canicular days sun, sea and sand will be at the fore, for many, with holiday plans well underway to far-off sun-drenched locations for that welldeserved summer break away from day-to-day routine. Inheritance Tax (IHT) is least likely to top the agenda. Yet government statistics show more people than ever are being hit by IHT.

In 2022/23 H M Revenue & Customs (HMRC) reported IHT receipts of £7.1billion, up £1 billion from the prior year, an increase of 16%. This upward trend looks set to continue. National Statistics show IHT receipts for April 2023 and May 2023 at £1.2 billion, an increase of £0.1 billion compared to the same period last year. Rising asset values combined with frozen IHT nil rate band thresholds have been stated as factors contributing to the increase in IHT receipts.

For most, IHT can be mitigated, with planning, allowing more of people’s wealth to pass to their loved ones. Currently, IHT is payable at 40% on the value of each person’s estate exceeding £325,000. An additional allowance of £175,000, known as the residence nil rate band, is available towards the value of the home passing to direct descendants. IHT reliefs and exemptions are also available, when certain conditions apply, to reduce the potential IHT exposure. For many using trusts or a family investment company are useful vehicles incorporated into estate planning, where appropriate, allowing individuals to pass on wealth to the next generation whilst retaining control over the assets. Many think trusts are only suitable for the very wealthy when in fact a simple trust can be a useful tool in estate planning regardless of the level of wealth.

UK IHT has often been a topic for debate over the years. In January 2018 the then Chancellor asked the Office of Tax Simplification (OTS) to conduct a review of the IHT regime. In the end the Government decided not to proceed with any major changes. However, IHT has featured again in the press, recently, with calls on the Government to abolish IHT sparking mixed reactions. It will be case of wait and see what happens next.

In the meantime, individuals are encouraged to review their estates and speak to their tax or legal advisor to understand their IHT position, discuss their options and plan accordingly, otherwise the tax man may be the true benefactor.

Moira McKeown Tax Senior Manager

Moira McKeown

Many think trusts are only suitable for the very wealthy when in fact a simple trust can be a useful tool in estate planning regardless of the level of wealth.

Hospitality and Tourism, at the Heart of the NI Economy

As Northern Ireland’s fourth largest private sector employer and with a turnover of £2bn, hospitality and tourism is without doubt a key player in the Northern Ireland economy. The innovation and determination of our

operators, coupled with the friendliness and warmth of our people are at the heart of this success. The hotel sector alone has invested over £1bn over the last two decades, with the potential for a further £300m to be invested by 2025,

on top of significant ongoing investment in our pubs and restaurants. This demonstrates the continued growth and desire to improve the hospitality and tourism offering across the region. The hospitality sector has benefited greatly from the changes over the last 25 years, with the number of overseas visitors more than doubling from 1.3m to 3m. Scheduled air routes to Northern Ireland have also more than doubled, handling some 8.8m passengers (up from 4.4m in 1998), while the number of annual cruise visitors has leapt from just over 1,000 to 350,000 expected in 2023 within 170 ships. But with tourism still only 5.2% of GDP, there is the potential and opportunity to double that figure to over 10% of GDP.

The opportunities for growth are very real and those that have adapted their business models are continuing to trade well, with customer experience and greater flexible working arrangements at the forefront of business owners’ minds. However, we cannot ignore the challenges, as businesses seek to deal with the consequences of one crisis after another – from the uncertainty and upheaval of Brexit to a global pandemic; from the lack of a functioning local Executive to the war in Ukraine; and from inflationary pressures to concerns about a potential recession.

Brian Murphy, Managing Partner, BDO NI and David Warnock, Director, Advisory, BDO NI discuss: Hospitality and Tourism in NI

Brian Murphy.

Businesses which have been unable or unwilling to adapt have found themselves facing the very real threat of rising costs, higher interest rates and post-pandemic debt levels, coupled with the challenges of maintaining staff – all of which have led to cashflow pressures.

Many hospitality businesses depend on consumer confidence and discretionary spending, both of which are showing signs of weakening in the current climate. Consumer concerns about rising prices for essential goods like energy, fuel, food and transportation expenses, are eroding discretionary spending for many. However, we have seen over the years the hospitality sector is resilient, and it is certainly not a fluke that so many have evolved to meet the changing needs of the market.

A REIMAGINED PROGRAMME FOR PROSPERITY IN NORTHERN IRELAND

Business owners, employees, Government and trade bodies have all worked together to drive the development of Northern Ireland’s hospitality and tourism offering over the last 25 years, however, these efforts must now evolve with the prevailing economic conditions to make the most of the opportunities that are still out there.

In conjunction with Trade NI, we recently presented the BDO NI Prosperity Dividend Report in Westminster, outlining steps that Government and other stakeholders could take to help drive the wider local economy even further.

A major issue facing the hospitality and tourism sector, as well as other sectors, is the difficulty in recruiting and retaining staff. One possible solution to this problem would be the creation of new immigration pathways to facilitate the introduction of new people and skills to the Northern Ireland marketplace. Another could be the establishment of public sector conversion academies to facilitate the transfer of personnel from the public sector into the private sector. Even with the economic successes that have been achieved over the last 25 years, the economy in Northern Ireland continues to be impacted by an historic underinvestment in infrastructure and capital projects across the region. To reverse this underinvestment and to give the region the tools it needs to deliver

its own economic sustainability, a new approach to funding is required for the region. By introducing a needs-based approach, it would be possible to identify the critical areas of need and to allocate funding to create a foundation on which to build a sustainable economic viability for Northern Ireland’s future.

Critical areas of need that we have identified across the hospitality sector include:

• Enhanced air connectivity and the abolishment of Air Passenger Duty to make the region more accessible for both commerce and tourism. The Department for the Economy previously announced its intention to action a Route Development Scheme to attract airlines to come to NI, thereby boosting tourism and trade links.

• An overhaul of the existing Rating System in the region; and

• Enhanced and targeted investment in existing Government agencies to enable them to compete with other destinations in selling Northern Ireland as ‘the’ place to visit and to do business.

These steps will help with a levelling of the playing field, as for many years businesses in Northern Ireland have had to compete at a disadvantage to their counterparts in the Republic of Ireland. This imbalance has mainly existed around VAT rates for the hospitality and tourism sector and at a higher level, the differing corporation tax rate which exists between both jurisdictions.

For many years, BDO NI has worked closely with the local hospitality and tourism sector to help local businesses find a way through the uncertain and difficult times that come along. We have always found that those businesses that demonstrate flexibility and a willingness to change to meet the needs of the marketplace have been able to survive and thrive. We remain both optimistic for the potential for this sector and also committed to helping businesses within the sector to capitalise on the opportunities ahead and deal with the challenges that they may face over the coming months and years.

David Warnock.

Leading Business Growth with Renewable Heating Technology

Paul McMenamin joined Bassetts at the start of his professional career, rising to become sales director for Northern Ireland’s largest bathroom, heating and renewables company. The awardwinning plumbers’ merchant has provided customers with quality bathrooms, plumbing and renewable heating for over 40 years. Founded in Armagh, Bassetts boasts an extensive network of 13 retail showrooms and 15 plumbers’ merchants across Northern Ireland.

RENEWABLE HEATING TECHNOLOGY: A GROWING TREND IN NORTHERN IRELAND

The introduction of renewable heating technology has sparked remarkable growth within the heating and plumbing industry in Northern Ireland. With a large rural population and a thriving self-build market, the demand for renewable heating solutions has soared. Homeowners are increasingly seeking to future-proof their houses by embracing sustainable alternatives that reduce their carbon footprint and provide long-term energy efficiency.

BUILDING REGULATIONS AND ENERGY PERFORMANCE STANDARDS

Northern Ireland has witnessed significant changes in building regulations, emphasising the importance of energy and emissions performance standards for new buildings. Self-builders are now compelled to consider energy-efficient alternatives, leading to an increased demand for products and services offered by heating and plumbing merchants like Bassetts.

company’s commitment to renewable heating technology, stating, “At Bassetts, we understand the importance of staying ahead of the curve in an ever-evolving industry. The demand for renewable heating solutions in Northern Ireland has grown exponentially, and we are dedicated to providing our customers with the latest products and knowledge to meet their needs. Our Heating Innovation Centre is a testament to our commitment to sustainability and future-proofing homes for years to come.”

As Northern Ireland experiences a surge in the popularity of renewable heating technology, Bassetts stands at the forefront of this transformative industry. With its extensive network of retail and plumbers’ merchants and the innovative Heating Innovation Centre, Bassetts is well equipped to meet the needs of the self-build market and provide energyefficient solutions to customers across Northern Ireland.

BASSETTS: PIONEERING GROWTH IN THE RENEWABLE HEATING SECTOR

Recognising the potential of renewable heating technology, Bassetts has positioned itself as an industry leader, driving growth and innovation in this sector. The company’s commitment to providing cutting-edge solutions is evident in establishing its groundbreaking facility, the Heating Innovation Centre. This state-of-the-art centre, based outside Portglenone, serves as a hub for customers interested in exploring the latest advancements in renewable heating technology, focusing on the design of bespoke heating systems.

Paul McMenamin, sales director at Bassetts, shared his perspective on the

“Recognising the potential of renewable heating technology, Bassetts has positioned itself as an industry leader, driving growth and innovation in this sector.”

Paul McMenamin, Sales Director, Bassetts.

U105: Tuned In to Giving Back

Peter McVerry, station manager of U105, the Belfastbased commercial radio station, talks to Emma Deighan about the station’s heightened commitment to Corporate Social Responsibility (CSR) and Environmental, Social and Governance (ESG) initiatives.

Since it launched onto the airwaves in 2005, U105 has been making significant strides in its commitment to CSR with a growing host of initiatives reflective of the society Northern Ireland has become, Station Manager Peter McVerry says.

