Ambition Issue 46 (May/June 2021) by NI Chamber of Commerce and Industry

AMBITION MAGAZINE OF NORTHERN IRELAND CHAMBER OF COMMERCE AND INDUSTRY

ISSUE 46 £2.95

CIPR PRIDE AWARDS 2017 - BEST PUBLICATION

MAY/JUNE 2021

CLIMATE CHANGE AND THE RECOVERY Ulster Bank’s NI Head Mark Crimmins talks to Ambition about the bank’s commitment to addressing climate change.

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May/June 2021 Issue 46

Contents NI CHAMBER COMMUNICATIONS PARTNER

Leading by Example Coca Cola’s Public Affairs and Communications Director, Tom Burke, talks about the business’s sustainability vision.

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

NI CHAMBER PATRONS

At a Glance News: 06 Holiday at Home Tourism Campaign 08 BT Announces Refurbishment of Belfast Office 91 Payescape Announces New Partnership with UKG

Columnists: 10 Jane Shaw 14 Bill Roy 16 Kate Marshall 24 Michael Jennings 26 Niall Devlin 36 Marta Gajewska 60 Laura Gillespie 66 John Campbell 68 John Ryan 80 Richard Kirk 82 Ruth Graham 86 John Ferris 96 Jim Fitzpatrick

NI Chamber Chief: 27 CEO Update 28 Why Quality and Quantity Matter 30 Encirc is New Chamber Patron 32 NI Chamber in Conversation With 34 QES Survey 37 Squaring Up NI’s Circular Economy

Features: 12 My Ambition is to... 18 Stairway to Seven 20 A World of Opportunity 38 Set for Action on Climate Change 42 The Post-Pandemic Fit Out

46 50 54

The Test of Time Constructive Law A Cleaner Future

58 62 74 78

Going for Growth Leading by Example Best in Class Empowering our Local Communities

Appointments: 84 Openreach to Create 100 New Apprentice Roles

Lifestyle: 88 Business Class Motoring James Stinson 94 Fashion - Joanne Harkness 95 Dine & Wine - Chris Rees

54 38 Cover Story 66

EDITORIAL

President’s Perspective

Stability, Not Chaos, Required Over Coming Months E

ncouragingly, NI Chamber’s latest Quarterly Economic Survey – published in partnership with BDO – indicated that business confidence has improved in Q1 2021 after the large collapse experienced at the start of the pandemic. Whilst trading conditions still remain extremely challenging, the business confidence indicators are positive in Q1 2021, meaning that more businesses believe that their business turnover and profitability will grow over the next 12 months compared to those who believe that it will fall. This is positive news at a pivotal time for Northern Ireland and the Northern Ireland Executive, a time when businesses require stability. Given the COVID-19 pandemic, the initial impact of Brexit and the recent unrest and its associated reputational damage to the Northern Ireland economy and wider society, businesses need the positive side of Northern Ireland to return to the news and media, and for the economy to be a main priority for our politicians. Regardless of everyone’s tradition or political views, or whether you are employed in the public, private or third sector, I would confidently say that we are united in our desire to avoid any political chaos in the weeks and months ahead. We need to ensure that Northern Ireland is a welcoming place for inward investors and that our indigenous businesses have the best chance to grow and export. We must ensure that the cost of moving goods internally does not reduce our competitiveness or choice and all our young people have a chance to secure good employment. NI Chamber therefore calls on our political leaders to commit to working together to avoid causing any further unnecessary disruption and to ensure that they remain focused on rebuilding the NI economy. Ian Henry President Northern Ireland Chamber of Commerce and Industry

EU Exit

BUSINESS ADVICE Customs, VAT & post EU Exit trade Return to business informed Learn from PWC experts how the NI Protocol impacts trading in 2021 Join Us Live Wednesday 12 May, 10-11.30am* Free 1:2:1 advice consultations also available after the event. From sole traders to corporations, anyone can register now for free at investni.com/eu-exit-events *This event is part of a series.

BUILDING BUSINESS FOR A STRONGER ECONOMY

NEWS

NRC PRINCIPAL TO TAKE UP ULSTER UNIVERSITY ROLE Northern Regional College has announced that its Principal & Chief Executive, Professor Terri Scott, will be leaving the College at the end of this academic year to take up a new role as Pro Vice-Chancellor at Ulster University. Since joining the College in 2014, Professor Scott has led the College through major transformational changes to deliver improvements, spearheading an ambitious strategy to consolidate the College’s provision across four campuses.

RECRUITMENT DRIVE AT GRANT THORNTON The easing of lockdown restrictions has sparked another major recruitment drive at business advisory firm Grant Thornton. The Belfast office has experienced continued growth during the COVID pandemic, with the firm adding 45 colleagues to the team over the last 12 months. Now Grant Thornton is seeking to recruit again at all levels across their Audit, Tax and Advisory departments. These roles include Associate Directors and Managers in VAT, Corporate Tax, Corporate Finance and Corporate Recovery; Seniors and Administrators in Audit, with further roles in the Economic Advisory and People and Change teams.

QUEEN’S AWARD WINNERS Belfast-based PAC Group and Newtownabbey’s InspecVision are among the winners of a prestigious Queen’s Award. PAC Group received an innovation award in recognition of the outstanding innovation and commercial success of their carbon composite Hot Drape Former technology and machines. InspecVision, a developer and manufacturer of 2D and 3D measurement systems for the inspection of manufactured components, was honoured with the Queen’s Award for Enterprise for its outstanding export performance.

HOLIDAY AT HOME TOURISM CAMPAIGN LAUNCHES Tourism NI has launched its new ‘A small step to a giant adventure’ campaign, encouraging people across Northern Ireland to plan staycations this summer. John McGrillen, chief executive of Tourism NI, said: “‘We are all excited at the prospect of enjoying all that Minister Diane Dodds at Hillsborough Castle with Chief Northern Ireland has to offer Executive of Tourism NI, John McGrillen, and Laura this summer. We are so proud McCorry, Head of Hillsborough Castle. of our tourism industry and the people who help make Northern Ireland such a special place.” The Economy Minister has also recently released further details on the Holiday at Home Voucher Scheme which will be launched in the autumn to drive demand after the summer season. It will allow Northern Ireland households to claim back 50% off a stay of two nights or more in certified accommodation, up to the value of £100. Vouchers will also be issued, offering 50% off visits to attractions or tourism experience providers, up to the value of £20.

DELOITTE APPOINTS BELFAST PARTNER TO UK TEAM Deloitte has announced that its lead partner in Northern Ireland, Jackie Henry, has been appointed to a new role in its UK leadership team as managing partner for people and purpose. In her role, Jackie will provide leadership of Deloitte’s UK people strategy and purpose agenda, focusing on inclusion and wellbeing. She will continue to lead the Deloitte practice Deloitte Belfast Partner, Jackie Henry. in Northern Ireland. Jackie started her career with Deloitte in Belfast 31 years ago and for the past seven years has been lead partner in Northern Ireland. She has also served as people and purpose lead for Deloitte’s UK consulting business for the last two years.

PWC AND ULSTER UNIVERSITY LAUNCH DEGREE APPRENTICESHIP Applications have opened for 50 fully funded degree apprenticeship places at Ulster University Business School, following a partnership with PwC NI. The programme, which begins in September, combines a part-time BSc Hons Leading on Customer Operations with hands-on experience working within PwC. As well as a funded degree, students also receive £19,500 salary, Deborah Stevenson (PwC NI) and Gillian guaranteed placements and a job offer Armstrong (Ulster University). on the condition of a 2:1 degree. Since launching in 2017, Operate has contributed to significant growth of the PwC NI team, which now stands at 2500 employees. Continued investment in the region also prompted the firm’s decision to move to Merchant Square, a £70m development in the heart of Belfast city centre. Programme teaching will be delivered at Ulster University’s new Belfast Campus, opening in the autumn.

There is a new place to do business in NI. BusinessLive a

website.

business-live.co.uk/ni

NEWS

BT ANNOUNCES MULTI-MILLION POUND REFURBISHMENT OF BELFAST OFFICE

BT has announced that it will be making a major multi-million pound investment in refurbishing its Belfast flagship office, Riverside Tower, as the city was revealed as a key location in the company’s future plans. The building in Lanyon Place will undergo a significant refurbishment, starting later this year, to modernise it and create a fantastic future-fit workplace, with the capacity for approximately 1800 colleagues. The project, which is set to be completed by late 2022, is expected to accommodate colleagues across BT Group, which includes the UK digital network business Openreach. Belfast is the latest key location to be unveiled as part of BT’s ‘Better Workplace Programme’ – the largest workplace improvement and consolidation scheme of its type ever undertaken in the UK.

The five-year programme will improve and consolidate BT’s footprint of more than 300 locations to around 30, including corporate offices, contact centres and specialist sites. Graeme Paton, BT’s managing director, property and facility services, said: “Our refurbished building in Belfast will bring our people together in an impressive and modern collaborative environment, transforming the way we work. “Excitingly, Belfast will continue to be an important location for BT Group. Our colleagues at our Riverside Tower building will benefit from working in a completely refurbished future-fit office which sits in the heart of the city. “The buildings we work in play a huge part in how we feel and how we collaborate with each other, so we are looking forward to transforming our Belfast office for our colleagues to enjoy as many more of us start to return to our offices over the next few months.” Jane Wood, BT Group director, UK regions, said: “This is a real sign of BT’s continued commitment to Belfast and also to Northern Ireland as a key strategic location for the business. “Although many of us have been working from home successfully over the last year, we also know that modern office environments are vital. This announcement further highlights BT’s confidence in Northern Ireland’s ability to make a sustainable recovery from the COVID-19 pandemic.” Teams based at Belfast’s refurbished office will benefit from the company’s investment in 5G and full-fibre broadband in the city. BT’s ambition is to increase efficiency and productivity, improving its ability to do the best for its customers. The Better Workplace Programme will deliver a combination of refurbishments like this, as well as new offices. The programme is due to complete in 2024.

AC T I V E LY, P R AC T I CA LLY, W E ’ LL H E LP YO U T H R I V E AG A I N

Columnist Jane Shaw, Founder of Elmfield Institute

Can Better Listening Support Wellbeing? Elmfield Institute’s, Jane Shaw discusses how we can listen with our whole body to benefit our wellbeing.

often use to listen to their clients with presence and compassion and is a useful skill for general life. It is about deep listening and offering an authentic response, using the body to tell you what is authentic. It is all about listening to yourself, to others and to your environment. The first step is to get to know yourself and all your body’s subtle expressions. Then you can listen to the other. How does your environment affect you? How does the other person affect you? Does your heart race, or is your voice weak? Do you feel like you want to run away or are you engaged and happy to listen? Does your mind wander off? Can you slow down and give time to the other person speaking? This can be harder than you realise. Next time you are talking to someone, try to let them speak without saying anything for a few minutes. No interruptions. No trying to fix the situation. Just listen. Don’t listen and at the same time think what you are making for dinner or what time the kids have to be collected. Just listen to the other person with as much presence as you can muster. Often as you listen it triggers other thoughts that you want to share with the other. Try to save these thoughts until the other person has finished what they are saying. Listening better as part of your wellbeing programme helps your relationship with yourself and with others. If you don’t listen to others it can cause arguments and frustrations. If you don’t listen to yourself you can burn out and cause illness. Embodied listening also allows you to listen for what’s not being said. This can sometimes be just as important as what is said. What does your body tell you about what’s going on? This might sound like an intuitive practice but it can provide a lot of important information and is grounded in your instinctual neural wiring. The other important practice when you are faced with the changing situation of coming out of lockdown is to listen to yourself. Listen to your own body and hear what it is asking of you. You might want to give yourself extra time to recover and recharge. Can you find ways to spend time with others in a way that you feel nourished? Do you need to start by seeing just one or two people to allow yourself to get used to being with others again? Do you feel uncomfortable in large groups, or far away from home? Maybe re-engaging feels great. But maybe it doesn’t. The important thing is to honour how you feel. Most importantly, be kind, be compassionate and be gentle with yourself and others.

ccording to Stephen Porges, a neuroscience researcher of human social engagement and interaction, our culture doesn’t support us to listen to each other in the way in which we were designed. We communicate more online, by phone and by text than our nervous system can easily handle. This has been greatly amplified by the lockdown conditions of the last year. Porges says that in the physical presence of another person we are constantly monitoring their facial activity, their gestures, their movements, the intonation of their voice, and their posture as they lean forward in conversation. All these subtle movements trigger our nervous system to tell us whether we trust them and want to connect or whether we want to move away. These cues also help us to co-regulate, a term used to describe how we use each other’s physical presence as a way of helping us feel OK, something that stems from infancy. Once again, the social isolation of lockdown has largely taken this away from us. Our bodies are hardwired to detect cues of connection and safety. But these cues are diminished if we are not face to face. Therefore, we have to adapt and compensate when we are online and on the phone. It can be exhausting. It can make us feel anxious and more stressed because of the extra load on the nervous system. However, we might not be fully conscious of what is causing this depletion. We need a certain amount of social engagement to make us feel OK. But we also need to exercise our social interaction ‘muscle’ which can become withered when out of practice. It is common to feel nervous when re-engaging with others after a long period of no social engagement. How can you support yourself to easily move back into society after not seeing people for a year? One way is to better listen to each other by being more conscious of how you listen. If you listen with your whole body, it will give you more cues. This not only helps your own body and mind to feel better, but it helps those with whom you are interacting. They feel better too. When you give them your full presence and attention they will trust you more, and literally be able to hear you better (because of the neural pathways coming on board). Embodied listening, or whole body listening, is a skill therapists

FEATURE

My Ambition is to...

– I have the freedom to work how I want to and also the ability to drive change and get involved with the strategic direction of the business. We’re a real value-driven company and everyone has the same end goal of doing things the right way, looking after people and nobody is afraid to try new things. September 2020 was a big month for me. I became a dad and I was also appointed as a director of Corvus. This was challenging on a personal and professional level, but the support and confidence that I got from Ian Weatherup (MD) really helped me settle into my new role. I’ve always been highly driven and I’m constantly looking for ways that we can improve our offering as a business. In late January, we launched Corvus Assured®, a recruitment methodology designed to save businesses time and money by ultimately increasing the accuracy of their hires through a combination of science and our extensive recruitment expertise as a business. Corvus is at the start of a big growth journey in the way that we support businesses to recruit in the future. With Corvus Assured, we have a powerful solution to increase the accuracy of hires but there are always areas for improvement. We’re advocates of diversity and inclusion. A diverse workforce isn’t just right, research suggests that diverse teams perform better – a study by Boston Consulting group found that diverse companies produced 19% more revenue. The long-term plans for Corvus genuinely excite me: we have a fantastic team of highly experienced and principled consultants who really live by our values and I can’t wait to see what the future holds for us.

MICHAEL HEWITT, DIRECTOR AT CORVUS

“

y first six months in recruitment were a disaster. I was recruiting in the Aviation industry focusing on licensed aircraft engineers, globally. After six months, I realised that what I was doing wasn’t working for me. I wanted to focus on the local market so that I could get out and meet people. After I moved to recruit in the Construction sector, I really started to enjoy recruitment. I liked the fast-paced, mentally stimulating work and the ability to impact businesses and people’s careers for the better. I’ve taken this approach forward throughout my career and have always done my best to match the right people to the right jobs. One of my fears as a recruiter is taking somebody out of a job that they are happy in and putting them into one that they hate. Moving jobs is a big deal and there is always a risk involved. If I do my job properly, I can negate those risks, which leads to the growth of careers and businesses.

A key turning point in my perspective in recruitment was when I had completed a copywriting course in London. I’d always been quite a creative person until I worked in recruitment. Standard recruitment training has a tendency to squeeze the creativity out of you and focuses on moulding each consultant as a carbon copy of the others. The course proved that it was okay to bring more of myself into my writing. After the training, my approach to recruitment changed. Instead of working on 15-20 vacancies per month which is quite typical for recruitment, I started working on just three or four. This meant that I could really get to understand my clients and also provide a higher level of service to candidates. I honed my craft to provide a more personalised experience which proved to be far more effective and efficient. In January 2019 I moved to Corvus. The culture at Corvus is a perfect match for me

“The culture at Corvus is a perfect match for me – I have the freedom to work how I want to and also the ability to drive change and get involved with the strategic direction of the business.”

