Ulster Business Top 100 August 2023

TOP 1OO 2O23

TOP 1OO 2O23

NORTHERN IRELAND COMPANIES

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AUGUST 2023

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Top 100 remains key economic showcase

It lookslikeit’s thattimeoftheyear again.

The UlsterBusiness Top 100Northern IrelandCompanies2023,inassociationwith KPMG,isanotherimportantpublication whichshowcasestheperformanceofour largestfrmsfromrightacrossthesectors, andis a usefulindicatorastohowour economyisperforming.

Thisyear, salesandpre-taxprofts roseonce again,butsomeverylargespikesinprevious accountingperiodsappeartohavesettled down – the2023listnowshowingturnover up16.6%onthepreviousyear

It’s anotherlistwhichwillhavefeltthe impactofthetailendoftheCovid-19

pandemic – mostoftheaccountsfledcover theperiodof2022,soare refectiveofits lingeringeffects.

I’dliketothankournewsponsor, KPMG, whichhascomeaboard for2023,andwill bewithusforthenextthreeyears. You can readmore fromJohnnyHanna,partnerin charge,KPMGNI,onthenextpage.

Thisisanotherleviathanofanissue, featuring a fullanalysisandbreakdown ofthisyear’s keynumbersalongwith photography, proflesandinterviewswith someofthebigfrmsmakingitontothelist – manyforthefrsttime.

We alsohave a raftofleadingvoicesfrom industryandbusiness,andhearfrom SecretaryofStateChrisHeaton-Harris

onwhydecisionsshouldbemadebyour locally-elected representativesandthatthe restorationof a workingExecutive remains paramount.

Thiseditionisalso a chancefordozensof frmstoshowcasetheirownbusinesses, expertise,productsandknowledge,manyof which – fromlawfrmstotech – workwith thosemakingthisyear’s Top 100.

I’dliketothankeverysinglebusinessand organisationinvolvedinthismagazine,and forsupporting UlsterBusiness alongthe way We couldn’t doitwithoutyou.

So,enjoythisspecialeditionandwe’llcatch upsoon. ■

JohnMulgrew

Publisher UlsterBusiness c/oMediahuisUKLtd

Belfast TelegraphHouse,33ClarendonRoad, ClarendonDock,BelfastBT13BG

Printer W&GBaird

GreystonePress,CaulsideDrive, AntrimBT412RS www.wgbaird.com

Editor JohnMulgrew

Advertising JudithMartin,j.martin@mediahuis.co.uk

Graphicdesign SusanMcClean,MediahuisIrelandDesignStudio

Proflephotography

ElaineHill

@ulsterbusiness www.ulsterbusiness.com

UlsterBusinessMagazine

MediahuisUKLtd©2023.Allrights

Athirstfor innovation andabilityto providedynamic solutions

Asa barometerofeconomic health,the UlsterBusiness Top 100Northern IrelandCompanies editionisunparalleled.

We atKPMGhave a long-held regard forwhat isconsideredthedefnitiverankingofthe businesseswhichcontributemosttoNorthern Ireland’s economy, andweare proudtobe a partnerforthenextthreeyears.

Itisclearfromthisyear’s rankingthatthe province’s leadingcorporatesshare similar attributesintheformof a thirstforinnovation andanabilitytoprovidedynamicsolutionsto a globalmarketplace.

Thefguresspeakforthemselves,withpre-tax proftamongthe Top 100upanimpressive 11.4%andturnoverupover16.6%.

Collectively, theyhavedemonstratedimpressive resilienceinthefaceoftheraftofwellpublicisedheadwindswhichmarked2022 as a yearofuniquechallenge.Whetheritbe infationarypressuresexacerbatedbythewar inUkraineoreconomicuncertaintyinthe

wakeoftheUK’s MiniBudget,theabilityto growproftablyinsuchcircumstancesmustbe applauded.

Such a performancebodeswellforthefuture, onewhichwebelieveholdsmuchopportunity forNorthern Ireland.

Thatconfdentoutlookisemboldenedbythe factoureconomyissettoenjoythebeneftsof a raftofuniquefactorswhichwillsetusapart as a placetodobusinessandtoinvest.

Perhapsofmostimportanceisthefactweare intheenviablepositionofhavingunfettered dualmarketaccesstoboththeUKand EuropeanUnionmarketsunderproposalsput forward tomaintainthefowofgoodsinthe wakeofBrexit.The WindsorFrameworkhas alreadyproven a considerablebenefttothe Top 100andothercompaniesoperatinghere byboostingexports,anditisalsohelpingto drawinvestmentfromacrosstheworld.

A furtherfllipisthefactNorthern Ireland hasthepotentialto reduceitsmainrate ofcorporationtax.TheUKGovernment

hasalreadysanctionedthedevolutionof corporationtax-settingpowerstotheNorthern IrelandExecutive;powerswhich,iffnally implemented,wouldallowitto reducethe taxrateto12.5%(15%inthecaseofcertain largecompanies),on a parwiththeRepublicof IrelandandwellbelowtheUKrateof25%.

Dualmarketaccesscombinedwith a lowrate ofcorporationtaxwouldmakeanextremely compellinginvestmentenvironmentforthe Top 100,andforallbusinesseslocatedin Northern Ireland.Combinethatwith a series ofgrowthandcitydealsunlocking£1bnof investmentandthere islittledoubtthatthere isconsiderablepotentialfortheNorthern Irelandeconomyintheyearsahead,despitethe currentchallenges.

AtKPMGwealreadyworkwithmanyofthe nameswithinthe Top 100andwelookforward tocontinuingourjourneywiththemandwith newclientsastheytakeadvantageofthese andotheropportunities.

Congratulationstoallthosewhohavemadeit ontothelist. ■

ByJohnnyHanna,partnerincharge ofKPMGinNorthernIreland

A summer innumbers Top 100 companies seesales rise by 17%

100 Thenumberoffrmsin thisyear’s UlsterBusiness Top100Northern IrelandCompanieslist,in associationwithKPMG.

£30.7bn

16.6%

NorthernIreland’sbiggestbusinesses haveseensalesrisingbyalmost 17%, UlsterBusiness can reveal.

The UlsterBusiness Top100NorthernIreland Companies2023,inassociationwithKPMG, showscontinuedstrongperformanceamong ourlargestfrms.

Businessesmakingthelistsawsalesturnover hasgrownby16.6%to£30.7bnfrom £26.3bn,comparedwithfguresyear-on-year, whilepre-taxproftsgrewby11.4%–from £1.43bnto£1.59bn.

Thelisthasshowcasedtheperformanceof thebiggestfrmsfromrightacrossNorthern Ireland,rankedbyturnover,formorethan30 years,utilisingdatafromthelatestaccounts fledtoCompaniesHouseintheUK.

AndgrainandcommoditiesbusinessW&R Barnetthastoppedthisyear’slist.Thefamilyruncompany,headedby WilliamBarnett, sawsalesof£1.57bnandpre-taxproftsof £69.1bnfortheyearendingJuly2022.

“Thelatesteditionofthe UlsterBusiness Top100NorthernIrelandCompanies,in associationwithKPMG,highlightsacontinued strengtheningoftheirfnancialperformance,” JonathanCushley,whocompiledthisyear’s list,said.

“Itonceagainshowsincreasedperformance and resilienceamongsomeofourbiggest businesses.”

JohnnyHanna,partnerinchargeofKPMG inNorthernIreland,said:“WeatKPMGhave

along-held regardforwhatisconsideredthe defnitiverankingofthebusinesseswhich contributemosttoNorthernIreland’seconomy, andweareproudtobeapartnerthe Ulster Business Top100NorthernIrelandCompanies forthenextthreeyears.

“Itisclearfromthisyear’srankingthatthe province’sleadingcorporatessharesimilar attributesintheformofathirstforinnovation andanabilitytoprovidedynamicsolutionstoa globalmarketplace.

“Wecongratulateallofthecompanieson thelist.Theopportunities–intheformofdual marketaccessundertheproposalsputforward inthe WindsorFrameworkandthepotentialto lowerNorthernIreland’scorporationtax–are signifcant,andwelookforwardtoworking alongsidethemandthewiderbusiness communityinthefuture.”

And UlsterBusiness editor,JohnMulgrew, said:“Onceagain,the Top100listhasshown ourbusinesslandscapeiscontinuingtoshow bothhealthygrowthand resilience.

“Wecanseefromthecompaniestopping thelist,thoserisingupit,andthenewcomers, thattheNorthernIrelandbusinesslandscapeis inafairlyhealthyplacegiventhesheervariety andwidebreadthoffrmsmakingthe Top100 thisyear.

“I’dliketothankeveryoneinvolvedin bringingthisspecialannualeditiontofruition andespeciallytoournewsponsorKPMGfor partneringwithusforthenextthreeyears.”

JohnnyHanna, partnerincharge ofKPMGin NorthernIreland, WilliamBarnett, chiefexecutive, W&RBarnettand JohnMulgrew, UlsterBusiness editor

W&R Barnett heads Top 100 list

Family-runW&RBarnetthastopped the UlsterBusiness Top100Northern IrelandCompanieslist,inassociation withKPMG,forthefrsttime.

Thecommoditiesandgrainbusinesstook thetopspotthisyear,postingturnoverof £1.574bn,alongsidepre-taxproftsof£69.1m.

“Asa127-year-oldfamily-ownedbusiness,

we’reextremelyproudtobetopofthe Ulster Business Top100ranking,” WilliamBarnett, chiefexecutive,said.

“Since2010wehaveprimarilyexpanded thegroupoutsideofNorthernIrelandbut we’reextremelyproudthatourheritagewas builthereinNorthernIreland.

“Itisanhonourtobeincludedinthelist and,particularly,tobeamongsomefantastic indigenousbusinessesforwhichweholdgreat admiration.”

Hesaidturnoverhasclimbed40%between July2020andJune2022thisyear.It’sa businesswhichhasalsogrownitsheadcount toaround1,700staff.

Andlookingahead,hesaidcontinued organicgrowthisonthehorizon,alongwith capitalinvestmentandfurtheracquisition.

“Aspartofthatwewillmakingcapital investmentsthisyearofaround£40m, includinganewpackagingplantincentral Scotland,andanexpected£25mnextyear,” hesaid.

Readthefullprofleonpage52-53

WilliamBarnett

Secretary ofState: NIeconomic challenges ‘shouldbe tackled by localleaders’

Majorchallengesfacingthe NorthernIrelandeconomysuch asproductivityandfscalstability “shouldbetackledbylocalleaders”here, theSecretaryofStatehassaid.

ChrisHeaton-Harrissaidwhilehe remains “hugelyoptimisticforthefutureofNorthern Ireland”,issues remainwhichshouldbedealt withbypoliticiansontheground.

“Wecan’tignorethattherearearangeof issuestosolve,particularlyaroundproductivity, fscalstabilityandpublicservice reform,that shouldrightlybetackledbylocalleaders, representingthepeoplewhovotedforthem,” hesaid.

Writinginthe UlsterBusiness Top100 NorthernIrelandCompanies2023edition, inassociationwithKPMG,MrHeaton-Harris saidthe WindsorFrameworkagreedwiththe EUearlierthisyear”alsomarksaneweraof partnershipfortheUKandEUandastable frameworkforthefuture”.

“Theagreementsecuresthesmoothfow oftradefromGreatBritaintoNorthernIreland throughanewgreenlane,”hesaid.

“The WindsorFrameworkmarksa signifcantstepchangeinourpost-Brexit relationshipanda recognitiononbehalfofthe EUoftheissuescreatedbytheProtocoland theneedforchange.

“Equallyimportant,itprovidesagreat opportunityforNItobuildontheunique beneftsofbeingpartoftheUnitedKingdom

Quotes of the summer

andourinternalmarket,andthereforehaving accesstothenewtradeagreementswe negotiateandbeingsubjecttotheUK regime fortradeinservices,whilealsohavingaccess totheEUsinglemarketforgoods.

“AsSecretaryofStateIamclearthatthe WindsorFramework representssignifcant progressandworkisnowunderwaywiththe mainpartiestobetterunderstandthebasis onwhichtheywould returntotheExecutive. Thisisvitallyimportantifwearetoensurethe StormontAssemblyandExecutivecandeliver

“Ilove Northern Ireland.It remindsme of where I grew upin Luxembourg. I spend a lot of timehere with the teams. I feel athome.”

WrightbuschiefJean-Marc Galesinterviewedinthis editionof UlsterBusiness

ontheprioritiesofNorthernIreland’speople, whilebeingbackedbythestrengthand supportoftheUKGovernment.

“Tooofteninpolitics,groupsandindividuals focusontheissuesthatdivideus.Myfocus istocontinuetowork,inpartnershipwith thelocalparties,todeliveronthepeopleof NorthernIreland’scommoninterests:locallyelectedpoliticaldecision-making,prosperity, progressandpeace.”

Readthefullarticleonpages74-75

“Northern Ireland’s public polic y and regulator y framework needs to meet the challenge of the climate emergency. ”

GarethHetheringtonof UlsterUniversitywriting inthiseditionofthe magazine.

StevenAgnewof RenewableNIspeakingas itlaunchedanewpaperon NI’senergyfuture.

RtHonChrisHeaton-HarrisMP

“Itisour role to call for appropriate reforms and then support thosepoliticianswho take thosenecessar y but unpopulardecisions.”

Wrightbusseeking fve major tenders amid plans to create 1,000 jobs

ByPavelBarter

Wrightbusisengagedinfvemajorglobaltenderstosell itshydrogenvehiclesacrosstheglobeandplanningto createupto1,000newjobs, UlsterBusiness can reveal.

Andplansfor a majornewhydrogenhubinBallymenaalongsideone ofownerJoBamford’s otherbusiness,HygenEnergy, willsee a “higher single-digitmillionnumber”investmentwhichwillbethefrstofitskind here.

Wrightbusalsoplanstodoubleitsworkforceoverthenextthreeyears, creating1,000newlocalgreenenergyjobs.

Speakingto UlsterBusiness, newchiefJean-Marc Galesbelieves Northern Irelandcanbecome a worldleaderinhydrogenproduction.

“We are currentlyparticipatinginfvetendersforhydrogenbusesthat wewillexportworldwide. We willdeliverthefrst20hydrogenbusesto Germancustomers,”hesays.

“Nowwe’vegotover1,000[staff]. We are planningtodoubleour workforceby2026,withmostofthe rolesbasedinBallymena.”

HiltonHotel sells for £40m

Belfast’sHiltonHotelhasbeensold for£40minadealwhichcould heraldapick-upinthecommercial propertymarketafteraquietsecond quarter.

InternationalhotelbusinessPandox confrmedithadmadetheacquisition.

Accordingto a reportfromagency LambertSmithHampton,investmentin commercialpropertydroppedbymore than 75%betweenAprilandJunethisyear

There were dealsof£30.1mmadein quartertwo,down77%onquarterone

thebusiestthree-monthperiodfordeals sincethepandemic.Andwhilethevalue ofdealswasdownmore than50%below thefve-yearquarterlyaverage,at10,the numberofdealswassteady

Despiteinvestmentinoffcestakingthe biggesthitsincethepandemic,thankstothe embraceofhybridand remoteworking,an offcesaleaccountedforthebiggestchunk

Speakingaboutitsnewhydrogenhubhere,MrGalessaysitis currentlyintheconsultationphase.

“Thesitewillinclude a compressorfacility, compressors,transformers, andfuellingareas. We’re planning a refuellingstationfortankersthat providehydrogentoourcustomers.”

Readthe fullinterview onpages 104-105

ofdealvalue.

ThatwasthesaleofBedford Houseto a privateinvestor

Overall,£161.6mofdealstookplaceinthe frsthalfof2024,20%abovethefve-year

average,underpinnedbythestrongfrst quarter

Theagencyalsonotedthesignifcant slowdowninsupplyofassetsinNorthern Ireland.

Jean-MarcGales

TheHiltonHotelhassoldfor£40m

NIeconomy ‘couldbecomelike Denmark or Sweden’

NorthernIrelandcouldblossomintoacountrylikeDenmark orSwedenifit’sabletoachieveambitiouseconomic targets,atopcivilservanthassaid.

MikeBrennan,PermanentSecretaryattheDepartmentforthe Economy, publisheddetailsofhowthe10Xeconomicstrategy, announcedbyformerministerDianeDoddsin2021,willbeimplemented inthenextyear

Inthe10Xdeliveryplan2023/24,MrBrennansaidthatitwasinthe interestsoftransparencyforcivilservantstopublishdetailsoftheirwork.

“Inlightofthecontinuedlackofministersandthediffcultbudget decisionsthathavebeen required, I ammore aware thaneverofthe responsibilitiesoncivilservantstoworkinlinewiththeNolanPrinciples ofselfessness,integrity, objectivity, accountability, openness,honestyand leadership.”

HesaidunderperformanceinNorthern Ireland’s economyhadtobe

GuinnessSix Nations trophy pays visit to Queen’s Arcade

TheGuinnessSixNationstrophy haspaid a fyingvisittoQueen’s ArcadeintheheartofBelfastcity centre.

Thegleamingrugbytrophywason displayatthenewBreitlingstore foroneday only – celebratingthepartnershipbetween thecompetitionandtheluxurySwiss watchmaker

addressed.“We havetodobetter, andthisis a frststepinleadingthis change.”

MrBrennansaidNImustaimtobecome a “more innovativeeconomy displayingcharacteristicssuchasDenmark.Thisultimatelywill resultin higherpayingjobsandgreaterGVA percapita.”

Andachievingsustainabilityobjectivescould“makeuslikeSweden orNewZealand”andachieve a decouplingofhousehold’s energyprices fromfuctuationsinfossilfuelprices.

TheSixNationstrophywasondisplayin a Breitlingthemedpop-upstore forpeopleto viewandhavetheirphotographtakenwith.

Queen’s Arcadeisthelast remaining Victorianarcadeinthecity, nowhometo a varietyofluxuryboutiquesandindependent retailers.

HostingtheonlyRolex,Breitling,Omega, Gucci,Montblancand TAG Heuerboutiques

inNorthern Ireland,Queen’s Arcadealso hasexclusiveaccesstospecialeditionand boutiqueonlypieces.

Queen’s Arcade,whichisownedbyLunn’s, hasundergone a major refurbishmentinthe lastcoupleofyears.

It’s alsoseentheadditionoffagshipwatch storesopening – includingRolex,Omegaand Breitling.

MikeBrennan

Ulster University campus

the societal changes’ inNI

Thenew£360mUlsterUniversitycampusisa“metaphor forthesocietalchanges”inNorthernIrelandsincethe signingoftheGoodFridayAgreement,theheadofthe organisationhassaid.

PaulBartholomew, vice-chancellorofUlsterUniversity, saidthat a

buildingwithglass-cladstructure– covering22,000sq m– wouldnot havebeenbuilthere 25yearsago.

“Ithinkis a metaphorforthechangesinsocietywhichwehaveseen sincetheGoodFridayAgreementandthe rolewhicheducationplays withinthat,”hetold UlsterBusiness

“Ithinkthere were greatsynergieswithwhatthePresidentofthe UnitedStateswastalkingabout.”

USPresidentJoeBidenvisitedtheuniversityearlierthisyearduring a shorttriptoNorthern Ireland.

Turnoverfortheuniversitysitesstoodat£259.5mfortheyearending July2022 – upfromaround£239.2m a yearearlier

“We’vegonefrom[previousyears]toshowing a surplusof£22min theyearafter, £18.5minthelastyearandinthisyearcurrentlyweare predictingtomake a defcit,”Paulsays.