With a heavyweight collective of high-profile presenters including former weatherman Frank Mitchell, and veteran DJs Carolyn Stewart and Maurice Jay among others, the station is well positioned to highlight causes, generate funds and support marginalised communities here. And it has executed that moral role well since 2005.

Peter has been at the helm of many of those drives, including the Christmas ‘Stuff A Bus’ campaign, a £1m fundraising effort for the NI Hospice and 15 years of sponsoring one of the province’s most culturally diverse events.

“U105 has been actively involved in various CSR initiatives that reflect the issues and concerns of today’s Northern Ireland,” the radio manager begins.

“For example, we partnered with Translink to support the Salvation Army and St Vincent de Paul for the ‘Stuff A Bus’ campaign, where we collected toys to fill a bus for those in need. During the COVID-19 pandemic, we adapted the appeal to a virtual format.

“We have also been a proud media partner of the culturally diverse Mela festival since its inception, providing

increasing support as the event grows and that’s because Mela represents the new, modern Northern Ireland we live in, and we aim to encourage and support that culturally diverse society.”

U105 is also a long-term media partner for the Road Safety Awards, in a move to create better awareness of the dangers posed to the public here and amid the increasing number of road-related fatalities.

“We also support The Belfast Children’s Festival as we believe it’s essential for a local station to be at the heart of what’s happening in our community.

“Our commitment to the All-Ireland Sustainability Awards, more recently, as a media partner is another example of showcasing best practices and it allows us to review our own processes as well as share tips on what can be done with our listeners in their homes and businesses,” he continues.

U105’s CSR programme is deeply ingrained in the community and actively supports various causes not just off air, but on it.

“U105’s speech programming plays a crucial role in engaging with our listeners and highlighting contemporary issues,” Peter continues.

“The three-hour Frank Mitchell speech programme, for instance, provides a platform to discuss topics that matter to our audience five days a week. Our 60/40 music/speech format is unique for

U105 Breakfast presenters Maurice Jay and Denise Watson help launch the Stuff A Bus appeal.

Former Taoiseach Bertie Ahern joins Frank Mitchell at Agreement 25 at Queen’s University Belfast.

a commercial radio station in Northern Ireland and allows us the opportunity to address both local and national issues that affect our community.”

As a source of news and entertainment, it was only natural that the station would play a prominent role in the Good Friday Agreement’s 25th anniversary.

Peter talks about the broadcast of an event to mark the anniversary, rescheduling and relocating the Frank Mitchell show to Queen’s University for three days with more than 12 hours of live broadcast of dedicated and comprehensive coverage as well as interviews with high-profile dignitaries and instrumental players in the original signing of the agreement.

He says the programming was “a celebration of how far we’ve come and where we are now and it’s an example of how we don’t just report on and discuss negative things here, but the positives too, focusing on the opportunities”.

“When considering new initiatives, we look for causes that align with

what’s impacting Northern Ireland at that particular time. Often, we receive approaches from organisations or individuals who highlight issues of significance. For example, our partnership with NI Hospice and the Children’s Hospice was a resounding success. Through our listeners, we raised £1 million, which contributed to the capital build of the new hospice at Somerton Road. This cause resonated deeply with our listeners, as almost every family in Northern Ireland has been impacted by cancer or palliative care.”

Pushing for donations is not always the focus of U105’s extracurricular work, Peter points out.

He says awareness is equally as essential. “We aim to showcase the strengths of Northern Ireland and address both negative and positive topics that are relevant to our society.”

And those messages are reaching further with digital allowing U105 to air anytime anywhere.

“The digital platforms have been instrumental in expanding our reach and connecting with a wider audience. With the ability to stream online and broadcast on DAB, U105 now reaches all four corners of Northern Ireland.

“During the pandemic, our listenership grew significantly, as people turned to radio for updates and a sense of connection. The legacy of that period is still seen in our listener figures today,” adds Peter.

Recent RAJAR figures for U105 are among the station’s best, with a weekly audience of 256,000.

Peter says the station’s commitment to social issues doesn’t end at its office doors at City Quays.

“We have various measures in place to support our staff’s well-being too, for example, we provide access to the Headspace app, offer four volunteering days per year, and have a dedicated Diversity and Inclusion Committee. Our commitment to employee well-being extends to our sister companies, Tibus and

Zesty, which collectively employ around 60 people.”

He says being part of a wider group with stations in the UK and Ireland allows it to pool resources and run impactful campaigns for societal good.

A poignant example is its group-wide ‘Call This Out’ drive to encourage listeners to highlight misogyny and male violence towards women in the wake of the Aisling Murphy murder in County Offaly. This campaign was reignited following the murder of Natalie McNally in Lurgan.

“We do this because it’s important to our listeners and it’s reflective of what is happening here.”

Meanwhile, the station’s affiliated companies in that wider group are the brawn of The Times, Sunday Times, The Sun, TalkSport and Talk Radio as well as Virgin Radio.

News UK, which owns U105, is the UK arm of the business but Wireless Ireland is the ROI element. U105 sits in the Goldilocks zone allowing it to benefit from both jurisdictions’ strengths.

Looking at focus points in the future, Peter anticipates sustainability coming under the spotlight more in its CSR efforts.

He talks of presenter Frank Mitchell’s environmental champion journey including the documenting of his thriceweekly trips to work on an e-bike.

He adds: “We are always on the lookout for new causes and new ideas, and very open to groups contacting us.

“It’s also important to note that we as a station are now receivable across the whole of Northern Ireland. We’re so much more active in places like the North West and Newry area and we want organisations across NI to know that and know that we are here to support them.”

And in a challenging landscape where radio now competes with growing mediums/services like podcasts and music streaming services, U105 will be at the forefront of pushing a bill at Westminster to make the industry a more even playing field.

Frank on his e-bike.

Peter with Danielle McCormick, Chair of All-Ireland Sustainability.

DJ Carolyn Stewart at the launch of Mela.

Meet the Buyer Returns for 2023

NI Chamber’s Annual Meet the Buyer with Bank of Ireland is set to return on Thursday 16 November at Tullyglass House Hotel, Ballymena. Buyers and suppliers from all sectors across Northern Ireland are invited to register their interest in attending now. The popular flagship event provides organisations with significant procurement needs with a fantastic opportunity to meet local suppliers who are able to meet a wide range of requirements. With short, oneto-one meetings, the format makes identifying potential new suppliers easy. More than 25 buyer companies are expected to be in attendance, including Harland & Wolff PLC, MJM Marine and NIE Networks.

Similarly, it is an opportunity for suppliers in a broad range of sectors to meet with potential customers, connect, pitch and win new businesses. Last year, more than 300 suppliers attended to network and lay the foundations for new partnerships.

To register your interest in participating as a buyer or a supplier at the 2023 event, visit the NI Chamber website.

Niall Devlin, Bank of Ireland, Matthew Jenkins, CAF Rail UK and Christopher Morrow, NI Chamber.

PUTTING THE PATIENT AT THE HEART OF WHAT WE DO

Ambition speaks to Jeremy Eakin, as he takes a step back from his CEO role at Eakin Healthcare.

Can you tell me a bit about Eakin Healthcare?

Eakin Healthcare is a family-owned business headquartered in Northern Ireland, that manufactures and supplies medical devices for ostomy, wound, respiratory and surgical needs. Our products and services are available in over 50 countries internationally and we have over 700 employees in nine countries with subsidiaries in Ireland, Netherlands, France, Japan and most recently, Germany. All our manufacturing takes place in the UK across our core sites in Comber, Coleraine and Cardiff. We’ve grown significantly in recent years, both organically and through acquisition.

Our vision is to be a truly global, peopleinvested, trusted partner for healthcare

professionals and people who rely on our innovative solutions, in focused therapeutic areas, to improve outcomes and quality of life. We are united across the business by our genuine passion for caring, working together to improve people’s lives every day.

The company has been in the hands of the Eakin family since it was established in 1973 – what makes a family run business different/unique?

There are two main qualities that make a family business different. First is the prioritisation of long-term strategy and goals over short-term objectives and results. By long-term, I mean generational. Much of what we plan for is a decade away allowing the short to medium-term to fall

into place as a journey. Annual objectives and performance remain important but in the context of the longer-term direction which everyone is aligned to and buys into. We also plan long-term with regards to succession and recognise the importance of outside talent and not just having reliance on family members.

The other unique feature is the impact on the culture. We’ve always been blessed with great employees, and not only do they buy into the company values and purpose, but they also rally and support the family personally. It genuinely feels like an extension to the family itself. That also supports the engagement of the business within our local communities.

You are stepping back from running the business, what will Eakin Healthcare look like as a family-owned business rather than family-run business?

Over the years it has not just been the family which has built the business, but a collective effort with our colleagues – that’s not going to change. The family started the business and instilled a purpose, values and culture, but ultimately it has been our terrific team that has helped to successfully drive the business, putting patient need at the heart of everything we do. That will remain our ethos.

However, the family have also put in place policies, procedures and governance protocols to ensure that compliance and integrity are paramount and to ensure that decisions and behaviours are consistent with our strategy, brand and culture.

Why was now the right time for you to take this step, is it something that you had been planning for a while?

The family has been playing the long game and considering future structures and generational change for many years now. While the primary objective is for long-term sustainable growth of the business, we’ve also focused on structuring the business in such a way that it is future proofed to remain in family ownership whether family members work in the business or not.

My brother took a step back a couple of years ago leaving me as the remaining second-generation member in the business. The third generation are just at the start of their working careers and have yet to really formalise their futures so it is appropriate for the family to ensure that the business can continue to thrive whether they are in or out of the business.

Although I have hopefully many more years to contribute positively, I feel that now is a good time to bring in a non-family CEO, allowing me to focus on my role as a non-executive board member. It facilitates the consideration of other external projects which align with and support the business, but which are not running the organisation on a day-to-day basis.

What legacy do you aim to leave behind – is there a particular career highlight?