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Columnist Bill Roy, Principal and Founder at BRC Partnership Ltd

The Optimists Have It

remember many years ago being introduced to the concept of positive thinking; I even sat through two days of training on it… and over a weekend! I came away with a mix of reactions. There were certainly some challenging and useful elements of my training experience but there were also some very real personal concerns. These concerns were compounded by what seemed to be a loud chorus of people raving about how helpful the experience had been, something close to a messianic encounter in some cases. I was troubled by the idea that keeping a clutch of little businesscard sized affirmations would ensure I would be two stones lighter in four weeks. Or that my mother could be unimaginably wealthy even though she was holding on for family allowance day on Tuesday. Negativity can be exhausting but I justified it on the basis that it was much more realistic and accepting of real circumstances. I never once thought of myself as negative of course, but I was adept at spotting it in other people. (Speck and plank come to mind.) Many of us who have grown up in this small corner of the world have been buffeted by negativity, pessimism and cynicism. How refreshing it is to be in the company of someone who chooses optimism and the stuff of hope over pessimism and an inclination towards prophecies of doom. Some years ago, I came to the conclusion that optimism and positive thinking were two very different things. Positive thinking says “everything is fine”, “all is well”, “nothing to worry about” – even when the roof is collapsing on top of us! Optimism acknowledges the realities of our doubts and darkness, our disappointment and despair and points to a better day and a stronger light ahead. My exploration of optimism kick-started with my interest and development in the field of EI, not least with the work of a writer called Tali Sharot and her book “The Optimism Bias”. I was intrigued by her assertion that we are hard-wired for optimism. Really, Tali? It certainly flew in the face of Freud’s psychoanalytical theorising that optimism was more associated with “illusionary denial”. Suffice to say the search was on. Surely, we need large doses of optimism now more than ever. The loss, frustration, isolation and dislocation experienced by so many over the past 12 months accentuates the need for an optimism bias or “learned optimism” as Martin Seligman has called it in his book of the same name. I would like to highlight some useful insights and strategies from Seligman’s work that might inform our tentative forward steps. Maybe it is possible to learn optimism, which may provide a more helpful compass in the months and years ahead. Try at least some of the following to get started: 1. Focus on what is going well without denying what is not. If

2. 3. 4. 5. 6.

needs be, make a note of what has gone well in the day that has passed. Practice gratitude. What can you be grateful for, even in the small things? Challenge and resist your own negative self-talk. Give yourself a break. Embrace the possibilities and pluses of today and resist waiting for tomorrow. Help others who may be in greater need than yourself. Cultivate a spirit of generosity.

Seligman says, “Life inflicts the same setbacks and tragedies on the optimist as on the pessimist but the optimist weathers them better.” It is probably better to see optimism as a strategy rather than a fixed trait or part of our disposition, even though there may be a Victor Meldrew lurking somewhere in all of us. I have certainly discovered more of mine as I have got older. The work in progress continues. In conclusion, I would like to signpost three cognitive distortions that Seligman calls the 3P’s. Again, you might recognise something of yourself in these distortions. 1. Personalisation. Failure and setbacks are always my fault: I am to blame, I have brought this on myself. As your optimism bias grows, you will get better at seeing a bigger, wider, healthier picture. Optimists are more likely to externalise rather than internalise. 2. Pervasiveness. It can also be linked to catastrophising. Words like “nightmare”, “disaster”, “pointless” may have some resonance here. Maybe being more disposed to seeing events as much more temporary and transient might reduce our negativity and selfcriticism. 3. Permanence. Optimists see a negative situation as fleeting whereas pessimists are more likely to see them as lasting. Something as basic as being required to give a presentation, for example, “I have never been any good at these things” or “I always go to pieces”. Optimism says this is not fixed in time and a permanent affliction. With better preparation, rehearsal and the feedback of a trusted friend, I can make positive improvements, even if they are incremental. I will get better at this. For much more on optimism, I would strongly recommend Seligman’s work where you will find many examples of how optimism brings all sorts of business and personal benefits. It may just be a text for our times.

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Columnist Kate Marshall, Speaker, Coach, Author

A Leader’s Impact Kate Marshall, speaker, coach and author asks the questions as to what is the most effective leadership style.

a great leader is to create other leaders. However, the simplest definition is: leadership is influence. Leadership itself is not about power, authority or title. We all know people who are influencers and lead from social power, not position power. We also know leaders who have position power, but few willingly follow – they follow because they have to, not because they want to. I still find many are confused about the difference between leadership and management – both equally important, not mutually exclusive, but require a different approach. I believe one of the traits of great leadership is knowing when to lead and when to manage. In my work with leaders and peer boards I use this tool and ask leaders to self-assess, assess their team members or ask their team members to assess them. A type of mini, 360-degree feedback. If you have a relatively stable organisation, then the requirement is more management. However, if you have a rapidly changing organisation, the requirement is more leadership. Ultimately, both are required. Success lies in having the right focus for the right moment and right circumstance. Complete the tool, map people against what is currently required and identify gaps. As we continue to navigate stormy waters, the need for clear, impactful leadership has never been more apparent. Organisations have been in continuous rapid change, with even more to come with the return to some level of office working. While remote working has worked, people have missed the sense of connectedness, relationship and synergy that only happens through people being together in a room. At the moment, that requires impactful leadership and effective management.

ohn Maxwell once said, “The single biggest way to impact an organisation is to focus on leadership development. There is almost no limit to the potential of an organisation that recruits good people, raises them up as leaders and continually develops them.” As we continue to navigate the challenges and opportunities our businesses face, I find many leaders working hard to keep focused, stay strong and believe in their own abilities and ability of others. I believe it is good practice to regularly step back, reflect and consider the impact of our own leadership and indeed our sincerity as we lead. I call this “head up” leadership. Taking time to stop, observe, and notice patterns and themes emerging inside and outside your business. Taking time to ask questions such as: - Am I doing the right things and is what I’m doing working? - How are people responding to our current circumstances? - Am I creating clarity and do people know what’s expected of them now? - What do I notice about the energy, creativity or innovation within the business? - What do I notice about the opportunities, challenges, patterns and themes emerging locally and globally? - Are we ready for our next opportunity, wherever that comes from? - What am I missing?

Three quotes I want to leave you with are:

And my favourite question: - What am I pretending not to know?

“If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” John Quincy Adams

We have lived in this very turbulent world of more uncertainty than certainty for some time now. I’m often asked, what is the most effective leadership style for now? Of course, there is no one style that works for every person or indeed every situation. The answer to that question will often be clearer having asked the above questions. I find truly great leaders make time to reflect, think and find a way to be authentically themselves, flaws and all, whatever the circumstance. They take courageous decisions and have a genuine interest in enabling others to lead though uncertainty. What is an effective style? The definition of style is simply a particular way of doing or saying something and when it comes to leadership definitions, well, there are many. Mine is: leaders instil confidence in their people and belief in themselves, and empower others to accomplish their goals. I also believe the first role of

“The true mark of a leader is the willingness to stick with a bold course of action – an unconventional business strategy, a unique product-development roadmap, a controversial marketing campaign – even as the rest of the world wonders why you’re not marching in step with the status quo. In other words, real leaders are happy to zig while others zag. They understand that in an era of hyper-competition and non-stop disruption, the only way to stand out from the crowd is to stand for something special.” Bill Taylor “The pessimist complains about the wind. The optimist expects it to change. The leader adjusts the sails.” John Maxwell Keep adjusting our sails, with impact!

ENTER NOW

THE RESPONSIBLE BUSINESS AWARDS IN NORTHERN IRELAND

WWW.BITCNI.ORG.UK/AWARDS

The Responsible Business Awards seek to recognise and reward firms in Northern Ireland that are embracing the journey to build better workforces, create a sustainable economy and healthy communities. They are open to organisations – large and small – from any sector from across Northern Ireland and are FREE to enter.

CLOSING DATE FOR APPLICATIONS 11 June 2021 JUDGING DAYS Week commencing 9 August 2021 AWARDS EVENT 7 September 2021

Calling for entries for the Responsible Business Awards in Northern Ireland 2021 are: Ciaran McConnell, JP Corry, Noel Mullan, Heron Bros; Ciaran McCallion, Allen & Overy; Stephen Patton, George Best Belfast City Airport; Chris Conway, Translink; Bronagh Luke, SPAR; Peter McVerry, U105; Lisa McIlvenna, Business in the Community; Joe O’Neill, Belfast Harbour; John Mulgrew, Ulster Business; Colm McElroy, Arthur Cox; Joe McDonald, Asda; John Healy, Allstate and Elma Greer, Age Friendly Network.

FEATURE Gareth Hagan, Commercial Director and Deputy CEO of OCO Global.

this year have created a fabulous women’s network within the firm. Not only does this make it a more fun and interesting place to work, but it also creates diversity of thought and lots of great ideas for how we build our business.

3. DIGITAL FIRST

If the pandemic has done one thing for our business, it has accelerated our digital transformation. The way we market our own business, communicate with our clients, and work on their behalf in global trade and investment has fundamentally changed and it is not going back.

4. PUT YOURSELF IN OTHER’S SHOES

This is a test I apply to most of the decisions I make. Think ahead of time how the person on the other side of the conversation will feel about it. It won’t (and shouldn’t) change the decision that you are making but will ensure it is understood, lands well and gets to the desired outcome.

Stairway to Seven

5. LISTEN

I have always tried to take on board feedback and listen to others. Whether it’s sage advice from an experienced colleague or mentor, feedback from a client, or (increasingly) a great idea from a more junior member of the team, take the time to listen to and act upon what you hear from others. The biggest mistake you can make is trying to go it alone.

My seven steps for business success Gareth Hagan is the Commercial Director and Deputy CEO of OCO Global, an international trade and investment firm, headquartered in Belfast with presence across 10 countries. Having previously led strategy at Ulster Bank and supported business growth and operations in a variety of markets with Boston Consulting Group, Gareth leads strategy, business development and large-scale programme management for public and private sector clients to execute their global expansion plans at OCO. Gareth is responsible for OCO Global’s office network and partner networks as well as overseeing their global consulting and data product business. OCO Global provide business growth services from advisory and strategy to on the ground

delivery to guide their clients to the biggest market opportunities, across the world.

1. INNOVATE OR DIE

Challenge, creativity and collaboration are our three company values at OCO. At the heart of these, is a culture of working together to innovate and push boundaries. We put this at the centre of everything that we do – not just in more obvious areas like developing technology products, but also in continually evolving our more traditional consulting services – watch out SaaS, we are developing KaaS (Knowledge as a Service).

2. EMBRACE DIVERSITY

... in all its forms. We are fortunate at OCO to have a diverse multi-national team and

6. PUT YOUR HAND UP

I remember my primary school teacher telling the class that if something is not clear, don’t stew on it but put your hand up. Same thing applies in business: there is nothing worse than muddling through or heading in the wrong direction. It’s always better to have the open conversation, be it with colleagues or clients, and make sure everyone is on the same page.

7. DON’T FORGET THE TROUGHS

A global firm like ours is fast paced and can overtake your life if you let it. A key mentor of mine when I worked at BCG told me early in my career ‘there will always be the peaks, the trick is to make the most of the troughs as well.’ So, if you get some downtime, make the most of it and ensure you recharge the batteries ready to go again.

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FEATURE

A World of Opportunity When George Walter Wilson established Ulster Carpets in 1938, one of the key drivers was to create employment. Over 80 years later, the company remains a major employer and one of Northern Ireland’s leading exporters.

till owned and run by the Wilson family, Ulster Carpets has grown to become the premier supplier of Axminster and Wilton carpets to the residential, hospitality, marine and casino sectors across the world. While textiles is a traditional industry, for the Portadown-based company innovation has been a key driver towards success. “From the very early days of the company, we have been industry pioneers,” explained Nick Coburn, group managing director and deputy chairman of Ulster Carpets. “We continue to look to the future by developing new technology and finding more sustainable ways to manufacture our premium

carpet but, of course, at the heart of that is having the right people.” This forward-thinking philosophy has been boosted by a strategic investment strategy. In addition to the main production plant in Portadown, Ulster Carpets Group also incorporates technical textile machinery manufacturer, Ulster North East; wool processing and dyeing company, Ulster Yarns; specialist commercial carpet manufacturer, Danfloor; fully sustainable underlay manufacturer, Axfelt; and luxury interiors brands, Roger Oates and Mourne Weavers. Within this comes a range of career opportunities both in the UK and across the world.

Nick Coburn, Group Managing Director and Deputy Chairman of Ulster Carpets.

Pictured at Ulster’s custom despatch area where carpets are checked for quality are Caroline Whiteside, Personnel Director (front), Beverley Copeland, Senior Executive of Organisation Development (left) and Kim Lucas, I.T. Director.

“Many people don’t realise the diverse career opportunities that we have available,” explained Caroline Whiteside, personnel director. “We are involved in an exciting, global industry and our staff are given every opportunity to develop their skills.” These opportunities are not limited to gender. There is no gender pay gap at the company and there is a 50-50 split of men and women on the Operational Board of Directors. Ulster’s track record of long-serving staff is also second to none, with a presentation of 25year service awards taking place every year to multiple staff members. It is an indicator of the family values that permeate the company and

of the many opportunities provided for staff to progress. Caroline added, “We can point to numerous examples of staff who have worked their way up to the highest levels of the company. We focus on developing ability and nurturing talent and it is a philosophy that has worked well for us.” As Northern Ireland’s only carpet manufacturer, Ulster is in a unique position. But this also creates unique challenges. Beverley Copeland, senior executive of organisation development, said, “We have to work hard to maintain the balance between having experienced staff and bringing in new

“Even if someone has experience in a manufacturing environment, they will not have worked on anything like our carpet looms before. These are bespoke skills which we have to develop in-house and for those showing a willingness to learn, we give them the tools to do this.”

Ulster Carpets design and manufacture bespoke carpet for projects all over the world, including the Saadiyat Rotana in Abu Dhabi. Photography by Momentary Awe.

faces to learn the trade and retain the expertise within the company. “Even if someone has experience in a manufacturing environment, they will not have worked on anything like our carpet looms before. These are bespoke skills which we have to develop in-house and for those showing a willingness to learn, we give them the tools to do this.” Aside from working within the manufacturing aspect of the business, Ulster has a plethora of other roles. Languages, IT and CAD are three areas, for example, that would not normally be associated with carpet manufacturing, while design and creativity are also important skills. However, given the levels of innovation and the global nature of Ulster’s work, they are essential. Caroline added, “We work in markets across the world and have offices in Europe, the USA and the Middle East, so languages are an

The highest levels of care are put into ensuring Ulster’s carpets are of the highest quality.

important skill that we are looking for. CAD is another niche skill that we require, with technicians working on plans for cruise ships and hotels to help our designers plan out their designs effectively.” There is also the creative aspect. Ulster designs bespoke carpets for some of the world’s most famous hotels, casinos and cruise liners. In the UK that ranges from Grand Central Hotel and the Galgorm Resort and Spa in Northern Ireland to London’s finest, such as The Savoy and Claridge’s. Worldwide, many of the world-famous casinos in Las Vegas feature custom carpets manufactured in Portadown, while Ulster can count Cunard’s world-famous Queen Elizabeth, Queen Mary 2 and Queen Victoria among a prestigious marine portfolio that also includes Regent’s Seven Seas Explorer – trademarked as ‘the most luxurious ship ever built’. It is no coincidence, then, that Ulster has

some of the world’s best designers. Like many other roles in the company, these are skills that must be developed in-house. Looking ahead, Ulster will continue to nurture talent by offering as many entrances as possible into the company. As well as work experience and visits by local schools, the company works with Invest NI on the Graduate to Export programme and with colleges to provide electrical and mechanical apprenticeships. Ulster has also developed its own hugely successful graduate programme, and, at present, this is focusing on sustainability and corporate social responsibility. Those strong relationships with colleges and universities are aimed at developing the required skills for the future while, internally, the company’s ability to provide opportunities for growth will continue to be of the highest importance.

Innovative IT opportunities Collaboration is a central element to Ulster’s success and IT plays an integral part in that process. Continued investment in state-of-the-art systems has kept the company at the cutting edge and with a number of exciting projects in the pipeline, there will be new opportunities in an area that many wouldn’t necessarily think of. Kim Lucas, IT director, explained, “When people think of carpet manufacturing, they don’t think of Big Data, AI, VR and Augmented Reality, but these are all areas that we are developing. “We take a solution-based approach to enable Smart IT that will improve our processes throughout the company and enhance our collaborative approach. The importance of strong IT systems came to the fore during the pandemic and were essential in ensuring all our teams kept connected internally and that we could keep collaborating with our customers across the world.” In addition to providing essential support to the company’s various offices across the world, the IT department also has a development role. “We are creating bespoke systems to match the company’s needs,” added Kim. “These are exciting projects that will futureproof the company and retain Ulster’s position at the cutting edge of innovation.”