“Butit’s veryintentionalasweare investing a lot…weare purposefully investingmore thanweare earningbecausewehavesomeinfrastructure projectswhichwewanttoinvestin.

“Havingthemultiplecampuses,althoughitdoescostus(by2017 fgures)£15m a year, weabsolutelytakeitaspartand parcelofour mission.It’swhatUlsterUniversityisabout. We seethosecampuses asassetstousandtoNorthernIrelandandIthinkitmakesusvery distinctiveinthemarketplace.”

Readthefullinterviewonpages90-91

‘metaphor for

Reducedpromotion ‘couldmean difcultsummer’ for NI tourism

Ashort-termapproachandafailure tomarketNorthernIrelanddue tobudgetcutscouldmeana “diffcult”summernextyearwithfewer visitors,it’sbeenclaimed.

DrJoanneStuartOBE,chairoftheNorthern Ireland TourismAlliance,writinginthisedition of UlsterBusiness saidwhilethe“general economyappearstobeinsomethingof a twilightzone – no-one’s quitesure whetherto bepessimisticoroptimistic”.Shesaysdemand thissummeris“lookinggood”thankstostrong campaigns,particularlyfrom TourismNI.

Butshesaysthesector remainsequally exposedtothesamefactorsimpactingthe widereconomy

Andonproposedbudgetandfundingcuts acrossthespectrum,withanongoingstasis aroundtheNorthern IrelandExecutive,DrStuart says a lackofabilitytopromotethe region couldseevisitornumbersfallingin2024.

“More pressingistheparlousstateofNI’s publicfnances,thelackofanExecutiveandthe lackof a strategicapproachtobudgetarycuts,” shesays.

“We alreadyknowthattourismpromotional activityisgoingtobecut.Unfortunately, competitionamongdestinationsisferceand failure topromotenowwillmeanfewervisitors thisautumnandwinter

“Ontheplusside,however, demandfor thissummerislookinggoodthankstostrong promotionalcampaigns,particularlyfrom TourismNIwhichhasdone a brilliantjobin showcasingNItovisitorsfromthe restofthe island.

“TourismNIhasalreadysaidbudget reductionswillimpactitsinvestmentinevents, marketingandcapitaldevelopment.They’ve warnedthatwe’re verylikelytoloseoutto otherdestinationsjustasourvisitornumbers are rebounding. Tourismprovidesanexcellent return oninvestmentfornotmuchpublic expenditure,butyoumustkeep reminding customersabouttheoffering.Ifthingsdon’t change,summer2024couldbediffcult.

“Thisisshort-termismoftheworstsort,

especiallygiventourism’s socialbenefts,for examplemanyofouryoungpeoplegettheir frsttasteofworkin a sectorthatemploys15% ofall16to24-year-olds.I’malso reallypleased thatwehire abovetheNIaverageforpeople classifedasdisabledundertheEqualitiesAct.”

Shesaidwhilethesectorhasperformed “phenomenallywell”togetbacktoprepandemiclevelsofactivity, risingcostshave strippedmarginsbackto a bare minimumand

manyfrmshaveexhaustedtheir reserves.

“Ithasbeengreattosee recentinvestments, forexample,the£5m TitanicBelfast refresh, TitanicDistillersandthedevelopmentofnew experiencesatGlenshaneFarm,butitisdiffcult toseewhere there isthecapacityforcontinued investmentatthislevel.”

Readthefullarticleonpages118-119

DrJoanneStuartOBE

HistoricEbringtonmilitarysite future-proofedwithFullFibre

EbringtonSquare, a publicspace andtouristattractioninDerry/ Londonderry, has recentlybeen upgradedtoUltrafastFullFibre broadband acrosstheOpenreachnetwork.

After a periodof regeneration,Ebrington Square represents a newchapterinthestory ofthecityandhashostedmanykeyevents, includingduringitstimeasUKCityofCulture in2013.

Builtupontheformernavalbase,Ebrington Barracks,EbringtonSquare houses a number oflocalcompaniessuchasHR TeamLtdand TheAMP It’s alsohometopopulartourist attractions,including a breweryand a new four-starhotel,settowelcome a surgeof internationalvisitorstothecityinyearsto come.

Withgrowingopportunitiesforentertainment, tourismandlocalemploymentatEbrington, there was a desire– andindeednecessity –forfuture-proofed,highbandwidthdigital infrastructure. Yet despitethelarge-scale refurbishmentofthesite,localbusinesses expressedconcernsaboutthelackofhighspeedbroadbandthey requiredtooperateand grow

In response,Openreach,thecountry’s leading broadbandnetwork,workedcloselywiththe ExecutiveOffceandPadraigDelargyMLA tobuildonthefoundationsacrossthesite, allowingSMEandstart-uporganisationsto accessFullFibre withspeedsupto12times fasterthananaveragebroadbandconnection at a lowerprice.

Openreachalsomadeavailablefbre tothe premises(FTTP)toallexistingunitslocated aroundEbringtonincludingseveralunitswith multipletenants.

Commentingontheworkcarriedout,the ExecutiveOffcesaid:“After a numberof localbusinessesexpressedtheirconcerns

onbroadbandspeedsandavailabilityat Ebrington,theExecutiveOffceworkedto buildtheinfrastructure neededtomakeFull Fibre broadbandavailableto residents. We havealreadystartedtoseethegame-changing impactoffastand reliableonlocalbusinesses andI’mconfdentitwillalsoensure thebest possibleexperienceforvisitorsforyearsto come.”

A localbusinessbasedinEbringtonSquare,HR TeamLtd,hasfrmlycementeditspositionas a leadingHRconsultancyinNorthern Ireland. Yet despitethebusiness’s success,itpreviously struggledwithpoorbroadbandspeedsand reliability, makingeverydaytasksdiffcult.

Speakingaboutthebusiness’s experience, MartinaMcAuley, co-directorandoperational HRspecialistatHR TeamLtdsaid:“Themajority ofourbusinessisconductedonline,andas providersofHRsoftware,itisessentialthatwe are operatingwiththemosteffcientinternet service.OurteamofHRconsultantscarryout importantworkforclientsbasednotonly

inNorthern Ireland,butalsointheRepublic ofIrelandandtheUK. Withoutaccessto reliablebroadband,thiswouldbemuchmore challenging.

“Thebuildinginwhichwe’re based – theold guardhouse – wascompletely refurbishedinto a beautifulworkingenvironment;however itdidnotpreviouslyhaveaccesstoFullFibre broadband.Openreach’s buildtoEbrington Square hastherefore been a welcome serviceforourbusinessandourteam. Wellfunctioningbroadbandmeansthatwecanget onwithwhatwedobest;andthatisproviding frstclassHRservicestoourclients.”

Openreachiscontinuingwiththebuildof UltrafastFullFibre broadbandacrossthe northwestandallofNorthern Ireland.In November2022thecompanyannouncedit hadconnectedmore than250,000customers toFullFibre. ■

For moreinformation,visit openreach.co.uk/ ultrafast.

AllenIrwin,seniorbidsandfundingmanageratOpenreach,MartinaMcAuley,co-directorandoperationalHR specialistatHR TeamLtd,Martin Turner,EbringtondevelopmentdirectorandDaraMurphy,fbreplannerat Openreach

Financialcapability: how organisationsaretacklingthe challengesofstrugglinghouseholds

Withcostsrisingacrosstheboardandinterestratesmakingborrowingmore expensive, UlsterBank broughttogetherleadingexpertsfromacrossthesectorsto discussthechallenges,thestateofplayandwhat’sbeingdonetoassistthosewho arestrugglingmost

Formany,thecurrentswatheofrising costs,borrowingandstagnating salariesishavingsomethingofan impactonhouseholdbudgets.

Butforothers,surgingday-to-dayexpenses cansometimesmeanamake-or-break situation,withsomefamiliesstrugglingto makethenumbersaddup.

It’sanincreasingchallengefororganisations acrossthespectrum,fromthoseassistingthose dealingwithmountingdebts,tomentalhealth charitiesandfnancialinstitutions.

TerryRobb,headofpersonalbankingatUlster Bank,saysit’scontinuingto reachoutto thousandsofcustomerseachyearinabidto dealwithsomeofthefnancialchallengesthey maybefacing.

“Forthecustomerswhoarenotcomingtous [andinsteadusingdigitalchannels]wehave anoutreachprogramme–weareproactively ringingthosecustomers,”hesays.

“Wemakeabout50,000callsayearand makearound25,000fnancialhealthcheck appointments,wheretheycomeinfora fnancial reviewtoidentifyhowwecanmake themfnanciallybetter.

“Butthetypesofcustomersweare reaching outtoattheminutearen’tlookingfor investmentadviceormortgages,butmoreand more,theyarejustaskingforbudgetingtips.”

UlsterBankbroughttogetherahostofexperts fromorganisationstodiscussthecurrent fnancialclimateandhowpeoplearedealing withit,duringadinneratitsDSEheadquarters inBelfast.

AdviceNIisamongtheorganisationscurrently atthecoalface,alongside recentadditional supportfromUlsterBank,whichisproviding keyassistanceandsupportforpeopleand householdswhicharestrugglingfnancially, amongaraftofotherareas.

“It’sstartingtoslowlyrampupandtheamount ofdebtpeoplearecominginwithisstartingto

[increase],”SineadCampbell,AdviceNI,says.

“Sixyearsagoitwasabout£6,500foreach client–nowit’supto£9,000inthespace oftwoyears.Thecasesaremorecomplex. That’sconcerning…workingisn’tawayoutof povertynow,andthat’sabigissue.”

AndforKarenHall,headofNorthernIreland, MentalHealthFoundation,shesaysthe organisationhascarriedoutsignifcantwork aroundthecostoflivingcrisisasadriverof poormentalhealth.

“Oftenwetalkabouthowmentalhealthis

BobStronge,ScottKennerley,KarenHallandJohnMulgrew

adriverofpoverty,anditabsolutelyis…we recentlyproducedapaperabouthowfnancial strainisimpactingonmentalhealth.”

PatriciaMulligan,headoffnancialinclusion, DepartmentforCommunities,saysitis responsiblefordealingwithallmannerof areasofsupportandbenefts,assisting peoplestrugglingfnanciallyinavarietyof circumstances.

“Everyonewhohasachangeofcircumstance comesintotheDepartmentforCommunities,” shesays.“Whentheyaresick,havetheirfrst child,bereavementorgoingforacrisisloan… weneedtodomoreasadepartmenttomake surethatpeoplecomeinearlytogetthe benefts.”

KarenHallsayspoliticalstabilityisatthecore ofensuringservicesarebeingmaintainedto supportpeople.

“Lookingatpoliticalstability,whenwehave hadthemostprogressiveoutcomesaround welfare reform[forexample],rightupto thetransformationofhealth,youneedthat politicalstabilitytodeliverthatoveralonger periodoftime,”shesays.

TerryRobbsays:“Oneofthethingswehave starteddoingwithlargercorporatecustomers

istopartnerwiththemandofferthemafree 20-minutefnancialhealthcheck.

“We’llbeabletogivesomepointers–[things suchas]budgeting,knowingwhatAPRsare, forexample.That’sbeenhugelysuccessfulfor us.”

BobStronge,chiefexecutiveofAdviceNI, reiteratestheneedfora“seachange”in politicalthinking.

“Therehastobeaseachangeinpolitical thinking,andstabilityisoneofthosethings whichaddstothat,”hesays.

“Weareseeingaseachangeintermsofthe peopleweareseeingandthecomplexityof

theissues…[sometimespeoplesay]‘Idon’t needadvice,Ijustneedfood’.Financial educationgoessomewaytowards[helping] that.”

Andit’salsoabouteducatinghowfuctuating andincreasingmortgageratescanpotentially putfnancialstrainonhouseholds,especially thoseatthemaximumoftheiraffordability.

ScottKennerley,directoroffnancialand postalservicesattheConsumerCouncil,says fnancialcapabilityisnowa“massive”issue.

“Therearelotsofdifferentstrands,”hesays. “Wedeliveraprogrammewithschoolsin partnershipwithStranmillisandStMary’s wherewehavedevelopedmaterialson borrowingandaccessingmoneyandcredit, andthenwheretogowhenthingsgowrong.

“NorthernIrelandisoftentopandbottom [insurveys]ofthetablesinwhichyoudon’t wanttobetoporbottomin. We havelower levelsoffnancialconfdenceandhigherlevels ofbeneftdependenceandlowerlevelsof discretionaryincome.”

Terrysaysawiderangeofcustomersarenow speakingtothem,seekingsomeguidanceand fnancialadvice.

“Thathasbeenachangeforusandthepeople makingthosecalls.Historicallyitwasmoreof asalescallandnowit’smoreofaservicecall. We wantanin-depthconversationand[tofnd out]yourfnancialcircumstances.” ■

TerryRobband SineadCampbell

TerryRobb,SineadCampbell andPatriciaMulligan

S&WWholesale’sinnovative moveforthefuture

S&WWholesale,whichownsthe Nearbyconveniencebrandacrossthe islandofIreland,announcedthisyear aninnovativemove relativelyunexplored inNI.

Becomingabusinessundertheemployee ownershiptrust[EOT]modelnotonlypaves thewayforthefutureofS&Wbutallows employeestobecomebeneficiariesofthe businessandenjoyinonthecompany’s success.

The107-year-oldNewrycompanywhichcan nowboastnearly300employeesandisone ofthelargestindependentwholesalersacross Irelandhasbecomethefirst-of-its-kindhereto movetoanemployeeownershiptrust.

TheEOTinitiativewasintroducedbytheUK governmentin2014,andenablesemployees tobecomethebeneficiariesofabusinesswith atrustmanagingandcontrollingtheshares indirectlyforthebenefitoftheemployees.

S&Wpostedsalesof£140.6mfortheyear 2022,experiencingan11.5%increaseon thepreviousyearallowingthecompanyto maintainastrongpositionasa Top100 Ulster Business company.

MichaelSkelton,chiefexecutive,saysthat beforethemovewasimplementedatthestart

ofthisyearconsiderableadviceandguidance wascarefullythoughtthroughtoensurethat thiswastherightmoveforthefutureofthe companyanditsemployees.

“Whatthismeansisthatwhenthecompany doeswell,theemployeesasbeneficiaries, willdowellalso.Thenatureofthestructure allowsforincentivessuchastax-freebonuses andotherinducementsasthebusinessmodel continuestoprogress,”hesays.

“It’saveryboldandexcitingmoveforus aspioneersofEOTofthisscaleinNorthern Ireland.SinceimplementingtheEOTwehave hadmanylocalbusinesses reachoutwho arekeentofindoutmore.Oursuppliers, employeesandcustomersaresafeinthe knowledgethatS&Warehereforthefuture andwithambitiousgrowthandinvestment plansthatgoesbackintothebusinessthrough theEOTmodel.”

S&W’sconveniencebrand–Nearbycontinues togrowfromstrengthtostrengthwithover 130storesactivelyservingandsupporting customersintheircommunities.Despitethe brand’sinfancy,onlylaunchingbackinApril 2021the retailerdesireandfeedbackhasbeen phenomenalmakingNearbyoneofthefastestgrowingconveniencebrandsacrossIreland.

Withthecontinuedrisingcostsoflivingvalue

remainsakeyfocusforthebrand.

Nearby’skeymarketingstrategyisfocusing ondelivering realvaluetoshopperswhich continuestodrivefootfalltotheirindependent retailers.

BringHomeThe Value–afour-dealmarketing conceptwhichrunseachpromotionalcycle thatpromoteskeysavingsacrosshousehold essentialsforfamilieshasbeenakey componentofthis.

Thestoreshavealsostartedtointroduce ‘alwayson’in-storebyhighlightingeveryday lowpricingofferingsandensuringshoppers arefindingmultiplewaystosaveattheir stores.

S&W’scontinuedinvestmenthasallowed for retailerstomaintainconfidenceinthe wholesalerincontinuingtodrivepricesdown andforthevaluetobepassedontotheir customers.

S&WWholesalecontinuestostrivetowards thecompany’sfuturegoalswithplanswell underwayfortheirnew180,000sqfthome thatwillunlocknewstorageandwarehouse facilities,newofficespacesandspacetogrow toallowthecompanytoexpandontheir already2,500customerbaseacrossIreland withgreaterease. ■

MichaelSkelton,chiefexecutive,S&WWholesale

Timetopushonwith energytransitionplan

NIisthefrstpartoftheworldtoachieve75%ofitselectricityonthegridcoming fromrenewablesources,says SONI managingdirector AlanCampbell

Someofthecontemporarychallenges wefaceinsocietytodaycanseem dauntingbecauseweare yetto fullyunderstandthem.Withoutthat understanding,itisverydiffcultto develop a planto reassure ourselvesofthe courseofaction required.

However, whileitisdiffculttothinkof a challengeasexistentialinitsscaleandthreat toourwayoflifeasclimatechange,itdoes notfallintothiscategory We understandthe problem,weknowwhatneedstobedoneand wehave a plan.

We alsohavethebeneftof a uniqueenergy sectoroperatingin a relativelysmall,selfcontainedisland-basedenergysystem.Thishas enabledtheclosecollaborationwhichhasled tothegenuinelyworld-leadingprogresswe’ve madesofarintheonboardingof renewable energyintoourpowersystem – Northern Irelandbeingthefrstpartoftheworldtohave 75%ofitselectricityonthegridcomingfrom renewablesourcesatanymomentintime.

Butwithlessthan80monthsuntil2030,now isthetimefor a purposefulincreaseinthe intensityofthatcollaborationand a refocusing ofmindsonthedeliveryofourplan – the Northern IrelandEnergyStrategy There is noquestionthatthe80%targetis a huge challenge – effectivelydoublingtheprogressof thelasttwodecadesinlessthanone – butwe knowwhatneedstobedone.

AsNorthern Ireland’s electricitygridoperator, SONIstands readytostepupandplayourpart. In2021,wepublished a roadmap – Shaping OurElectricityFuture– whichsetsout a plan to readythepowersystemandtheelectricity marketsfor a 70%target.

Lastmonth,wepublished a revised roadmap toaccountforthemore challenging80% targetsetbytheClimateChangeAct2022 and a new TransmissionDevelopmentPlan whichsetsoutanunprecedentedpower systeminfrastructure investmentprogramme.

AtSONI,weare embarkingon a newand excitingphaseofourjourney

We are soonduetoappoint a new independentboard whowillworkclosely withtheSONImanagementteamandour partnersacrosstheenergysector, business, government,andlocalcommunitiestochart a freshdirection. We haveaspirationsto furtherbuildthecapacityandcapabilityof ourorganisationandourpeoplemeetthe challengesandavailoftheopportunitiesthat lieahead.

However, atthiscrucialstageinNorthern Ireland’s energytransition,weneedtocome togetherasanenergysector, economyand societyandbringabout a stepwisechangein theintensityandapproachtodeliveryofour collectiveplan.

Thismeansworkingtogethertosolvethe roadblocksinareassuchasplanningwith agilityandusingour relativelysmallsizetoour advantage,enablingustobeinnovativeand braveinareassuchasfuture investment.It meansbeingmore responsivetotheneedsof businessesandinvestorswhilealso redoubling oureffortswithlocalcommunitiestoensure theyfeelpartoftheplan,andnotthat a planis simplybeingimposedonthem.