I believe that both generations have made their own positive contribution to the business. By founding the business, my father invented a unique product in the Eakin Cohesive Seal, which truly made, and continues to make, a difference to the quality of life of people with a stoma. His product development and focus on improving lives put the patient at the heart of everything we do, which created the ethos of our business.

As second-generation leaders of the business my brother and I built on that foundation and grew the business significantly giving it a clear sense of direction and purpose. We expanded geographically and diversified horizontally and vertically. As the business scaled,

I have also placed emphasis on not just the patients we serve, but on supporting and developing our amazing team of employees who have made the business what it is today. I’m incredibly proud of our team and of the culture we have fostered and am grateful to them all for their huge contribution and support.

There are so many positives that I can take from my time in the business so there’s not one particular career highlight that I would identify, but I have really enjoyed the part of my role that took me outside of the business to visit healthcare professionals in their workplace and to see the genuine

impact which our products have on the people who use them on a daily basis. That’s such a rewarding experience.

What will the transition look like as a new CEO is introduced into the company?

It’s important that the transition is not rushed. Stakeholders will want to be reassured about continuity and stability. The newly appointed CEO will take time to learn about the business, values, culture and brands. Most importantly, however, they will also need to get to know the team and take time to meet and reassure our colleagues. There will be a suitable period of overlap while that takes place and then I will start to step back from the day-to-day executive role.

What are the priorities for Eakin Healthcare over the next 5-10 years?

The long-term future of the business is about sustainable growth with the patient at the heart of everything we do. In addition to developing a future growth strategy for the business, priorities will be the protection of our culture and values and the continued development of our brands. Our peoplecustomers and employees - remaining at our core.

In addition to all the external challenges which every business is now facing as we live in a state of permacrisis, future priorities must take into account ESG as a significant focus of sustainability. We must also recognise that digitisation must be embraced internally and considered as a part of our products and service.

How do you mark success in Eakin Healthcare?

As a business we’re getting much better at staying focused and aligning all our efforts and employees behind a single business plan with clear objectives and goals. Until recently we were a group of businesses each with their own separate ambitions, but following a major restructure in early 2022, the businesses integrated into one single Eakin Healthcare with a clear business plan and objectives.

That has had a significant and positive impact on the culture and on our sense of direction and purpose, something everyone buys into and which the business and employees can measure their performance against.

At the moment, we’re really focused on sustainable growth in our three core therapeutic areas of Ostomy, Respiratory and Surgical, with a major emphasis on product development, operational efficiencies and increased market share in key markets. We’re already seeing great progress with each of these and see no reason why that ambition won’t continue with the same great team under a new leader who just happens to have a different surname from the business!

www.eakinhealthcare.com

“There are so many positives that I can take from my time in the business so there’s not one particular career highlight that I would identify, but I have really enjoyed the part of my role that took me outside of the business to visit healthcare professionals in their workplace and to see the genuine impact which our products have on the people who use them on a daily basis. That’s such a rewarding experience.”

Jane Allen is founder of Jane’s Kitchen, one of the most successful catering companies in Northern Ireland which is celebrating 35 years in business this year. She is also CEO of Magheramorne Estate, a private venue in County Antrim set among 42 acres where she and her family host and cater for exclusive weddings, corporate and private events as a family business.

I’m a great believer in following your dreams. As someone who started off cooking and baking in the kitchen of my parents’ farm at the Clougher, Ballymena, my very first catering contract was with a local butcher who asked me to make sausage rolls and vol au vents! I’m now celebrating 35 years in business as Jane’s Kitchen having prepared food for King Charles and Queen Camilla, and most recently for the “Agreement Twenty-Five” celebration dinner hosted by former President of the United States, Bill Clinton, and the Chancellor of QUB, Secretary Hillary R. Clinton at Queen’s University Belfast. Of course, there were several steps in between, and a few bumps along the road, but I was always determined and that, coupled with hard work and a drive to build a successful business, has certainly paid off.

Amazing things can be achieved when you get the formula right with your team. While everyone has their own individual responsibilities and may perform brilliantly within their own specific role, it’s no good if the overall goal isn’t achieved. We run a very tight and efficient team with my son James as logistics manager, and my daughters Katherine, head of Events, Sales & Marketing and Sara, head of Food and Beverage. With an additional staff of 14 full time and 30 casual, we definitely “punch above our weight” with the number of events we host and cater for every week, and none of this would be possible without consistently pulling together as a cohesive group.

3. INVEST IN YOUR STAFF

Many sectors are facing difficulties in recruiting and training staff – probably none more so than the hospitality industry. I can’t stress enough the importance of investing in training, especially in the service sector. It’s the only way to deliver the best customer experience and ensure that your own standards are met, especially true for hospitality venues who often “staff up” for larger events but need to maintain the highest service levels. Take the time as an employer to make this happen, even if you must deliver

Stairway to Seven

My seven steps for business success

the training personally, like we do at Magheramorne Estate – it will pay off.

4. CUSTOMER CARE

Exceptional service is central to our approach at Magheramorne Estate and Jane’s Kitchen, as it should be for any customer-facing business. Many will attest to this, but it’s all about following through. Don’t just get caught up in practicalities.

“People buy people” so keep your customer interactions friendly and engaging. You must be genuinely interested in meeting and hopefully exceeding their expectations. And perhaps most importantly, listen –only then will you fully understand what they need before you can offer them the best solution.

5. SURROUND YOURSELF WITH GOOD PEOPLE

Magheramorne Estate is essentially a startup family business, launched under extremely difficult circumstances that really put us all to the test. Having just completed the deal to take over the Estate on the 10 March 2020, we faced the Covid 19 nationwide lockdown just two weeks later. It could have been a disaster, but through lifelong business relationships, our resilience as a family and sheer hard work, Magheramorne Estate was restored to a position that would allow it to be fit to trade once lockdown was lifted. Since then, we have grown our team recruiting people who share our vision and embrace the Magheramorne culture for outstanding customer service that has enabled the

team to build the business including wedding receptions, corporate and private events.

6. CLEAR COMMUNICATION

As George Bernard Shaw said, “The single biggest problem with communication is the illusion that it has taken place.” How many of us have been guilty of that? Whether it’s among your team, with your customers, suppliers or your bank, clear communication always leads to better, more informed decisions. In an information vacuum, so much can be misinterpreted, and the results can be damaging both for your business and the people involved. Be honest, be accurate, be empathetic when necessary, but never back away from important and difficult conversations. And in everyday operations, talk when possible, but keep the key people well briefed.

7. ENJOY THE JOURNEY

Don’t forget why you’re doing this, especially when you’re running your own business or leading one. Every decision you have made, every opportunity you have taken and problem overcome, has led you to where you are now. The future is what you make of it and who knows what it holds. All I can say is “enjoy the journey”, because that is exactly what it is and the route changes along the way. Just always keep your goal in mind and you WILL get there. One of my favourite quotes is: “Life isn’t about waiting for the storm to pass, it’s about dancing in the rain”. Just keep dancing!

1. DREAM BIG

2. TEAMWORK

Promote Your Business

Our website makes it easier than ever for NI Chamber members to make the most of their membership. Log-in to the member’s area today to: Upload your press release, blog or recruitment opportunity

Share your events Feature in Ambition Weekly GET STARTED NOW AT northernirelandchamber.com We

GLENWINNY DISTILLERY OPENS

Glenwinny Distillery, located near Enniskillen in County Fermanagh, has now opened with its launch party on Saturday 1st July. The event, held at The Dog & Duck Inn, Lisbellaw, featured some well-known faces from the hospitality and independent brewing scene in Ireland. Founder Margaret Elliott-Tredinnick, one of the very few female distillery owners, shared that “through the distillery we hope to engage a new generation of whiskey drinkers who value innovation and social value as much as exciting flavours and creative packaging.” The distillery will specialise in unique, smallscale productions of pot still Irish Whiskey. More information on the spirits, tours and tastings is available at www.glenwinny.com

1. Margaret Elliott Tredinnick along with MLA Tom Elliott.

2. MLA Deborah Erskine along with Jenny Ferguson.

3. Colin and Carol Neill from Hospitality Ulster.

4. Gail and John Lowry.

5. Louise Curry from Fermanagh Lakeland Tourism and Gemma McCaffery.

6. Paul Black and Margaret Elliott.

7. Kris, Anna, Sinead and Allen Fursden.

8. Jim Elliott with daughter Margaret ElliottTredinnick along with Helen and Tony Healy.

9. Rachel Stewart and Scott Robinson.

10. Shannon Donaghy and Christopher Black.

11. Andrew Pilgrim and Myrtle Shaw.

12. Louise Curry, Fermanagh Lakeland Tourism.

13. Leona and Alan Connoly with Barry Lunny and Kiera Farry.

14. Colin Neill from Hospitality Ulster.

15. Ruth Sloan, CAMRA NI.

16. Glenwinny Distillery.

How to access the funding you need for business growth

Patrick Dewar, Corporate Finance Executive at Invest

Northern Ireland, explains how the agency’s Access to Finance scheme is providing essential funds for local businesses.

Regardless of size or stage of development, businesses need funding to scale to the next level, but accessing finance has long been a challenge for Northern Ireland firms. That’s partly because years of economic uncertainty have left the banking industry risk averse and reluctant to lend to small businesses in particular.

Against that backdrop, Invest Northern Ireland stepped in to fill the funding void by launching a suite of funds under the banner Access to Finance. The funding pot currently amounts to almost £170m and is spread over three loan funds and two equity funds offering a deal size range of between £10k and £2m.

THE FUNDS

The funds operate on a fully commercial basis and are managed by local, independent, FCA-approved fund managers.

For smaller companies the NI Small Business Loan Fund, delivered by Ulster Community Finance, offers unsecured loans of between 10k and £100k and since 2018 has provided £6.6m to 211 businesses.

The Growth Loan Fund II operates in the £100k–£500k range and is designed to support export-focused companies demonstrating strong growth potential. Larger loans with more flexible repayment terms are available under the Growth Finance Fund, which can lend up to £2m. Both these growth funds are managed by Whiterock Finance. Combined, they have provided finance of £51m to 72 businesses with leverage of £58m.