Ulster Carpets have some exciting new opportunities for I.T. professionals which will help keep the company at the cutting edge of the industry.

Columnist Michael Jennings, BDO NI Partner & Head of Forensics

Risky Business: Rethinking Business and Potential Fraud Threat

recent study undertaken by BDO UK (FraudTrack survey) found that 61% of businesses believed that resource constraints brought on by COVID-19 disruptions would limit their investment in fraud detection and prevention tools in 2021. This is good news for any potential fraudsters ready to prey on business. Due to the pandemic and various reasons arising over the past 12 months, many businesses have been forced into drastic cost cutting measures in order to stay afloat. But cutting back on fraud detection and prevention measures is risky business given the potentially huge impact of fraud. The potential scale of the problem is clear when you consider more than three quarters (76%) of the businesses surveyed admitted that they are more exposed to fraud since the onset of the COVID-19 pandemic but, somewhat alarmingly, fewer than half (46%) have undertaken fraud risk assessments since March 2020.

perhaps more important than ever this year after the dramatic shift in business operations. Undertaking regular fraud risk assessments can be an effective way of identifying and addressing potential fraud weak spots before it’s too late. It can also help firms be proactive, protecting themselves against financial crime including ‘CEO frauds’ often involving synthetic identity fraud or ‘deep fakes’, supply chain frauds made possible by inadequate due diligence on new suppliers, and financial statement frauds where finance teams succumb to pressure to report positive results. When your business is grappling with a range of tough decisions regarding cost controls and operational concerns, it can be tempting to reduce your investment in fraud prevention. However, to do so would be leaving your business vulnerable to the potentially catastrophic impact of fraud. If you would like to talk through any element of fraud risk or if you have experienced fraud and need assistance, please get in touch on 02890439009.

The real cost of fraud By failing to invest in fraud prevention and detection, businesses risk losing much more should they be hit with a big fraud. Of the businesses that were surveyed that had experienced fraud, 27% lost more than £250,000 to fraud in the last year, with some losing significantly more. Depending on the size of your business, this could mean the difference between survival and going under. For example, back in November of last year, two Northern Irish businesses fell victim to a scam in which £350,000 was transferred to bogus bank accounts after an email hack. Harder to quantify but equally significant is the potential damage to the brand and reputation of a business from fraud, which can have a very costly and long-lasting impact.

“By failing to invest in fraud prevention and detection, businesses risk losing much more should they be hit with a big fraud. Of the businesses that were surveyed that had experienced fraud, 27% lost more than £250,000 to fraud in the last year, with some losing significantly more.”

What can businesses do to prevent fraud? The FraudTrack survey also found that 67% of businesses believed that fraud risk had increased due to working from home. However, only 42% had taken specific steps to ensure their data is more secure. At BDO, we always advise and encourage our clients to undertake regular fraud risk assessments. Scams can be so convincing, and it is easy to be duped, which is why this vital business practice is

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Columnist Niall Devlin Head of Business Banking Northern Ireland, Bank of Ireland

As we Begin to Emerge on the Other Side Niall Devlin looks at how business owners can develop their financial wellbeing.

to increase their business network with the ultimate aim to increase both general business and financial capability. Colleagues from the Bank of Ireland team will be there on the day, providing expertise on funding sources and solutions for businesses to fund investment, manage cash flow and increase returns for their organisation. Further content will include vital areas of developing your people, increasing innovation, as well as delivering on growth opportunities through exporting to new markets. Bank of Ireland recognize that local SMEs operate in a fast moving, evolving market where the need to be agile and flexible is critical. This agility is often driven by the rapid changes in customer behaviours, customer expectations and culture. The last 12 months has seen an acceleration in the rate of change, bringing forward digitalisation, new ways of working and an increased strategic focus on sustainability. These trends will continue and while they may readjust slightly as local and global markets reopen, a new operating normality has been set. This is creating a window of opportunity, which we believe the resilient, innovative and agile business community in Northern Ireland will seize. While the pressures of the pandemic may have forced many businesses to rethink their product offering, reshape their business and redefine their operating model, businesses may well feel that they are better positioned to forge ahead with a leaner, more efficient operating model delivering improved productivity, sales growth and, together with increased confidence, we hope it will contribute significantly to sustainable growth in the local economy. By collaborating and sharing learnings on these important areas, local Northern Ireland SMEs will increase their knowledge and confidence as they navigate their way through the pandemic and into the future. Where a business is looking to review funding options, cash flow requirements, capital investments, currency management, set up a savings or a debt consolidation plan, at Bank of Ireland we want to work with them in increasing financial understanding and can help them achieve their business financial goals.

ogether with the rest of the world, Northern Ireland business owners and managers have never experienced anything like the COVID-19 pandemic. At Bank of Ireland, we know that we need to continue to work together to support customers more than ever as we begin to repair and rebuild the local economy. And this work begins now! A focus on financial wellbeing will be fundamental to both economic and personal wellbeing with proactive planning helping businesses to emerge from the pandemic in strong financial health. But what do we mean by financial wellbeing for business? We believe it is business owners developing further insight into their business, creating financial resilience within their operation and ensuring a robust ability to manage any macro or micro financial shocks. Businesses owners’ time spent working to develop this financial wellbeing should help anticipate challenges, plan for them and, by ‘expecting the unexpected’, they will increase the chances of weathering any potential business disruptions. Businesses will need to engage with a wide range of stakeholders, communicate honestly and seek their insight and support. This will enable increased financial capability, confidence and inclusion. It is likely that the significant uptake of the UK Government COVID-19 loan schemes – over £1.6bn* funding provided in NI – will mean that many businesses do not seek other forms of finance in the short term. But we are hearing from both business customers and wider industry that while many do not need additional funding, they really want support and access to expertise from partners who truly understand their business. A key question on the lips of many business owners is “How best can we navigate through the impact of the COVID-19 pandemic and not only participate in but lead the recovery beyond that?” Through our renewed collaboration with Northern Ireland Chamber of Commerce & Industry, we have built on the success and learning of the first virtual delivery of the ‘Winning Business with Bank of Ireland’ series last year. It returns in 2021 and will continue to include the extremely popular ‘Meet the Buyer’ event. Alongside this we are introducing a new series for businesses, the full details of which will be announced shortly. The content and structure for both programmes are specifically focused and will provide participants with access to information and an opportunity

To find out more and arrange to talk to us please contact Niall Devlin, Head of Business Banking NI, Bank of Ireland UK via email niall.devlin@boi.com *Source - https://www.british-business-bank.co.uk/coronavirus-loanschemes-continue-to-support-businesses-evenly-across-the-uk-newanalysis-shows/

UPDATE Chamber Chief’s

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

ecently, we have been encouraged to report some signs of recovery in Northern Ireland’s economy. And while trading conditions remain extremely challenging, our latest Quarterly Economic Survey shows growing confidence around turnover and profitability. As more sectors of our economy open up again, we hope these sentiments will continue to improve. However, we must temper this with the reality that there remains significant spare capacity, price pressures are rising and many key balances remain negative. The same survey highlighted that some members are experiencing significant difficulties with new trading arrangements. We have brought your feedback straight to the attention of those who have the ability to change things. I attended a meeting on the Protocol with Secretary of State Brandon Lewis and Minister of State at the Cabinet Office David Frost where we highlighted the specific issues causing delays and increased costs and discussed the need to tone down the stealth-like interpretation of ‘rules’. NI Chamber members were also invited to hear directly from Minister of State for Trade Policy Greg Hands MP when he discussed Free Trade Agreements. Economic recovery from the pandemic continues to be at the fore of all our Ministerial engagements. In Northern Ireland, the department for the Economy’s Economic Recovery Action Plan is going to be central to that. Recently, I was invited speak at a webinar discussing that very plan and share NI Chamber’s response to it. Be assured that we will continue to work with the Department as these plans are rolled out, endeavoring to make sure that critical initiatives to boost skills and apprenticeships, support for exporters and green recovery

plans are implemented as quickly as possible. Post COVID-19 and Brexit we are all operating in a new trading environment, where greater all-island collaboration on areas like infrastructure, research and connectivity will be beneficial for all. So in April, we were very pleased to host an event with An Taoiseach Micheál Martin, which highlighted the shared opportunities from all-island partnership working for all sectors. This event was hosted by former BBC NI Political Editor Mark Devenport. He and I were able to ask the Taoiseach your questions on a whole host of issues impacting all-island trade. Thank you to everyone who took the time to submit those. Looking ahead, we are very pleased to be offering another timetable of training courses. This includes the return of the British Chamber of Commerce Accredited Foundation Award in International Trade and our very popular one-day training on the NI Protocol. This is an excellent course, delivered by NI Chamber’s own customs experts which provides an overview of the Protocol and what it means for businesses, as well as giving a practical walkthrough of the customs declaration process. Our new Learn Grow Excel Training Academy will also host e-commerce training, looking at the latest selling platforms and ways to generate leads and sales online. That session should be of particular interest to anyone with an established online store, as well as those who have pivoted their businesses to a digital model recently. We received some fantastic feedback on our new-look digital networking experience in March, so I’m pleased to let you know that the NIE Regional Networking series is back at the end of May. For those of you

who are missing the in-person networking experience, I highly recommend that you give this a go. In closing, I would finally formally welcome Encirc to our esteemed group of NI Chamber Patrons. The support of our Patron organisations is a foundation for all the activity I have referenced above and so much more and therefore it goes without saying that we are very grateful for their fantastic commitment to the development of the Northern Ireland economy.

NEW ESSENTIAL MEMBERS

Access2Funding Aspen Waite Genuine Parts UK Jans Composites Moo to You Nicholl Oils PWS Signs

NEW GROWTH MEMBERS

ACTIONCoach Creagh Concrete Foods Connected WG Baird

NEW CORPORATE MEMBERS

Lakeland Dairies

* To become a member of NI Chamber join online at www.northernirelandchamber.com or phone the membership team on 02890 244113.

Why Quality and Quantity Matter Today’s finance teams run so much more than just the numbers and NI Chamber is no different. The Finance and Assurance function has responsibility for driving the organisation’s quality agenda, leading on customer relationship management systems, as well as keeping teams and individuals accountable against targets.

Staying abreast all of that alongside day-today finances is the job of Stuart Hollinger, head of Finance and Assurance and his team.

“Of course, the primary role of the Finance and Assurance team is the essential finance function, incorporating invoicing, banking, debtors and creditors and periodic reporting. But we also look beyond the finances at other key metrics and qualitative information, which helps tell the story behind the numbers. That’s where our team comes into its own and adds real value both internally and to our members, which is crucial,” says Stuart.

“In recent years, we have invested both time and resources in developing the best systems for a membership organisation like ours. This allows us to extract quality data in real time and provide all teams across the business with really valuable insights. That in turn allows them to provide the best service possible to businesses across Northern Ireland.

“Culturally, NI Chamber has gone through a real shift recently and everyone is much more data driven. As a result our decision making is faster and better, which has been particularly beneficial over the past year, when so much has had to change quickly. “Our business intelligence data has improved through the integration of CRM and Power BI reporting, meaning we are getting more realtime insights into member engagement and the return on investment they are getting on their membership fee. We can take action from these reports to add value to those members who are under-engaged or identify those growing businesses who are ready to benefit from our business support programme, Learn Grow Excel. Of course, the data does not tell the whole story as it is the people that matter in business, but it improves the business performance through driving service engagement and relationships through the KPI metrics.” NI Chamber was re-accredited with the ISO 9001:2015 international quality standard at the end of 2020, which was an important milestone. Stuart explains: “The ISO accreditation is well regarded and gives members and stakeholders confidence that NI Chamber is a qualitydriven organisation. The job of maintaining the standard is continuous, though, and for it to work, every single member of staff must be behind it. Thankfully, continuous improvement is embedded within the NI Chamber team and innovation is one of our corporate values, so there is a natural enthusiasm for it.” Obtaining an accreditation like this is often perceived as a very arduous process,

particularly for SME businesses, but Stuart has some encouraging advice for any organisation considering it: “I have had a good experience with the standard in the accreditation and audits and it is very rewarding to receive external validation. Since the update to ISO 9001:2015 it is more about the processes and the objectives rather than the paperwork. So if a business has a continuous improvement culture with a strong purpose, objectives and processes, it could be a great strategic fit to help it grow locally and internationally. “It’s also not the only quality standard out there – industry-specific ones can be just as valuable. For example, NI Chamber is also accredited by the British Chamber of Commerce. As an accredited Chamber, we are part of the UK network and assessed on our governance, resources and services. Our staff are also qualified to deliver export documentation and customs declarations services. That is a very important facility and we adhere to rigorous, externally assessed processes in order to be able to deliver what is a very important service for the local economy. “That focus on training doesn’t just apply to export documents. We are a really peoplefocused employer, which is why NI Chamber was awarded Investors in People Gold. That award is indicative of how we train and develop our staff across a wide range of areas including leadership, management, professional sales skills and digital capabilities. This standard is really important and has helped us to attract some of the best talent we have. It’s one I would certainly recommend to others.” With such a wide variety of accreditations behind it, Stuart is keen to remind members

Meet the Team:

Stuart Hollinger, head of Finance and Assurance

Nicola Trimby

Nicola is NI Chamber’s credit controller. Often one of the first points of contact for new members, she is a familiar voice to many. Nicola has very regular contact with members and has built up great relationships with their finance departments over several years. Her efficiency, friendly manner and eye for detail keep the finance team running smoothly in the background.

that membership of NI Chamber is itself a mark of quality to be proud of. “By committing to being part of our network, member companies are stating their own commitment to excellence – it shows a desire

to grow, learn and be part of something bigger. We provide all members with an annual membership badge and encourage them to display it proudly.”

Peter Gamble

As finance and assurance executive, Peter is responsible for transactional finance functions and supporting quality management and reporting across all departments internally. Peter is also certified to process export documentation and customs declarations, so will be a familiar face for many users of this service too.

NEWS

Encirc is New Chamber Patron NI Chamber is delighted to announce that Fermanagh based Encirc is the latest business to join its group of Patron organisations.

Adrian Curry, Managing Director of Encirc.

Founded in 1998, Encirc supplies container glass to some of the world’s largest food and beverage companies. It is now one of the most innovative and sustainable businesses of its kind in the world. As a new NI Chamber Patron, Encirc joins a select group of leading businesses, who lend their support to the development of the region’s economy and business community. The partnership offers mutual benefit and will see Encirc now benefit from increased brand exposure among the business community and close association with a leading membership organisation.

Announcing the new partnership Ann McGregor, chief executive of NI Chamber, said: “NI Chamber has had a great relationship with Encirc for several years and I am delighted that they have decided to cement this further, by becoming our newest Patron. Encirc is a fantastic business which is leading the way in sustainable manufacturing, investing in its people and serving customers all over the world from Derrylin. We are proud to have them on board and look forward to working even more closely with them going forward.” Adrian Curry, managing director of Encirc, added:

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“We are very privileged to become a Patron of Northern Ireland Chamber of Commerce and Industry (NI Chamber). “Encirc is one of the leading manufacturers in Northern Ireland, so it is important that we work closely with NI Chamber in a joint business approach to leverage opportunity and move forward together progressively. “We have been impressed by the quality of events, guests and collaborative working that the chamber coordinates and very much look forward to this partnership going forward.” Encirc joins a list of NI Chamber Patrons which also includes Caterpillar, Danske Bank, DSV, fonaCAB, Investec, Moy Park, Pinsent Masons, Power NI, Queen’s University, Randox Ulster Bank, Ulster Carpets and Ulster University Business School.

ABOUT ENCIRC Encirc supplies container glass to some of the world’s largest food and beverage companies. Founded in County Fermanagh in 1998, Encirc has gone on to become one of the most innovative and sustainable businesses of its kind globally. Part of the Spanish group Vidrala, Encirc has three sites in NI, England and Italy. More than 3 billion bottles are made for the NI, UK and Irish markets each year and Encirc remains the only glass maker in the world to offer a complete beverage supply solution at its site in Cheshire. Its NI plant employs more than 450 people and has recently had both furnaces rebuilt as part of a wider €275 Euro investment programme securing a sustainable future for the site.