We knowwhatweneedtodoandnowisthe timetopushon. ■

AlanCampbell, managingdirector,SONI

New horizonsatABL Group

Takinguphisnewpositionasgroupdirector, IanMcClure of ABL chatsaboutthe continuedevolutionofthelocalinsurancebrokingfrmwhilemaintainingafocuson clientserviceandprofessionalism

AsoneofNorthernIreland’s mostexperiencedinsurance professionals,IanMcClurewillbe wellknowntomanyinthelocalbusiness community.Asexecutivedirectorfor ABLInsurance,heoversawanexciting periodofbusinessgrowthinatimeof unprecedentedorganisationalchange.

Hisnew roleasgroupdirectorseeshimstep intoaseniorleadership rolewithamore strategicfocusaswellaslookingafterthe insuranceneedsofmanyofthelargest businesseshereinNorthernIreland.

“Thephrase‘Mayyouliveininterestingtimes’ isoftenattributedtoanoldChinesecursebut forme,livingininterestingtimeshasbeena greatopportunity,”Iansays,lookingbackover hiscareerwithABLGroupsofar.

“ABLhasundergoneincrediblechangesin thepastfewyearsandthisrateofchange wouldhavetestedanycompanytoitslimits. However,we’vemetthesechallengesheadonandcomeouttheothersideasamuch strongerandtighterorganisation.”

Heis referringtoaperiodwhichsawABL Grouptransformfromaprivately-owned localinsurancebrokerandriskadvisoryfrm tobeingfrstlyapartofaUKandIrelandwidenetworkofbrokerages–GRPGroup.In October2021,theventurecapital-backedGRP wasthenacquiredbyUSfrmBrown&Brown, makingABLGrouppartofoneoftheworld’s largestinsurancebrokers.

AlongthewaywasABL’s acquisitionoflocal frmsDigneyGrantandMcGradyInsurance, bothofwhichcontinuetooperateunder theirownbrands.More recentlycamethe acquisitionandintegrationofAonand Willis Towers Watson’sNIbusinesseswithenormous growthin revenue,headcountandambition.

“TheincorporationofWTWNIwas undoubtedlyoneofthebiggestchangesinthe historyoftheNIinsurancemarket,”saysIan. “Overnightwegained45newteammateswho camefromabusinessthatwaspartofaglobal organisationalculture. We hadtochangeand adapttoournewshared realityandgofora bestofbothworldsapproach.”

TheculturalshiftwassignifcantfortheABL teamandfortheirnewcolleaguesbutthey foundcommongroundthroughtheirshared valuesofclientserviceandprofessionalism.

“TheappointmentofWTW’sShaunaGraham asmanagingdirectorofABLInsurancein 2021wasasignifcantmoment,”Iansays. “Herappointmenttothe rolehelpedbringour operationsandourpeopletogetherandshe hasbuiltastrongexecutivemanagementteam drawnfromacrossthecombinedbusiness.

“Aswellasgrowing revenuefromnewclient business,ABLGroupisstillontheacquisition path.AspartofBrown&Brown,anylocal brokersweacquireinthecomingyearswill beneftfromeverythingaglobalfrmcanoffer. It’sanincredibleopportunityandIthinkour experienceofmergingandmanagingteams fromdifferentcultureswillgiveusastronger insightintotheintegrationprocess.”

Sowhat’snextforABLGroup?Asan organisationthathastransformedso completelyfromwhereitwasjustfveyears ago,itmightbeexpectedthatthisevolution willcontinueunabated.

“Westillhaveincrediblyambitiousplans forbusinessgrowthandforacquiringother brokerswhentheyaretherightft,”hesays. “WealsohaveafantasticpooloftalentinABL Groupandwe’refocusedon retainingthat, developingitfurtherandofcoursegrowing ourteamwithtargeted recruitment.”

Goingfromaventurecapital-backedgroup tobeingpartofafrmstillmanagedbythe familywhofoundeditinthe1930sisan excitingjourney.Brown&Brownconsistently refertothemselvesasa”forevercompany” whobuild,buyandwillneversell.There’san immediateandobviousmatchintermsofthe Americanfrm’sapproachtothemarket,their workplacecultureandtheirdedicationtothe communitiestheyserve.

“We’vealwaysthrivedasanentrepreneurial businesswithunrivalledlocalexpertiseand we’redelightedtohearfromthesenior leadershipatBrown&Brownthatthisis whyweweresuchanattractivetargetfor acquisition.Brown&Brownunderstandsthat differentmarkets requireuniquepropositions andlocalknowledge. We knowbesthowto deliverforourclientsanddothatnowwith thebackingofanevenbiggerorganisation.”

ABLhasalreadywelcomedmembersofBrown &Brown’sseniorteamtotheirheadquarters atBelfast’sCityQuaysandmanyoftheirown teamhavevisitedBrown&Browncentresin FloridaandAtlanta.

“We’realreadyseeingthefruitsofthisnew relationshipwithseniormembersofour teamseizingtheopportunitytodevelopnew productsandprojectsthankstothenetwork we’renowpartof,”Iansays. ■

IanMcClure, groupdirector

Hospitality: theburgeoning businesseshittingthemarket

Whilethehospitalitysectorcontinuestofacearaftofchallenges,ahostof businessesandpropertiesarenowonthemarketandreadytobesnappedup andrevampedbynewowners,says MarkCarron,directorof OsborneKing

Thehospitalityindustryhasalways been a toughsectortomakemoney in – inbothgoodtimesandbad.

Butthere remainssignifcantdemandfromthe publicforstrong restaurants,bars,hotelsand cafes – businesseswhichshowcasethebestof thesectorrightacrossNorthern Ireland.

“Thehospitalitysectoristough,butthere are lotsoffamilybusinessesoutthere which continuetogrowandexpand – it’s theirbread andbutter,”MarkCarron,director, Osborne Kingsays.

“It’s allaboutwatchingthebottomlinein termsofproftability Utilitiesarea bigoverhead atthemoment.

“Whilethere are businessesclosing,peoplestill

needtorunbusinessesandpeoplestillwant togooutandenjoythemselves.Belfaston a FridayandSaturdaynightisstillverybusy

“Thesectoristough,butgenerallyitalwaysis. Peopleintheindustryare wellusedtoit.”

Markfocusesprimarilyonthehospitalitysector, butalsoworksacrossotherareaslikegeneral agency, forexample,alongwithOsborneKing’s onlineauctionbusiness.

Andthere are signifcanthospitalitybusinesses ofallshapesandsizesnowbeingmarketedby thecommercialpropertyfrm.

TheFrenchRoomsis a top-end,beautiful andquirky restaurantlocatedintheheartof Bushmills –a villagewithconsiderabletourist credentials.

“Thisis a fully-fttedlicensedpremises,”Mark says.“It’s readyforsomeonetowalkintoto establish a foodandbeveragebusiness.It’sa greatlocation,beinginBushmills.”

“Italsohassixen-suitebedroomswith a very high-endfnish.Itwouldbe a caseofsomeone buyingit, restockingandthenmakingsome amendments,andoff yougo.”

AndMarkandtheOsborneKingteamdeal with a wideraftofhospitalitybusinesseswhich are readytogo,aswellaspropertieswhich wouldworkwellbeingconvertedfor a specifc use.

Alsoforsaleis a formerpolicestation,also inBushmills –a gradeB1listedtwo-storey buildingonMainStreetwhichalsocomes with a smallplotofland,tothe rear, which

TheFrenchRoomsinBushmills

overlooksthenew£37mdistilleryatBushmills.

InthesmallvillageofLisbane,theOldPost Officehasalsonowgoneonsale.

“Thisis a lovelylistedbuildingwhichhas a beautifulthatched roof,”Marksays.“Italso hascarparkingonsiteandisfocusedonfood anddrink.

“Thecurrentownerhas recentlyintroduced a restaurantanditalsoincludes a shopwhere youcanbuygifts,forexample.Hehashadit foroversixyearsandisnowmovingon.”

Thebusinessalsohasplanningpermissionfor a six-bedroomdevelopmentaspartoftheoverall site.

Thesinglestoreypropertysitson a generous site,frontingontotheKillinchyRoadwithinthe villageofLisbane.Itwassensitively restoredand extendedaround20yearsagoandincludes a 90-seater restaurantalongwithadditional seatinginthecentralcourtyard and30outside seatslocatedatthefrontentrance,perfectfor weddingsorotherevents.

Forthosetryingtoattractthetouristsand golfers,theSpringhillBarinPortrushisnow onthemarketandlikelytoattractsignificant attentionduetoitslocationonthepopular northcoastandjust a shortdistanceawayfrom thebeachandattractions.

“That’sa retirementsalewhichincludes a residentialdwellingaswellasbarandoff sales,”Marksays.

“There isinterestinthatproperty Portrushis popularand I don’t thinkit’s anareawhichis oversaturedwithfoodandbeverageofferings.”

Elsewhere,thoseafter a quaint restaurantout oftowncouldturn theirattentiontoLaragh Lodge.

It’sa licensed restaurantinGlenariff,anareaof outstandingbeauty, whichprovidesover100 covers.

Italsoincludes a scenicbeergardenand separatepergodaareaoverlookingtheforest andwaterfall,alongwithamplecarparking.

“It’s aninterestingbusinessforsaleinthe forest,”Marksays.“It’s anotherbusinesswhich isonsaledueto retirementandthe restaurant isopenandactive.”

Andthe firm’s auctionbusinesscontinuesto growandexpandthroughitsmovetoonline auctionsin2018.

MarksayspropertiessoldattheiOKOnlinecan includecommercialbuildings, residentialland, farmsandhospitalityproperties.

“Theadvantageofsellingthroughauctionis gettingthelegally-bindingsignedcontracton thesaleday,”Marksays.

“Whateverwesellonthedayoftheauction, weare incontractthatday Inothercasesyou couldputyourpropertyonsale,yougetyour viewersandoffers,it’s thengettingtothe stagewhere yougetyourcontractsigned –thattakeslonger It’s anefficientandeffective wayofselling.”

Andall relevantdocumentscanbeaccessed completelyonline,makingtheprocessas simpleandasstreamlinedaspossiblefor potentialbuyers.

“Auctionsare goodwayofspeedingupthe salesprocess,”Marksays.“We willmarketthe propertiesforfourweeksbefore theauction dayitselfandontheday, whateverwesell, wesignthecontractsandwillcompletewithin 20workingdays.Theprocessisjusteight weeks.” ■

ContactMarkCarron MRICS,director mark.carron@osborneking.com www.osborneking.com

LaraghLodge inGlenariff

SpringhillBar inPortrush

TheOldPost Officein Lisbane

MillsSelig: investinginthe futureandplanningforgrowth

Leadingcommerciallawfrm MillsSelig isexpandingonitsrichhistoryhere, growingitsteam,headcountandinvestingsignifcantlyinitsheadquartersthanks toamajorrefurbishmentofitsBelfastcitycentreoffces

Judgingbythelatestsignifcant investmentinitsmodern Belfast citycentre offces,MillsSeligis a lawfrmwhichisthinkingtowardsthe future.

Theleadingcorporatelawfrm’s ArthurStreet basehasbeenhomeforthelast24years, andhasseensomeofitsmostseniorpartners starttheircareersthere at a juniorlevel, before workingtheirwayuptosenior roles.

MillsSeligiscontinuingtoinvestinitspeople, services,andclients – undertaking a major investmentduetothecontinuedgrowthand successofthefrm.

It’sa frmwithits rootsinBelfastcitycentre, havingfrstopenedinCallendarStreetin 1959,before movingtoitscurrentaddress, 21ArthurStreet,in1999.

“We havealwayshad a goodandstrong practice,”JohnKearns,seniorpartnersays.

“As a localbusinesssupportinglocal businesses,weare committedtoinvesting inArthurStreet,thusbolsteringthelocal economy Backinthedaysofthe Yellow Pages,wehad a smalladvertforMillsSelig. We sawourselvesas a businesswhichwasn’t chasingthework,wewerea boutiquefrm.

“We hadninepeopleatthetimeandmoving tothenewoffcewas a bigstepforus,” hesaid.“We alwayssawourselvesas a city centre practiceandthat’s importantforus.”

Theaward-winningbusinesshasgrowninto a 60-strongteam,workingwithsomeof Northern Ireland’s biggestbusinesses,aswell asassistingglobalgiantsofindustryonthe groundhere.

“We offer a partner-ledservice,meaning thatourclientsare managedby a teamof exceptionallawyers,withdirectinputand guidancefromatleastonepartnerwithinthe frm,”Johnsays.

“We operateunderone roof,andweare localandindependent.Thisisparticularly helpfultoclientswhoneed,forexample, expertadviceacross a numberofpractice areas.Ourteamisoneteam,andthatis whatmakesMillsSeligstandoutin a busy industry.”

MillsSeligspecialisesincommerciallawand offersexpertadviceincludingcorporate, property, litigation,employment,energy, licensingandenergyandclimate.

Itworkswithfrmsfromrightacrossthe sectors,includingFD Technologies – which MillsSeligwasinvolvedwithinthecompany goingpublic – GalgormHotelandSpaGroup, Bamford BusCompanyandLotusHomes.

Itsgrowthisbeingfuelledbycontinued successesandas a result,it’s investing signifcantlyinitsnewmodern high-spec offces.

“We are continuingwiththatperiodof

growthandsuccess,”ChrisGuy, managing partnerandheadofcorporate,says.

“Itgivesus a lotofenergy Withthenewoffce we realisedthere wasscopetodevelopand buildonwhatwehad – addinginthecapacity forthenextstageoffuture growth.

“And21ArthurStreet – ourhome – hasits ownpresence,andclientslovethelocation.It’s rightwhere weneedtobe.”

It’s nowbeingtransformedinto a modern offce ofthefuture– aligningitselfwiththefrm’s ownambitiousgrowthstrategy

“Withthedesignitwas reallyimportantto makesure wemadeuseofthespace,”Anne Skeggs,headofpropertyandpartner, Mills Selig,says.

BelfastfrmAlphawastakenontooutline thefrm’s visionforitsnewly-revamped headquarters.

“Itwasabout refectingwhoweare aspeople and a frm,andhowwewantpeopletofeel whentheycomein – warmandwelcoming,” Annesays.

“Alpha reallyhitthenailontheheadquickly Wereallywantedlotsof reallyinformalspace.”

Thatincludestransformingthemain reception foorwithmultiple roomswhichcanbeopened upalongwithwide,expansiveareasandlotsof space,including a café.

Thenewoffcespacecontinuestobe a boon forbothstaff andthefrm’s clients.

“It’s created a realbuzzandenergyforthe staff,”Chrissays.

EmmaHunt,partnerandheadoflitigation, says:“We wanted a nicespaceforourclients, butalsothepeoplewhoworkhere.The casualareas,andthecafé, reallyhelpwith that.”

“Youdon’t necessarilyappreciatehowmuch a goodcupofcoffeemeanstopeople,” Annesays.

Partofthe reasonforthelatestinvestmentis toallowthefrmtogrowfurtherstillinterms ofbothheadcountandclientbase.

Andit’sa young,yetexperiencedseniorteam atMillsSelig.

ChrisGuyandEmmaHuntstartedas apprenticeswiththefrmaround23years ago – beginningtheircareersattheexisting

21ArthurStreetoffcesbefore movinginto more senior rolesandthentopartnerlevel.

“We are veryambitiousandare continuingthat growthandare proudofourclientsandthe strengthanddepthofourteam,”Chrissays.

“Butweneedtokeepthat – andthebuilding willbepartofthat.Thespace,designand capacitytodealwiththoseadditionalgrowth numbers.”

Johnsays:“We had a verysuccessfulperiodlast year, andthatisthankstoourteam. We are a frmthatcultivatesmeritocracyand a team effort,becausethatishowwehavealways been,andhowwewill remaininthefuture.

MillsSelig’s newoffcehasbeendesignedto refectthefrm’s visionforthefuture,whichis tobethego-tolawfrminNorthern Irelandfor highvalueandcomplexwork.

“Thenewly renovated receptionareais a spacethataccommodatesmore clientand teammeetingssimultaneously, allowingMills

Seligtoworkmore effciently Itsfreshand modern design refectstheculture ofthe frm – exceptional,supportive,positiveand teamwork.”

MillsSelighasalsotakenthesteptoupits greencredentials – 21ArthurStreetissupplied by3TPower,a client,using renewableenergy Theinvestmentinto21ArthurStreetwillalso upgradeandsupporteffortstowardsMills Selig’s aimtobecomingcarbonneutral.

ItalsohasanESGcommitteealongwiththose focusingoncharityanddiversity Thefrmis supportingDementiaNIasitsprimarycharity partnerthisyear

Chrissays:“We atMillsSelighave a very strongcommitmenttosignifcantgrowth. Inthenextfveto10yearswewillseethe numberoflawyerspotentiallydoublinginthat time.

“It’s aboutbeingambitious,workingwith greatclients,theteamanddeliveringour services.” ■

AnneSkeggs,ChrisGuy,EmmaHuntandJohnKearns atthenewly-refurbishedMillsSeligoffces

Akeycoginthe energytransition

Belfast-based Ionic Technologies isramping upproductionofrareearth elementstohelptheUK decarboniseandsecure sovereignsupplychains, saysgeneralmanager

Thomas Kelly

Theenergytransitionisinfullswing. Fossilfuelusageisdwindling, regulatoryandconsumerdemandis rocketingforgreenerenergysourcesand theadoptionof renewabletechnologiesis atanall-timehighandwillincreaseatan exponentialrateinthefuture.

Itstandsto reason,therefore,thatdemandfor therawmaterialswhichgotomakeupthe evolvingarrayof renewabletechnologiesis alsogrowingsharply.

Certainly,that’sthecasewhenitcomesto magnetrareearthelements,alesser-known yetessentialpartoftheenergytransition. Theyarekeycomponentsintheproductionof high-performancepermanentmagnetsusedin renewabletechnologies,electricvehiclesandin otherproductswhich relyonbatteriessuchas mobilephones.Assuch,rareearthsarecritical elementsintheUK’s roll-outof renewable energy.

Atpresent,muchoftherapidriseindemand isbeingsatiatedbyproductionfromChina, butdifficultiesextractingthematerialsare actingasabottleneckonsupply.Thisnotonly curtailstheUK’senergytransition,butalso exposesthe regiontoavolatilegeopolitical situationwithrisksofpossiblesupplyshortages andspirallingprices.

StepforwardBelfast-basedIonic Technologies. Ithasdevelopedauniqueprocesswhichallows ittoproducehighpurityrareearthssuitable foruseinhighperformancepermanent magnets.Thecompanyhasbuiltthecapability toproducerareearthelementsby recycling

end-of-usemagnetsandcreatingsecureand sovereignsupplychainsintheUK.

Ofnote,thetechnologyusedisadvancedand meansIonic Technologiesproducesahigher qualityproductthanalternativeproduction methods,includinghydrogendecrepitation whichcannotproducemagnetsofsuchhigh quality.

Itspatentedtechnologyenablesproduction oftheworld’sfirsthighspecificationmagnets using100% recycledrareearthswhichmeet thestandardforhighperformancemagnets acrossnumerousvitalindustries.

ThecompanyisaspinoutfromQueen’s UniversityBelfastandwasacquiredin2022 byAustralianmultinationalIonicRareEarths Limited,amineralexplorationcompany.

Justninemonthsafter receiving£1.72min UKgovernmentsupport,Ionic Technologies hassurpassedexpectations,growingrapidly frompilottodemonstrationplant,withbold ambitionstoscaleupproductionandbuilda processingplantwhichwillputBelfastonthe mapasanemergingUKcleanenergyhub.