To be eligible for loans, businesses must show that they are unable to attain all the funding they need from private providers.

On the equity side, Invest NI has sought to develop the Northern Ireland venture capital space over the past 20 years. Things are improving with increasing numbers of investors from outside Northern Ireland making larger investments in local companies. Key to that improvement has been the Techstart NI collection of funds, delivered by Techstart Ventures, which include a Proof of Concept fund and an equity fund aimed at early-stage innovative companies and entrepreneurs.

The Proof of Concept fund offers grants on a competitive basis, and so far, it has awarded £8m to over 400 Northern Ireland businesses. The Techstart equity fund can make initial investments in tech-related companies of between £50k and £750k with the ability to invest up to £2m over a series of rounds. Techstart has invested around £30m in 83 Northern Ireland small and medium-sized companies. This investment leveraged a further £140m of which £110m was from investors outside Northern Ireland.

Finally, the Co-Investment Fund, which invests alongside business angels and other private investors on equal commercial terms and is delivered by Clarendon Fund Managers, participates in funding rounds of between £150k and £1m and up to £2m over a series of funding rounds. This fund has invested £44m in 103 companies with total leverage of £237m.

WHICH FUND IS BEST FOR YOUR BUSINESS?

Ambitious businesses looking for finance can benefit from our Access to Finance funds but may be unsure where to start. Invest NI staff can help by sitting down with them to

explore the options and determine which fund might be the best fit for them. The experienced fund managers will also offer guidance to help companies develop strategies and unlock the full potential of their business.

To help companies find out what’s available to them, Invest NI recently co-hosted the annual Funding Growth: Explore Your Options conference with British Business Bank and InterTradeIreland. It aimed to demystify external finance for smaller businesses and raise awareness of finance options beyond traditional bank finance. Attendees were able to hear how Access to Finance has helped other businesses and what it could do for them.

Among the companies that have benefited from Access to Finance is local asbestos consultancy company, Iota, which got assistance through the Small Business Loan Fund, obtaining finance to purchase specialist equipment and expand its premises. This investment helped the company to grow sales in the UK and further afield. Conveyortek, a local manufacturing business, had difficulty accessing bank funding, however, they were able to get the funding they needed to expand into America, Australia and Europe through the Growth Loan Fund.

Datactics, which specialises in business user data quality and matching technology, has used a range of funding supports over several years. Most recently the company raised £2m in growth equity, partly funded through Co-Fund II to help with product development and business acceleration. Meanwhile, when animation company Humain was starting up it searched far and wide for funding before finding it through TechStart. The funding enabled the company to build its team and gave it the confidence to pursue projects with big names in the industry.

HELPING NORTHERN IRELAND ACHIEVE ITS ECONOMIC POTENTIAL

SMEs are the backbone of our economy providing approximately three quarters of all private sector jobs and turnover. Invest NI recognises the importance of the loan and equity funds in supporting companies and helping deliver on the Department for the Economy’s 10X vision.

Invest NI encourages any growth or export-focused SME that is trying to obtain finance to contact its fund managers. A full list of fund manager websites is listed below.

Debt finance

• NI Small Business Loan Fund: sblf.com

• The Growth Loan Fund & Growth Finance Fund: whiterockfinance.co.uk

Equity finance

• Techstart NI: techstart.vc

• Co Fund NI: clarendon-fm.co.uk

Growth Loan Fund, Techstart Equity Fund and Co-Investment Fund are part financed by the European Regional Development Fund under the EU Investment for Growth and Jobs Programme 2014 – 2020.

It’s a Made World

The Great Pottery Throwdown, Blown Away, The Great British Sewing Bee, All That Glitters… How do we explain the sudden cultural interest in all things handmade on TV? And why is Jay Blades from The Repair Shop fast becoming our new favourite fixer?

In its 2020 report, The Market for Craft, the Crafts Council of England describes some of the major drivers in the craft sector at the moment.

A growing market:

• the report found that in 2019, over 70% of UK adults said they had bought a craft or handmade object. With the growth of sites such as Etsy, the audience and buyer demographic is getting younger too;

• jewellery is the most popular craft discipline to purchase by volume, but glass and metal have seen the most sizeable growth since 2006, with ceramics always popular;

• 59% of American craft customers surveyed in the report said they would consider buying from a UK maker. The Design and Crafts Council of Ireland too realises the attraction of Irish design internationally and its Showcase trade show in Dublin attracts buyers from across the US and Europe every year.

A digital detox

Making things is good for us! In fact, most creative activities support our wellbeing as research from University College London finds: the focus and attention we need to make something can act as a good distraction from racing or troubling thoughts; learning skills and mastering

materials brings self-efficacy and its associated positive mental rewards; and often a class or a workshop will be a way to do something with someone – reducing isolation or just being together enjoyably. Craft NI’s August Craft Month, coming up soon, will see over 400 craft and making events across the island of Ireland, the perfect opportunity to try something new. And creative activities are replacing the Christmas ‘do’ in many workplaces.

Don’t throw it away

Having a go helps us to understand how difficult it is to make really good things and educates us about the skill and work involved. This makes us better and more questioning consumers, particularly if we are asking questions about sustainability. The margins on most craft businesses are slim, meaning that designer-makers will have given focus to eliminating waste from their processes. Innovative NI craft companies such as Mourne Textiles are working hard to make their businesses circular too. Their Fibre to Fabric initiative aims to develop a new net-zero raw material supply chain for the high end manufacturers who love their textiles, made in Co Down. Arguably, a more sustainable future needs people with ‘material intelligence’ and curiosity –important skills in an increasingly digital world. And supporting a local maker means that a special piece of jewellery, ceramic or glassware won’t have travelled too far, and can be repaired or added to, or simply cherished as a meaningful gift, to mark important events in life or work.

Talent

Northern Ireland has many talented and entrepreneurial craft makers. Did you

know that Co Down silversmith Cara Murphy has made the last three Grand National trophies; or that ceramicist Derek Wilson sells well in Japan; or that Mud Ireland will cook you pizza while you do your ceramics workshop; or that potter Helen Faulkner is opening new shared studios where makers can work and learn together? You can find them in Craft NI’s juried Maker Directory online or see work from over 50 of these at our gallery in Belfast and other galleries across NI listed on our website.

But excellent makers such as Cara and others take support to grow. The next generation of makers coming out of Ulster University’s Belfast School of Art, from FE courses, will need help to realise their potential. These creative microbusinesses need access to great start-up support – councils help so many makers with this. And after that, opportunities to show work, to sell, to try out product ranges, help with pricing, networks, access to skills and mentoring to grow their technical expertise as well as the artistic vision which makes this work so unique and of this place. And with support, many could stretch their ambitions across these islands and internationally, helping tell our story out there too.

Katherine McDonald, Director, Craft NI

Craft NI supports and promotes the contemporary craft sector in NI. Funded by Arts Council NI.

Katherine McDonald, Director, Craft NI.

Ulster Bank Gifts Belfast’s ‘Flying Figures’ to National Museums NI

The future of an internationally significant piece of public art in Belfast is being secured through an arrangement between Ulster Bank and National Museums NI.

‘Airborne Men’ – aluminium sculptures by renowned artist Dame Elisabeth Frink that have been on the side of Ulster Bank’s former Shaftesbury Square branch since the 1960s – are being gifted by the bank to the Ulster Museum with a view to them going on prominent display at their eventual new home.

The work was commissioned in 1961 on behalf of Ulster Bank, as a focal point at the new and impressive banking facility at Shaftesbury Square, which opened in 1964. Ulster Bank sold the building in 2009, with the bank then taking back a lease of the whole building and retaining ownership of the sculptures to help protect and preserve them.

From August 2023, there will be no remaining connection between the bank and the building, and with the aim of ensuring that the people of Belfast can continue to have access to these internationally important works, the bank has decided to gift them to the national collection.

The works have today been carefully and sensitively

removed from the wall at Shaftesbury Square by Ulster Bankappointed expert Maurice Ward Art Handling. After a thorough conservation assessment and preparation, National Museums NI intends for the works to go on display in a prominent position at the Ulster Museum.

Terry Robb, head of personal banking at Ulster Bank said: “This is fantastic news that will see the future of these internationally important art works secured and will enable them to continue to be accessible to the people of Belfast and Northern Ireland. Ulster Bank recognises their significance in artistic terms and as a landmark, and after careful consideration, we strongly believe that this is the best outcome for the sculpture and the city.”

“National Museums NI is a world-class museum organisation and therefore an appropriate custodian of the artwork. National Museums NI also cares for an internationally significant collection of art, including a collection of works by Elisabeth Frink which it took in 2019 following a multi-way gift from the estate of the artist’s son who died in 2017. The fact that the Ulster Museum is in relatively close proximity to the sculptures’ current home is also a real bonus,” he added.

Anne Stewart, Senior Curator of Art at National Museums NI, at the works before their removal with John Ferris, Regional Board Member, Ulster Bank.

Kane Group: 20 Years of Building Upwards

Cathal McMullan, managing director of Kane Group, shares insights with Emma Deighan into the business’ pursuit of a £100m turnover and the crucial role of carbon neutrality in its success as a multifaceted mechanical, electrical and plumbing (MEP) contractor.

Over the past two decades, Kane Group has experienced a remarkable journey of growth and transformation under the ownership and leadership of the McMullan family.

Prior to that, the business operated as a traditional mechanical services installation contractor under different ownership for around 30 years but the modern-day Kane Group has expanded beyond recognition with a plethora of services, new markets, and innovation, moulding it into an established player in the construction industry in Ireland and the UK.