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Nourishing the World Richard Kennedy is chief executive of agri-tech company Devenish. Headquartered in Northern Ireland, with sites across Ireland, the UK, USA, Mexico, Turkey and Uganda, the Devenish Group is made up of companies working together to develop sustainable food solutions.

In episode two of NI Chamber’s In Conversation podcast, delivered in association with Narratology, Richard speaks to host Mark Devenport about his early life, which led him to a career in nutrition, his take on leadership and hopes for the future of the group and the people who work there. Growing up in Aclare, Co Sligo, working at the family livestock market sparked an interest in agriculture early in Richard’s life. He tells listeners: “It kindled a passion in me around the business of agriculture. There was no passing trade, so I saw that you had to attract people in. You had to get the raw material by enticing farmers to bring their animals to the market. And then when you had them in the same place, you got them to do a deal. I continue to be inspired by that concept to this day. “My mother was a domestic science teacher and she inspired me to understand biology and biochemistry. She got me to do a science course one summer and I realised then that you could combine agriculture and science in an agricultural science degree, which I managed to just scrape myself into. I wasn’t very good at sitting down and studying. I was never top of the class but I absolutely adored it.” Devenish was acquired by its current management team in 1997, when the company name changed from Devenish Feeds to Devenish Nutrition. “When we started, we were very much animal nutritionists. But then we realised the impact we could have as nutritionists was actually very significant. And as the need for the world to become more sustainable opened up, it was very aligned with how we approached the market. We added the tag line to our business ‘Beyond Nutrition’ because we know the impact that animal production can have on the

RICHARD KENNEDY Chief Executive of Devenish 32

NI CHAMBER IN CONVERSATION WITH IN ASSOCIATION WITH NARRATOLOGY About Narratology Narratology Executive Search is a boutique headhunting firm appointing leaders to C-suite, director, senior manager and board positions. Our expertise in managing bespoke executive recruitment solutions spans across industry sectors including manufacturing, agri-food, engineering, construction, technology, banking, insurance, legal and professional services, healthcare, retail and wider business services. We have successfully delivered for clients from multinationals, PLCs and NI Top 100 to family-owned firms, SMEs and start-ups, introducing key executives to make

environment. We all need to be fed, so we have got to find a way to do that sustainably. “We develop and deploy solutions through research and development, which ensures the most effective utilization of nutrients in the production of food. We term that ‘One Health: from soil to society’. Proactive nutrition ensures the health of the bio-system and that’s where we had to be a disruptor in the marketplace. Our competitors wanted to sell more products. We wanted to sell the right products in the right manner, so that they would comply commercially for our customers and our customer’s customers. That opened up doors across the word. While we’re not a global business, we are an international one and we export to over 30 countries.” While the company has enjoyed much success, it hasn’t been immune to challenges. In November 2019, a massive fire at the Belfast plant caused considerable and long-lasting damage. “I got a call to say there was a fire and the first question I asked was, ‘Is anyone hurt or injured, or worse?’ because we can deal with anything else. After that, everything else can be replaced and we set about doing that. Now, it did damage our business – it went on for four days. It continues to have an impact on us to this day but the resilience the team showed, the willingness to put the shoulder to the wheel certainly inspired me.” And like most companies in Northern Ireland, Brexit and the pandemic brought with them a plethora of challenges to be overcome. “The challenge Brexit gave to us was uncertainty. It did hurt us. It actually stopped us growing for a couple of years.

individual impact and strengthen existing leadership teams. Narratology understands the sensitivity and discretion required in approaching often complex assignments and in engaging with senior level candidates. We are committed to successful outcomes and a positive experience for all. We have the capability to recruit for corporate and industry-specific specialisms for roles in Northern Ireland and further afield, with the local understanding to truly appreciate our clients and their cultures. For further information please contact Ruth McDonald MD at r.mcdonald@narratologyexec.com or on 02890446336

But now that it’s here, let’s get on with it. There is a certainty which is all we ever wanted. Even if some of those certainties cause problems, we’ll get through them. “On COVID, the team have been incredible in all of our locations. We’ve managed to keep the business going and, as we are an essential business, we’ve ensured our customers are fulfilled. However, there is still the impact on social interaction – we have young people working with us, spending long times working at home not interacting with people. When I was 25, that social interaction was huge and I made incredible friends with customers and colleagues, so that’s something that’s going to have an impact. People talk about costs, but there are social and personal costs that I would be concerned about for my colleagues, as well as the business cost.” That focus on people is evident throughout the interview with the businessman, who also volunteers as a sports coach. “I would of course say I’m not competitive, but I don’t think anyone else would agree! What I love about it is the team work. I’m a social individual and I love to engage with people. My real passion is getting people to express their ability. Sport and business allow me to do that.” And when asked about winning EY Entrepreneur of the Year in 2019, he once again credits those working around him. “It was a reflection of the business and the people. People have to trust me as a leader and allow me to be the best that I can be. “The culture in Devenish is so important 33

and it is my responsibility. Everybody looks to me for leadership. I have to show that every action I take reflects the ethos, culture and expectation in Devenish. My aim is to treat people better than I would like to be treated myself.” At the conclusion of the 30 minute episode, Mark asks Richard about his plans for the future of Devenish. “I want to maximize its potential. We have a number of technologies which have the potential to have global impact – we can have a positive impact on human health. We’ve seen through the pandemic how stretched our health systems are. We’re going to have to have a very proactive approach to human health and we are very well set for that. “In terms of sustainability, we have a technology which we know can apply to every farm on the globe, which has the ability to lower or remove the carbon that has been generated. We have massive potential.” Episode Two of the In Conversation podcast featuring Richard Kennedy is available now on the NI Chamber website. It is also available to listen to on Spotify, iTunes and Google Podcasts.

Hosted by Mark Devenport

NI Chamber and BDO Survey Shows Signs of Recovery but Rising Price Pressures Emerge Fifty three per cent of Northern Ireland’s manufacturers are expecting to raise prices over the next quarter, the highest share recorded since the time of the financial crash. According to results from the Quarterly Economic Survey for Q1 2021, carried out by NI Chamber and BDO NI, price pressures are coming to the fore. Almost all (92%) manufacturers are experiencing pressures from rising raw materials costs, resulting in expectations of raised prices in the next three months. The survey does however suggest some signs of recovery in the Northern Ireland economy during the first quarter of 2021, particularly in manufacturing, but with some way to go to recover all of the lost ground precipitated by the COVID-19 pandemic. Confidence and investment intentions Business confidence has continued to improve in Q1 2021 after the large collapse experienced at the start of the pandemic. In fact, the business confidence indicators are positive in Q1 2021, meaning that more businesses believe that their business turnover and profitability will grow over the next 12 months compared to those who believe that it will fall.

New trading arrangements Two in five businesses (41%) reported difficulties in adapting to new trading arrangements for their business/supply chains, with 14% findings them very difficult. Fifteen per cent have found the new arrangements relatively easy to deal with, while 18% believe it is too early to say. According to the survey findings, new arrangements appear to be impacting on trading relationships for some businesses, particularly in terms of trade with Great Britain. Eighteen per cent of members stated that the new arrangements have had a major negative impact on their trade with Great Britain and 34% have experienced a minor negative impact. However, the same survey also shows

that two in three members (68%) believe Northern Ireland’s status post EU Exit presents opportunities for the region. Nearly half (47%) believe the new trading status will present opportunities for their own business going forward. COVID-19 impact Members’ initial reaction to the COVID-19 crisis was very stark, particularly in Q2 2020. Signs of improvement have been reinforced in Q1 2021, with 54% of members stating that they traded well or reasonably during the quarter. However, conditions remain very challenging for a sizeable minority of around 1 in 3 members, with 15% seeing no signs of improvement at all.

Commenting on the findings, Ann McGregor, Chief Executive of NI Chamber, said:

Ann McGregor, Chief Executive of NI Chamber.

“Price pressures are emerging as a significant concern from Q1, particularly in the manufacturing sector. Hikes in the price of raw materials are a significant factor, but we also know that there are multiple other

escalating costs contributing, including higher logistics costs and significant additional costs associated with trading during COVID-19. Over the course of the next quarter, we can expect to see a sizable portion of these price rises passed on to the consumer, as firms simply cannot afford to absorb them. “The survey does show that some of the lost ground experienced in the economy since the start of the pandemic has been recovered and confidence is starting to return, particularly in manufacturing. However, we must temper this with the reality that large parts of the economy are still shut down, there remains significant spare capacity and many key balances remain negative, meaning that there are still more businesses in Northern Ireland reporting falls in domestic and export sales/orders, cashflow and investment than those reporting an increase. “This is the first Quarterly Economic Survey since new trading arrangements came into effect on 1 January after the end of the EU exit transition period. In Q1,

some members have reported significant difficulties. NI Chamber has been working closely with businesses adapting to the rules and we know that there are multiple factors leading to these difficulties. For example, issues with the technology are hindering their ability to complete the cycle of customs clearance requirements. An onerous volume of information is needed and in many cases the actual data is inaccessible. Issues around what is defined as goods ‘at risk’ continue to be troublesome. In addition, defining origin is a challenge, with companies unsure how to classify their products. “Our members tell us that there is also a significant level of misunderstanding among customers and suppliers about Northern Ireland’s trading status both within the UK and with the EU, which is contributing to delays, additional paperwork and costs. In some cases, it is also triggering EU and GB customers to source goods elsewhere. There is therefore an urgent need to educate customers and suppliers in new trading arrangements.”

ANALYSIS

BY BRIAN MURPHY, MANAGING PARTNER, BDO NORTHERN IRELAND

Brexit and COVID-19 continue to be the major factors impacting business performance. However, the survey shows that some local firms are now quietly confident about their growth prospects over the next twelve months. All progress must be welcomed and whilst the survey indicates signs of recovery, there is still a way to go to recover the lost ground brought on by the pandemic. The degree of confidence varies significantly between sectors, with manufacturing showing progress in areas including future employment and turnover compared to the previous quarter of 2020. A key obstacle for future growth within that sector will be balancing the pressure of rising costs with the need to raise prices. The survey tells us that of the 92% of manufacturers experiencing pressures from rising costs of raw materials, 53% are expecting to raise their prices as a result. Trade and cashflow also remain significant challenges for businesses. Those businesses that have sufficient cash reserves are likely to bounce back, with many predicting a short-term “boom” when COVID-19 restrictions are lifted. This may cause its own issues with insufficient capacity, complicated further by any ongoing social distancing measures. As we progress through 2021 it is likely that the Government-funded COVID-19 relief packages will be phased out and businesses will need to keep a watching brief on cash outflows as they try to build resilience. Following the end of the Brexit transition period in December 2020, businesses have been adapting to the new trading arrangements, which have proved both complex and costly for many. The first survey since the end of the transition has shown that around half of firms are finding the new arrangements difficult to work with, three times higher than those finding it acceptable. The new trading arrangements are affecting trading relationships negatively for some businesses, particularly with Great Britain. It is not surprising that it is taking time for businesses to adapt to the new trading regime post Brexit.

Considerations such as customs declarations, VAT registration requirements, goods regulations and VAT accounting under the NI protocol are just a few of the implications that businesses must navigate. Northern Ireland’s position post EU exit is seen as an opportunity for many businesses, with 68% believing it presents new prospects for the region, while 47% believe the new trading status will present opportunities for their own business going forward. There is no doubt that businesses will need to adapt their operating models for both the medium and long term and identifying these opportunities will play a vital role in securing a sustainable future for many. The survey demonstrates that businesses are exploring these opportunities further, with 38% planning to consider new markets, 37% with plans to increase their marketing and communications activity and 29% planning to take on new staff. Over the last twelve months, businesses have had to re-evaluate and rethink their operations as a response to a very challenging environment. Their aim is to ensure they are best placed to take full advantage of

new opportunities within their respective marketplaces. We cannot be complacent though and we still need to be mindful of the legacy issues that the pandemic has left us with if we want to build a sustainable recovery. Brian Murphy, Managing Partner of BDO NI.

Columnist

Marta Gajewska, International Trade and Customs Advisor at NI Chamber

The Evolving Implications of Post-Brexit Trade

dates are summarised below: Movement Dates 2021 1–14 January 14–31 January 1–28 February 1–31 March 1–30 April

SDI Completion Dates 2021 01 May 14 May 01 June 28 June 28 June

Other updates include the continuation of the Scheme for Temporary Agri-Food Movements to NI (STAMNI) until at least 1 October 2021. This means that Authorised Traders will be able to move products of animal origin, composite products, food and feed of non-animal origin and plants and plant products from GB to NI without the need for official certification.

Marta Gajewska, International Trade and Customs Advisor at NI Chamber, provides an update to businesses importing from GB and looks ahead to progress with trade agreements which should help NI businesses seeking to scale up on post-Brexit trade.

he practical implications of trading post-Brexit continue to evolve, with a new way of trading slowly emerging for NI businesses. Trade processes between GB and NI are dynamic and the business community, along with wider stakeholders, are proving resilient in sourcing solutions to the challenges faced. NI companies are actively and continuously seeking to understand the new regulations and are keen to expand their knowledge to ease administrative obstacles and trade without unnecessary disruption. We observe this first-hand at NI Chamber, as businesses continue to attend our international collaborative forum events, engage with our Customs Advisors and participate in our technical, international training courses to top up their knowledge and apply it to their businesses. There are a number of new and continuing government programs designed to assist business adapting to the new GB trading relationship. This includes HMRC’s £2,000 Brexit Support Fund for SMEs to access advice and training. More information can be found at gov.uk/guidance/. The NI Customs and Trade Academy, which supports the Trader Support Service (TSS), has a number of useful checklists for companies to use when filling out the new documentation required. A recent addition is the checklist to support the creation of a Goods Movement Reference (GMR). This process is completed on the Goods Vehicle Movement Service (GVMS) and is key for goods moving from GB to NI. You can access this at nicustomstradeacademy.co.uk. As the TSS continues to support NI businesses with GBNI declarations, they are developing their service to meet the prevailing business challenges. Early April saw TSS enable registered users to access its Duty Deferment Account (DDA). Payments for goods (duty/VAT/excise) will be calculated during the Supplementary Declaration stage of the three stage TSS process. At this point traders will be able to settle payments using the DDA. This means that at the point of payment to TSS, the associated duty will be passed on to HMRC. Large businesses (more than 250 employees) will only be able to use TSS DDA until 1 July 2021. Small and medium size businesses (less than 250 employees) will be able to use this indefinitely. A new timescale was released by HMRC in mid-April for the completion of supplementary declarations. HMRC usually require that these declarations are completed by the fifth working day of the month after goods move. However, HMRC note that businesses making declarations for the first time need extra time to do so. The updated completion

Trading with the Rest of the World In terms of export trade outside of the EU, NI is part of the UK Free Trade Agreements currently being negotiated. The Department for International Trade (DIT) predict that 80% of UK trade will be covered by FTAs within 3 years, including trade with the EU. Currently, 67 Continuity Trade Agreements have been signed (extending those previously held through the EU). These potential export markets will play an important part in NI’s recovery from COVID-19. The updated list of FTAs currently finalised can be accessed at www.gov.uk/guidance/. The UK has also submitted a formal application to join the Comprehensive and Progressive Agreement for Trans-Pacific Partnership (CPTPP), which covers 11 countries around the Pacific Rim such as Canada, Vietnam, New Zealand, Australia and Japan. Such an agreement will step beyond the provisions of an FTA and cover additional areas such as food safety regulations, transfer of data, movement of people and more favourable tariffs. This is an expanding agreement with other countries such as Korea, the Philippines and Taiwan tipped to join. To further support NI businesses to trade internationally, DIT has announced the introduction of a new trade and investment hub in Belfast. This will give businesses direct access to export and investment specialists who can provide support and advice on entering new overseas markets as well as invaluable research resources. NI businesses hold a unique position through the NI Protocol and, in time, should be able to derive benefit from the ability to access both GB and EU markets directly, as well as the rest of the world through UK FTAs. In February 2021, it was reported that post-Brexit trade between ROI and NI has increased significantly, with imports from NI into Republic of Ireland (ROI) almost doubling (+95%) on the same period in 2020, whilst imports from GB were down by 53% (source: ROI Central Statistics Office). Further, exports from ROI to NI were up by 38%, whilst exports to GB were down 11%, with food and live animals seeing the biggest fall. This is despite the UK government delaying the introduction of its full customs code until next year. This is potentially an early indication that remaining within the EU customs territory for goods has opened the NI economy up as a user-friendly route from which EU countries can source products. Hopefully, this demonstrates the future potential for our businesses and the NI economy as we transition through 2021 to a different way of trading.