“Wearedevelopingastrategicallyimportant opportunitytobringhome-grownsuppliesof rareearthswhicharecriticalfortheenergy transitiontotheUKmarket,”ThomasKelly, generalmanagerofIonic Technologies, said.“BydoingthatwewillallowtheUKto reachitsdecarbonisationtargetswhilealso providingsecurityofsupplyinthefuture.”

Followingsuccessfultrials,thecompanyhas commissionedademonstrationplantatits baseinBelfastHarbourEstateandisinthe processofscalingup.

“Thedemonstrationplantwillprovethe capabilityofthistechnologytohelpthe UKGovernmentdeliverakeymilestone insecuringsupplyofcriticalgovernment materials,”MrKellysaid.“Rareearth elementsarenowdubbedstrategicraw materialsundertheEuropeanUnion’sCritical RawMaterialAct,sotheirimportanceis clear.”

Whilethebusinesshasbeenspunoutof Queen’sUniversity, TimHarrison,managing directoratparentcompanyIonicRareEarths

ThomasKelly,generalmanager, Ionic Technologiesand Tim Harrison,managingdirector, IonicRareEarthsLimited

Limited,saidthecityandNorthernIrelandis theidealplacetoexpandinthecomingyears.

“Belfasthasbeenagoodplacetogrow,”Mr Harrisonsaid.“Wehaveexcellenttalentfrom Queen’sUniversityandsupportfromlocal governmentandotherstakeholderswhoare awareofwhatwe’redoingandhowimportant ourofferingis.

“We’reaglobalcompanyandwhenwelook atNorthernIreland,weseepolicywhichis supportinginvestmentfromUK,Europeand fromtheUS,afactorwhichissignifcantly addingtotheappealofbeingbasedhere. Whenweacquiredthebusiness,wehadan offceinQueen’sUniversityandanotherin RedcarinEngland.

“WeclosedtheRedcarsitebecausewe wantedtogrowinNorthernIrelandwhereour technicalcapabilityisbased.Sincewesetup thefacility,wehavehadexcellentengagement frompoliticians,otherpublicsectorgroupsand potentialsupplychainpartners.Thatcreates itsownmomentumandoverthenextfew monthsweintendtogrowsignifcantly.”

Certainly,Belfast’sgrowingspecialismin building renewableenergyinfrastructure makesittheideallocationforIonic Technologies,withoffshorewindturbines beingdecommissionedwithinsightofthe company’sBelfastHarbourbase.

Ionic Technologies’aimsalsodovetailwiththe DepartmentfortheEconomy’s10xEconomic Visionwhichisfocusedonsupercharging economicgrowth.Thedetailsofthe10x deliveryplanhave recentlybeenpublished andincludeincreasingNorthernIreland’s useof renewableenergyand reducing greenhousegasemissions,whiledoublingthe sizeofthelowcarbonand renewableenergy economy.DemandfromtheUKandfrom Europeisalsoexpectedtocontinuetosoar.

“Thereisahugeopportunitytomeet rareearthdemandfromourmagnet recyclingtechnology. We haveoneofthe mostadvanced,ifnotthemostadvanced technologiesintheworldandwe’reperfectly placedhereinBelfasttoscaleandtake advantageofthatdemand,”MrHarrison said.

Thecompanysaidit remainsontrackto produceatarateofapproximately10tonnes perannumofseparatedhighpuritymagnet rareearthoxidesbyautumn2023.Sucha movegivesitthepotentialforfrstmover advantageasoneofthelargestUK-based producersof100% recycledindividualrare earthoxides,withpurityof99.5%orhigher.

ForBelfast,thatcouldmeanscalinguptoa commercialfacility,capableofaddressinga signifcantportionofUK/EUdemand,creating upto100new,highlyskilledjobsandfurther reinforcementofitsplaceatthecentreofthe energytransition.

ForIonic Technologies,itssuccessiscritical tosecuringtheUK’ssecurityandsovereignty, bothnowandinthefuture.

“Safeguardingoursupplychainsisnowa matterofnationalstrategicimportance,both commerciallyandgeopolitically.”hesaid ■

Visitionictechnologies.comandfollow Ionic TechnologiesonLinkedInand Twitter

ThomasKelly,generalmanager, TracyBaker,fnancemanager,andFergalColeman,headoftechnology,Ionic Technologies, TimHarrison, managingdirector, TrevorBenson,chairman,IonicRareEarthsLimitedandNerujaSrikantharajah,engineeringmanager,Ionic Technologies

Harnessingthe powerofbiomethane

As theimpactofcarbonemissions isincreasinglybeingfeltby communities,Northern Ireland needstourgentlyturn itsintentinto actionifitisgoingto reach83%carbon reductionby2050 –a targetacknowledged bytheClimateChangeCommitteeinits 2023 report,ThePathtoNetZero Northern Ireland.

Northern Ireland’s leadingwasteand resource managementcompany, RiverRidge,is spearheadingtheactionasitcontinuously strivestoimprovehowituses resources,having setitsownenvironmentalgoalsandambitions. Thecompanyiscommittedto findingsolutions tohelpdecarboniseitsownoperationalwaste processes,aswellasitsvehicle fleet.

RiverRidgeiscurrentlyfocusingontheuse ofbiomethane, a renewablegas,thatit believescanbeusedas a fundamentalpart ofdecarbonisingNorthern Ireland’s energy networks,aswellasutilisingitasanalternative fuelforvehicles.

BrettRoss,chiefexecutiveofRiverRidge, says:“Northern Irelandhascertainlyfacedits challengesoverthepastfewyearsandapart fromtheobviouspoliticalissuesthathave plaguedus,ourprimaryissuehasbeenthatthe UKhasbeenslowtoadoptdecarbonisationof itsenergyinfrastructure.

“Akeyareaforconcern istheUK’s reluctance

toembrace renewableheatinfrastructure whichhasmeantweare laggingEurope. Energyaccountsfortwothirdsofemissions and50%ofenergyconsumptionisusedfor heating.

“TheUK,andinfactIreland,havedone verylittletodevelop a renewableheating infrastructure.There are somevalid reasons forthisbutbyandlarge, a cohesivepolicy toensure weuseour resourcestogenerate renewableheathasbeenveryslowincoming.

“AprimeexampleisthefactthatEurope hasalready recognisedtheimportanceof renewablegasessuchasbiomethaneandhas investedindevelopingandsupportingthis sector Gasisthemostsuitableformoffuelfor heatingandEurope recognisedthissomeyears ago.Ithasembracedanaerobicdigestionand thegenerationofbiomethane – between2018 and2020anadditional483biomethaneplants were constructed.

“Europe’s targetforbiomethaneproduction by2030has recentlydoubledto342Twh. Here inNorthern Ireland,there area number ofestablishedfacilitiesthatare harnessing biomethanethroughtheanaerobicdigestion process,buttheavailabilityoffoodwasteis limited.However, Northern Irelandproduces householdwasteandaround40%ofthisis suitablefortheproductionofbiomethane.

“Biomethaneisproducedfromdecomposition

orcombustionoforganicmaterialsandisvery similartonaturalgas.Organicwasteisused insteadofsimplybeingdisposedof.Crucially, biomethaneiscapableofinjectiontoNI’s existinggasnetworkandusableinmostgas appliances.

“AtRiverRidge,weare aimingtobring a worldclassanaerobicdigestionfacilitytomarketby 2025,whichonceoperational,willgenerate 145,000MWthofbiogaseachyearfor injectionintothegrid.This£50mconstruction projectwillprovide a viablealternativeto thecombustionofwastewhichiscriticalto net-zero aspirationsandalsotothe financial viabilityofNorthern Ireland’s localauthorities.

“Thenextfewyearswillseetheintroductionof theEmission TradingSystem,andenergyfrom wastefacilitiesare likelytohavecarboncapture installed.Thismeansadditionalgatefees, taxationandrisingcostsinthewastesectorif analternativeisnotfound.

“Biomethaneisthatalternative.Itis recognised inNorthern Ireland’s ownenergystrategy, The PathwaytoNetZero,butthere ismuchworkto do,notleast a gasinjectionpoint.

“Northern Irelandneedstoembracesolutions todecarboniseourfuture anditisveryclear there isnotonlyanenvironmentalimperative but afinancialone.”

RiverRidgecontinuesitscommitmenttotaking actiontohelpdecarbonisethe regionand a recentjointacquisitionbyCubeInfrastructure ManagersandEquitixInvestmentManagement for a majoritystakeinthecompanywill accelerateitsplans. ■

Acceleratingthemovetoadecarbonisedfuture cannotwait,accordingto RiverRidge chief executive BrettRoss

CGIimageofRiverRidge’s proposedanaerobic digestionfacility

Exploringemployeeexperience, purpose,andculture: insightsand strategiesforaproductiveworkforce

AspartofitsBuildingBetter Insightsseriesof research reports, creativebrandagency,The Foundation,has recently releasedthe EmployeeExperienceReport.

Buildingontheviewsofalmost1,500 employees,itexploresemployeeexperiences anddetailsthechallengesof recruitment and retentionforemployers,lookingat howorganisationscanexplorefundamental connectedleverssuchaspurpose,culture,and valuestoachieveahappier,moreproductive workforce.

Here,TheFoundationcommercialdirectorErin Nixonexplainsthefndingsofthe report:

Canyougiveusabitofbackground aboutthe‘BuildingBetterInsights’series andwhatbeneftsitaimstodeliver organisations?

The‘BuildingBetterInsights’(BBI)seriesaims togiveorganisationsaclearpictureofthe changinglandscapeofhumanbehaviour,and theimpactthathas.Fromconsumerhabitsto employeeexperiencesintheworkplace,the researchemphasisestheimportanceofbasing brandingandmarketingeffortsonhuman insightandaimstoprovidevaluetobusiness decision-makersbymakingadifferencetohow theyoperate,brandandmarkettheirbusiness.

Whatdoesemployeeexperience(EX) andentailandhowdoesitdiffer fromemployerbrandingandinternal communications?

EXencompassesallaspectsoftheemployee’s journey,including recruitment,onboarding,

traininganddevelopment,compensation andbenefts,performancemanagement, workenvironment,andcompanyculture.It isinfuencedbybothemployerbrandingand internalcommunications.Apositiveemployee experiencecanimprovetheorganisation’s employerbrand,whichinturncanattractand retaintoptalent.

Employerbrandingistheoutward-facing aspectoftheorganisation’s reputation,andit iscommunicatedthroughvariouschannels.It showcasestheorganisation’svalues,culture, andworkenvironment,whichhelpsin attractingand retainingtoptalent.

InternalCommunications(IC)isthechannelfor sharingthisinformationwithemployees.Itis usedtoinformemployeesaboutthecompany’s values,culture,andexpectations,andtocreate atransparentandengagedworkforce.

Whyisemployeeexperienceso important?

Employeeexperienceiscrucialfor organisationsbecauseitdrivesengagement, whichdirectlycorrelateswithproftabilityand productivity.AGallupmeta-analysisof49,928 businessunitsacross44organisations revealed thatbusinessunitswithhigherlevelsof employeeengagementachievedsignifcantly betterfnancialoutcomes.Specifcally,unitsin thetopquartileofengagementoutperformed thoseinthebottomquartileby21%,interms ofproftability.

Our reportemphasisestheconceptofmarginal gains, recognisingthatorganisationsare alreadystrivingtoimproveperformance

throughvariousmeasuressuchascost reduction,operationaleffciency,andpricing adjustments.However,the realgoalofthe reportistoshinealightonanorganisation’s mostvaluableasset,itspeople.Byfocusing theirintentionsonenhancingtheemployee experience,organisationscanachievelongtermgainsandunlocktheirtruepotential, resultinginmoresatisfedemployeesandextra marginalgainsinthelongterm.

Some26%ofemployeesthat responded tothesurveyfelttheircompanylacks astrongculture.Howdoyoudefnea strongculture,andhowdoesthatplay intoemployee retentionand recruitment? Astrongcultureisfrstlyonethatisshared,so ifyouaskedtheemployeesofanorganisation withastrongculturetodefnetheir organisationalcultureinwords,youwould expecttoseealevelofalignmentintheir responses.

Whenthecultureofanorganisationisstrong andpositive,itleadstoincreasedmotivation andproductivity,whichcreatesastronger bondbetweenpeopleandtheirorganisation, andasenseofbelongingwhichleadstobetter retention.

Cultureisoftenthethingthatpotential employeesarelookingtoascertainasa partoftheirdecision-makingprocesswhen consideringjoininganorganisation,sothey arelookingatanorganisation’swebsite, externalcommunicationplatformsandnews tohelpthemgetafeelforthecultureofthe organisation,socultureplaysahuge rolein recruitment,aswellas retention.

Whyisitcrucialforemployeesto understandthepurposeoftheir organisation,andhowcanorganisations effectivelycommunicatetheirpurposeto employees?

Moreandmore,weasindividualsaredrivenby the‘why’behindourorganisation’sexistence –it’slessabouttheproductsandserviceswe helptocreate–ittalkstoourneedforahigher purposeinlife.

Asanorganisation,ifyoucan’tscratchthat purposeitch,you’renotgoingtogetthefull potentialfromyourpeople.Whenemployees lackclarityontheirorganisation’spurpose, theymayperceivetheirworkas‘justajob’, limitingtheirpotentialandincreasingtherisk ofturnoverinthelongtermastheyseekout rolesthatftbetterwiththeirpersonalsenseof purpose.

To effectivelycommunicatethepurpose, organisationsshoulddefneitclearly, consistently reinforceit,anduseitasaguiding principleindecision-making.

Whatcanorganisationsdotoaligntheir purpose,values,andculturetocreate apositiveemployeeexperience,and whatbeneftscantheyexpecttoseeas a result?

Broadly,thefrststepisa recognitionatthe mostseniorleveloftheorganisationonwhy purpose,visionandespeciallyvaluesare important,andleadingbyexample.

Secondly,engagingthewholeteamonthe journeyiskeytoensureownershipofthe sharedpurpose,visionandvaluesandshared accountabilitythroughouttheorganisation. There’salsoa realvalueinbringinginan independentvoicetohelpworkthroughthe process,whocanseethingswithfresheyes andwithnoneofthe“baggage”thatcan makeitdiffcultforinternalteams.

Communicationiseverythingwhenapurpose, visionandvalueshavebeendefned–it really makesorbreakshowwellembeddedthe purpose,visionandvaluesbecomeinthe organisation.

ErinNixon, commercial directoratThe Foundation

Linkedtothat,theyneedtobe relatableto allintheorganisation.Creatingasimple, sharednon-technicaleverydaylanguagethat motivatesandstretchestheorganisationis crucial.

Goingfurther,there’sa realvaluein measuringemployeeexperiencethrough regularpulsesurveysandenablingfeedback fromemployees,whilealsoensuringthat theorganisation respondstotheirinputand engageswithdialogue. ■

TheFoundationisaBelfast-basedCreativeBrand Agency,gettingunderthesurfacetounderstand yourchallengesandbringfocustoeverything youdo.Drivingyouforwardtoday,building betterfortomorrow. To downloadthefree report,pleaseseewww.wearethefoundation. co.ukoremailerin@wearethefoundation.co.uk forfurtherinformation.

The UlsterBusiness Top100NorthernIrelandCompanies,inassociationwith KPMG,onceagainshowsincreasedperformanceandresilienceamongsomeofour biggestbusinesses. JonathanCushley,whocompiledthelist,breaksdownthe keyfguresandlooksathowourcompaniesareperforming

Thelatesteditionofthe Ulster Business Top100Northern IrelandCompanies,inassociation withKPMG,highlightsacontinued strengtheningoftheirfnancial performance.

The2023editionofthe Top100incorporates analysisoffguresfledateachcompany’syear endandwhichhavebeenfledatCompanies Houseandprimarily relatetothefnancial yearsendingin2021and2022.

SUMMARY

The Top100continuestoperformwellagainst eachmeasure–salesturnoverhasgrownby 16.6%to£30.7bnfrom£26.3bn(year-on-year comparisonforthequalifyingcompanies).Also extremelyencouragingwasthebottomline–thegenerationofpre-taxprofts–the Top100 Companies realisedpre-taxproftgrowthof 11.4%from£1.43bnto£1.59bn.

Shareholdervalueacrossthe UlsterBusiness Top100standsatjustshyof£10bnand employeesatover102,000.

REVENUE/SALES

Sincethe UlsterBusiness Top100’sinception some35yearsago,sales/revenuehasbeen usedasitsprimaryidentiferforinclusion. Saleswithinthe Top100continuetoriseto recordlevels–thisyear’scombinedturnover of£30.7bnupfrom£25.3bnisexceptional consideringthemultitudeofwell-documented challengeswhichNIbusinesseshavehadto endureoverthepastfewyears.

Thisyear’slistingseesanewnumberone company:W&RBarnettLtdhastakenover fromMoyParkLtd,theperennialnumberone. W&RBarnettLtdistheholdingcompanyof afamily-rundiversifedgroupofinternational commoditytrading,storage,agribusinessand industrialcompaniesandhasseenturnover

increasebynearly£300mduringitslast fnancialyear.

MoyParkLtdisstill reporting2021 results with2022 resultsduetobefledbytheend ofSeptember2023.Inafrstforthe Top100 listing,fourcompaniesnowhaveturnover inexcessof£1bn,withPowerNIEnergyand JohnHenderson(Holdings)Ltdalsoexceeding themark.

Interestingly,theturnoverfgure requiredfor inclusioninthe Top100listingisnowatits highestever–UnilinFlooringUK&IrelandLtd, atnumber100inthelisthasaturnoverof £88.9m.

PROFITABILITY

Alsoanothersignifcantmeasureisthegrowth highlightedinthestrongperformanceofthe Top100Companieswhenwelookatpre-tax proft.

Northern Ireland’s biggest businessessee sales rise by 17%

TOP100SALES(£B)

Theboostinpre-taxproftfrom£1.43bnto £1.59bn representsa11.4%increaseandnow producesapre-taxproftmarginof5.17%.

RandoxHoldingsLtdproducedanotherstrong performancewithsalesgrowthbutimportantly maintainingahighproftmargin.

Onthebackofanexceptional2021setof results,itsstrongproftismateriallydriving highproftabilitywithinthe Top100.Randox posted2020lossesof£12.5m.

Thirteencompanieswithinthelistingdeclared lossesfortheirlastfnancialyear–theselosses amountedto£213m.

TANGIBLENETWORTH/SHAREHOLDER VALUE

Inconjunctionwithsalesandproftability, overallsuccessofabusinesscanbe measuredbythevalueofthecompanytoits shareholders.Initssimplestformthetangible networthofabusinessismeasuredbyadding itfunds(issuedsharecapital),itsaccumulated profts(losses)minusanyintangibleassets –usuallycopyrights,patents,goodwilland intellectualproperty.

ThecurrenttangiblenetworthoftheUlster Business Top100is£9.98bn.

Fourofthecompanieswithinthelistinghave liabilitiesthatoutweightheirassets.

ProfessorPaulBartholomewofUlster University

PaulineMcKeatingofMBNIHoldings

Theshareholders’ returnforthe UlsterBusiness Top100equatestoproft/tangiblenetworth andasapercentagesitsat15.9%.

Thesalestoequityratiodefnedassales/ tangiblenetworthprovidesanindication ofhowmanypoundsaregeneratedbythe businesswitheachpoundinvested–forthe current Top100,thisamountsto3.07.