Cathal McMullan says more growth is on the horizon, with areas like sustainability and retrofitting opening up a wealth of opportunity. The backstory of its real ascent to success began properly when the McMullan family took over Kane Group in 2003. After that, it underwent significant expansion and diversification. Initially focused on mechanical services

in Northern Ireland and Ireland, the economic downturn in 2008 forced it to explore new horizons. It was a fortuitous twist of fate that would ultimately shape its destiny in a favourable manner.

“We had to pack up and go to London because of the recession, which really became a catalyst for substantial growth within the business,” Cathal begins.

“We came on from an installationonly contractor to an end-to-end contractor that picks up at the concept stage right through to design, and then installation. We also cater for any off-site requirements, from the modular build of facilities to an aftercare service.”

Facilities management is another area of expertise for the team at Kane Group, which makes it a comprehensive service provider that can “maintain an asset through its lifecycle,” Cathal says.

“We want to be there from the start and maintain our position with that client. If we’re the information holder from the beginning, that relationship makes sense.”

In London, the company found much success by collaborating with larger contractors and alongside that expansion of services, it further propelled Kane Group’s growth.

Turnover has skyrocketed from £1.7 million to an impressive £65 million as laid bare in its most recent accounts – a surge Cathal says was primarily fuelled by the company’s entry into the London market and the diversification of its portfolio.

Its ascent is still continuing. Looking ahead, Kane Group is determined to expand its footprint beyond London and into other markets in the UK and Europe in a similar move.

It is currently in the midst of a five-year plan to achieve a turnover of £100 million by 2026, with aims to establish more offices.

“We have opened a new regional office in Birmingham and we have another in Glasgow where we hope to grow more,” Cathal continues.

“Our model has been from Northern

Ireland to London, but we ask why can’t that be from London to Frankfurt?” he envisions, highlighting Kane Group’s ambition to extend operations beyond our neighbouring confines and into the continent.

The evolution of Kane Group’s services – from an installation-only contractor to a comprehensive end-to-end solution provider – will complement that move into Europe.

Cathal says with an emphasis on sustainability, Kane Group has adapted to meet the growing demand for environmentally conscious construction practices which will serve it well for meeting that £100 million goal and nurture future contracts.

The company is actively engaging in projects aligned with sustainability goals, such as the rejuvenation of old office stock in London and the expansion of NHS works.

By embracing off-site and modular construction methods, it strives to reduce carbon emissions and increase efficiency throughout the construction process for some of the major players in its client sectors; from residential to office, healthcare and education.

With a current headcount of 250 individuals, the company has experienced substantial in-house growth too, in Banbridge, Northern Ireland, and London. Its Banbridge location serves as a hub for design, prefabrication and support, while London houses a significant portion of the team overseeing installations.

Recognising the importance of talent retention and attraction, Kane Group’s internal strategy sees it provide forwardthinking facilities to its staff, including a gym, to support their wellbeing.

Cathal maintains that communication is a key part of retaining that workforce, some of whom have been with the company for nearly all of the 20 years since he stepped in.

“The significance of effective communication within the growing organisation is extremely important,” he says. “Maintaining a focus on that and learning and development keeps our staff here and helps attract more.

“We invest heavily in training and digital innovation, employing virtual reality (VR) technology to enhance design processes and bridge the gap between industry needs and educational offerings. There are talent deficits out there but it’s a two-way street with the education system to accommodate those needs and we do work together but there is a lag.”

Among Kane Group’s most notable projects to date is the prestigious Claridge’s Hotel, where the company played a crucial role in a substantial basement excavation.

The project showcased Kane Group’s

diverse skill set and ability to tackle complex challenges in what was a £12 million programme of works.

Such was the challenge, BBC ran a documentary on the development for which Kane Group was responsible for the MEP (the design, prefabrication and installation of the Energy Centre five floors below ground level!).

More recently the company has secured its largest project to date, a £43 million endeavour at Canary Wharf and with ongoing projects in various sectors, such as medical and data centres, the company is well positioned for future growth and success.

As Kane Group celebrates that 20-year milestone, it is evident that the McMullan family’s stewardship has transformed the company into a formidable player in the construction industry. Through strategic expansion, diversification of services and an unwavering commitment to sustainability, it has established itself as a trusted and innovative partner for clients.

With ambitious plans for further growth

and a steadfast focus on its team, Kane Group is poised to continue making a significant impact in the construction sector, both in the UK and beyond.

“Our team have been instrumental in this growth,” Cathal continues. “We have a lot of people here who have been loyal to the business, who have been side by side and developed together to make Kane Group what it is. There’s a resilience there, and that is something that people from here are recognised for in places like London.

“Looking ahead, in the immediate future, I do see some challenges with rate rises, a bottleneck of work and the material shortages and costs from the last few years still resolving themselves but we’re not alone in those challenges.

“After 2024, I think we have a lot of positivity to look forward to. I think there is real growth potential in the ESG and sustainability field and that will bring our workload forward.”

CHARTERED INSTITUTE OF PUBLIC RELATIONS’ 75TH ANNIVERSARY

As part of the Chartered Institute of Public Relations’ 75th anniversary celebrations, the CIPR Northern Ireland committee recently hosted its Summer Social and an exclusive Fellows Lunch. The Summer Social brought together independent practitioners, public sector public relations professionals, and PR agency staff and was attended by members of CIPR NI, representatives of the CIPR Board, and staff from CIPR HQ. The event was addressed by Jessica Fok, Co-Chair of CIPR NI, and CIPR President, Steve Shepperson-Smith. The Fellows and Friends Lunch was attended by 20 of Northern Ireland’s most esteemed public relations professionals who enjoyed a fireside chat with two of NI’s longest serving Fellows; Sarah Black interviewed Jane Wells MBE, who was Chair of CIPR when the institute celebrated its 50th year, about the highlights of her 35-year career.

To become a member of CIPR, please visit cipr.co.uk.

1. CIPR President, Steve Shepperson-Smith, with CIPR NI Co-Chairs Jessica Fok and Brittany Breslin.

2. The team from ASG and Partners are pictured with CIPR President Steve Shepperson-Smith.

3. The team from JComms.

4. CIPR President, Steve Shepperson-Smith, addresses guests.

5. Brittany Breslin, Sonya Cassidy, Gary McDonald and Julie McCabe.

6. Jane Wells MBE shares stories of her 35 year career with Sarah Black and guests that the CIPR NI 75th Anniversary Fellows Lunch.

7. Chris Harrison, Sarah Black and Riki Neill.

8. Sarah Black and Jane Wells MBE.

NEWAPPOINTMENTS

IN THE BUSINESS COMMUNITY

JADE JOHNSTON Senior Bid and Business Development Manager, eir evo UK

MARK TOOLE Specification Consultant, AG

MORGAN HORSFIELD Paralegal, P.A Duffy & Co Solicitors

STEPHEN GALLAGHER Digital Marketing Manager, AG

JOHN MORGAN Chief Financial Officer, Dale Farm

FRAN MCKEE Head of People and Culture, Pinnacle

LORNA COOLEY-KELLY Sales and Marketing Support Manager, eir evo UK

JAMES JACK Head of Sales for Scotland, AG

Smarts invests over £1m in new ‘Creator Hub’

Global PR and creative agency, Smarts, has announced an investment of over £1m, including the creation of 10 specialist new full-time roles, in its new influencer and talent offering, ‘Creator Hub’.

The new division will forge authentic partnerships between brands and content creators globally to co-create content with genuine cultural traction. By working with an ‘open’ mindset, the intention is to find dynamic and engaging talent from wherever it’s needed, breaking free from the limitations of a traditional agency talent roster.

The firm’s hiring spree has already begun across the agency’s offices in Holywood, London, and New York, with the appointment of influencer strategist Gina Deen (who, in previous roles, ran PUMA UK’s ambassador programme and led global influencer campaigns for Max Factor and Gucci Beauty) and Josefina Ballesta (who has led influencer campaigns for Disney, Netflix and Sephora).

These appointments, in addition to the current 15-strong team, will be focused on deepening existing partnerships with online platforms including Meta and TikTok, building the agency’s data stack and supporting an extensive new business drive.

PwC announces three new partners as part of 700-strong promotions round

Darren McCarroll in the Deals practice; Mari McLarnon in the Tax practice; and Sarah Cole, James Davidson, Celesta Forte and Simon Gowdy in Operate.

Caitroina McCusker, regional market leader for Northern Ireland, said:

“It is wonderful to welcome Christopher, Deborah and Michael to the partnership. They each bring a huge wealth of experience and talent to our leadership in Northern Ireland and I extend my warmest congratulations to them. They will have an important role to play in delivering our strategy and helping our clients navigate challenges and find opportunities in areas like climate change and rapidly evolving technology like Artificial Intelligence.

PwC has further invested in its senior team in Northern Ireland with 11 senior promotions, including three local directors admitted into the partnership and eight senior managers promoted to director.

The new partners and directors are part of the overall 709 promotions being made across Northern Ireland this July, reflecting

PwC’s continued investment in the region.

The new additions to the partnership include Christopher Neill in Tax, Deborah Stevenson in Operate and Michael Willis in Deals.

The newly promoted directors at PwC NI are Michael Walkingshaw in the Consulting practice; Connor Bailey and

“I also want to congratulate all of our people who are celebrating promotions this July, including our eight new directors. This is a testament to their continued hard work and the value they bring to PwC and our clients.

“We are proud to employ over 3,700 people in Northern Ireland and are committed to investing in our community of talented, innovative and creative solvers. I am excited by what we can achieve together for our people, for our firm, for our local communities and for our clients.”

Resourcing the circular economy

We support businesses on the journey to Net Zero by helping them take practical action that will save money and CO2. We are recognised global specialists in applied industrial symbiosis, which is a key component of the circular economy.

But what is a circular economy, what is industrial symbiosis and why should we care?

The Draft Circular Economy Strategy for Northern Ireland was published in 2022 and provides a useful definition: “A circular economy strives to make better use of materials, components and products through a whole-lifecycle and whole-systems approach. This enables reduced resource use and waste prevention, while keeping products and components in use for longer before, eventually, recycling the materials that they are made of.”