NEWS

Squaring Up NI’s Circular Economy Bill Andrew, Liam McNally, Cara Best, Elaine Kerr (Director) & Dermott Hickson.

many resource matches or ‘synergies’ with the service. These have allowed the planetarium and the partnering businesses to achieve over £21,000 in cost savings, 66 tonnes in CO2 reduction and landfill diversion of 18 tonnes. MEMBER SPOTLIGHT 2: FRYLITE The Company: Frylite is Ireland’s leading vegetable oil supplier and waste cooking oil collector. As a long-standing member of the Resource Matching Service, the company has benefitted from numerous synergies with local companies through finding sustainable solutions for their redundant resources.

International Synergies NI, delivery partner of Invest Northern Ireland’s free Resource Matching Service, has helped over 2000 Northern Irish businesses to achieve more than £26.5 million in cost savings and avoid over 374k tonnes of CO2 emissions over the past 13 years. Ranging from steel manufacturers to beehive keepers, the International Synergies NI team helps businesses across all sectors to find sustainable solutions for their unwanted and redundant resources through the provision of introductions to local companies and advising on resource efficiency. MEMBER SPOTLIGHT 1: ARMAGH OBSERVATORY & PLANETARIUM The Company: Armagh Observatory & Planetarium is a front-line research institute and exponent of key areas of astrophysics, the solar system and deep space. As NI’s oldest scientific institution, it is a prominent partner within the educational sector and became a member of the Resource Matching Service in 2019. The Challenge: With a recent upgrade of existing facilities at the planetarium, a vast array of decommissioned equipment and surplus items was overwhelming storage capacity and putting the centre under increasing pressure to begin disposal. The Solution: The planetarium got in touch with the Resource Matching Service and one of its practitioners was invited to conduct a site visit to look at the range of items

and identify sustainable options for reuse. Consequently, introductions were made by the practitioner between the planetarium and member companies from the Resource Matching Service that could avail of the resources. These included: i) Belfast Tool Library (BTL), a sustainabilityfocused tool lending initiative that challenges conventional approaches to ownership. BTL was able to reutilise a large quantity of surplus tools and workshop equipment. This collaboration led to cost savings of over £9000 and diverted 3 tonnes from landfill. ii) incredABLE, a social enterprise that availed of unwanted catering and electrical items. These are now fulfilling important roles across work skills projects for young adults with learning disabilities. The acquisition of these items realised cost savings to the value of £3410. iii) Sticky Fingers Art in Newry, an arts programme that salvaged and reused old lighting and other technical equipment in their theatre setup, achieving cost savings of £1650. The Outcome: Through the Resource Matching Service, the planetarium found sustainable reuse avenues which repurposed old equipment, achieved positive social impact and the avoidance of disposal costs in the process. Partnering organisations, in turn, were able to make much needed cost savings on equipment, helping to strengthen their operational capacity and highlight the benefits of membership to the Resource Matching Service. Since 2019, the planetarium has completed

The Challenge: Frylite first got involved with the Resource Matching Service back in 2009 when they attended a food sector workshop hosted by International Synergies NI. At the time, 600 tonnes of waste material were being generated annually by Frylite activities. The Resource Matching Service introduced Frylite to a local composting facility where a trial was set up for this material which was deemed acceptable for composting. This first ‘synergy’ saved Frylite £24,000 by avoidance of landfill tax. It marked the beginning of their resource efficiency journey with the service. The Solution: Through the introductions given by the Resource Matching Service, Frylite and Food Waste Diversion have been able to find sustainable solutions for a range of projects including: • proper disposal of oil-contaminated buckets • a conveyor system upgrade • design and building of a fresh oil filling system • streamlining of lorry fleets The Outcome: Frylite has made substantial cost savings since 2009 through the Resource Matching Service and has achieved environmental benefits such as 2k tonnes in CO2 reduction and 628 tonnes of virgin material saved. This points to how the service can do more than facilitate the quick wins of exchanging resources: it helps local companies to build relationships with one another so that they can move forward together on their journey towards greater resource efficiency in a circular economy. Despite the obstacles posed by COVID-19, the International Synergies NI team has risen to the challenge and continues to successfully deliver new business opportunities to a wide range of organisations across the country. Whatever the redundant resource and however big the problem, the team is always on the lookout for its next potential case study.

FEATURE

Set for Action on Climate Change Mark Crimmins, Ulster Bank Head of Northern Ireland, tells Ambition about the bank’s commitment to addressing climate change, its role in economic recovery, and its parent bank NatWest’s strong commitment to Northern Ireland.

ith the pandemic and Brexit, businesses in Northern Ireland haven’t had to look far for challenges over the last 12 months. In the second quarter of 2020, we saw the sharpest contraction in economic output in a century, and by the end of the year, we were staring into another prolonged lockdown. It would have been easy for business owners to despair. But whilst the experiences of firms in different sectors vary greatly, overall the Northern Ireland economy is now not in as bad a position as had perhaps been expected. We are now able to be a little more positive about the outlook than conditions six or nine months ago would have allowed. Indeed, the latest Ulster Bank NI PMI points to increasing signs of stabilisation in the local private sector and increasing optimism for the year ahead, albeit at lower levels than elsewhere in the UK. There are a number of reasons for this more stable picture. One is the way businesses have been able to adapt and continue their operations. Another is confidence that comes from the growing number of people being vaccinated and the gradual reopening of parts of the economy. Then there is of course the significant level of support that has been provided. Ulster Bank, for its part, supported over 10,000 business customers in Northern Ireland with more than £400m in COVID-related lending,

38 34

Mark Crimmins, Ulster Bank Head of Northern Ireland.

including through government schemes such as BBLS and CBILS. This has helped ensure the liquidity needed by companies and the economy until the upturn happens. And whilst there are no doubt significant challenges ahead – including the legacy of debt that many companies will carry – we can now look more clearly to the recovery and to the future beyond the pandemic. In the meantime, investment has been happening. Ulster Bank was very pleased to support Learning Pool, the North West headquartered provider of e-learning technology, to recently acquire a US-based business. We have also just provided support to Totalmobile, a provider of software for mobile workforces which has acquired an English rival. These companies operate in sectors that were, overall, largely unaffected by the pandemic. But we are also starting to see an encouraging increase in the level of investment intent and lending enquiries across other sectors including agriculture, food and drink, healthcare and manufacturing. And as the year progresses, we expect to see the recovery widening. With the backing of our parent bank NatWest, we are very strongly focused on supporting that – not only through our lending activities but also through the expertise and reach of our group. We are also strongly focused on assisting businesses to address the other major challenge of climate change. Understandably, dealing with climate change hasn’t been at the top of most companies’ agendas over the last year. But that will have to change. And it’s an area in which Ulster Bank intends to play a leading role. Tackling climate change is one of the biggest challenges of our time and as a leading bank, we have a significant responsibility, and the ability, to encourage, enable and lead the way to transition to a net zero carbon economy. NatWest Group has made strong commitments in this area which are now embedded in the Group’s Purpose. This not only includes the bank reducing its own carbon footprint across its estates and operations but also looking at what we are funding, and developing new products and propositions for those businesses transitioning towards a greener future. One such example is our partnership with Octopus Energy, a leading sustainable energy supplier, which helps us support customers to move their fleets towards electric vehicles. Further training of our people is another area of focus so that we can help customers make choices and investments to reduce their

“Tackling climate change is one of the biggest challenges of our time and as a leading bank, we have a significant responsibility, and the ability, to encourage, enable and lead the way to transition to a net zero carbon economy.”

impact on the environment into the future. As we look to the future of the economy beyond the pandemic, it is also right that we talk about the future of banking. Businesses and consumers now demand first class digital, always-on experiences, and we are embracing that change. As part of NatWest Group, we are able to access significant investments in new technologies and harness them for the benefit of our customers here in Northern Ireland. In the last year alone, we have launched Free Agent, a free accounting software package for Ulster Bank customers, and Tyl, a merchant terminal solution developed in-house. Further offerings are in the pipeline. None of this means that we neglect our human interactions. While the physical footprint of banking will inevitably reduce, face-to-face interaction and presence in local communities is still hugely important to us. We aim to bring the best of NatWest to our customers and communities but delivered by local people on the ground. All of that points to NatWest’s continued commitment to and confidence in Northern Ireland. That confidence is further demonstrated by a multi-million-pound investment in our headquarters in Belfast and in our contact centre of excellence. In the new era of banking, customers and our other stakeholders also expect more than just the provision of core banking services. They expect that banks will help stimulate and sustain wider economic development and that is why we are now five years into running a national, award-winning entrepreneurship programme. This has supported many hundreds of businesses on their entrepreneurial journey and to secure investment. We have just launched the latest stage of the programme, with four specialist accelerators for entrepreneurial companies with a focus on climate, high growth, purposeled and fintech. In line with NatWest’s position as the biggest supporter of UK enterprise, as well as our resolve to play a major part in supporting the economy to build back better, these four accelerators are aligned to our areas of strategic importance. They also support the springboard to recovery through the commitments made by our SME Taskforce. As we look towards economic recovery and the future of the economy in Northern Ireland, the growth and success of these start-up and emerging businesses in areas such as fintech and climate change will play an increasingly important role; not just in attracting investment and creating jobs, but in helping create a better, more sustainable economy and society.

GROW YOUR BUSINESS WITH KNOWLEDGE TRANSFER PARTNERSHIPS

Now is definitely the time for businesses to think outside the box - if you have an idea for your business but do not have all the in-house expertise needed to develop it, a Knowledge Transfer Partnership (KTP) could be exactly what you need. A KTP is a three-way-partnership between a business, an academic team and a suitably qualified graduate. The programme is intended to bring new capabilities to a business or organisation in order to solve a problem that is unique to your company. It has been proven to work with businesses in a wide range of sectors and sizes. In Northern Ireland, KTP projects are mainly funded by Invest NI and Innovate UK. It is a cost-effective way for businesses to access the expertise in universities and colleges, and attract fresh talent to deliver strategic innovative solutions to achieve business growth. www.qub.ac.uk/ktp

“

All three of our KTP projects have not only been an innovation success but very importantly, a commercial one too. Doing things better and faster and utilising the latest technologies is now firmly embedded in the heart of our business. Eoin McCann, Managing Director FP McCann

If you have a business idea and would like to discuss whether a KTP could help take it forward, contact us at ktp@qub.ac.uk

FEATURE

The PostPandemic Fit Out Marine refurbishment and fit-out firm, MJM, is responding to the needs of the cruise industry in a post-COVID landscape and partnering with NI air sterilisation firm Ilimex is part of that process. Here Darren Smith of MJM and Gerry Corrigan of Ilimex discuss making cruising a safer bet for everyone.

he cruise industry generates over $150bn (£108bn) in worldwide economic activity and supports nearly two million jobs directly and indirectly. And according to predictions by Cruise Lines International Association, from mid-March 2020 – when the suspension of cruise operations began – through to the end of September, the worldwide impact would be a loss of $50bn (£36bn) in economic activity and the loss of some 334,000 jobs. While cruising is close to resumption, Newry-based MJM and Illimex, the manufacturers of a new piece of technology proven to uniquely kill viruses and bacteria as well as improving air quality in the environment in which it is installed, could be instrumental in speeding up the process of reopening the sector. Darren Smith, project sales and surveying manager at MJM said: “One of the biggest trends in the cruise industry right now is looking at medical facilities, better facilities, to cope with medical issues and cleaning

Darren Smith of MJM.

FEATURE

regimes using new technology like exactly what Ilimex is bringing to the market.” Using a combination of sterilisation technologies to continuously eliminate 99.9999% of airborne pathogens, including coronavirus, on the first pass through the unit, the Illimex UV-C Air Steriliser device also removes dangerous pollutants from its immediate environment including VOCs, formaldehydes, benzene, nitrogen dioxide, mould spores, smoke and particulate matter and much more. It does this by employing wide band extra long-life UV sources including high efficiency LEDs to reduce operating costs, titanium dioxide photocatalytic filtration, silver-ion doped HEPA 13 filtering to PM1 (antibacterial filter) and activated carbon.

Available in various sizes to suit the hospitality industry, the device is a proven solution to the pandemic for many providers thanks to the efforts of a team of people including Gerry Corrigan, the founder of Ilimex, Ulster University and Invest NI, among others. Gerry describes the Ilimex process as taking in pathogens from the air and putting them into a “kill chamber”, effectively sterilising and purifying the air in the surrounding space. “The process has gone from a baby to a teenager and it’s now at the adult phase,” he begins. “This technology has been developed and tested during COVID-19 and it is quite unique because we knew what we were dealing with.” The technology has already had a soft launch, having been tested in the Salthouse Hotel in

Ballycastle. It has also undergone numerous tests and is currently on trial on a number of marine applications. And after that three-week trial, Ulster University will report the results back to Ilimex who will then file that report with MJM and, hopefully, kick start an installation process with the fit-out firm’s client base. “It’s very important we have independent academics working on this at Ulster University. That sets the parameters,” Gerry continues. There are six products developed by Ilimex which come in various sizes; from the Ilimex 400 to a smaller piece of technology labelled the Ilimex 50 which is suitable for positioning over tables in cafes and other hospitality environments. “When I look at a ship, I see multiple products being used. And to make sure the right solution

“At the beginning, it was horrendous for the industry. Gradually over the year things have gotten better and we’ve delivered projects locally and internationally. Under COVID protocols, adapted health and safety policies, we’ve also had time to upskill employees and invest in our internal systems.” 43

FEATURE

Gerry Corrigan of Ilimex.

is there, all areas of the ship will be covered including cabin areas, crew areas and more. We can totally fulfil the quantity required tailored to the size of the vessel,” Gerry explains. “We believe that these products can help employers and encourage staff to come back to work, helping sustain business.” Darren says once the trial period is over and the results are in, the device can go out to the mass market, but MJM is already in “high level conversations”. “The devices won’t affect the integrity of interiors,” he says as they employ a “plug and play” setup. “We can look at using different units in different spaces. Our clients are asking us questions over this COVID period and we’re telling them that we’re looking at technologies and this one is really exciting and once we have the data, we can put it out there,” Darren adds. MJM’s workload was severely impacted when the pandemic began, but activity levels are rising for the company, which has benefitted from growing confidence. Darren continues: “At the beginning, it was horrendous for the industry. Gradually over the year things have gotten better and we’ve delivered projects locally and internationally. Under COVID protocols, adapted health and safety policies, we’ve also had time to upskill employees and invest in our internal systems.” He is hopeful that cruises will resume, albeit on a more local scale around June time. “I feel for the next six months it will be very localised and maybe by the end of the year, next year, we might see something different. “We recently looked at a ship that was going back into service and what we’re seeing is that cruise brands are seeking contractors but it’s going to take a while. It won’t be a flick of a key. They have to get the crew back, facilities up and running before they’re ready.” It is Ilimex’s partnership with MJM that will get the technology promoted and the team is ready to launch globally. “I think it’s important to mention that Invest NI and Ulster University, which opened its labs for us, have been fantastic and we wouldn’t have gotten to MJM without this cooperation. It’s a great story for us and Northern Ireland that we have this innovation coming out of here,” says Gerry. “We have fabulous innovation in Northern Ireland and we’re very lucky that we have a treasure trove of factories that can manufacture for us at a fast rate. We’re also looking at Malaysia and Australia for production and we have the capacity and we’re ready for scale when demand comes,” he concludes.

FEATURE

The Test of Time Diagnostics company Randox has played a key role during the COVID-19 pandemic by becoming the largest testing lab in the UK and Ireland. Here, its operations director Linda Magee talks tests, travel and further innovation in COVID testing.