EMPLOYEES

Atotalof102,367peopleareemployedby NorthernIreland’s Top100Companies MoyParkLtd(9,657),AlmacGroup(6,464), JohnHenderson(Holdings)Ltd(4,581),Queen’s University(4,344),andNorthernIreland TransportHoldingCompany(4,101)makeup thetopfveemployerswithinthelisting.

Eachemployeewithinthe Top100accounted for£299,696turnoverpersales/employeeand accountedfor£15,503proftintermsofproft/ employee.

LOCATION

Periodicallywecommentonthegeography ofthe Top100Companies,historicallythe easthasheldswaywhenlookingatcompany headquarterlocation.

However,overthepastfewyearstherehas beenadefniteshifttowardsthewest.That beingsaid,theeaststillholdssway–63 companiesaredomiciledintheeastwith37in thewest.

TOP100YEARONYEARPRE-TAXPROFIT(£M)

TOP100SHAREHOLDER VALUE(£M)

TOP10MOST VALUABLECOMPANIES

NOTES

A dateofJune24,2023hasbeenusedasthecut off forthe filingoflateraccountsfortheinclusionin thisyear’s UlsterBusiness Top 100Northern Ireland Companies,inassociationwithKPMG.

Thelistinghasbeencompiledusingdatasourced fromCompaniesHouse.

ShortBrosplc,Seagate TechnologyandSchrader ElectronicsLtd($)andLakelandDairiesLtd(€)donot fileinsterling(£). To allowforfaircomparisontheir financial resultshavebeenamendedto reflectthe currencyvalueattheir financialyear-end.

MusgraveRetailPartnersLtdandMusgrave DistributionLtdare bothsubsidiariesofMusgrave InvestmentsLtd, a company registeredinNorthern Ireland.MusgraveInvestmentsLtddoesnot file a consolidatedturnover figure.Ultimateownership resideswithMusgraveGroupLtd, a company registeredintheRepublicofIreland.

EPKilrootLtdandEPBallylumford Ltdare separate legalentities.

McLaughlin & HarveyHoldingsLtd’s accounts relate toan18-monthperiod.

Chartsandcomparisonsmadewithinthe Top 100 forbenchmarkingpurposescan fluctuatedueto the fluidnature ofthelistingorinclude resultsfor companieswhichnolongerappear

Jean-MarcGalesofWrightbus

TOP 1OO 2O23

TOP 1OO 2O23

Inassociation with

ProflesbyJohnMulgrewand PavelBarter

PhotographybyElaineHill

W&RBarnett 1

There are fewfamily-runbusinesses inNorthern Irelandwhichhave legaciesofbothmore than a century andturnoverinto10fgures.

W&RBarnettis a groupofbusinesseswith severalstrands,includingtheinternational tradeingrainsandderivatives,molasses trading,animalfeedandpackaging.

It’sa family-runandownedcompanywith a 127-yearhistorywhich,despitepostingsalesof £1.574bnforW&RBarnettLtdandtoppingthis year’s UlsterBusiness Top 100Northern Ireland Companieslist,inassociationwithKPMG,is unlikelytobeconsidered a householdname formany

Butit’s seenbusinessgrowconsiderablyover thelast10years – risingbothupthelistand alsoexpandingits reachglobally

“As a 127-year-oldfamily-ownedbusiness, we’re extremelyproudtobetopofthe Ulster Business Top 100ranking,” WilliamBarnett, chiefexecutive,told UlsterBusiness

“Since2010wehaveprimarilyexpandedthe groupoutsideofNorthern Irelandbutwe’re extremelyproudthatourheritagewasbuilt here inNorthern Ireland.

“Itisanhonourtobeincludedinthelist and,particularly, tobeamongsomefantastic indigenousbusinessesforwhichweholdgreat admiration.”

Hesaidturnoverhasclimbed40%between July2020andJune2022thisyear It’sa businesswhichhasalsogrownitsheadcountto around1,700staff.

“Thatperiodcoverstheearlyandlatterstages oftheCovid-19pandemicwhen,although

a verydiffcultperiodforthebusiness,our activitiesinagriculturalcommoditiesand packagingwere consideredessentialandable tocontinueoperation,”hesaid.

“Demandinbothsectorsalsoincreased substantially, withpackagingoutputup7%in 2021againstanaverageof2%annually, and outputinourcommoditiesbusiness rebounding from a cyclicallowjustbefore Covid-19.

“Atthetime,pricesalsoincreasedsharply, withgraindoublingfromSeptember2020 throughtotheinvasionofUkraine,gasprices quadruplingandpaperpricesrisingsharply

“Currently, there hasbeensomestabilisation, althoughwidely-faggedinfationarypressures persist.

“Grainpriceshavefallenbut remain40% higherthanpre-Covidlevels,whilewholesale energyprices remaintwoand a halftimes higher Secondaryinfation remainsanissue withpricedefationhard tofndoutsidethe mainrawmaterialmarkets.Thelabourmarket, inparticular, remainsverytight.”

Lookingattheareashelpingfuelthefrm’s recentstronggrowthtrajectory, MrBarnett said:“Behindmuchoftheincreaseinthe group’s performancewastheimprovement inpackaging, a movewhich refectsthe signifcantinvestmentincapacityand warehousingwemadeinthebusinesspriorto Covid-19.

“Thatallowedustoservicethelargespikein demandforboxeswhichcoincidedwiththe pandemic.Althoughdemandalso roseinthe agriculturalcommoditiesbusiness,itwasless pronounced.”

“Ourstaff levels,thebulkofwhichare involved

inpackaging,climbed5%duringtheperiod andnowstandatapproximately1,700.”

IntermsoftheimpactofCovidonthe frm,MrBarnettsaid:“Oneofthebiggest legaciesofthepandemichasbeenitsimpact onthelabourmarket. We were inthe fortunatepositiontobeabletocontinueto operateduringthepandemic,butitwas a verydiffcultperiodintermsofoperational management.

“Ouroperationalleadersdid a fantasticjob ofkeepingtheirteamssafeandproduction goingbuthad a huge responsibilitytotheir staff andwere underconsiderablepressure.

“Likemostbusinesses,wehaveexperienced someearly retirementsandcareerbreaks aftersuchanintenseexperience.Ithasbeen a challengetofllsomeofouropenpositions sincethen,butwehavealsobeenableto recruitsomefantasticnewteammembers.

“TheotherlegacyofCovidistheinfationary environment,onewhichhasimpactedevery aspectofourbusiness.There islittledoubtitis a hugeandtosomeextentnovelchallengefor bothourcustomersandmanagementteams.” Andlookingahead,hesaidcontinuedorganic growthisonthehorizon,alongwithcapital investmentandfurtheracquisition.

“Aspartofthatwewillmakingcapital investmentsthisyearofaround£40m, including a newpackagingplantincentral Scotland,andanexpected£25mnextyear,” hesaid.

Thegroup recentlyacquired a majority shareholdinginDurhamBox,theleading independentcardboard boxmanufacturerin thenortheastofEngland. ■

WilliamBarnett

PitmanBer ryhill: 40special yearsofaleaderinspecialityfoods

Asspecialityfoods providerPitmanBerryhill (tradingasPitman AgenciesLtd)marksits 40thanniversary, Philip Pitman,ownerofthe Ireland-widesupplier, looksbackonitsjourney untilnowandhisvisionof what’snext

Sinceourinception40yearsago, PitmanAgencieshasbeenfocused onseekingoutemergingtrends, launchingnewproductsandbuilding brandsinIreland.

MyfatherBobandIsetupthecompany in1983andin2009IacquiredBerryhill Merchants,runbyfather-and-daughterteam DavidandHazelCrozier.Themergerextended ourportfolioofbrandsandcustomersandthe combinedcompanieshavebeenknownsince asPitmanBerryhill.

BringingthebestbrandstoIreland

Themissionofoursmallbutdynamicand experiencedteamhasalwaysbeentosource thebestproductsintermsofqualityandvalue tomeetconsumerneedsandwebelievewe’re rathergoodatit.

Fortyyearsago,PitmanAgencieslaunched PeaudouceDisposableNappiesandMilupa BabyFood–earlywinnersforBerryhill MerchantswereFentiman’sDrinksandBorder Biscuits.Nowadays,MillennialsandGenZs wantartisandeliproducts–conveniencethat iscleanandgreen,andaffordableluxuriesthat

lookgoodontheirsocialplatforms.

Today,theteamstillgetsgreatsatisfaction fromworkingwithnew,innovativecompanies alongsidewell-establishedbrandstoofferour customersa refreshingrangeofauthentic, qualityproducts.Currentsuccessesinclude Lizi’sGranola,GranLuchitoMexicanfoodsand RockyMountainMarshmallows.

Qualitylocalservice

Forover25years,PitmanBerryhill’scustomer basehascoveredthewholeislandofIreland andincludesmajorIrishsupermarkets,symbol groups,independentgrocers,foodhalls, farmshops,gardencentres,delicatessensand foodservice.

Thesalesandmarketingteamlooksafter retailersalloverthecountryandwecater fortheneedsoflargerpartnersaswellas supportingourmanyuniqueindependent customers. We takeprideinmaintaining consistentserviceanda reliablesupplychain.

Lookingahead

Afterfourfantasticdecades,PitmanBerryhill continuestogofromstrengthtostrength andwithexcellentbrands,customersand infrastructureinplace,thebusinesshasagreat foundationforthefuture.

Thereishugepotentialforthiscompanyto growandevolvefurther.Thespecialityfood marketinIrelandisthriving,withtheconsumer appetitefordiversefoodsricherthanever.

We arenowactivelyexploringhowPitman Berryhillcanbetakentothenextleveland whomaybebestplacedtodoso.

Formoreinformationvisit

www.pitmanberryhill.com

AndrewCambridge,HazelCrozierandPhilipPitman

Almac 7

WhenthelateSirAllenMcClay setupwhatbecameabillion poundpharmagiantin1968 littledidhethinkhissecondvenuewould beonasimilartrajectory.

AlmacGroupisnowabusinessboastinga turnoverof£840mandpre-taxproftsof £96.7m–makingitNorthernIreland’sseventh largestbusiness.

Initiallyborneoutofthepurchaseofseveral divisionsofhisfrstfrm,thencalledGalen (whichlaterbecame WarnerChilcott),Almac hasgoneontoexpandandbecomeaworld leaderinpharmawithaglobalworkforceover 7,000people.Galenisnowpartoftheoverall AlmacGroup.

NowheadedbyAlanArmstrong,thecompany remainsattheforefrontofdeveloping, manufacturing,testinganddistributing essentialmedicinestopatientsaroundthe world.

“AlmacGroupisagloballeaderinproviding arangeofexpertservicesandsupport acrossthedrugdevelopmentlifecycleto pharmaceuticalandbiotechcompanies,”Alan says.

“Theseinnovativeservicesrangefrom diagnosticservices,drugproduct manufacture,formulationdevelopment, clinicaltrialsupplyservicesandtechnologies throughtocommercial-scalemanufactureand distribution.

“Almaciscommittedtolong-termgrowthby re-investingallproftsbackintothebusiness. Theyhavegrowneachyearforoveradecade

andthemost recent resultsfortheyearending September30,2022showthecompany recordeda£105m(14.3%)risein revenue from£735min2021to£840min2022.

“Pre-taxproftswere recordedat£97m,up from£81m(20%increase)forthesameperiod thepreviousyear.

“Almac recentlyannouncedthatitsglobal workforcehas reached7,000people,atotal growthofover1,000employeesinthelast18 months.

“Thisgrowthcomesmidwaythroughathreeyearexpansionprogrammeforthegroup, announcedinNovember2021.Growthplans included£200mglobalcapitalinvestment and1,800newjobsforNorthernIreland, othersitesintheUK,Europe,NorthAmerica andAsia,tomeetincreasedworldwideclient demand.

“Thisinvestmentwasplannedtoensurethat Almac retainsitspositionasanindustryleader, givingclients,andultimatelypatientsacross theworldwho receivebeneftfromthese therapeutics,thebestpossibleofferingfrom Almac.”

InNorthernIrelandthefrmisinvesting£100m locallyinitsheadquarters,basedinCraigavon. Thisincludesnewfacilities,morecapacityand newclientofferingsformanyoftheAlmac Groupbusinesses.

Italsoincludesa£15minvestmenttoenhance itscurrentemployeecateringofferingfeaturing restaurants,mixedusediningandworking areas,coveredoutdooreating,breakoutspaces andseatingtoaccommodatetheneedsofthe

4,000employeesonthecampus.

“Aspartofthisongoingexpansion,more than£72misbeinginvestedatthecompany’s NorthAmericanfacilitiesincludingtheUS headquartersinSouderton,Pennsylvaniaand Durham,NorthCarolina,”Alansays.

“Asagloballeaderinprovidingarangeof expertservicesandsupportacrossthedrug developmentlifecycle,thecompanyknowsitis crucialthatitdemonstratescommitmenttothe long-termsustainabilityofthesector.Parallel tothisexpansionandincreasedemployee numbers,Almacalsomadeacommitmentto ensuringthatitbeneftsthecommunitiesit operatesinandthewiderplanet.

“In2022Almaccommittedtobeingnetzero by2045andto reducethegroup’sscopeone andscopetwoemissionsby50%,by2030. Thecompanyhasalso reportedthatallnew buildingprojectsatAlmacGroupcampuses globallywillbedesignedandconstructedto BuildingResearchEstablishmentEnvironmental AssessmentMethodstandards(orappropriate globalequivalent).

“Almac’soverallmissionisto‘advancehuman health’andthisongoingexpansionand innovationenablesthegrouptoexpandthe supportitgivesglobalclientsindeveloping theirlife-savingtreatmentsforpatientsin need.”

Hesaysduringthisfnancialyearthegroup wasinvolvedinthedevelopmentofhundreds oflife-savingdrugsspanningmorethan 20therapeuticareasincludingoncology, cardiology,immunology,genetherapyand neurology. ■

MCGInvestments: thefamily-runpropertyfrm withexpansiononthehorizon

Overthelastsevenyearsdirectors TanyaandStephenMcGeehanhave successfullygrowntheirpropertybusiness MCGInvestmentsLtd intoaburgeoningcompany,whichcontinuestoexpand,lookingatnew opportunitiesanddevelopingastrongbrandinBelfastandNI

Formanagingdirector Tanya McGeehan,thepropertybusinessis verymuchinthefamilyDNA.She beganmanagingherfamily’s property portfolioin2009,followingherfather’s illnessandsadpassingtodementiain2012.

Tanyaisverymuchthefacebehindthe business,whichhasgrownfrom a youngfrm focusedsolelyonbuying, renovating,and sellingitsownpropertiestogrowinginto a businesswhichnowalsoassistsnewclients andinvestorstoacquire theirownproperty portfolios.

TheMCGGroupnowhasshareholdingsinfve limitedcompaniesandfourdedicatedstaff workingcloselywith Tanya.

Thebusinesshasenjoyedsteadygrowthin recentyearsand2022was a verypositiveyear, Tanyasays.

“Overthepast12months,MCGInvestments Ltdandoursistercompanieshavedelivered strongperformances,displaying resilience andgrowthinthefaceofvariousmarket challenges.

“With a focusoncreatingwealththrough property, ourportfoliobuildingservices, investmentindevelopmentprojectsby ourdirectors/partners,aswellasseveral construction/projectmanagementjobs forclients,thecompanyhasperformed exceptionallywell.

“Througheffectiveleadership,thecompany hasnavigatedthroughuncertaintimeswhile achievingnotablesuccessinacquiringproperty assetswith a valuetoday, worthinexcessof £3m.”

Someofthefrm’s highlightsinthepastyear included:

1 STRONGGROWTH: 2023hasseenstrong growthforthewidercompany’s buytohold propertyportfolio.It’s strategicinvestments, specifcallyhousesofmultipleoccupation (HMO)acquisitions,are yieldingimpressive returns,surpassinginitialprojections.

Inautumn2022,MCGlaunched a new constructionandprojectmanagementservice forclients,thatprovides renovationsand extensions,frombasic refurbishmentjobsto double-storeyextensionsandmore complex propertytransformations.Thisservicehas provenverypopularwithbothindividualclients andlargercompanies.

Thisuniqueservicesatisfes a demandfrom thepublicthatpreviouslyfellbetweenlarger, more expensivedevelopersandsmallbuilding contractorswhoprefertoprovideonlybasic labourandindividualtrades.Byproviding additionalservicesincludingbuildingcontrol/

BeforeandafterofoneofMCGInvestment’srecentrenovationprojects

planning requirements,interiordesign, architecture input,theMCGservicehasproven tobeattractiveandpopularwithclientswhich prefer a ‘onestopshop’fortheirneeds.

2 EXPANSIONINTOCOMMERCIAL PROPERTY: Inthepast12months,through thefrm’s shareholdinginTEMInvestments Ltd,ithasacquiredand refurbisheditsfrst commercialpremisesatKingHouse,Holywood. Thecompanymodernisedthepremisesandhas thevastmajorityofthe15unitstenantedafter modernisationandthe remainingunitswillbe readyfornewtenantssoon.

3 PORTFOLIOBUILDINGSERVICES: The companyisnowworkingwithseveralhigh net-worthclientsthroughcompanystructures acquiringbuytoletinvestmentproperties.One oftheMCGclientshasacquired13properties with a marketvalueinthe regionof£1m utilisinglessthan£500,000ofcompanyfunds, leveragingdebtandproducingover£90,000 gross rentalincomeat a yieldofalmostof 10%.

Anexampleof a currentclient investment

Totalcompanycapitalinvested£406,000

Totalmonthlygross rent£7,550

Totalannualgross rent£90,600

Portfoliogrossyield9.72%

Totalgross return oncapitalemployed 22.32%

MCGInvestmentsoffers a comprehensive propertyacquisitionanddevelopmentservice, specifcallydesignedforinvestors,aimedat unlockingattractive returnsthrough a varietyof carefullycraftedpropertystrategies.It’s diverse investmentopportunitiesincludethe residential

buy-to-letsector, buy-to-fipsector, commercialto-residentialsectorandmore recently, the commercialsector

“We offer a hands-off portfoliobuilding service,jointventure,propertybuyingand constructionprojectmanagementservices,” Tanyasays.

“We understandthattimeisvaluableandthat a hassle-freestreamlinedapproachtoproperty portfoliobuildingiscrucial.“We workwith a varietyofclientsfromindividualinvestors lookingtogenerate a passiveincometohigh networthindividualsseekingtoinvestand growtheirwealth.Increasinglyweare also seeingnewforeigninvestorswhowantto investinNorthern Ireland,takingadvantage oftheopportunitiesavailablehere including competitiveprices,aswellaslargecorporations whowanttodiversify reservefundsinto a differentassetclass.

“We alsoworkwithclientswhoare timepoor and requirea renovationor refurbishment ontheir residentialhomeorinvestment property We take a strategicapproachto projectmanagement,leveragingtheexpertise ofourin-housecontractingcompanyMCG ConstructionServices.

“Ourdedicatedteamofprofessionalsoffer a bespokebuildingandlandscapingservice, ensuringthateveryprojectisexecutedtothe higheststandardsofqualityandeffciency.”

MCGInvestmentssaysit’s abletobringlarge businessesandpotentialinvestors a wide varietyofexpertisetohelputiliseexcesscash andfundstogenerateanattractive return on investment.“Theclientconfrmsthelevelof

fundstheywishtoinvestandtheMCGteam managetheentire processfromstarttofnish,” Tanyasays.