(NI Department for the Economy, 2022)

The strategy highlighted that:

1. The delivery of a circular economy strategy in NI will be a key enabler of the 10 X Economy Strategy and the Draft Green Growth Strategy with innovation, efficiency, net zero and growth opportunity for NI businesses.

2. The circular economy represents an incredible way to de-risk your business supply chain (we are over 90% reliant on virgin materials in NI and by 2050 these will all be used up at current levels of consumption).

3. We need to cut our material footprint in half by 2050 if we are to achieve Northern Ireland’s goals for Net Zero.

4. The key industries are bioeconomy, advanced manufacturing, construction, tourism and hospitality.

5. Industrial symbiosis represents a fast and practical way for business to engage in the circular economy today with huge upsides in cost savings, job creation, innovation and improved environmental impact.

We specialise in helping businesses to reduce their reliance on virgin materials, reduce their waste going to landfill, reduce

CO2e emissions and save money in the process by matching unwanted resources from one business with another business who wants them.

This is what the circular economy is all about and our service, ‘Resource Matching and Efficiency’, is the main way we deliver these benefits to business.

For the more technical reader, you will know this process is called ‘industrial symbiosis’. If you’re just finding out about this for the first time, don’t worry about the jargon, we’re just here to improve your environmental impact and your financial bottom line.

So, how can you get started on your journey towards becoming part of the circular economy in NI?

In the current economic climate all businesses are reviewing their cost base and this is the perfect time to explore how you can benefit from the circular economy, reaping the rewards of reduced supply chain risk, increased competitive advantage, reduced material and waste costs and reduced environmental impact.

A good first step is to book a free advisory visit as part of the Invest NI Resource Matching Service.

One of our sustainability advisors will visit you to assess opportunities to make your resource usage more efficient and match your business with solutions that save you money and keep your waste resources in the circular economy and not in landfill.

Does industrial symbiosis actually work?

Since 2007, the Resource Matching Service has demonstrated excellence

in collaborative resource management serving industries including manufacturing and supply, food and drink, social enterprises, leisure, logistics, events, hospitality, aerospace and construction. We value relationships with business owners and professionals and look to build on our expertise as well as continuously adapt to factors that affect fluctuations in market conditions.

What are the opportunities for your business?

Harness technical, regulatory and industry knowledge

• Achieve on-going cost savings leading to increased profits

• Reduce waste disposal costs to help achieve sustainability

• Increase productivity and reduce operating costs

• Generate economic and environmental benefits within financial constraints and regulation

• Create sustainable relationships with solution providers

• Utilise skills, unrealised resources, imagination and creativity for product development

Trial new technologies and innovative working practices

• Impact organisational culture with best practice for business and the environment

The Resource Matching Service is operated by International Synergies NI on behalf of Invest NI. For information visit: www.investni.com/industrial-symbiosis or www.international-synergiesni.com.

Ben Craig, Commercial Director & Acting Director NI, International Synergies Limited

WITH JAMES STINSON

Honda Crosstar is a clever box of tricks

109g/km. Claimed mpg remains at 58.9mpg and you stand a pretty good chance of getting that… or better. Much depends on your driving style.

Thile people seem to be opting for ever bigger cars, we shouldn’t forget the fun, value and sheer practicality that superminis offer.

Cheaper to buy and run, they’re a complete hoot in and around town, navigating cramped city streets while slotting into parking spaces with ease. Cars like the Honda Jazz are proper little stress busters.

The latest version of Honda’s popular supermini features some modest styling upgrades with most attention being given to further tweaking the Jazz’s excellent petrol-electric hybrid engine.

While fully electric vehicles are getting a lot of headlines, hybrids still outsell them by around two to one. That’s because some buyers aren’t ready to make the switch to fully electric, either because they’re too expensive or they’re concerned about range and/or charging.

Hybrids for their part are being constantly refined to deliver lower emissions and higher mpg and while a ban on diesel and petrol cars is coming, you’ll still be able to buy a new hybrid at least until 2030 and used ones for years after that.

Knowing our proclivity for high riding SUVs, Honda even has a beefed-up version of the little Jazz called the Crosstar (tested here). It takes the top-level spec Jazz, raises the ride height a bit and adds some meatier external trim like bespoke bumpers, side sills and roof rails.

The real clever stuff though is under the skin. The e:HEV system in the latest Jazz combines two electric motors, a battery and a 1.5-litre four-cylinder petrol engine mated to an automatic transmission. Improvements to the motors and engine have lifted power output from 108bhp to 120bhp, while emissions are an impressively low

The Jazz Crosstar will happily zip along A roads and motorways but it’s most at home in cities. That’s because at low speed and for short distances, the Jazz Crosstar will run on EV mode only. When not in EV mode, it will likely be in hybrid mode, with the engine effectively working as a generator to charge the battery that feeds the motor.

Only at higher speeds does the engine intervene to drive the front wheels directly. It sounds complicated but the driver needn’t worry about any of this. The transition between these various systems operates in the background… indeed you often find yourself glancing at the dashboard to check whether you’re still in EV mode, so seamless is the process.

There are other equally compelling reasons for considering the Jazz or Jazz Crosstar. It’s one of the most cleverly packaged small cars around. There’s a nice high driving position in the Crosstar especially, a light, airy cabin and simply acres of very usable space throughout.

At around 300 litres, the boot is decent but the real fun comes when you start to play around with the rear seats. These can be collapsed completely flat – right down to the floor – to open up a mammoth 1,205 litres of space. The boot opening is also wide and tall, which makes getting things in and out a doddle.

The Jazz range comprises Elegance, Advance, Advance Sport and Crosstar, which is essentially Advance trim with mini-SUV-like embellishments.

The Advance Sport is an ambitious move for a model that has traditionally appealed to older buyers, introducing sportier interior and exterior trim as well as stiffened suspension and the promise of a livelier driving experience.

The range kicks off at £25,900 with top line Advance Sport and Crosstar models coming in at just over £28,000. That’s pricey for this segment but Hondas are well-built and reliable with good residuals and high customer satisfaction scores.

Frugal and fun, the Honda Crosstar chimes with the times, writes James Stinson.

A Volvo for the masses

Volvo has big ambitions for electric cars. It expects half of sales will be all-electric by 2025 and all its new cars will be battery powered by 2030.

And this new EX30 compact crossover will be a big part of that transition. It’s the firm’s new entry level model, an all-electric compact crossover which Volvo hopes will attract new and younger buyers to the brand.

In the UK, the EX30 will be offered with three powertrains and two different battery types. Entry-level Single Motor versions feature a rear-mounted 268bhp motor with a 51kWh lithium-iron-phosphate (LFP) battery.

That chemistry, which is more costeffective to produce, gives it a claimed range of 214 miles. It delivers a respectable 0-62mph time of 5.7 seconds and can charge at up to 150kW, potentially (depending on what charger you use) taking the battery from 10-80% in 26 minutes.

The Single Motor powertrain will also be offered in Extended Range form. Priced from £38,545, it uses with a 69kWh nickelmanganese-cobalt (NMC) battery, which extends the range to 298 miles.

That battery is also used in the top-spec Twin Motor Performance model, which adds a second, 154bhp electric motor on the front axle to give a combined output of 422bhp.

The EX30 also promises rapid acceleration, with the Twin Motor Performance version reporting a 0-62mph time of just 3.6 seconds – making it the fastest-accelerating Volvo ever. That model is priced from £40,995 and offers a 286-mile range.

The initial UK model range consists of two equipment grades, Plus and Ultra. An additional entry-level Core grade will be added later, at a lower price point.

The Plus versions come as standard with a 12.3-inch central touchscreen with built-in Google functions and wireless smartphone integration using Apple CarPlay. There’s also a Harman Kardon premium audio system, featuring a new soundbar that extends across the width of the dashboard. The two-zone climate control setup has an air-purification system and uses an energysaving heat pump, while the heated front seats and steering wheel help contribute to quick and efficient warming. A rear camera and front and rear parking sensors help the driver safely manoeuvre tight spaces, and

Pilot Assist provides adaptive cruise control with steering assistance.

Four interior designs – termed ‘rooms’ by Volvo – will be offered, all using different recyclable and renewable materials, including one that has upcycled denim fibre in the dashboard.

Although the EX30 won’t feature the lidar systems that will be used on the flagship EX90, the firm says it will be “as safe as you’d expect from a Volvo” and there has been a focus on improving safety in urban environments. As standard, the doors will feature an alert if you are about to open them when a cyclist or runner is passing. There are also ‘state-of-the-art’ restraint systems and a raft of driver assistance systems.

Orders are being taken now for deliveries later in 2023 or early 2024.

Northern Ireland’s first ever Motor Industry Awards

for their good work.

And that’s just what’s going to happen later this year with the first ever Northern Ireland Motor Industry Awards, which aims to celebrate the industry’s leading motoring businesses and professionals. There will be 18 award categories available to enter including Dealer Group of the Year, Used Vehicle Dealer of the Year, Best Customer Service Award, Sales Team of the Year, Inspirational Woman of the Year and Best Marketing Campaign. Event Director Sasha Jeffrey says recent sales figures, which showed new car sales in March up nearly 20% on a year ago, prove this is an exciting time for the local car industry.

“The Northern Ireland Motor Industry Awards endeavours to give organisations, companies and individuals across the industry the opportunity to raise their profile and platform their contribution to sustained growth and success within the local automotive sector,” she said.

The event, which will take place at the Crowne Plaza, Belfast on 3 November, has already attracted several big-name sponsors. Event sponsor Used Cars NI is joined by category sponsors including AbbeyAutoline, CarMoney, City Auction Group and Purple Rock, Close Brothers, Codeweavers, Connected Car Finance, GardX, Northridge Finance, PML Group, TradeBid and WEEV. Cool FM is the media partner.