47 Operations Director, Linda Magee.

t the time of print, Randox had completed no less than 12 million COVID-19 tests UK wide. It’s come a long way since the initial few weeks of the pandemic when its former lab only had capacity for 150 tests a day. But, then, a lot has happened in 14 months at the business. “It’s been a roller coaster,” Linda says, reflecting on a whirlwind year. “But it’s been worthwhile and really enjoyable,” she continues. Today, Randox, which has become the Northern Ireland Chamber of Commerce and Industry’s newest patron organisation, has 23 Randox testing clinics, more than 200 partnered testing clinics and 80 plus drop box collection points for home testing. “We have very talented molecular biologists here who were able to adapt quickly when the pandemic started and when the government was looking for wide-scale testing, that allowed us to put ourselves forward. “We were able to say that we had the endto-end test ready to take to the market. Back then we had a capacity to complete 150 tests per day but as time went on it became much more critical to do more and so we set up the structure to allow for that.” Randox testing is performed using PCR methods in its certified laboratories, including its £85m lab, which was its former 80,000sq ft warehouse in Antrim. “We were in a good position and we were prepared to invest,” adds Linda. “And today we’re processing around 120,000 tests daily. It’s a phenomenal number and it was hard to imagine when we were a small part of the testing programme that we would become the highest capacity laboratory for COVID-19 testing in the UK and Ireland.” Randox also played a key role in nursing home testing, while its latest developments and offsite testing will be instrumental in getting the world travelling again, Linda says. An increasing number of countries are asking for a negative PCR test as a means of proof that travellers do not have the COVID-19 virus. Some countries may ask for a PCR test which has undergone a certified laboratory process, the kind Randox offers, while others may request the more simplified antigen versions, which Randox also offers. To accommodate what could very well become an essential part of travel for many in the near future, Randox has set up testing sites offering next-day results at John Lennon Airport, Belfast International Airport, George Best Belfast City Airport, Heathrow and Dublin Airport, with many more in the pipeline. The turnaround on these tests is typically 12 to 24 hours. And as Randox has recently entered into partnerships with the likes of British Airways,

“We have very talented molecular biologists here who were able to adapt quickly when the pandemic started and when the government was looking for wide-scale testing, that allowed us to put ourselves forward.” Easyjet, Ryanair and The Advantage Travel Partnership, the UK’s largest independent travel agent partnership, Linda anticipates the service being a requirement for the foreseeable future. “It’s all largely unknown at present and while we have been very successful in rolling out the vaccine, other countries are not working at that pace. There will still be concerns that, even if you are vaccinated, you could still spread the virus and there are other concerns over new strains. The nature of this virus means it can mutate so I don’t see testing vanishing quickly. It will live hand in hand with the vaccination programme.” That insight is perhaps why the company has plans to pair up with places like ferry terminals and other points of entry and exit into and out of the UK and Ireland. “There appears to us to be a public desire to travel and we certainly feel there is a market there. I do believe people will tolerate the inconvenience of testing when they leave or return and the scope for us is to expand into ferry terminals and other areas. We’re looking to ramp up. We’re a testing lab and we can do that.” And with that higher volume demand comes a lower priced PCR test, Linda adds. “There was a lot of publicity about travel becoming elite because it’s not a cheap test, but if you can increase volume and flow, that allows you to reduce costs.” Randox recently announced that it has reduced the cost of PCR tests to support travel to £60 per test. Formerly, PCR tests cost from £100 each, and often much more. The announcement came on the back of the Department for Transport’s plans to open up overseas travel, potentially from as early as 17 May, but dependent on PCR testing predeparture and on return. Specific PCR testing requirements will be based on the grading of destination countries within a green, amber and red traffic light system. Allowing it to meet the cohorts of tests set to flow into the lab will be the company’s larger workforce. Throughout its COVID programme, it employed over 850 people.

Some of those were students working part time, and out of that 850, 700 are still employed even as testing reduces in some instances. “We moved some to other parts of the business, including into R&D, business and quality roles. There are so many different roles involved in COVID testing; from the more strictly scientific roles to technicians and the support mechanism roles where you don’t need a scientific background. If you look at our logistics, there are more than 100,000 samples coming in; that’s no small feat to process. All these systems grow together. “The talent we have access to is phenomenal,” Linda continues. “We’ve encountered very young people who are incredibly focused and it’s been really heartwarming to see these people come in and work well. Those staff have thrown themselves into this whole operation.” The swift response to the pandemic will stand Randox in great stead in the future when it comes to other testing areas, Linda believes. Those areas include developments in food testing, respiratory, chronic kidney disease and “all manners” of other conditions. “The next stage in COVID testing will focus on sequencing and that will be crucial to the variants,” she continues. “The testing capacity was going down as positivity rates went down, and in lockdown people don’t test as much so that allowed us to turn to sequencing.” Sequencing allows labs to cherry-pick tests and analyse positive samples which will allow for identification of mutations that arise in the genome and identify how those new variants of the virus can change how people respond to treatments and vaccines. “We know what the formula is now for rapid testing and in a sense it’s become easier to scale up. We’ve learned so much over the last year and now it’s about ramping testing up further. “But none of this would have been possible without the talent we have on board. They’ve worked phenomenally hard and it wasn’t easy. The pandemic has been close to everyone’s hearts and we pulled together and are thrilled to be part of history. We’re now looking forward to the next part that is sequencing,” Linda says.

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FEATURE

Constructive Law Law firm Carson McDowell has experts working across 32 specialist areas of expertise. Partners in the Construction and Property Litigation, Stuart Murphy and John Dugdale, discuss the building landscape in NI, now and in the future.

arson McDowell announced no less than 18 promotions, including 10 senior associates and eight associates across its team in late 2020. It’s an investment which is testament to the fact that the firm is thriving, despite the complicated landscape it is working in and the confidence the firm has in business recovery. The company employs 112 lawyers and has a total headcount of over 180 across its offices in Belfast and Dublin. “The firm has changed and grown over the last few years,” Stuart says. “There has been a significant expansion in terms of numbers of staff but the same commitment to providing a quality service to clients remains. We do more, better, always trying to do the best job with skilled lawyers who are specialists in their areas of practice.” Stuart and John are both partners in the construction and property litigation team, which works with parties involved in construction and engineering projects. This includes developers, contractors, funders and professional consultants. Advice ranges from putting in place contracts

Stuart Murphy.

FEATURE

“At the beginning of the pandemic there was a temporary reaction when construction work came to a halt and people didn’t know what was ahead but by about April 2020 sites started to get back up and running and ever since that has been the case.”

at the outset of a project, to assisting clients in the resolution of disputes. On the property litigation side the team advises clients on issues such as nuisance, breach of quiet enjoyment and derogation from grants arising out of active and proposed property developments. That area of the business is growing, as too is the team, which now has a headcount of four, including Gavin Kerr, an associate who has a “strong reputation for drafting and contract negotiation”. Rebecca Ferguson recently joined the team as assistant solicitor.

John Dugdale.

Pictured are Gavin Kerr, John Dugdale, Stuart Murphy and Rebecca Ferguson.

“We have no complaints in terms of work,” John says of the business’s current activity. “And we’re seeing growth in the team so that shows that there is a fair amount of work going on even during the pandemic.” John is a returning Carson McDowell alumnus who re-joined the business in June 2020. “When I was on the outside looking in, the quality of the work that Carson McDowell was doing was impressive,” he says. Indeed high profile cases consume the majority of the firm’s work, with recent milestone projects for the construction department including the £70m Merchant Square development and the £250m City Quays development. Stuart, who joined Carson McDowell in 2007, becoming a partner in 2010 and who heads up the team, adds: “At the beginning of the pandemic there was a temporary reaction when construction work came to a halt and people didn’t know what was ahead but by about April 2020 sites started to get back up and running and ever since that has been the case.” John says that even in the hotel industry, one of the worst affected sectors during the pandemic, developments are on-going. “That’s probably not the norm but there were good office and hotel projects in the pipeline and we are starting to see them moving again.” Even with the work-from-home shift over lockdown casting some doubt over the future viability of those larger office spaces, Stuart says there will still be activity within that area of construction. And demand. He continues: “Here in Belfast we have such a shortage of good office space and inevitably there is going to be demand for that.” It’s a positive affirmation for the NI skyline.

The partners estimate that much of its immediate future activity will also come from the public sector, with housing an area of huge growth potential. Stuart adds: Over the second half of 2020, the public sector work, particularly in education, was high in terms of project numbers, but as we are still in need of social and private housing there will inevitably be construction growth on that front. “On the commercial side of things, away from offices, activity in warehouses and logistic centres is high given how much online retail delivery has grown.” Amazon is one such firm that has expanded its warehouse space in recent months here with a new 8,500 square metre delivery station in Channel Commercial Park at Titanic Quarter. That site replaces its temporary facility, also located in the same vicinity. On a further positive note, John anticipates opportunities arising from Brexit. He says: “Northern Ireland is in a fairly unique position in relation to access to both the EU and GB, and that makes the region a very interesting proposition for inward investment and distribution centres. I’ve certainly seen enthusiasm about investment here because of that unique position.” Looking at the city centre, which has suffered a number of losses lately, including the demise of Arcadia which has left holes in Victoria Square and CastleCourt, the closure of Debenhams, also in CastleCourt and the large Argos unit at Rosses Court, John and Stuart are positive a new style city centre will emerge. “Inevitably there will be some change,” John says. “The city centre was undergoing change anyway and I see the Ulster University campus bringing life to different areas of the city. It will

be the reimagining of the city, making it more residential and leisure focussed. Undoubtedly that residential population will lead to different uses of units there. We’re going to need a lot of imaginative developers.” He adds that “an upgrade in transport infrastructure” will be needed to realise that shift. Looking closer to home and the activity in house at Carson McDowell’s construction and property litigation team, Stuart continues: “We’re quite fortunate. We deal with the front end of new projects and that tends to be busier when the economy is good. In a downturn, we tend to see an increase in the number of disputes. “We expect, coming out of the pandemic, that there will be more disputes between parties including people trying to get paid for work or disputes about what is due on projects. I expect there will be a number of claims coming out of delays and disruptions and it will be about who’s responsible.” Stuart concludes: “Very much part of the ethos of the firm is to make sure that we have specialists in all of the areas that clients need legal advice on and that’s how I see us going forward, identifying the areas of legal advice that our clients require and continuing to grow, and bringing more people in so we can deal with that.” “On the construction side specifically there is potential to see more developments around NI. We will also continue to work with our NI clients who do work in GB, travelling with them, virtually if not in person.” John adds: “In terms of the team that’s there right now in construction, we have the most experienced construction team in Northern Ireland. We’re in a good place to build.”

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FEATURE

A Cleaner Future

Joseph Doherty, managing director of Re-Gen Waste.

Joseph Doherty, managing director of Re-Gen Waste, will be at the heart of the journey to a circular economy. Here he talks to Emma Deighan about the past, present and future of the recycling industry.

e-Gen waste was set up in 2004 to recycle and make use of NI’s mixed recyclable waste. The Newry-based family firm, run by the three Doherty brothers, came about from a mutual love for engineering and problem solving, Joseph says. “We come from a construction background, a family-run firm which belonged to my father and uncle. Our strength was always materials handling equipment and engineering and we talked for a number of years about setting up Re-Gen. “We took what we knew and used a bit of common sense and came into what was then a very immature industry. And the best thing about that is it made it a very forgiving industry.” The brothers built a facility in Newry, “begging and borrowing” to put them in the best position possible to win council contracts. “And that was hard,” Joseph admits. “We didn’t have any experience or track record but we were the only show in town and Newry Council were happy to use us.” And so, Newry became a reference which would help the brothers secure work with other councils, which today includes names in the South, England and Scotland as well as NI. Re-Gen processes almost 190,000 tonnes of plastic waste, 40,000 of which comes from NI, 40,000 from ROI and the remainder from GB. More recently it won a major contract to

take over waste processing from a plant in north-east England, which shut down. That acquisition of waste saw the business “reach tonnages we’ve never had before,” says Joseph. And as a result it has bumped up its workforce to 293, from its former 250, proving that the journey to a circular economy can mean big business and job creation. “It’s a really exciting place to be in,” Joseph continues. “There’s a lot coming down the tracks for the industry including the Deposit Return Scheme (DRS).” DRS is a subject Re-Gen feels passionate about. The scheme is an attempt to increase the rate of recycling of single use drinks containers. “Uncertainty remains around who is going to pay for the DRS scheme and how much it will ultimately cost consumers and ratepayers,” Joseph says. “In April this year, analysis from the Institute of Economic Affairs predicted that the DRS scheme will cost around £1 billion to set up and £814 million annually – a massive cost with negligible value for money. “It will remove 20% of recyclables out of the bin we take from Councils and that will change the status quo for us and we will need to fill that gap and start looking at other things that need recycled.” Joseph is in a prime position to play a role in policies that will be made in the drive to a circular economy.

FEATURE

He is now a committee member of the Advisory Committee on Packaging (ACP), an expert Government committee that advises DEFRA, bringing together the expertise and experience of individuals with a specific interest in packaging and packaging waste. ACP members are drawn from the various parts of the packaging supply chain, including businesses which have legal obligations under the Packaging Waste Regulations as well as others who are involved in the management of packaging waste – local authorities, compliance schemes and waste management companies. “That committee will be front and centre in policy change and it’s a big thing for us and raises our profile. It means we can feed into shaping our industry.” Helping support Government initiatives, ReGen is expanding its offering thanks to a recent £20m investment in R&D. It follows the announcement of plans to build a £22 million self-funded ‘circular economy resource park’ in Newry this year and Re-Gen Waste committed a further £20m in the local manufacture of two new products for paper and glass remelt. Derived from local household waste, the advanced paper product is currently undergoing R&D testing, in association with Queen’s University Belfast. Both manufactured goods should be ready to bring to market in 2023 and will drive improvements in local Circular Product use. “In the last ten years SMEs in the NI Waste Sector have been innovating and developing processes and plants to move Northern Ireland towards the circular economy. “This can’t happen overnight, but Northern Ireland is hitting its targets to become a zerowaste society. In 2019/20, Northern Ireland achieved a Household Waste Recycling and Composting Rate of 51.9%. This is a dramatic

step forward in our recycling rate, which continues to grow,” Joseph says. “The volume of household waste landfilled has decreased by 352,837 tonnes, down from 561,173 tonnes in 2009/10 to 208,336 tonnes in 2019/20 and is continuing to fall rapidly year on year. According to DAERA’s Compositional Study 2017, 55% of the black bin (residual waste) is recyclable material, which we will also extract for use in manufacturing these new products. “We are positioning our business to meet new policies and we are pushing hard to innovate and develop manufacturing facilities that close the recycling loop, create jobs at home and boost the NI economy.” When asked what he believes the next visible move in recycling will be, he continues: “The next big step is for the council to reduce the size of our black bins and reduce what they collect, either by reducing the size of bins or collection frequency. “I think we’ll start to see a three-week collection if the policies start working.”

And he anticipates a return to the days of bottle collection, when milkmen returned to doorsteps for empties. “The target now for householders is to be able to recycle as much as possible and when we look back, we can see how that change happens. “In 2004 only 400 bins in Newry were being recycled out of 36,000 households. In time that went to 11,000 and then every household. “When we started, our timing couldn’t have been better.” And now the recycling boss will be focusing on accommodating any growth that may be in the sector through recruitment via its Re-Gen Academy. “The industry has had a lot of coverage with shows including David Attenborough’s Blue Planet encouraging people to get involved in the business. It’s exciting and if you work in waste you won’t leave it. It’s constantly changing and the sand is always moving under your feet. “That dynamic creates drive and opportunity.”

“We are positioning our business to meet new policies and we are pushing hard to innovate and develop manufacturing facilities that close the recycling loop, create jobs at home and boost the NI economy.” 56

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FEATURE

Going for Growth Peter Russell, Ireland Managing Director of CANCOM UK & Ireland, talks to Ambition about his ambitious growth plans for the business across the island.