“Thatincludesthesettingupof a separate specialpurposevehicle(SPV)fortheirproperty acquisitions,identifyingandacquiringthebest investmentopportunitiesthroughdifferent propertystrategies,includingstandard buy-toletproperties,HMOs,commercial-to-residential schemes,mixedcommercialand residential schemes,andsocialhousing.

“We workwithoneofourpartnerbrokers tomanagethefnancingofallacquisitions, ensuringwesecure thebestproductsavailable – wewillappointandworkdirectlywiththe conveyancinglawyerstoensurea speedy turnaroundtime.

“We planandcarryoutall required refurbishmentworkstotheproperty(if applicable),includingtheapplicationand managementofthestatutory requirementsto buildingcontroland/orplanning.

“We overseetheinteriordesignofthehouse, includingtheselectionofkitchens,bathrooms, paintcoloursetc. We appointthemostsuitable lettingandmanagementagentandwewill approvethetenantforeachproperty, toensure thebesttypeoftenantsare appointedand maximum rentalstreamsare beingachieved.”

Thebusinesswillarrangethe re-fnanceof propertiesafterthe renovationshavebeen completedtomaximiseequityintheSPV, to pre-agreed LTV levels,fortheclient.Theclient canbeinvolvedaslittleorasmuchasthey wish,howevertheycanbesatisfedthatthe MCGteamcantakecare ofalloftheabove withminimumfuss.

“As a companywe recognisetheimportance ofacknowledgingtheeconomicclimateand adaptingtoitsdemands,” Tanyasays.

“Byleveragingourexpertiseandconstantly evaluatingmarkettrends,we remainwell positionedtothriveinthefuture.” ■

To bookafreeconsultationwithmanaging director TanyaMcGeehan,fndoutmoreabout theservicesprovidedortodiscussinvestment opportunitiesinNI,youcancontactMCG Investmentsbyvisitingwww.mcginvestments. co.uk,emailinginfo@mcginvestments.co.ukor calling02879418084

TanyaMcGeehan, managingdirector

HendersonGroupinvesting £60mintoprojectsin2023

HendersonGroup,thelocalgrocer and retailer,hasearmarked£60m toinvestbackintothebusinessfor 2023–anincreaseof28%on2022.

Thegrouppostedsalesof£1.23bnfor2022, a15.6%riseonthepreviousyear.Nowthe groupischannellingthoseproftsbackinto thebusinesstoprovideevenmoreinvestment intheir retailinfrastructureandtechnologies, sustainablestrategiesandtobringevenmore valuetotheirshelveswhenshoppersneedit themost.

PaddyDoody,salesandmarketingdirector, saysthegroup’scontinuedinvestment ambitionsyearonyearensuretheyare steadfastinthefaceofchallenges.

“ThecontinuedconversationsaroundtheNI protocol,steeprisingcostsofenergy,increased infationandbusinessrates,andsuppliers facingcostincreasesoffeed,fuelandfertiliser allhadaneffectonpricesontheshelvesfor ourshoppers,”hesaid.

“However,weinvested£47mintoourlocal suppliercontracts,valuedealsthroughoutthe yearforshoppersandnewbuilds, renovations and refurbishmentslastyear–completing26 signifcantprojectsacrossour retailnetworkto bringmoresustainableandconvenientoutlets forlocalcommunities.”

HendersonRetailopenedSPARMalluskat theendof2022,bringingafreshforecourt concepttothearea.Followingamajor investmentinasix-month refurbishment, thestoreputsfoodtogoatitscoreand housesNorthernIreland’sfrstBaristaBar drivethrough,thecoffeebrandcreatedby HendersonFoodservice.Itisatasteofwhat’s tocomeforHendersonastheyfocuson tailoredshoppingexperiencesand retailoutlets forcommunitiesacrossNorthernIreland.

ThegroupismadeupofHendersonRetail,

HendersonWholesale,HendersonFoodservice, HendersonGroupPropertyandHenderson Technology.

HendersonWholesalewas recentlynamed RegionalWholesalerofthe Yearatthe prestigiousGrocerGold Awards.Theonly companyfromNorthernIrelandtowinonthe night,thebusinesswascommendedbyjudges forsmashingthroughitssetofambitious targets,whichjudgessaidwerehardearned inacompetitivemarketandchallenging backdrop.

HendersonFoodservicesalesgrewby41.4% in2022asthecompanybenefttedfroma gradual returntonormalityinthehospitality sectorpost-Covid,inboththeNIandRepublic ofIrelandmarkets.

Henderson Technology’sadvancementsinstore techdrivestheGroup’ssustainabilityambitions, whileHendersonWholesalecollaborateswith independent retailerstoprovideshopping experiencesbespoketotheirneighbourhoods andofferingagrowing rosteroflocalfood producersandfarmersontheirshelves.

“In recentmonths,weannounceda£300,000 investmentinourlocalown-brands,with severalproductsaligningunderTheKitchen brand,”MrDoodysaid.

“Therangebringsthelatestfoodtrends toshoppersfortonight’stea,partofa collaborationwith11ofNI’stoplocal supplierstoproduceover100dishes.The rebrandcameafterasalestotalof£10min 2022forhighqualityandvaluemealsfor tonight’stea.

“Atthestartoftheyear,wealsoannounced a£1.4minvestmentinvaluewithourMega Dealsinitiative,whichsawoverfvemonths ofweeklydealsdeliveringcutpriceson highvalueproductsinpromotionalbursts throughouttheyear,availableinover500 SPAR,EUROSPARand ViVObrandedstoresin NorthernIreland.

“Thisisdeliveringonvaluewhenour shoppersneeditmost,whilecontinuingto developinnovativeproductsincollaboration withlocalsuppliers,providingwhatour shopperswanttoseeontheshelves.” ■

SamDavidson,PaddyDoody,BronaghLukeandMartinAgnewfromHendersonGrouparepicturedattheGrocerGold Awards2023

Sometimesthebestthingsinlife comewithanunexpectedtwist

Clearer Twistisunlikeanymixeron themarket.Onceyouexperience thetwistyou’llseewhy

productdevelopmentandmarketingtobring theirvisiontolife.

Thethreemixers

Clearer TwistPremium Tonic, Clearer TwistFrenchPinkandClearer Twist GingerAlehavebeendevelopedbythesame companythatintroducedClearer Water

A socialimpactcompanythatchampions a diverseandinclusiveworkforce,Clearer Twist is readytohithotels,barsand restaurants acrossNorthern Ireland,Cyprusand Turkey thissummer, allowingcustomersthechanceto experiencetheuniquefavoursfrst-hand.

CraftedwithhighAlkalinewaterboasting a pHof9.4,Clearer Twiststandsoutinthe marketbyoffering reducedsugarandcalories withoutcompromisingonthepure, refreshing, anddelightfultasteitdelivers,just‘TwistPour Enjoy’.

Thevisionaryfounder, globalchiefexecutive andco-chairman,RossLazaroo-Hood andfounder, co-chairmanSitkiGelmen, spearheadedthecreationofClearer Twist. Drawingfromtheirdeepknowledgeofthe beverageindustry, they recognisedtheneed fortheultimatemixerandinvestedheavilyin

Inspiredbytheir respectivecultures,they designedClearer TwistinNorthern Ireland andspringsfrom Turkey, resultingin a mixer thatcanbeenjoyedonitsownorcombined withpremiumspiritstocreate a naturally sweetalcoholicbeverage.

RossLazaroo-Hood,speakingonbehalf ofClearer Twist,expressedhisexcitement aboutthecompany’s future.“We knowthe premiummixerindustryis a busymarket, butoursignifcantinvestmentinproduct developmentandmarketing representsour unwaveringcommitmentto revolutionisethe drinkingexperienceforconsumersinIreland, GBandnowintoEurope,”hesaid.

“Clearer Twistispoisedtosetnewstandards withitsexquisitetaste, reducedsugar content,anddedicationtouncompromising quality We are proudtointroduce a mixer thatsurpassesexpectationsanddeliverspure enjoyment.AsweatClearer Twistsay, Twist PourEnjoy.”

Clearer Twistoffers a rangeoffavours, including:

Clearer TwistPremium Tonic: Elevateyour drinkingexperiencewiththegreattasteofour premiumtonic.Expertlybalancedandnaturally sweet,itistheperfectcompanionfortop-shelf gins.Whetherusedas a mixerorenjoyedover crushedice,ourPremium Tonicwillinvigorate anddelightyourtastebuds.Itis a classicfor a reason.

Clearer TwistFrenchPink: Transportyourself tothesun-soakedCôted’AzurwithClearer TwistFrenchPink.Indulgeinthesweetessence ofraspberryinfusedwith a hintof rose, creating a vibrantand refreshingprofle. With fewercaloriesandlesssugar, Clearer Twist FrenchPinkoffers a guilt-freealternativeto pinkginorvodkacocktails,providingallthe greattasteyoudesire.

Clearer TwistGingerAle: Embarkon a favourjourneyofferyandsweetsensations withClearer TwistGingerAle.Effervescentand burstingwithincredibletasteandcraftedwith highalkalinewater, ourGingerAlestrikesthe perfectbalancebetweenzestandsweetness. ThebelovedfavourthatmakesGingerAle sopopulartodayfromitscreationinBelfast backin1851isfoundperfectlyhere inClearer Twist. ■

EmbracetheClearer Twistrevolutionandtake yourmixergametothenextlevel.Formore information,pleasevisitwww.clearertwist.com.

RossLazaroo-Hood founder,globalchief executiveandco-chair withSitkiGelman,cochairofClearer Twist

Thecompetitiontosecurethebest talenthasneverbeenmoreacute rightacrossthesectorsherein NorthernIrelandandbeyond.

Andforprivatesectorbusinessesandpublic sectorbodies,howanorganisationpresents itself, recruits,marketsandtargetspotential newstaffiskeytotheirlong-termsuccessas wellas,crucially, retainingastrongworkforce.

TheFormulaisaimingtoassistcompanies acrosstheUKandRepublicofIrelandintheir searchfortoptalent.

HeadedbyEmmaMurray,TheFormulaisa specialistemployermarketingagencywhich canhelporganisationsofallsizestoattract and retainstaff.

“Yourbusinessororganisationisonlygoing tobeasgoodasthepeopleyouhaveinit,” EmmaMurraysays.

“Peoplebringthesuccessandhavingtheright culture,careerdevelopmentopportunitiesand creatingmessagesofdiversityandinclusion iskey–especiallyaswenowhavemultiple generationsmakinguptheworkforce.”

TheFormulahasbeenaspecialistemployer marketingdivisionofleadinglocaladvertising andPRagency,ASG&Partners,forover30 years,evolvingfromthetraditionaldesignand placementof recruitmentadvertisementsto currentlyofferingaservicethatencompasses fourkeypillarsofexpertise–employer branding, research,internalcommunications and recruitmentadvertising.

TheFormula’sgoalistosupportclients’ employermarketingstrategiesthroughout theentire recruitmentlifecycle–particularly atatimewhenthemarketisincreasingly competitiveandcandidate-led.

“Themarketissochallengingrightnow.The recentNISRA reportconfirmedthatweareat ourhighestlevelsofemployment.Addthisto

TheFormula: developingstrong employerbrands toattractthe besttalent

Withanincreasinglycandidate-focused recruitmentmarket,firmsofallshapesand sizesaredoingmoretoensuretheygetthebest peopleandretaintheirworkforce.Now,employer marketingagency TheFormula isaimingto helporganisationstelltheirstoryandfindthe bestpeopletohelpthemgrowandsucceed

skillsandstaffshortagesacrossmostsectors, organisationsarehavingtogettheirmessage outinaverycompetitivemarketplacetoa smallpoolofavailabletalent.Anddespite thehighlevelsofemployment,wearealso continuingtoseemovementinthemarket withtalentwishingtomovejobsforhigher salariesandotherbenefitsin responsetothe costoflivingcrisisandrisinginflation,”Emma says.

“Peopleare re-evaluatingtheircareerand whattheywantfromajob.It’sverymucha candidatemarket.TheFormulaaimstooffer clientstailoredemployermarketingsolutions thattheyneedtoattractand retainstaff,as wellashelpingsetthemselvesapartfromtheir competitors.”

Emmasaysdevelopingastrongemployer marketingstrategycanultimatelysavea businessororganisationbothvaluabletime andmoney.

“RecentdatafromLinkedInshowsthat businessesororganisationsthatinvestin employerbrandingcan reducetheircostper hirebyupto50%, reducestaffturnoverby upto28%,aswellasattractmorequality talent.Partneringwithanemployermarketing specialistcanalsosupportyourHRandinternal commsteamsby reducingthetimeoften spentwheninacycleof reactive recruitment, givingthembackvaluabletimeneededforkey organisationalpriorities.”

WhileTheFormulaitselfmaybeanewbrand

nameonthemarket,theemployermarketing divisionofASG&Partnersalreadyhasyears ofexperiencewithatoptalentedteamof communicationsandmarketingprofessionals, workingwithlocalemployersincluding Queen’sUniversityBelfast,HealthandSocial CareNorthernIrelandandtheUK-wide Disclosure&BarringService.

“AsalocaladvertisingandPRagency,ASG &Partnersisobviouslywell-knownandthe employermarketingdivisionispartofthe biggerwheel,”Emmasays.

“Employermarketingisaservicespecialism andanecessityfortoday’sbusinessesand organisationsinordertogrowandsucceed. We’retakingallourexperience,legacyand

historyandbringingitfreshtothemarket.

“Thishasseenusannounceexciting expansionplansacrosstheUnitedKingdom andtheRepublicofIrelandandcomesas a resultofsignifcantinvestmentbyASG& Partners.Thiswillleadtothecreationoffve newjob roleswithintheemployermarketing division.

“ThelaunchofTheFormulasignifesour commitmenttodrivingemployersuccess inthefaceofchallenging recruitment landscapes.Ourmissionistotransform employersoften reactiveandineffective approachto recruitmentanddelivertime andcosteffciencies,whilebuildingastrong employerbrand.”

“Forexample,anemployermayneedhelpin thedesignandproductionofanInductionand Onboarding Toolkitfornewteammembersor theymaybekeentoactivateapurelysocial mediafocusedcampaignfortheirnext round of recruitment.The roleofHRinabusinesshas transformedandtheaskisnowmuchgreater thaneverbefore.Anemployermayalso requireassistancewithunderstandinghowthe organisationasawholeisviewedbypotential candidates,howto reachandengagewiththe besttalentfornicheorvolume roles,howto approachearlycareerspromotionorevenhow toconductandanalyseanannualstaffsurvey.”

EmmasayspartofTheFormula’s roleand skillsetinhelpingaclient recruitandfnd therightpeopleincludesassessingmarket presence, researchingandunderstandingthe organisationandhowitisperceived.

“Ourteamhasaccesstoawealthofcurrent dataand researchintokeytopicssuchas diversityandinclusionstrategies,media consumptionanalysisandcareerexpectations ofeachgenerationintheworkplacerightnow. Thislevelofinsightisvitalwhendeveloping aclient’semployeevalueproposition(EVP) anddevelopingappropriatemessagesto communicatetomarket.

“Wecanalsoassistourclientsinafull 360 reviewofthecandidatejourneyfrom considerationtohire,toidentifyanybarriers thatmaybeputtingoffqualitytalentandhelp tostreamlinetheapplicationprocess.

“Weprideourselvesonworkingwithour clientsasanextensionoftheirteamto producetherightformulaforemployer marketingsuccess. We believeevery organisationhasagoodstorytotell–it’s aboutunderstandingwhattheirchallenges andopportunitiesareandthenhelpingthem tocreatebespokesolutions.” ■

Formoreinformationontherangeofservices availablefromTheFormula,pleasecontact Emmaathello@wearetheformula.co.uk

EmmaMurray ofTheFormula

TOP 5O EMPL OY ERS

LARGESTEMPL OY ERS TOP 5O

Whatworkerswantis moreimportantthanever inatightlabourmarket

EmployersineverysectoroftheNorthernIrelandeconomyhave foundwaystocontinuetothriveandperformwelldespitethe headwinds,writes Hays managingdirector JohnMoore

AsNorthernIrelandmovesintothe secondhalfof2023,weareonce againfacedwithanuncertain economicoutlook,politicalinstability locallyandtensionsontheworldstage.

Ofcourse,weweresayingthesamething whenIwrotethiscolumnforthe Top100 Companieseditionof UlsterBusiness a yearagoandtheissuesthatwerecausing uncertaintythenarestillverymuchonthe tablethisyear.

ThewarinUkraine,highenergycosts,acostof-livingcrisis,highinfationthatisnotonly curbingconsumerspendingbutalsoputting manyfamiliesandbusinessesunderpressure tomakeendsmeet,climateconcernsand theongoingabsenceoflocalgovernment atStormont,allcontinuetodominatethe headlines.

AndyetasIsaidayearago,wehaveseen employersineverysectoroftheNorthern Irelandeconomycontinuetogetonwith businessandmanyofthemhaveadaptedand foundwaystocontinuetothriveandperform reallywelldespitetheheadwinds.

Itisalso reallyinterestingtonotehowthe listofthe Top50EmployersinNorthern Ireland refectsthediversityofoureconomy, withemployers representedfrom retail, construction,manufacturing,pharmaceuticals, foodanddrink,technology,professional

services,healthcare,banking,energy,telecoms andeducation.Allofthoseemployersareto becommendedfortheessential roletheyplay inkeepingNorthernIreland’seconomymoving.

Takingaglass-half-fulloutlookonthecurrent situationintheeconomy,onepositivewecan pointtoisthatthelabourmarkethas remained stronganddemandinmanyindustries remains high,meaningthereisnoshortageofjob opportunitiesoutthereforpeoplekeento advanceintheircareers.

Onthefipsideofthatcoinofcourseisthe resultingskillsshortagethatemployersin sectorssuchastechnology,fnanceand engineeringhavebeenfacingforanumber ofyears,andpeoplewiththerightexperience remaininveryhighdemand.

Aswelookatwhatmightlieaheadforthe recruitmentmarketforthe restofthisyear, andinto2024,thereareanumberofissues whichIthinkwillbevery relevant.

Howwework

Sincetheglobalpandemicof2020and2021 andthelengthyenforcedperiodsofworking fromhome,thedebatehascontinuedtorage abouthowandwherewework.

Whilepeopleworkinginmanyindustrieshave tobeintheirworkplaceeverydaytodotheir job,forthosewhose rolesaremoreoffce basedand reliantonlyonhavingaccesstoa

computerandtheinternet,therehasbeen aculturalshifttowards remoteandhybrid workingpatterns.

In recent researchfortheHaysWhat Workers Wantsurvey,wefoundthat70%of organisationssurveyedsaytheyofferhybrid workingtostaff,andthatnumberwas69% amongNorthernIrelandemployers.

Overhalf(56%acrosstheUKand54%in NorthernIreland)ofprofessionalssaytheir preferredwayofworkingishybrid,23% (26%inNI)sayitisfullyworkinginthe offce,andonly21%(20%inNI)sayitisfully remote.

Perhapsmosttellingly,51%(47%inNI)of organisationsofferfexibleworkingtoallstaff, whereas49%(53%inNI)assesseach role individuallywhendecidingwhethertooffer fexibleworkingoptions.

Evenfveyearsagothosefgureswouldhave beenhardtobelieve,buttheoutlookon work/lifebalanceandwhatisimportantto workershasbeenfundamentallychangedby thepandemic.

Manyemployershaveadaptedandaccepted thathybridwillbetheirmodelforthelong term,with42%ofemployerswesurveyed (44%inNI)expectingtheproportionof employeesbasedfully remotelytoincreasein thenext12months.