Used Cars NI Chief Executive Stephen Kelly said the awards would recognise and celebrate the achievements of individuals and businesses who promote excellence in Northern Ireland’s thriving motor industry. “We are immensely proud to be supporting this prestigious event,” he said.

If you fancy entering these awards, more info is available at: www.nimotorindustryawards.com.

THE POWER OF CHOICE

It’s about time the local motor industry got some recognition, where the best in the business get picked out and lauded

Stephen Kelly of Used Cars NI and Pamela Ballantine celebrate the launch of the Northern Ireland Motor Industry Awards.

Agnew Leasing are currently provides the entire corporate sales fleet at Just Eat Takeaway.com UK and are in the process of replacing their 175 diesel vehicle fleet with battery electric vehicles (BEVs) by 2025.

The leading Contract Hire and Leasing company organised a rigorous testing process where drivers tested over 20 different models over a period of six months with a full cost analysis of all fuel types and various models.

The Just Eat Corporate Sales Team decided on the pure electric Cupra Born and Volkswagen ID3, with the first 12 vehicles already joining the fleet. By removing fossil fuel vehicles from its fleet, it will reduce its carbon emissions by up to 480 tonnes per year.

AGNEW LEASING ELECTRIFIES JUST EAT FLEET UK

Agnew Leasing’s Senior Account Manager, Adam Patrick states “It has been a long journey to get to this point but the appetite of Just Eat to progress to a fully electric fleet has been the real driver behind this project. We are delighted to be able to continue to supply and manage Just Eat’s fleet of vehicles and are as excited about this transition as much as they are.”

Agnew Leasing is a leading Contract Hire and Leasing Company in the UK. With over 25 years of industry experience and part of the UK’s largest motor retailer, the Sytner Group. Leading the way with their EV consultancy service in providing businesses with the tools and knowledge to electrify their fleet.

To find out how Agnew Leasing can electrify your fleet contact Dave McEwen, Head of Business Development on 028 9009 7108 or at: David.McEwen@agnews.co.uk

EAKIN HEALTHCARE ANNOUNCES BUSINESS IN THE COMMUNITY MEMBERSHIP

United in their belief that business can be a force for good, Eakin Healthcare announced its membership of Business in the Community Northern Ireland.

Eakin Healthcare is a family-owned business headquartered in Northern Ireland, manufacturing and supplying medical devices for ostomy, wound, respiratory and surgical needs. Its ambition is to reach net zero by 2045 by continually improving on environmental performance whilst creating social value. By partnering with Business in the Community, Eakin Healthcare hopes to accelerate change towards a sustainable future.

Chief Development Officer at Eakin Healthcare, Janet Fairlie-Vogt, commented, “Becoming a member of BITCNI and joining Northern Ireland’s Responsible Business Network demonstrates our commitment towards our long-term sustainability goals. We know our vision and goals align with that of BITC, and this membership gives us an opportunity to support their mission in creating an environmentally sustainable Northern Ireland.”

Founded 50 years ago, with patient need at its core, Eakin Healthcare has been built on an ethos of caring, whilst continuing its global growth. Its products and services are now available in over 50 countries internationally with employees across nine countries.

Gillian McAuley, Eakin Healthcare’s Chief People Officer, shared, “At Eakin Healthcare we are focused on being a great place to work for our 700 employees and this membership will provide support through a variety of initiatives that will have a positive impact not only on our people but also the planet and the wider community.”

Visiting Eakin Healthcare’s base in Comber, BITCNI deputy Managing Director, Lisa McIlvenna, said,

“We are delighted to welcome Eakin Healthcare into membership. Businesses have an important part to play in addressing the biggest issues facing society and the environment. Every member commits to making Northern Ireland a better place to work and live. We look forward to working with the team at Eakin Healthcare to help shape and share their responsible business activity across three core areas – with their people, for the planet and engaging more actively in the communities in which they are located.”

www.eakinhealthcare.com

Eakin Healthcare Chief People Officer, Gillian McAuley, BITC Deputy Managing Director, Lisa McIlvenna, Eakin Chief Development Officer Janet Fairlie-Vogt and HR Manager, Dara Irwin.

Columnist

Courtney McKay Sync NI

Nuada Pilots its Next-Generation Carbon Capture Technology in Waste-to-Energy

Carbon capture company Nuada announces the launch of a £1m project in collaboration with the Translational Energy Research Centre (TERC), a national pilot-testing research facility at the University of Sheffield. The project is funded by the £20 million Carbon Capture, Usage and Storage (CCUS) Innovation 2.0 programme which aims to accelerate the deployment of next-generation CCUS technology in the UK, as part of the £1 billion Net Zero Innovation Portfolio (NZIP) from the Department for Energy Security and Net Zero (DESNZ).

Nuada has developed ultra-energy efficient CO2 filtration machines for point-source carbon capture by combining advanced solid sorbents called MOFs with mature vacuum swing technology. This combination represents a step change in carbon capture innovation and yields a “heatless” and “solvent-free” carbon capture process that slashes the associated energy penalty and cost of capture.

In this project, Nuada will pilot its advanced capture technology at TERC’s state-of-the-art CCUS testing facilities to showcase its unmatched CO2 removal efficiency from waste-to-energy (WtE) real flue gas streams. The WtE sector in the UK currently contributes a significant portion of CO2 emissions, and without carbon capture implementation, it is expected to account for 15% of total UK CO2 emissions by 2030. Dr Conor Hamill, co-CEO of Nuada, said: “We have identified the WtE industry as a critical sector to decarbonise through our technology. Current amine solvent solutions present high parasitic loads, complex process integration, and operational challenges. Our breakthrough innovation overcomes these deployment barriers and provides the industry with the much-needed nextgeneration solution to achieve net zero.”

Prof Mohamed Pourkashanian, managing director of the TERC, said: “We are thrilled to be involved in this truly innovative carbon capture project and look forward to working with Nuada. The technology available at the TERC is really at the cutting edge of the low-carbon solutions we have available and using it in projects such as this means we can help to drive forward the availability of costeffective, clean energy generation solutions, which is much needed if we are to meet the net-zero goals in UK and globally.”

More than 650 young people across Northern Ireland have taken part in Catalyst’s innovative work experience programme, Generation Innovation, gaining exposure to some of the region’s most innovative employers.

Generation Innovation is a unique, future-focused work experience programme for 17 to 18-year-olds designed to empower, enable and upskill them for the workplace of tomorrow and set them up to thrive as new leaders, innovators and entrepreneurs.

Through Generation Innovation, young people gain real-world working experience with some of the best-known and most exciting companies in Northern Ireland, which this year included the likes of FinTrU, Automated Intelligence, Citi and Artemis Technologies. The programme saw over 650 young people take part across Belfast, Derry-Londonderry and Dungannon, the highest number of participants since Generation Innovation was established in 2018.

Over the course of four-day or five-day programmes, young people had to work together to solve a real-life company challenge, develop a solution and pitch the idea to the partner company and their peers.

Some innovative ideas from this year include a new helmet product line using Vikela Armour’s defense systems body armour material, an app to enhance staff wellbeing and community in a hybrid working environment, and a close contact sustainability rewards system to reduce lab waste.

Judith Camblin, Generation Innovation programme manager at Catalyst, said: “Since the beginning of Generation Innovation five years ago, we have never had so many young people eager to take part in this unique programme. The standard of applicants was extremely high this year and the ideas generated showed real innovation and creativity.

“The teams across all locations were keen to learn new skills, work together and create solutions to real-life problems which was thrilling to see. The feedback we have received so far has been very positive with new friends and connections made, while also learning valuable skills for the future.”

Generation Innovation was supported by 38 partners this year, including headline partners EY, Bank of Ireland and Dawson Andrews. The partner companies helped young people discover new career opportunities and set them challenges to solve complex problems.

Over 650 young people participate in Generation Innovation work experience programme

Restore Datashred: Our central Belfast depot can assist with secure on- and o -site shredding services throughout Northern Ireland.

Restore Datashred: Our central Belfast Depot can assist all of Northern Ireland’s businesses with secure on and off site shredding services.

Restore Datashred is one of the UK’s leading data shredding companies. We run a large, modern fleet of vehicles and trucks with plans to upgrade and trial the latest innovative technologies available in the market, including battery-run electric and alternative fuel vehicles.

Restore Datashred is one of the UK’s leading data shredding companies. We operate a 160-strong

data and materials are collected by for your records.

Our knowledgeable, helpful customer service team tailor our shredding

We have the scale, the experience and the industry knowledge to help more than 30,000 customers dispose of thousands of tonnes of confidential data every year in full compliance with GDPR and Data Protection Act 2018 legislation.

To learn more about Restore Datashred shredding solutions, please contact me:

step of the disposal process. We’ve worked hard to achieve and maintain the accreditations we hold, including ISO 9001, 14001 and 27001, as well as the BS EN15713:2009 shredding standard, so you can trust our level of service. But don’t take our word for it – go to Trustpilot to discover the latest customer opinion of our people and our business. Over 500 customers have left reviews rating us as ‘Excellent’.

We don’t just shred paper, either!

…and sustainability

We can reduce digital media, uniforms, ID badges and branded products to tiny fragments in our state-of-the-art shredding machines. All confidential data and materials are collected by our security-vetted operatives and transported to one of our shredding centres in tracked vehicles. Once inside our high security warehouse we shred on the same day and swiftly send you a certificate of destruction for your records.

worked hard to achieve and maintain the accreditations we hold, including ISO 9001, 14001, 2700 and 45001 shredding standard, so you can trust our level of service. But don’t take our word for it – go to Trustpilot to discover the latest customer opinion of our people and our business. Over 850 customers have left reviews rating us as ‘Excellent’.

…and sustainability

step of the disposal process. We’ve worked hard to achieve and maintain the accreditations we hold, including ISO 9001, 14001 and 27001, as well as the BS EN15713:2009 shredding standard, so you can trust our level of service. But don’t take our word for it – go to Trustpilot to discover the latest customer opinion of our people and our business. Over 500 customers have left reviews rating us as ‘Excellent’.