ANCOM UK & Ireland’s new managing director in Ireland, Peter Russell, is well used to big challenges. He was part of the Ireland rugby team that rattled the All Blacks during a 1992 tour of New Zealand. And in business, the former fly half has held major, all-island jobs with BT, Microsoft and Neueda. Now in his new role, which he took up in January, he has a three-year plan to significantly grow CANCOM UK&I across the island of Ireland, with a big focus on cloud transformation and cybersecurity services. And while he admits that his plans are ambitious, he says the multinational CANCOM Group is entirely behind him. “We have presented our growth plan to Germany and they’ve fully supported us, and I’m pretty excited about it,” he points out. CANCOM Group is a respected Munichheadquartered company that acquired high flying Novosco in 2019, creating CANCOM UK & Ireland by merging the Belfast-based managed IT services provider with two other tech companies it previously acquired in England. The company is now working with both public and private sector customers here to provide four key digital transformation services: modern workplace, cloud and infrastructure, network and collaboration, and cybersecurity. Peter sees the latter as making up much of CANCOM UK&I’s workload in the coming months. “After the rush by organisations to invest in and upgrade IT last year, it’s now all about fine-tuning the productivity

and optimisation of those investments, including bolstering cybersecurity and transferring to the cloud. CANCOM UK and Ireland has a pivotal role in that process.” “Security in particular is a significant growth area. COVID-19 has presented over 80% of our customers with their biggest ever IT pressure to date. Companies have everyone working from home now using laptops and various devices, all remotely enabled. Previously, this would have taken years to roll out. But it has been pushed through in a matter of months and there is definitely a need to look at potential cybersecurity risks,” he says. “There is an ever-changing threat and cybercriminals are becoming more sophisticated, so we are advising all of our customers to be extremely careful. Security is an area CANCOM UK&I is investing heavily in and last year we went through a very successful Skills Academy with the Department for the Economy, enabling us to recruit many new securityskilled staff and to set up a security operation centre in Belfast. This is now part of a much greater overall group security capability.” Skills are a big agenda item for Peter Russell. “To grow the business, we need to ensure the team culture remains strong, and we need to look after the outstanding people we have, develop and invest in them, and strive to genuinely ensure CANCOM UK&I is a great place to work. If we do that, we will maintain our outstanding customer satisfaction levels and our Net Promoter Score, which currently sits at a best-in-class + 84.”

“After the rush by organisations to invest in and upgrade IT last year, it’s now all about fine-tuning the productivity and optimisation of those investments, including bolstering cybersecurity and transferring to the cloud. CANCOM UK and Ireland has a pivotal role in that process.”

Peter Russell, Ireland Managing Director of CANCOM UK & Ireland

Peter recognises that locally, CANCOM UK&I is operating in a “very competitive ICT market” but a long list of prestigious new enterprise customers is testament to the firm’s continuing upward trajectory. And Peter sees many potential opportunities. “Health is a big market opportunity for us,” Peter continues. “Cambridge University Hospitals Trust is our largest customer by far, but we work with the Belfast Trust, Northern Trust, Frimley and St George’s University Hospitals NHS Foundation Trust as well as many other health customers. In total we work with around 25 trusts across the UK & Ireland. We have market-leading expertise. The service varies with each customer, but in Cambridge, CANCOM UK&I is managing the complete end-

to-end ICT service, including the roll out and integration of their chosen electronic patient record (EPR) system, EPIC, which coincidentally is the same EPR solution within the Northern Ireland Health Service.” Talking about the business’s immediate tasks and challenges, he says: “We are moving more from a product business to a managed services and professional services-led business. Cloud transformation is the buzzword right now and we are moving quickly towards becoming a true tier 1 cloud transformation managed services provider. “We are engaging with many customers who are actively moving to the cloud, some to a hybrid model with data on premise and in public cloud, with others moving directly to a

35 59

fully public cloud service managed by CANCOM UK&I or our partners like Microsoft.” Peter oversees a team of almost 300 people and is based at the company’s impressive Queen’s Road office, in the Titanic Quarter. He will soon turn his attention to engaging with staff around a new model of working as the CANCOM UK&I Belfast offices begin to fully reopen again. “This is very likely to mean some type of hybrid model which will work for the company and also for our people. Our approach will be to listen and take things slowly, but at the same time try to encourage people to start to gradually return to the offices. When we do, I’m very much looking forward to meeting some of my colleagues faceto-face for the very first time.”

Columnist Laura Gillespie, Partner, Pinsent Masons (Belfast)

Murky World of Cyber Criminals Laura Gillespie looks at how cyber criminals could hold your business to ransom.

the myriad of practical and legal issues are addressed. Emails may not be available, payroll may not be capable of being run, staff may be unable to do any work at all. It is essential that the response can still be co-ordinated at board level to include actually communicating with one another and external advisers. Forensic IT support can assist with assessing the extent of the damage and how best to restore from back-ups, if they are held. However, in some situations, whether no back-ups are available, they are also encrypted or it will simply take too long to restore, some businesses feel they have no option but to consider engaging with the threat actor to seek a decryption key through a ransom payment. Negotiations can and sometimes do ensue. In fact, some cyber criminals will see the value in good “customer service” to encourage other victims in the future to engage. Such dialogue clearly comes with its own risks, not least that the business commits an offence by making payment to sanctioned organisations. The ramifications are broader still – if personal data is caught up on the attack (HR files, ability to pay salary, for example), then unless the people affected are unlikely to have their rights and freedoms impacted by the incident, a report will have to be made to the Information Commissioner’s Office within 72 hours of becoming aware. In some circumstances, it may also be necessary (in law) to tell the people concerned that the attack has occurred.

he pandemic has seen a surge in the reliance upon technology in most aspects of business and professional life; almost all businesses rely more than ever on technology to function and it is this reliance that has presented the latest opportunity for cyber criminals. A recent UK government report into cyber security breaches found that four in ten businesses report having suffered a cyber security breach in the last 12 months. In that time, the dedicated Pinsent Masons cyber team in Belfast has supported clients in all sectors, responding to many forms of cyber security incident. We share some insights. Ransomware – a showstopper Cyber criminals enjoy the luxury of not having to leave home to cause havoc; that can be done from the comfort of their armchairs. There has been a surge in ransomware attacks, leading the UK National Cyber Security Centre to issue a warning of the increased threat in February. Typically, these sorts of attack involve the threat actor gaining access to IT systems and encrypting them, rendering all the content inaccessible to the business and holding that information to ransom. This can be a complete showstopper, as if the business relies on those systems to function, it essentially becomes paralysed. The only option to remedy the situation is either restore the IT system from back-ups (if available and not also encrypted), or to seek decryption.

Learning from experience Ransomware attacks are targeted against all sorts of businesses, and all sizes too. To best equip your business in the face of this growing threat you should: 1. Review IT security and document your process. Make sure patches and updates are applied and consider how best to protect business-critical or sensitive information – this may involve using encryption on certain parts of your IT infrastructure. Ensure your staff are trained and understand the importance of following IT security policies and protocols. 2. Keep regular back-ups (and separate to your network and systems). It is obviously crucial to also know how to restore from these back-ups in a secure way, preventing any system from becoming re-infected. 3. Prepare for an incident. Know how you will communicate if systems are down, who will take the lead and how to contact key advisers such as insurers, legal advisers and forensic support. In the initial hours of an attack, it will be crucial to have a clear response strategy not only seeking to minimise the business continuity risk, but also to manage the risks to business and personal information as well managing any communications with the attacker.

The good, the bad and the ugly Not all cyber criminals share the same motivation. “White hat hackers” can and do explore vulnerabilities in IT systems, looking for back doors and outdated technologies but with the intent only of ensuring the business rectifies the situation. However, the hardened cyber criminal has a more malicious intent. Looking back 12 months on how ransomware attacks were being carried out, typically, the threat actor would encrypt the system and on occasions, leave a ransom demand hoping to elicit a payment for decryption. However, if a business was able to restore systems and didn’t engage, the attacker often simply moved on to their next victim. That has changed. There is a real and growing trend whereby cyber criminals now deploy ransomware, make their demand and demonstrate “proof of life”. Usually, this amounts to providing extracts of personal data which have been taken from the IT system and when the ransom demand is made, so the threat is made of release of the information either into the public domain, or onto the dark web. The threat therefore is not only to ongoing business continuity, but also of the potential fines and compensation claims which may arise from a personal data breach.

The murky world of cyber crime is evolving constantly and lurks in many dark corners. Ensure you have reviewed your business’s preparedness in facing that challenge. Pinsent Masons has launched “Cyturion”, a response platform for preparing for and responding to cyber attacks.

Responding to a ransomware attack When an attack occurs, a clear plan of action is needed to ensure

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FEATURE Public Affairs and Communications Director Tom Burke.

Leading by Example

Coca-Cola HBC’s sustainability manifesto is much broader than the definition of the word, its Public Affairs and Communications Director Tom Burke tells Emma Deighan. Here he talks about the business’s sustainability vision and how Coca-Cola HBC is paving the way for others to follow suit.

FEATURE

n total, Coca-Cola HBC Ireland and Northern Ireland has reduced plastic use by almost 5,000 tonnes a year since 2019 and together, with its partner Coca-Cola Ireland, its next ambition is to achieve a World Without Waste by 2030, creating a true circular economy for plastic packaging. It has invested millions in new technology in recent months to transition its multipacks to innovative cardboard solutions including KeelClip, the latest innovation in paperboard packaging – a minimal material solution made of recyclable paper that reduces the need for shrink wrap plastic. This will eliminate more than 500 tonnes of hard-torecycle shrink wrap plastic annually. “Sustainability is not just a buzz word or a communications campaign for Coca-Cola HBC,” Tom begins. “It’s a core part of our strategy for growth and we are hugely cognisant of the role we have to play in carbon reduction here and in the wider community.” Reworking its packaging portfolio to make way for greener solutions is just one part of the firm’s drive to a circular economy, Tom adds. He describes that circular economy as the business’s ultimate ambition. “We want to achieve a circular economy where 100% of our plastic is recyclable and to continue to increase our investment in recycled materials. We will produce recycled plastic that can go back into the loop and get recycled again, and we will invest in the recyclate to turn it into new packs.” All of the bottles and cans sold by Coca-Cola HBC are 100% recyclable and the company has invested extensively in recycled plastic. Today 45% of its total plastic portfolio is made of recycled materials, which has removed 3,450 tonnes of new plastic each year. Plastic used in its bottles has also been reduced by 10% since 2018. “There is a misconception around plastic and we are trying to work to change that misconception too,” Tom adds. “There is a belief that plastic is the devil, but we believe, and evidence suggests, that plastic, particularly recycled plastic, has the lowest carbon footprint of any packaging; it’s a fraction of the carbon footprint that glass has, for example. “Single use plastics are the problem, but recyclable plastic is not, and we have a role to help educate our consumers on that.” Tom also talks about deposit return schemes that will allow consumers to enable its journey to a circular economy by returning cans and bottles via a dropping point or a vending machine-style setup. And it is hoped that CocaCola’s leadership in this will allow the rest in the industry to follow closely behind them. “We feel the responsibility on us as one of

the biggest FMCG companies in the market. We have to lead the charge; doing what is right and challenging others to come with us. We feel that responsibility on our shoulders. It’s the right thing to do,” Tom says. “But, there is a lot of work to be done and we recognise that we cannot do it alone. “This includes our Extended Producer Responsibility (EPR) – how we collect waste. It’s in our interest to get our bottles and cans back using something like a deposit return scheme, where a bottle or can go on the market and the consumer pays a small deposit. When they return the bottle in a reverse vending machine, they get that deposit back,” he explains. “We are literally talking about getting every single bottle and can back and that is a logistical challenge and one where we will focus time and energy, but we need help from customers, our stakeholders and government. It will be a multi-faceted approach that also has to be acceptable to retailers, hospitality businesses and consumers. “There is no point in introducing a high-end, all-singing, all-dancing initiative if consumers do not buy into it. It’s about walking that line, making sure everyone is on board and we have set 2030 as a target to complete that work and achieve our goal of 100% collection. “There will be significant costs in making that happen, but it will be a good investment.” Beyond plastic reduction and recyclability, the firm’s sustainability drive spans all areas of Coca-Cola HBC’s business model. Tom says: “It goes much broader than that. We make sure we are sustainable in all areas

of our business and that includes being a significant contributor to society. We are proud of where we are located. We have been in the North for 80 years and we see ourselves as a significant contributor to not just the local economy, but the Lisburn area where we are based. “We have a long record supporting communities including working with different organisations; from mental health charities to Food Cloud and Simon Community’s Food Banks, as well as working with local youths and empowering them – we believe that is the very essence of a sustainable business, to be active in the local community.” Testament that the company is taking the lead in sustainability is its recent accolade as the “world’s most sustainable beverage company” in the Dow Jones Sustainability Index. This followed a reassessment by S&P of scores and submissions in the beverage sector relating to the 2020 Corporate Sustainability Assessment and marks the fifth time in the last seven years that Coca-Cola HBC has been recognised as the global beverage industry leader and the 10th year in a row that it has been ranked as one of the top three companies. “That external validation is very important, because it shows that we are not only the leaders in our group, which is in 28 markets, but world leaders. At a local level, we are proud of our contribution to these results and are proud to be at the forefront of what the entire group is doing,” Tom concludes.

“There is a belief that plastic is the devil, but we believe, and evidence suggests, that plastic, particularly recycled plastic, has the lowest carbon footprint of any packaging; it’s a fraction of the carbon footprint that glass has, for example.”

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Columnist

John Campbell Economics & Business Editor, BBC Northern Ireland

A Hero in Zero BBC NI’s Economic & Business Editor, John Campbell, discusses what it means to get to the goal of “net zero” by 2050.

ith the pandemic and Brexit continuing to dominate the conversation about our economy, you can be forgiven if you missed the publication of Stormont’s energy strategy consultation. But it could turn out to have the greatest economic consequence, as it gives us the first real sense of how the Executive is planning to get to net zero carbon emissions by 2050. That will mean, within the span of a single generation, fundamental changes to housing, transport, industry and agriculture. With the UK about to host a major summit on climate change the phrase “net zero” will be heard a lot in the coming months, but it’s worth reflecting on what it means. The UK, like most countries, has signed up to the Paris Agreement – a legally binding international treaty that aims to tackle climate change. The goal of the agreement is to limit global warming to below 2 degrees Celsius, but preferably below 1.5 degrees Celsius, compared to pre-industrial levels. Doing this will involve a rapid and significant reduction of greenhouse gas emissions, primarily carbon dioxide. Net zero means reducing those emissions as much as possible and then using a variety of technologies and techniques to remove any residual emissions from the atmosphere. Essentially that will mean a radical transformation of the energy platform on which our economy and society has been built over more than 200 years. Since the first Industrial Revolution, around 1800, our economy has become increasingly reliant on burning carbon-dense fossil fuels – first coal, then oil and gas. That must stop almost entirely within 30 years if the net zero ambition is to be realised. That means no gas or coal-fired power stations, no petrol or diesel vehicles, no oil or natural gas home heating.

That is an awesome ambition and Northern Ireland will have to play its part in the broader UK strategy. We don’t start with a completely blank sheet of paper. For example, there has already been considerable success in decarbonising electricity generation. In 2005, just 3% of Northern Ireland’s electricity came from renewable sources. Now it’s almost 50%. There is an interim target of getting to 70% by 2030. But that can’t just involve doing more of the same. It will need new policies and substantial investment in the grid. And that very quickly brings us to the realities of net zero – it will involve massive upfront investment and an open political debate about who pays for it. The grid operator SONI has published its own consultation paper on getting to the 70% target, with four options requiring grid investment of between £113m and £535m. One of the options assumes that 700 megawatts of renewable energy comes from offshore wind. Northern Ireland currently has no offshore wind infrastructure despite it being talked about for 20 years. This interim grid investment is just a tiny fraction of what will be required in total. The Climate Change Commission (CCC), the UK’s statutory independent advisor on tackling climate change, has estimated that Northern Ireland will need to invest £10bn in energy supply to get to net zero.

“Net zero means reducing those emissions as much as possible and then using a variety of technologies and techniques to remove any residual emissions from the atmosphere. Essentially that will mean a radical transformation of the energy platform on which our economy and society has been built over more than 200 years.”

Other parts of the economy present even bigger challenges. Compared to electricity generation, transport is basically nowhere on decarbonisation. It is the largest emitter, responsible for 36% of total energy-related carbon emissions in Northern Ireland; it is also the only sector where carbon emissions have increased – by 30% from 1990 levels. There can perhaps be some confidence that a combination of regulation and investment by the automotive industry will see electric cars supplant petrol and diesel vehicles by the end of the decade. But again, the investment requirement for this sector is huge – £11bn by the CCC’s estimate. Housing also presents a major challenge, with our poorly insulated housing stock requiring a vast programme of retrofitting. This is also likely to be an area where questions of fairness and burden sharing are acute. With transport we can already see the private sector, in the form of car companies, making investments based on commercial decisions and regulatory realities. With power generation the decarbonisation costs can be shared across the energy system – consumers will be paying but not necessarily in a way they will directly notice.