Butothersnowfeeltheyneedmoretimewhen theirpeoplearetogether.Ofthoseemployers wesurveyed,23%saidtheirhybridofferingis likelytochangethisyearinthattheywillask stafftocomeintotheoffcemorefrequently–with13%ofcompaniesofferingincentivesto encouragepeoplebackand14%considering suchincentives.

Theseincludeofferslikebikestorageand showers,onsitecafes,freedrinks,social events,bringingpetsintotheoffce,subsidised travelandinsomecasesevenon-sitechildcare.

Transparencyonfexibility

Eachemployerwillneedtofndwhatworksfor thembutwhilethelabourmarketissotight, itisincumbentonthemtoworkoutwhatitis thatprospectiveemployeeswantinorderto comeandworkforthem.

Salaryasever remainsakeyconsiderationfor mostpeople,particularlyinthecontextof thehighcostofliving.Butculture,wellbeing, work/lifebalance,valuesandpurposeare nowmoreimportantthaneverforcandidates weighingupthenextmoveintheircareers.

Manyseeanorganisation’sapproachto fexibleworkingasindicativeofitsculture andthisis refectedinthefactthattheuseof hybridor remoteworkingisnowincludedin thecontractsof63%oftheprofessionalswe surveyed.

Morethanhalfoftheemployerswesurveyed saidtransparencyabouttheirorganisation’s approachtofexiblyworkinghadbeenvery importantinhelpingthemattractstaff(a further34%saiditwasquiteimportant).More thantwothirds(67%)ofemployeessaiditwas

veryimportanttothemthatemployerswere upfrontabouttheirfexibleworkingoptions.

Oneinterestingnumberinoursurvey,which perhapsshowswhythereissomediscrepancy, isthat43%ofcompaniessaidtheystilldon’t askforfeedbackonwaysofworkingfrom theiremployees.Thisseemslikeamissed opportunity.

Nomeetings,noproblem

Asworkingculturehaschanged,oneofthe interestingpoliciesI’veseensomeemployers implementiscertainperiodsofthedaywhere nomeetingscantakeplace.

Forexample,18%oforganisations(16%inNI) saythey’veimplementednomeetingsduring lunchorcertainhoursoftheday,9%have implementedmeetingfreedays,and11% (15%inNI)haveputinplacealimitonthe durationofmeetings.

Although70%ofemployershaven’tputany restrictionsonmeetingsitappearstobea trendthatisgainingtractionandwhichthose whouseitbelievehasbothwellbeingand productivitybenefts.

Nearlyhalf(49%)ofprofessionalssaid theywouldfnditusefuliftheiremployer encouragednomeetingsatcertaintimesand overathirdlikedtheideaoftimelimitson meetingsandmeetingfreedays.

Howandwherepeopleworkisimportantto them,andpeoplearelesspreparedtostick witharrangementstheydon’tlike.Inour survey76%ofprofessionalssaidtheywould betemptedtomovetoanorganisationthat offeredgreaterautonomyinthehoursthey choosetowork.

AsNorthernIreland’sbigemployersnavigate theconundrumofwhethertobringtheir peoplebacktotheworkplaceformoreofthe workingweek,itwillbeveryimportantto factorinwhatmatterstoemployees. ■

JohnMoore

In recentmonths,communitiesacross NorthernIrelandhavemarkedthe25th anniversaryoftheBelfast(GoodFriday) Agreement.

Thislandmarkagreementcontinuestobe anextraordinaryachievementforNorthern Ireland,helpingtolaythefoundationofthe morepeaceful,freeandprosperoussociety thatweseetoday. We canbeproudtoseethe hugestridesofprogressmadeoverthepast 25years.

The remarkableprogressNorthernIreland hasmadethispastquartercenturyhasbeen possiblewiththesupportofbusinesseslarge andsmall–withtheiringenuityandinnovation –whichhaverightlychosentoinvestinthe promiseofamorepeacefulfuture.

TwentyfiveyearsonfromthatAgreement beingsigned,investorscontinueto recognise thatNorthernIrelandwithintheUnited Kingdomoffersalltherightingredients foreconomicsuccess:exceptionaltalent, uniqueopportunities,atraditionofcreativity andahealthyspiritofprivatesector entrepreneurship.TheNorthernIrelandof todayisbecomingaworld-leaderinkey growthsectors,withclustersofexpertiseand opportunitiesforgrowth,including:artificial intelligence,creativeanddigitalindustries, cyber-security,energy(including renewables), lifeandhealthsciences,andtourism.

Asweembarkuponthenext25years, NorthernIrelandisexpandingintoindustries withenormousfuturegrowthpotential suchascyber-security,withover2,700cyber professionalsworkinginover120companies. Atthesametime,thecreativeindustriesare rightlylaudedasoneofthestrongestsectors inNorthernIreland,havingalreadycontributed £1.3bntotheNorthernIrelandeconomy.This successstoryis recognisedandadmiredacross ourUnitedKingdomandrightacrossthe globe.

Ihavehadtheopportunitytovisitmanyof

Windsor Framework represents significant progressand key driverofprosperity

SecretaryofStateforNorthernIreland,the RtHonChrisHeaton-HarrisMP, writes forUlsterBusinessaboutthestrengthof ourlocaleconomyandthefirmswithin it,theopportunitieswhichliewiththe WindsorFrameworkandwhyrestoration ofdevolutionisimperative

thebrilliantandinnovativebusinessesacross NorthernIreland.Iwanttoseeevenmore innovative,excitingbusinessesdevelopingin NorthernIrelandandensurethattheyhave thechancetothrive.TheUKGovernmentis workingtosupportthisthroughinvestments suchas£11mtoboostNorthernIreland’s cyber-securityindustryundertheNewDealfor NorthernIreland.

AccordingtoNISRA’s figures releasedinJune, theNorthernIrelandeconomyemergedfrom atechnical recessionattheendoflastyear, theemploymentratehasnowsurpassedits previouspre-pandemicpeakandthelocal privatesectorisbuoyantdespiteayearof globalinflationaryheadwinds.Iamoptimistic thatweareoncoursetomeetthePrime Minister’sgoalstohalveinflation,growthe economyandcreatebetterpaidjobsand opportunityacrossthewholeofourUnited Kingdom,ofwhichNorthernIrelandisan integralpart.

TheUKGovernmentwillagaindemonstrate thisclearcommitmenttotheUnionand investinginitsfutureprosperitythrough theNorthernIrelandInvestmentSummitin BelfastonSeptember12-13.Deliveredin partnershipwithInvestNI,thesummitwillseek tobringtogetheroneofthelargestgroupsof internationalinvestorsandbusinessesNorthern Irelandhaseverseen.

NorthernIreland’sinnovationandtechnological strengthsareincreasinglyadmiredonthe internationalstage,andthesummitwillbuild on recentsuccessesacrosskeygrowthsectors. Thetwo-daysummit,announcedbythePrime Minister,willshowcasewhyNorthernIrelandis afantasticplacetolive,workanddobusiness andconnectglobalbusinesseswiththevery bestinvestmentopportunities.

BackinDecember2022,mycolleague,the MinisterofStateforNorthernIrelandSteve BakerMP,visitedInvestNI’snewofficesin

Seoul,SouthKorea,whicharepartofan £8mUKGovernmentinvestmentunderthe NewDealforNorthernIrelandtoincrease InvestNI’spresenceoverseas.Thisisan excellentexampleoftheUKGovernment’s commitmenttoboostingopportunitiesfor internationalinvestmentintoNorthernIreland, andidentifyingnewtradeopportunitiesfor NorthernIrelandcompaniestotradewith businessesandsuppliersacrosstheglobebackedbythestrengthandscaleofthewhole UK’sdiplomaticnetwork.

ButwhileIamhugelyoptimisticforthefuture ofNorthernIreland,wecan’tignorethatthere arearangeofissuestosolve,particularly aroundproductivity,fiscalstabilityandpublic service reform,thatshouldrightlybetackled bylocalleaders, representingthepeoplewho votedforthem.

Ialso recognisethechallengesemployers havehadinfillingvacancies,andtheUK

Governmenthasbeenmeetingthatchallenge inNorthernIreland,byinvesting£15mfrom theNewDealinSkillUp,whichwillenable highereducationproviderstodelivermore than20,000trainingplaces,andensurethat businessescanaccesstheskillstheyneed.

The WindsorFrameworkagreedwiththe EUearlierthisyearalsomarksaneweraof partnershipfortheUKandEUandastable frameworkforthefuture.Theagreement securesthesmoothflowoftradefromGreat BritaintoNorthernIrelandthroughanew greenlane.The WindsorFrameworkmarks asignificantstepchangeinourpost-Brexit relationshipanda recognitiononbehalfofthe EUoftheissuescreatedbytheProtocoland theneedforchange.

Equallyimportant,itprovidesagreat opportunityforNItobuildontheunique benefitsofbeingpartoftheUnitedKingdom andourinternalmarket,andthereforehaving

accesstothenewtradeagreementswe negotiateandbeingsubjecttotheUK regime fortradeinservices,whilealsohavingaccess totheEUsinglemarketforgoods.

AsSecretaryofStateIamclearthatthe WindsorFramework representssignificant progressandworkisnowunderwaywiththe mainpartiestobetterunderstandthebasis onwhichtheywould returntotheExecutive. Thisisvitallyimportantifwearetoensurethe StormontAssemblyandExecutivecandeliver ontheprioritiesofNorthernIreland’speople, whilebeingbackedbythestrengthand supportoftheUKGovernment.

Toooften,inpolitics,groupsandindividuals focusontheissuesthatdivideus.Myfocus istocontinuetowork,inpartnershipwith thelocalparties,todeliveronthepeopleof NorthernIreland’scommoninterests:locallyelectedpoliticaldecision-making,prosperity, progressandpeace. ■

RtHonChris Heaton-HarrisMP

SHSGroup 12

How has the businessperformed overthe lastyear?

In2021, the Group turnoverdeclinedslightly primarilyasa resultofimpactsofmaterial availability,pandemicvolatilityandchanges toconsumerbuyingpatterns. We continued toinvestinourbrands,categoryandchannel expertise,manufacturingassetsandespecially ourpeopledevelopment.

Despiteaverychallengingyearofmargin pressureduetoinfationandsupplychain disruption,expectedtradingproftswere achievedintheyear.

Whatchangeshavetherebeeninthe marketplace?

We continuetoexperiencesignifcant challengesaroundunprecedentedcommodity andpackagingpriceinfationandchanges inbuyingpatternsbyourcustomersand consumersasweemergefromthepandemic anddealwiththeimpactofthecostofliving crisis.

Withinourglobalsupplychains,factors suchascropfailures,insuffcientstaffto harvestcropsandashortageofdriversin somecountriesandmarketshaveallhadan

impact.Additionally,wearedoingallwecan tomitigatethecurrenttrendofrisingliving costs,the resultingcautionamongconsumers regardinghouseholdexpenditureandthe growingdemandforvalue-for-moneysolutions frombrandsandprivatelabelproducts.

Asabusiness,wecontinuetoencourage agilityinourteamstoensurewe respondand planforchangingmarkettrends.Theshortage ofskilledlabourisalsoimpactingoursector, whichiswhyweasaGroupareinvestingin ourpeople–wehavedevelopedaLearning andDevelopmentframeworkthataimsto empowerourpeopleandequipthemwiththe necessarytoolstoexcelintheir roles.

Whatproductsarewithinthecompany portfolio?

Operatinginthefast-movingconsumer goods(FMCG)sectorintheUK,Irelandand internationally,SHSGroupownsanumberof brandsincludingWKD,Shloer,bottlegreen, MerrydownCider,Meridiannutbutters,Rocks squashdrinks,CrucialSauces,ZipandSunny JimfrelightersandMaguireandPaterson matches.Oursalesandmarketingdivision alsodistributesaportfolioofover100brands includingPotNoodle,Finish,MarsDrinks,

Tunnocks,Colgateandmost recentlyHighland Spring.

TheGroupisalsoamarketleaderinthesupply ofown-labelherbsandspicesinGreatBritain andmanufacturesarangeofbrandedand privatelabelcondimentsandsauces.

Whichareashavebeenstrongestoverthe lastyear?

Ourdrinksbrandsperformedwellwith newproductdevelopmentandpartnerships producing results.WKD’snewOrangeand Passionfruit700mlfavourhasgainedbrand awarenessthroughtheLoveIslandpartnership. Respondingtoevolvingconsumerneeds,WKD alsomadethemovetocans.

Meanwhile,bottlegreenhaslaunchedanew Limited-EditionBloodOrangeSpritz,Orange andLemoncordial,whileShloerZerotook salestonewheightsthissummerasa resultof itsfrstsoftdrinksexclusivepartnershipwith Jet2holiday.

StandardBrands’Zipbrandsuccessfully rebranded,withnewpacksizesandpackaging tosupportsustainability,whileMeridian’snew packformatsandlaunchoftheirwellnessnut butterrangehavebeena resoundingsuccess.

Oursalesandmarketingdivisioncontinued toofferafantastic,outsourcedsolutionfor manygroupandexternalbrand-owners,with HighlandSpringjoiningtheGBportfoliointhe lastyear.

Whatdoestheyearaheadhaveinstore forthecompany?

SHSGroupwillcontinuetoexploregrowth opportunitiesinlinewithour Vision25 strategy. We havesolidfoundationsinplace,a diversebusinessportfolio,adevolvedstructure andindependentvaluechains,allofwhich providefexibility.

We willcontinuetoinvestinsustainabilityand innovation.Navigatinglabourshortages,along withrisesinenergy,commodityandtransport costsarejustsomeofthetaskswhichour peopleundertakedailyincollaborationwith ourbusinesspartners.Theyareexpertsin fndingsolutionsandcreatingnewwaysof working.

Aswelooktowardsthefuture,ourprimary focuswillbeon reinforcingthesecurityand stabilityofourbusinessoperationsandactively exploringavenuesforfurthersustainable growthandexpansion. ■

SHSGroupgroup chiefexecutiveArthur Richmond

EDGEPoS: thepointofsalesolution foreveryretailenvironment

EDGEPoSisanaward-winningEPOS softwaresystem,developedby MalluskfrmHenderson Technology.

ItisoneoftheonlyEPOSsystemsthathas beendesignedby retailersfor retailers,offering a real-timesolution,enablingbusinessesto maintainacompetitiveedgeandultimately boostproftability.

A recentstoretoinstallEDGEPoSisPosh PetslocatedinBelfast.Alongwithhisfather, PoshPetsownerMartynHallidayopened theprestigiouslocalpetstore19yearsago. Afamily-runbusiness,Martynisenormously proudofhisloyalpetlovingcustomers,and thegreat relationshipshehaswithallhis premiumsuppliers.

Heimmediatelynoticedhowmuchthestaff intheforecourtwereenjoyingusingEDGEPoS whenitwasinstalledataneighbouring forecourt,contactedHenderson Technology andsincethenhasn’tlookedback.

“I researchedEDGEPoSonlineandspoketo other retailersintheBelfastareawhowere usingthesystemandeveryoneIspoketo, praisedthesystem,”Martynsaid.

“FromdayonewhenIspoketothesales teamtoarrangeanEDGEPoSdemonstration, theserviceIhave receivedhasbeenfriendly, effcientandprofessional.Theinstallationwas adream,withnodisruptionatalltotradingor tomycustomers.

“Trainingwasoneofthehighlights.The trainingoffcerwaspatientandknowledgeable andevenmyfather,whodoesnotembrace technology,canuseEDGEPoSconfdentially, andhecouldn’tusetheoldsystemafter11 years.

“Ilovethewaythetilllooksinmystore–it issomodern,slick,andsimpletouse.More importantlythebackoffcefunctionality haschangedmylife.IhadavisionofwhatI wantedfromanEPOSsystem,butuntilIcame acrossEDGEPoS,Icouldn’tfndasystemthat didit.Iliveandbreathestockandmyold systemcouldn’tidentifyslowmovers,soIhad nostockcontrolwithinthestore.

“NowIgetanemaileverymorningat6.30am fromtheEDGEPoSautomatic reportscheduler withmydaily reportsto review.Themargin reportisfantastic.Iamincreasingsalesand decreasingmystockholding.I’ve recently changedmyorderingto‘salesbasedsuggested ordering,’anditisfantastic.Beforeinstalling EDGEPoSIusedtohavetocometothestore onmydayoffandittookmeawholedayto

placeanorder.NowIdoeverythingfromhome inonehour.FinallyIcantakeadayoff.

“Weusedthecustomerinstorecoupon featureonEDGEPoSinMayandoffered£3 offthenext£30spend.The resultswere reallysuccessful,with42%ofthecoupons redeemed. We alsonoticedanincreaseinthe numberofnewcustomers returningwiththeir coupons.

“Icouldn’t recommendEDGEPoShighly enough.Thewholeexperiencehasblownus away.InvestinginEDGEPoSiswellworththe moneyanditpaysforitselfmanytimesover.It hassavedmeatleastonedayaweekintime whichisinvaluable.Inowhavemuchmore insightintomymargins,productsandstock, allowingmetomakewiserdecisionsandrun mybusinessmoreconfdently.”

Formoreinformationortofndouthowyoucan getafreetailoreddemonstrationlikeMartyn did,visitwww.henderson.technology,email sales@henderson.technologyorphone 02890941900

MartinHalliday, ‘Delboy’andMartyn HallidayofPoshPets

Biopaxcreating169newjobswith£47m westBelfastgreenpackagingbusiness

Anew£47mfactoryinwestBelfast isaimingto revolutionisethe packagingandlabellingmarket withcertifedgreensolutions.

BiopaxLimited,basedinSpringvaleBusiness ParkinwestBelfast,willcreate169jobsover thenextfouryearswithfurtherinvestment plannedinasecondphase.

It’sfocusingonthefast-movingconsumer goods(FMCG)andfoodservicesectors–usingthelatestEuropean,USandChinese technology.

Occupyingthe70,000sqfootfactory,which isabouttobeexpandedonan8.4-acresite, Biopaxproducesbespokepackagingand labels,bothprintedandunprintedforthe foodservice, retail,distributionandbeverage sectors.

OwnedbyDr TerryCrossOBE,themanbehind HinchDistilleryandasuccessfulentrepreneur, theBiopaxbusinesswillbeledbyLiam O’Connor,salesandmarketingDirectorand GregPrescott,generalmanager.

“Biopaxwasbornoutofapassiontodevelop atrulygreensolutionfortoday’spackaging needs,”Dr TerryCrossOBEsaid.

“Thecompanyhasinvestedsignifcantlyin researchanddevelopmentandthebestgreen technologywhichalongwithourin-house expertisewillenablecollaborativesolutionsto bedeliveredtoourcustomers.

“Weareconfdentthatthecompany understandsthecurrentmarketandthehigh growthpotential. We knowthatthiswillbring hugeeconomicbeneftstoNorthernIreland. Itwillhelp revolutioniseconsumerpackaging solutionsintheUKandEuropebypromoting acirculareconomyinfbrepackagingand reducinglandfllwasteandthe releaseof harmfulchemicalsintoourecosystem.

“Wearedelightedtobeabletocreatethis

forward-thinkingenvironmentally-focused businessrighthereinBelfast,andtapintothe localtalentwhilecreatingjobopportunitiesin aneconomicallydeprivedpartofthecity.

“WethankInvestNIforitscontinuedsupport, adviceandguidanceinhelpingusturnthis investmentintoa reality.”