…and sustainability

Customer service…

Restore Datashred is a major recycling business. In 2019 we sent 80,000 tonnes of paper for recycling into paper or tissue products and, along with our commitment to sending 0% to landfill for all items we shred – plastics and textiles are used to generate energy – we are proud to have been recognised recently as Paper Recycling Business of the Year by the prestigious Awards for Excellence in Recycling and Waste Management.

services to meet your organisations needs so that it gives you a simple, reliable and secure solution at every

Our knowledgeable, helpful customer service team tailor our shredding services to meet your organisation’s needs so that it gives you a simple, reliable and secure solution at every step of the disposal process. We’ve

For more information please get in touch with our Regional Manager for N.I., Paul Bradwell: 07792 142426 paul.bradwell@restore.co.uk www.restore.co.uk

Restore Datashred is a major recycling business. In 2022 we sent more than 60,000 tonnes of paper for recycling into paper products such as tissue. Our commitment is to be a Net Zero business by 2035. Another element to our ESG strategy is our partnership with PlanetMark™. As part of PlanetMark™ certification, Restore Datashred has committed to making a year-on-year carbon footprint reduction of 5%.

Restore Datashred is a major recycling business. In 2019 we sent 80,000 tonnes of paper for recycling into paper or tissue products and, along with our commitment to sending 0% to landfill for all items we shred – plastics and textiles are used to generate energy – we are proud to have been recognised recently as Paper Recycling Business of the Year by the prestigious Awards for Excellence in Recycling and Waste Management.

For more information please get in touch with our Regional Manager for NI, Paul Bradwell 07792 142426 paul.bradwell@restore.co.uk

For more information please get in touch with our Regional Manager for N.I., Paul Bradwell: 07792 142426 paul.bradwell@restore.co.uk www.restore.co.uk

Call: 07792 142426

Email: paul.bradwell@restore.co.uk

Website: www.restore.co.uk

On-site shredding process

Customer service…

Our knowledgeable, helpful customer service team tailor our shredding

Log in to our online customer portal, or call, to book collection.

A security-vetted operative arrives to collect your confidential waste

Confidential waste is shredded onsite in a mobile shredding vehicle then taken to our destruction centre

A Certificate of Destruction is provided and shredded paper is baled ready for recycling

Restore Datashred Unit 3, Block B, 6, 16 Duncrue Cres, Belfast BT3 9BW

S Much to discover

Discover Kildare Village, home to a unique edit of more than 120 fashion and lifestyle brands offering amazing savings all year round.

Kildare Village is located just over two hours from Belfast, set in the beautiful county of Kildare. Why not extend your stay to explore the region which has so much to offer including Newbridge Silverware, The Irish National Stud and Japanese Gardens.

Guests to the Village can enjoy wonderful services such as valet parking, hands free shopping and personal shopping. With an array of cafés and restaurants guests can unwind and enjoy the wonderful atmosphere.

This summer Kildare Village will host Ireland’s most stylish street festival, celebrating art, music and wellness with weekly live performances, interactive events and colourful murals to admire throughout the Village.

Ted Baker, Button Front Floral Dress, RRP €325 , Kildare Village €215.

Dune, Flat Slide, RRP €95, Village price €63.

Ray Ban Light Havana Sunglasses, RRP €115, Village price €80.50.

Dune Orange Bag, RRP €100, Village price €67.

Please email the Concierge Team on: KVApartment@valueretail.com and quote “AMBITION” to book.

American Vintage playsuit, RRP €192.50, Village price €128.50

Kildare Village personal shopping team.

Coccinelle, Leather Crossbody Bag, RRP €265, Village price €169

Sweet and Sour Chicken Breast

Mango and Chilli Salsa, Balsamic Button Onions, Grilled Baby Gem, Sesame Seeds

Serves 4

METHOD

For Marinade

1. Put sugar, vinegar and water into saucepan bring to the boil, boil or 5 minutes

2. Remove from heat, add remainder ingredients, whisk together and leave to cool

3. Put chicken breasts into suitable size container, cover with marinade and store overnight in fridge

For the Salsa

1. Peel, destone and finely dice the mango

2. Peel and finely dice the red onion

3. Chop the parsley

4. Half the passionfruit and scoop into a bowl

5. Add all ingredients together and chill for 1 hour

For the Button Onions

1. Put 50g of sugar, the balsamic vinegar and red wine into saucepan

2. Bring to the boil and simmer for 3 minutes

3. Add the button onions and remove from heat

To Cook

1. In a pan add the vegetable oil and heat

2. Remove the chicken from the marinade and place onto pan skin side down

3. Cook for 2 minutes on medium heat, turn and cook for 2 more minutes

4. Remove from pan onto flat and cook in the oven for 7 minutes at 180 degrees

INGREDIENTS

For Marinade

100g Caster Sugar

100ml White Wine Vinegar

100ml Water

2 Cloves

1 Cinnamon Stick

75g Tomato Paste

4 Good Size Chicken Breast

80g each, Skin On 50mls Vegetable Oil

2 Ripe Mango

1 Large Red Onion

Small Bunch Flat Parsley

2 Passion Fruit

200g Pre-Cooked Button Onions

100ml Balsamic Vinegar

150g Caster Sugar

100ml Red Wine

2 Heads Baby Gem

50g Toasted Sesame Seeds

5. Meanwhile cut the baby gem in half and cook in the same pan as chicken for 1 minute add the button onions and balsamic mixture

To Plate

1. Take the chicken from the oven and allow to rest while plating

2. Divide the salsa between four dinner plates

3. Place half head of baby gem in the center of salsa on each plate and sprinkle generously with toasted sesame seeds

4. Add button onions and a little of the juice to each plate

5. Cut each breast of chicken in half and place onto baby gem and serve

Gavin Murphy Executive Head Chef

Columnist

John Campbell BBC NI’s Economic & Business Editor

A Good Problem

In the third series of the acclaimed US crime drama, The Wire, an aspiring gang boss Marlo Stanfield is discussing his ambitions.

One of his underlings reflects on the challenges of leadership, asking Marlo: ‘What you gonna do when you sittin’ at the head of the table? Once you there, you got to hold it down.’

Marlo is unperturbed, replying that it sounds like ‘One of them good problems.’

The Republic’s Finance Minister, Michael McGrath, now finds himself in a similar position to Marlo.

His ‘good problem’ is how to make the best use of extremely healthy public finances without stoking inflation in an economy which is close to functional full employment.

Mr McGrath is expected to deliver his budget on 10 October. His departmental forecasts would be the envy of any finance minister: they show that on current spending plans there will be a surplus of €10bn this year with that surplus growing to almost €21bn by 2026.

Before getting to Mr McGrath’s choices it’s worth reflecting on how Ireland got to this happy position. Some of it is policy but a lot is luck and unintended consequences.

Those surpluses come almost entirely from corporation tax being paid by multinationals on their global profits.

Last year Ireland raised €22.6bn (£20bn) in corporation tax, 182% more than the €8bn (£7.08bn) it took in just five years ago.

You may dimly remember plans to reform global taxation rules which would see companies paying less tax in Ireland and more in larger countries where they make the bulk of their sales.

Those plans are still being worked on but it is some of the interim reforms

which have landed this tax bounty in Dublin.

Those reforms had the principle that companies should declare profits in locations where they have substantial real operations or activities rather than just a low-tax location where they happen to have an office with few employees.

In other words a brass plate office in the Caymans wasn’t acceptable anymore, instead companies would have to look at jurisdictions where they have more economic substance.

Ireland fitted the bill – it was a taxfriendly jurisdiction but companies like Apple and Pfizer had long had real operations in the country, employing thousands of people.

What came next was the legal relocation of intellectual property (IP) assets to Ireland – the most valuable profit-earning parts of these businesses.

The Republic’s government has acknowledged that these are windfall gains which can’t be relied on in the long term and so a large chunk will be used to establish a sovereign wealth fund.

But that still leaves the question of what Mr McGrath will do in October.

In theory he is bound by the National Spending Rule which limits net spending growth to 5% each year so that permanent policy measures match trend growth rates and are broadly sustainable.

The Fiscal Council has urged him to stick to this rule given what it says is ‘the exceptionally tight labour market, high inflation, capacity constraints, and the risks related to tax receipts.’

That has been echoed by the ESRI think tank which said there is ‘no rationale’ for tax cuts.

But of course members of fiscal councils and think tanks don’t have to

face an electorate. This could be the last budget before the Republic’s next election and it is therefore inconceivable that there will not be something for people who feel they are not sharing in the current prosperity.

Or as Mr McGrath has put it: ‘We will consider advice carefully. But, the Government, of course, has a broader mandate in that we have to consider the needs of the people we represent and the needs of businesses.’

One personal tax change has already been well advertised – the indexation of tax bands and credits so as they keep pace with rising earnings. This is the reverse of what the UK government is currently doing – freezing tax bands in order to stealthily raise more money.

The thing I will be looking out for with most interest is what happens on the capital spending side. Some of the capacity problems the Republic is facing now stem from the near collapse of public investment in the aftermath of the financial crisis, particularly on housing.

In fact there is a long record of skimping on investment. That is not going to be remedied in the short term but more detail on a direction of travel and firm financial commitments would be welcome.

The particular interest from a Northern Ireland perspective is that capital investment is likely to have all-island benefits. This needn’t be direct spending north of the border on projects like the A5, the Narrow Water bridge or the Magee campus. Instead look out for commitments on health, transport or renewable energy which will likely have relevance wherever they are built.

Take off time

with Platinum Services Private Terminal

With Dublin Airport Platinum Services, you’ll get VIP treatment from the get-go: an effortless private check-in and security, personal luxury suites and chauffeur driven to your flight on your departure, and a fast-track immigration service on your arrival. This service is available to all Dublin Airport passengers.

Book now on dublinairport.com