Housing is different. If individual homeowners are told they need to spend between £6,000 and £16,000 to retrofit their house, they will sit up and take notice. Telling people that this will pay for itself over a 10 or 20-year period in reduced heating bills is not necessarily an easy sell. It may be that governments here and elsewhere will have to set aside notions of moral hazard and provide some extremely generous grants across the board if they wish to avoid undermining support for net zero policies. The Stormont consultation is alive to this. Its first principal is that “affordability and fairness will be key considerations in all our policy decisions.” But it is waiting to be guided by Westminster on exactly what this will mean. It notes that the Treasury is carrying out a review into how the transition to a net zero economy will be funded, including an assessment of the different options. It is important to note that the CCC estimates that the vast investments required will start to deliver net financial savings for Northern Ireland from 2040 onwards. But getting to that point will require careful political management.

Columnist John Ryan, Chief Executive Officer, Healthy Place to Work

COVID and the Changed World of Work John Ryan discusses how businesses must look after the health and wellbeing of employees.

time to think in those terms. The benefit to employers is that staff can work to a higher standard over a longer period and in a more reliable fashion. At the same time, just like aircraft, that support structure must be maintained. Of course, to ignore the COVID-19 pandemic would be to overlook the herd of elephants sheltering in the corner of the room. Undoubtedly, the effects of the pandemic have thrown a new perspective onto working practices. Although, far from easing the pressure on greater attention to health and wellbeing, it increases it. In Northern Ireland, the Civil Service is considering proposals for remote working, whilst Hughes Insurance and other finance businesses in the UK have already taken that step. Revolut, for example, a global player, is even considering plans to let staff work abroad for two months of the year. Times are changing and greater remote working brings new challenges that need to be accounted for. Stress, bullying, overworking and, believe it or not, underworking, are damaging the health of employees to the point that people die. Now that more and more people are working from home, tracking those symptoms becomes even harder. Gone are those obvious cues when you’re working next to someone, replaced instead with a video call and an instant messaging app. Employees might be commuting less and finding it easier and cheaper to get lunch. However, at the same time, they have lost that personal contact with colleagues, are more isolated and potentially feeling obliged to work longer, unhealthier and less efficient hours. So, yes, we need to move away from the workplace cultures that have recently made headlines at the likes of Davy and Goldman Sachs. Yes, remote working does offer benefits, but it’s not a panacea. Employers need to be more engaged and more aware of what their workforce thinks and feels. As importantly, they also need to know how they can improve that. Breakfast apples and yoga at lunch are great, but there is more to do. My experience has typically been that most businesses are surprised that with the right data-driven approach, it is easier to identify the issue and then resolve it. They are even more surprised that it really can be a small investment compared with the potential payoffs in terms of fewer sick days, increased efficiencies and lower employee turnover to name but a few benefits. Employees are what drive profits. It’s time we understood that healthier workers can equal a healthier bottom line.

ealth and wellbeing in the workplace have been emerging themes in recent times, and many companies believe they have those boxes ticked. A few apples here, a wellbeing session there and, hey presto, employee welfare ticked. However, the reality is far different. Now, my aim here is not to negate the work companies have done to look after their staff. The change in attitudes over recent years has been welcome, but it has merely scratched the surface. However, I recently hosted an event with the Chamber and the engagement by businesses showed clearly that there is a desire to get this right. It might seem a strange comparison to make, yet less time and attention are given to health and wellbeing than to profit and loss, logistics, or even learning and development. If we’re going to be frank about it, most people wouldn’t even think to compare the two and if they did, I know which would be Goliath. To me, that’s always been a bit of anathema but also counterintuitive to the longer-term commercial interests of a business. In the UK, the services economy is predominant, something that is mirrored in Ireland. The quality of economic output of the country is therefore dependent on the quality of the work by employees. Logically, retaining and securing business is then built upon maintaining that high level of quality over a period of time. Reliable business partners consistently producing quality on time and to standard are the people we want to work with. How do you get there? Your employees. To put that another way, in the aviation sector, immense amounts of time and care are devoted to maintaining aircraft. Sure, there is a safety obligation and I don’t think even Mr O’Leary is seeking to make headlines here anytime soon. Yet, if a plane is identified as unfit to fly, there will be a knock-on effect. That impact will include damages to potential profits and an increase in costs while the plane in question is grounded and repaired. To prevent such occurrences, airlines invest heavily in maintaining aircraft to avoid the increased costs and losses in the event one is unable to fly. If thinking in that kind of mindset, that investing in employee wellbeing ahead of time to secure maintained performance makes it easier to understand the value of health and wellbeing, then it is

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FEATURE

Nick McClelland, Growth Leader at Mercer Marsh Benefits.

The Health Balance Check The pandemic has sharpened many businesses’ focus on wellbeing in the workplace, while a future of flexible working will put a spotlight on a growing ageing workforce. Here Nick McClelland, Growth Leader at Mercer Marsh Benefits, discusses why ‘looking at the health balance sheet as much as the bank balance’ is crucial for a thriving business.

he COVID-19 pandemic has forced many employers to invest in their employees, for some it may be the first time, and it’s a move that is here to stay, Nick says. “Many businesses we worked with were ahead of the curve prior to the pandemic, but now every sector is focusing on wellbeing,” he begins. Indeed new research from Mercer Marsh Benefits and the Reward & Employee Benefits Association (REBA) shows that employee wellbeing is the top focus for HR teams in 2021, with 85% highlighting this as a priority. Employers are asking questions about the safety of their staff as well as employee mental health, he adds. “Every CEO in the country has physical and mental health at the top of their agenda right now and for many this is the first time they’ve looked at this.”

But it’s not a quick fix solution, Nick says, as Mercer Marsh Benefits anticipates a wellbeing fallout from the pandemic – one that has yet to be fully assessed. Some reports have gone as far as stating that for up to 15% of the population life will not return to normal, such will be the mental health legacy of the pandemic. And Australia’s Black Dog Institute, a leading independent mental-health research organisation, suggests “a significant minority will be affected by long-term anxiety”. In the UK, a group of leading public health specialists recently warned in the British Medical Journal that “the mental health impact of the pandemic is likely to last much longer than the physical health impact”. “We’re not through the woods yet,” Nick continues. “There will be all sorts of ramifications around the pandemic, including

that mental health impact but also around the delay of many medical treatments. Organisations need to be on the front foot of dealing with this. They need to be equipped to identify issues and support staff. “There is a prediction that we’ve yet to see the longer term impact of the pandemic on people’s mental health. Even in the short term, returning to the workplace and the daily commute will be a different experience. There will be a higher level of anxiety being in close proximity to others and organisations need to make sure people feel okay going into the workplace. “The other area is financial wellbeing and despite lots of stimulus from the Government, the economic outlook is somewhat uncertain. The financial wellbeing of employees is yet to be really understood. In some cases people have benefitted from not commuting and

have been saving, while others have been very negatively affected.” When looking at the latter issues, Nick says employers must be vigilant to not just implement services as a tick box exercise, but make sure they are beneficial to staff. He adds: “We must focus on services and solutions that employees engage with and understand rather than launching things to tick a box, which some businesses have been guilty of. And there needs to be extra effort embedded within these services and solutions so we can truly get preventative. “In our report with Britain’s Healthiest Workplace in 2019, it found that one in seven workplace wellbeing solutions aren’t actually being used by employees and that needs attention. We need to ensure employees are engaging with what’s on offer and more frequently.” Looking after staff wellbeing is an obligation for employers but also one that can reap rewards. From better productivity to lower insurance costs, less absenteeism and more. “The statistics show that you can create a more productive workforce from investing in staff wellbeing. I’d go further to say that if staff are engaged and feel they have a strong purpose in the organisation then the impact on engagement and productivity is significant. “The bottom line is, there is an investment to be made and whenever looking at that investment - there is a cost associated with that. Much like personal finances, when there are uncertain times, and economic uncertainty ahead, we look at the bank account. Now we need to look at the health balance sheet too. While we understand it can be difficult for organisations to justify investment at the moment, in the grand scale, there will be savings and that can help create a positive culture.” Practising what it preaches, Mercer Marsh Benefits has implemented new wellbeing solutions for its own staff. The business has 800 people across the UK, a proportion of which are based in Belfast supporting clients here. It has put a “huge amount of effort into making sure our people’s wellbeing is at the front and centre of what we do”. “We can’t be talking a good game and not looking after our own,” says Nick. The company launched its Ondo app, which is similar to social media for the workplace. It takes “a fresh, human-centric approach

to wellbeing” and promotes “employee engagement to deliver authentic and sustainable wellbeing change”. The app also encourages employees to develop healthy habits to thrive at home and at work and covers all aspects of wellbeing – physical, mental, social and financial. It also provides insights into workforce wellbeing to allow employers to make informed decisions on managing their wellbeing strategies and “truly build a culture of health within”. “It created a community environment online and we’ve seen incredible engagement statistics,” Nick continues. “That tech has created a single community with no regions or borders and allowed the whole business to interact. Bonds have been formed too and that has been fascinating. People who don’t normally connect are coming together and supporting one another, which in turn has driven good business results.” “I’m very proud of how we’ve looked after our people during the pandemic,” he adds. Beyond the pandemic, an immediate health issue that many employers should also consider, Nick says, is an ageing workforce. “This is going to be an issue going forward. We’re seeing retirement age rise and people making the decision to work longer, which raises questions about the impact on the workforce and what employers need to do. “We’re at a real inflection point for that. It was an issue pre-pandemic and it will be an issue in the future, as working conditions change and more flexibility comes in. “There is an ongoing consideration for organisations to think about not just how they help and save for that period but also how they’re going to support the health and wellness of an ageing population.” Locally, Mercer Marsh Benefits is working on projects with two large NI employers seeking to ensure they have the right cultural foundations in place. Nick says the topic of diversity, equality and inclusion is another big area of focus for many and was cited as the top business challenge facing organisations in 2021 in the recent study by REBA and Mercer Marsh Benefits. “We’ve seen lots of accelerations in this area as well as in flexibility, wellbeing and digitisation. It will be those foundations that are going to be important for any relevant business in the next 20 years.”

“The statistics show that you can create a more productive workforce from investing in staff wellbeing. I’d go further to say that if staff are engaged and feel they have a strong purpose in the organisation then the impact on engagement and productivity is significant.”

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John Harkin, CEO.

FEATURE

Best in Class Alchemy Technology Services has been named one of the top 30 UK Best Workplaces in just two and a half years of operating. Here John Harkin, CEO, tells Emma Deighan exactly why the company is deserved of that ranking.

ased on confidential employee surveys, Alchemy achieved some of the highest scores among the 183 companies listed in the UK Best Workplaces list 2021. The ranking is compiled by Great Place to Work, a global authority on workplace culture. Since 1992 it has surveyed over 100 million employees globally and has used those insights to define what element makes a great workplace, and Derry-based Alchemy is one of the elite to make it onto the list. A flat management structure, a noncompetitive promotion process, a collaborative working environment, transparency and additional benefits are just some of the positives staff listed when undertaking the survey. “We have a basic philosophy, a vision and a small number of investors who came on board when I started the business who are committed to that vision,” John begins. “Alchemy is about transformation. We use the tech and insurance sector as a vehicle to not only transform the industry but transform this part of Ireland and, more importantly, transform the lives of people that join us, their extended family and their community.” There’s a distinctive difference in the way this business nurtures its staff, John says. Everything from training to promotions operates outside of the norm and it all harks back to John’s philosophy of enriching the lives of the employee and their environs. “What we’re finding is that if we really focus on people becoming the best version of themselves, they are happy employees and they enrich their own lives and those around them. “This culture starts from day one in the academy where we train new talent. When they come in they meet me and that’s the first thing I discuss; the culture,” he adds. The company has just advertised for a new

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intake of 20 recruits for its next Academy as well as 10 roles for experienced insurance software professionals who will come in at a senior level, bringing its team to 150 people. They will be needed as growth is on the cards, which will support the business’ drive to replace old insurance systems of a bygone era. “That’s called the Legacy System. That was the early investment in insurance tech but it’s now outdated. I suppose you could liken it to an old coloured TV compared to what we have now,” John explains. “So there’s this massive effort to replace those systems to create what today’s modern customer needs. One of our projects, in Denmark, will be a seven-year process and those companies we deal with are delighted by capabilities and that comes down to having a great team both technically and culturally.” He says his approach to training new recruits is also different to the norm, adding: “We train our people to be certified by industry standards and it could be up to six months before we put them into a billable role. And that’s different from other firms. Some businesses will hire and throw new trainees into the deep end and they sink, but our staff have the expertise and the gravitas. “And then we have that global stage that we work on. That’s unique and it makes our staff unique because they are certified globally.” The next Academy will mark the seventh one for Alchemy. After this, recruits will work their way through a process of levels – from Bronze to Platinum – each representing different pay scales from £20,000 with a 20% bonus to over £80,000 plus bonuses. “We don’t do internal competition or competitiveness and this works for Alchemy. It’s a very different world from when I started in IT. You’re not locked away at a level; you’re part of a team. And you get a say in your promotion to the next level. We also pay well. We want our staff to stay and they do,” says John.

Eddie and Anne Marie McGoldrick.

And word is getting out. New recruits are relocating to be part of that culture, from as far away as Belfast and Fermanagh, as well as Donegal. “Interestingly those people are moving here. They’re not commuting and it’s great to see that and see our young people buying properties in the area.” For those who believe it’s too good to be true, the firm’s latest accolade of being one of the UK’s greatest workplaces mitigates any doubt. “We put the cat among the pigeons with the way we work. Our salaries, our promotion systems are so good, they make people unsure if they can believe us.” But they can. The ranking says so. As too do staff testimonials. “The flat management structure we have is one of the more unique characteristics of Alchemy. Being trusted to deliver on your work with no one looking over your shoulder provides all staff with a high level of responsibility and increased professionalism. I’ve noticed this translates into my personal life as well and things that might have caused me anxiety/ stress a few years ago, no longer seem to faze me at all,” one member of staff said. Another staff member surveyed added: “There are a plethora of things that are unique about Alchemy. Their promotions are not competitive; they are based on your own individual performance. This fosters a collaborative workplace environment.” “The drive to support local is amazing. The benefits as an employee are great. The open and transparent nature. Both relating to progression and also regular honest and realistic updates from the CEO/CFO about how the business is doing. Having no middle management and letting people take control of their own careers is also quite unique and

“Our staff have progressed at an extraordinary rate, some doubling their salaries in two years through promotions and progressions and the majority seeing anywhere between a 25-50% pay rise at the end of their first year with us. We have proven we have industry leading opportunities and salaries for people locally.”

gives people a sense of empowerment,” said another. Speaking about occupying a spot in that coveted top 30 Great Places to Work list, John said: “We are delighted to have achieved that place on this year’s list. We have worked hard to create the workplace we have. “We have grown the company from two employees in 2018 to over 100 at the end of 2020 and we’re just getting started. “Our staff have progressed at an extraordinary rate, some doubling their salaries in two years through promotions and progressions and the majority seeing anywhere between a 25-50% pay rise at the end of their first year with us. We have proven we have industry leading opportunities and salaries for people locally.” John Harkin’s unique philosophy can be attributed to not just his love for giving back to his hometown of Derry, but also his 30-year history in consulting and IT. He has travelled extensively, working for firms including KPMG and PwC. He’s been at the helm of many tried and tested models of working and has created what he believes is the best one to improve and develop the North West. He explains; “Our society has been through a trauma and that trauma has been passed on from generation to generation and it does affect our behaviour and thinking, and I want Alchemy to provide a great opportunity for our people to understand how their thinking and behaviour translates into the real world. “We’re making a big push this year to mentor our people so they can see it’s about the person you are in work and life, and that leads to a great place to work. It’s like a family. We all know the benefits of growing up in a nurturing loving family and how that is good for everyone, including society,”

Ambition Issue 46 (May/June 2021)

Articles inside

Jim Fitzpatrick

Dine & Wine - Chris Rees

Belfast Office Payescape Announces New Partnership with UKG

Business Class Motoring

John Ferris

Openreach to Create 100 New Apprentice Roles

Best in Class

Richard Kirk

Empowering our Local

John Ryan

John Campbell

Leading by Example

The Test of Time

Going for Growth

Laura Gillespie

The Post-Pandemic Fit Out

A Cleaner Future

Constructive Law

Set for Action on Climate Change

Squaring Up NI’s Circular

Marta Gajewska

QES Survey

Why Quality and Quantity Matter

Niall Devlin

NI Chamber in Conversation With

Encirc is New Chamber Patron

CEO Update

Michael Jennings

My Ambition is to

Campaign BT Announces Refurbishment of

Stairway to Seven

Holiday at Home Tourism

Jane Shaw

A World of Opportunity

Kate Marshall

Bill Roy