InvestNIissupportingBiopaxtocreatethe169 jobsandhasoffereditadviceandguidanceon R&Dandhowtoincreaseexports.Recruitment isunderway,with45ofthejobsalreadyin place.

MelChittock,interimchiefexecutiveof InvestNIsaid:“Thismajorinvestmentwill bringtheformerCaterpillarsitebacktolife withanewfactoryandmachinery–169 jobswillbecreatedinwestBelfastacrossa rangeoffunctionsincludingdesign,printing, production,salesandfnance.

“Onceinplace,thejobswillcontributeover £5.7mannuallyinsalariestotheNIeconomy. Importantly,therewillbeopportunitiesfor localpeoplethroughapprenticeships,training, and re-skilling.Thisisexcellentnewsforwest BelfastandforNorthernIreland.

“Biopax’spropositionindeveloping

polyethylene-freecartonboard,labeland wrapsolutionswillassistwiththedrivetoa net-zerocarbonfuture.Aprimeexampleof theDepartmentfortheEconomy’s10X Vision inaction.”

Biopax’saimisto renderqualityandcreative printedsustainablecartons,wrapsandlabels tosupportbusinessestobecomemore environmentallyconscious.

LiamO’Connor,salesandmarketingdirector, said:“WearedelightedtounveilBiopaxto theworldandintensifyouroperationsthat willmakeanundoubteddifferencetothe environment.

“Therehasbeenconsiderableinvestmentin thefactoryanditstechnologyandmanpower. We haveateamofexpertsleadingthe businesswhohavespentalargepartoftheir careersworkinginfbre-basedpackagingand labels,aswellasadesignanddevelopment teamwhohaveatrack recordindelivering high-qualitysustainablepackagingdesigns andsolutionsforsomeoftheworld’slargest brands.” ■

LiamO’Connorand Dr TerryCrossOBE, Biopax,MelChittock, InvestNIandGreg Prescott,Biopax

Kainoschief steppingdown fromhelm

Thelong-termchiefofITservicesgiantKainosisstepping downaftermorethantwodecadesatthehelm.

BrendanMooney,whohasbeenwithKainosfor34years,willbe replacedbyincomingchiefexecutiveRussellSloan,whoiscurrent directorofdigitalservices.

Kainoshasgrownintoabusinesswithaworkforcecloseto3,000and remainsheadquarteredinBelfast.

“MydecisiontostepdownaschiefexecutiveofKainoswasnotaneasy one,butmadeeasierknowingthetalentandmotivationoftheteam leadingthebusinesstoday,”BrendanMooneysaid.

“IhavecompleteconfdenceinRusselltoleadussuccessfullyintothe futureandIlookforwardtosupportinghimandthewiderteamover thenext12months.

“IthasbeenawonderfulexperiencetobepartoftheKainosjourney–tohaveworkedalongsidesomanyexceptionalfriendsandcolleagues; tohavewitnessedthepositivedifferenceourworkhasmadeforour customersandinsociety;andtohavewatchedKainosgrowfromalocal start-uptoadynamicglobalfrm.”

RussellSloan,directorofdigitalservicesandincomingchiefexecutive, said:“Kainosisathriving,growingandglobalbusiness.Iamexcitedto betakingoverthe roleofchiefexecutiveinSeptemberandlookforward tobuildingonthesuccessthathasbeencreatedoverthepastdecades.”

BrendanMooney andRussellSloan

Gildernew&Co: prioritisingbusinessgrowth

Partnershipsand connectionshave contributedtoastrong growthtrajectoryforthe accountancyandbusiness consultancyfirmledby

GerardGildernew and ClaireMcElduff

Ashighinflation,labourmarket stress,supplychainchallengesand spirallinginterestratescontinue tobiteintobusinessmargin,theneedfor specialistadvice,trustedguidanceand tailoredsolutionsisallthemorecritical.

AccordingtoGerardGildernew,managing partnerofaccountancyandbusiness consultancyfirm,Gildernew&Co,thebest waytonavigateapathwaythroughthese challengingandunpredictabletimes,isto continually reassessyourbusinessmodeland planforthefuture.

Theindependentfirmislivingproofof thevalueofitsownadvice.Establishedin Dungannonin2016,andledbyGerardandhis businesspartnerClaireMcElduff,thecompany recentlyembarkedonaprogrammeofgrowth andexpansion.

Drivenlargelybyasurgeindemandforits bespokeadvisoryservices,includingthose facingfinancialdistress,thelasttwoyearshave seenGildernew&Coopenanewofficein Belfastandgrowitsteamto20. Withfurther recruitmentonthehorizon,thecompanyis ideallypositionedtoserviceitsexpandingclient baseandstakeholdernetwork.

“Flexibility,connections,andIreland-wide reachlieatthecoreofouroffering,”Gerard says.“That,coupledwithastrong reputation

fordeliveringfirstclassadviceandbusiness supporthasenabledustodifferentiate ourselvesintheaccountancyworldand provideabespokeandscalableservice offering.”

Adedicatedfocusontheexpansionofits specialist restructuringandinsolvencyservice hasbeenahugelysuccessfulmovefor Gildernew&Co.Heightenedbytheimpact of recordlevelsofinflationandspiralling interestrates,Gerardandhisteamhave been remindingclientsoftheimportanceof solidbusinessplanning,criticalthinkingand strategicadvice;theirabsencecanmakethe differencebetweendemiseand recovery.

“AttimestheNorthernIrelandapproachis toconvinceourselves‘it’sonlyablip’and thatanybusinessissueswillsortthemselves out.Thishead-in-the-sandmentalityisthe biggestdanger.Assoonasthesignsofriskare identified,it’svitaltoseekstrategicadviceand takeimmediateaction.

GaryBonner,headofthefirm’sBelfast

office,said:“We’repragmaticadvisors:we understandhowbusinessesoperateand weaskthe red-flagquestionswhichmay havebeenignored.However,wealsooffer solutions-focusedadvicewhichwilldeliver thebestoutcome–bethat recoveryor otherwise.”

Partnershipsandconnectionshavealso contributedtoGildernew’sstronggrowth trajectory.Commentingonthevalueofthe firm’s relationshipsandextensivebusiness networkwhichhavedevelopedsteadily overtheyears,Gerardsaid:“Wenever underestimatethepowerandvalueofour relationshipswithfellowprofessionals,the region’sbanksandalternativefunders. Andwemakethisworktothebenefitof ourclients–anapproachthathasalways deliveredend-to-endvalue.”

Withastrongclientprofilewhichstraddlesall sizes,sectorsandincludessomeofIreland’s topperformingownermanagedbusinesses, theclearmessagefromGildernew&Cois onwardsandupwards. ■

GerardGildernew,managing partner,ClaireMcElduff,partner, GaryBonner,headofBelfastoffice

Calibro Workspace: theoffce designandft-outspecialistwith furthergrowthonthehorizon

Calibro isabusinesswhichhasseensoaringgrowth of40%inthespaceofjustoneyear,workingacross majorprojectsandbluechipclients,whilepivoting andadaptingtoadynamicandchangingmarket post-pandemic,accordingtoitsmanagingdirector

RonnieCrawford

Justacoupleofyearsagothevery ideaofthemodernoffceappearedto beonthewayout.

Butcutto2023andbusinessesareinvesting andpayingevenmoreattentiontothequality oftheirworkspaces–puttingtheemployees frontandcentrewithcollaborationatthe heart.

It’sseenbusinesseslikeAntrim’sCalibro blossominthelast12-18months,working throughsignifcantandburgeoningpipelines ofworkwithahostofmajorclients.

“We’rethankfultosaythatbusiness performancehasbeenstrongoverthelast12 months,”RonnieCrawford,managingdirector, Calibro,says.

“Lastyearwasaverysuccessfuloneonthe backof restrictionseasing,ascompanies implementeda returntotheoffce.Thefrst halfof2023hasbeenextremelystrong, andweareforecastingsignifcantgrowthof around40%on2022’sperformance,based onastrongfrsthalfandhealthypipelineof projectsforthesecondhalfoftheyear.”

AndthatincreasehasalsomeanttheCalibro teamexpandingsignifcantly,Ronniesays.

“As revenuehasgrown,sotoohastheteam here,witha38%increaseintheteamsize overthepast12months,bringingadditional

levelsofexperienceandenergytothe business.

“Thisdoesn’tincludeincreasingournetwork ofsub-contractorsandthejobsthatthey’ve createdonthebackofthis. Withambitious growthtargets,we’reconfdentinthejourney aheadandwillbemakingfurthersignifcant investmentsinpeopleandsystemsmoving into2024.”

Calibrohasanimpressivearrayofhigh-profle top-endprojectsunderitsbeltinthelastfew months.

Itincludesthegrand‘destinationworkspace’ inthenewly-completedEwartbuilding–whichisalsohometoDeloitte’snewNorthern Irelandbase–fortheteamat recruitmentfrm MCSGroup.

“Thelast12-18monthshavebeena particularlyexcitingtimefortheteamhere, workingonseveralhigh-profleprojects,from creatinga‘destinationworkspace’forMCS Group,tocreatingastatementheadquarter forDHLSupplyChaininits205,000-sq-ftunit inDublin,”hesays.

“Therehavebeenmanyconversations aroundsustainability,andthisisbecoming asignifcantdriverforclients,informingthe spacedesignprocessandft-outpracticesonsite.TheDHLprojectinparticularhascentred aroundthis,witheverythingdesignedto

RonnieCrawford

complywithLEEDandBREAAMstandards.”

AndRonniesaysthespeedofchangeacross themarkethasbeen“astonishing”overthe last12-24months.

“Ithinkitwouldbefairtosaythatnoone reallyhastheanswertoallthescenariosand challengesthathavepresentedsinceCovid,” hesays.

“Thespeedofchangeintheoffcemarketis astonishing.However,someofthecommon themesandchangeswe’veseenoverthelast twoyearsincludeslowerdecisions–companies workingouttheirhybridmodelsandbeing moreconsciousaboutmakingthecorrect decisions.

“Thereismorewidespread recognitionofthe needtoprovidebetterconditionsandquality offceenvironmentstoattractand retaintop talent,withthecompetitionthereisfortalent currently.

“Followingacoupleofyearsofprimarily remoteworking,theimpactthatitishaving oncultureisbeingnoticedbymanybusiness leaderswespeaktoona regularbasis.The

othercommonthemethatcomesupisthe challengeoftraininganddevelopingnew talent remotely,andtheneedtobringpeople backintotheoffcetoensurethesuccessof ‘onboarding’andtrainingprogrammes.”

Hesaidthewayinwhichpeopleworkhas evidentlychangedandthatwhilethere remain demandsforhigh-endworkspaces,“fexibility isheretostay”.

“Thismeansachangeofapproachtohowwe designeachworkspace,withmoreemphasis putonensuringtherightmixofspaces throughouttheoffcetoallowpeopletocarry

outtheirgiventaskseffectively.”

Andcompanieshaveevolvedwhilethey’ve spentacoupleofyearsmainly remote working.

“We’respeakingtoquiteafewcurrentlythat havegrownsignifcantlyduringCovid,andnot madeanychangestotheiroffcespace,”says Ronnie.“Theyarenowlimitedonhowmany peopletheybringbacktotheoffceandon theimplementationoftheirhybridworking policiesbecauseofspace restraints.”

Ronniesaysthere’salsobeengreaterdemand

forfully-fttedoutworkspacesandaneed forshorter-termleases,whilethere remains demandforthebestgradeAoffcespace.

“Thereisstrongdemandforhighquality, gradeAoffcespaceinBelfastandDublinthat complieswiththesustainability regulationsand targetsbeingsetoutbycompaniesaroundthe world,”hesays.

“Companieswillalsobelookingatother factorssuchasconvenienceofthespaceto publictransport,parking, restaurants,gyms andothersuchamenitiesthatwillenticetheir teamsbackintotheoffce.”

Andlookingahead,Ronniesays“continued expansionanddevelopmentoftheteam”ison thecardsinorderbetterserveclientsandthe market.

“We’vegotastrongteamandcultureand thefoundationshavebeenputinplace forasteadygrowthtrajectoryoverthe comingyears,andit’snowallaboutthe implementationoftheplan,”hesays.

“Therewillbealotoflearningand developingalongthejourney,listeningto, andunderstandingtheneedsofourclients aswellaskeepingtrackofbetterpractices andsustainabilitystandards.Thereareplenty moreexcitingprojectannouncementsand developmentstocome–watchthisspace.” ■

MCSGroup’snewoffces atTheEwartinBelfast

InsidethenewoffcesofMCS GroupatTheEwartinBelfast

McAleer&Rushe 23

Whiletheirworkiswidespread acrossBelfast’sskylineand beyond,you’llfndthebuilding sitehoardingbearingtheMcAleer&Rushe namethroughouttheUKandbeyond.

TheCo Tyronefrm remainsoneofthe stalwartsoftheindustryhere–aCookstownheadquarteredoperationwithfvedecades underitsbelt.

McAleer&RusheContractsUKLtdcomes inatthenumber23spotonthisyear’s UlsterBusiness Top100,inassociationwith KPMG.

Itslatestaccountsshowturnoverof £404.3mfortheperiodendingDecember 2022,upmarginallyontheyearbefore, whilepre-taxproftshavefallenslightly from£15mto£12.1m.

Formedin1967,thecompanyisjointlyowned bySeamusMcAleer,founderandchairman andEamonnLaverty,chiefexecutive,who togetherhavebeenthedrivingforcebehind thebusiness.

Thebusinessmadeitsnameintheearlyyears bydeliveringlarge-scalesocialhousingprojects beforemovingintocommercialconstruction anddevelopment.

Itspecialisesinawiderangeofdesign andbuildactivityin residential,student accommodation,offcedevelopmentand hotels,withmuchofitsworkbeingcarriedout inGreatBritain.

Thebusinesscompletedseveralsuccessful projectsinManchester,Bristol,Coventry, GlasgowandacrossLondonduringtheyear.

McAleer&RusheContractsUKgained signifcantnewcontractawardsearlyin2023 includingtwo residentialprojectsinCentral Londontotalling366homes.

Ithasalsosecureda338-unitbuildto rent schemeinLeith,Edinburghandthreepurpose builtstudentaccommodationschemesin LondonandNottingham.

Closertohomeit’sbehindanumberoflarge projectshereinNorthernIreland.

ThatincludesthenewEwartbuildinginthe heartofBelfast–whichisnowhometo Deloitteandanumberofotherhigh-profle tenants.

Elsewhereinthecityit recentlytoppedout Vita Student’slatest residence.

SituatedatthejunctionofLittle VictoriaStreet andBruceStreetinBelfast, VitaStudentBruce Streetwillfeature269high-qualitystudio apartments,agym,games roomandprivate diningandstudyareas.

McAleer&Rushehasalsonowbeenappointed byGoodstoneLivingtobuildatleast338 homesforitsnextgenerationbuild-to-rent residentialschemeinLeith,Edinburgh.

Thewaterfrontscheme,brandedas‘Dockside’ anddesignedby3DReidArchitects,willhave

panoramicviewsand residentamenityspace including rooftoploungeanddining,coworkingareas,andaftnesscentre.

Thehomeswillbespreadacrossfour apartmentblocksona2.5acresiteandthere willbe1.3acresofnewpublic realmspace. Thisincludespocketparksandapublicly accessibleboardwalkcreatedtoconnectthe AlbertDocks,thehistoricindustrialDocklands inthenorthofLeith,withOcean Terminal, ashopping,diningandleisurehublocated adjacenttothedevelopment.

Speakingaboutthescheme,ShaneMcCullagh, contractsdirectoratMcAleer&Rushe,said: “GoodstoneandMcAleer&Rushesharea commitmenttomakingapositiveimpactin thecommunitiesweoperateandDocksideis clearevidenceofthatinaction.

“Thereissynergybetweenourcommunity andskillsapproachandGoodstone’ssocial valuestrategy,bothofwhicharegrounded inprinciplesofsocio-economicelevation, environmentalprotectionandsustainability. We willbedeliveringtheprojectinawaythat haslong-lastingbeneftsfor residentsand localpeopleandwelookforwardtogetting onsite.”

Elsewhere,thefrmhas reachedasignifcant milestonewiththeoffcialtoppingoutofa 34-storey residentialtoweratExchangeSquare developmentinBirminghamcitycentre.

TheceremonywasattendedbyGraingerplc, theUK’slargestlisted residentiallandlord andownersandoperatorsofthescheme, developersNikalandthewiderdesignteam, markingmonthsofplanningandconstruction ofthislandmark residentialprojectasthe schemeentersitsfnalstages.

Meanwhile,thegroup’swiderbusinessalso includesapropertyandinvestmentarmcalled MRPLandLtd,whichalsoseparatelyappears onthisyear’slistinthenumber83spot. ■

SeamusMcAleerofMcAleer &Rushe,KateNichollMLA andEamonnLaverty, groupchiefexecutive

Innovation, tenacity and ability to make the mostofopportunities

EllvenaGrahamOBE,chairof TourismNIand Catalyst,saystheUlsterBusiness Top100,inassociation withKPMG,shinesaspotlightonhowthebestofour economyisperforming

AsabarometeroftheNorthern Irelandeconomy’shealth,the UlsterBusiness Top100Northern IrelandCompanieslistingoffersoneofthe mostaccurateinsightsavailable.

Thisyear,itisclearourbiggestbusinesses arefourishing,growingbothturnoverand proftinayearwhenthemacro-economic environmentpaintsanaltogetherdifferent picture.

Innovation,tenacity,andtheabilitytomake themostoftheopportunitiesaheadaretraits whichrunthroughthenamesonthelistand arethe reasontheorganisationswhichI’m involvedwitharealsogrowing.

Thetechnologysectorcontinuestoevolve acrossalldivisions,withbothindigenous companiesandinwardinvestment outperforming;theagri-foodsectoris provingitselftobeaworldleaderinproduct developmentandisfndingnewmarkets bothnearandfar;andthetourismsectorhas recovereditslustreandisdrawinginvisitors fromnewmarkets.

Thelatter’sperformancehasbeenparticularly impressivewithintheislandofIreland,with

anewwaveofvisitorsfromtheRepublic makingthejourneynorthforthefrsttime, andpromisingto return.Meanwhile,Belfast hasevolvedasacruisehubandthisyearwas thedepartingdestinationforamajorcruise forthefrsttimeratherthanastop-off.When departingfromacity,visitorstendtotagon dayseitherendofthecruisetospendinthe locality,increasingvisitorspendacrossthe region.

Othersectorsarealsoperformingwell, returningtogrowthina relativelyconfdent fashion.

That’snottosaytherearen’tchallenges,for theremostcertainlyare.Thiswon’tbethe frstcolumninthispublicationtomention stubbornlyhighinfationandrisinginterest rates,butitisfairtosaythatbotharedenting confdence,paringproftmarginsandheaping pressureonabusinesscommunitywhich hadjustshakenoffthelastvestigesofthe Covid-19pandemic.

Thespectreofashrinkingpublicsectorbudget atStormontisalsoputtingabrakeondirect spendingandcurbingordelayingfundingfor infrastructureorotherprojectswhichwould havebeneftedbusiness.

Inmany respectstheseheadwindsareoutside thecontrolofushereinNorthernIreland,but therearemorelocalpressurepointswhich couldbeaddressedtoallowourincredibly resilientcompaniesto reachtheirpotential.

ThelackofafunctioningExecutive,while becomingsomethingofaworryingnormality, ismostcertainlythemainthorninthesideof progressatpresent.Putfrankly,harddecisions, thetypewhichcan’tbeexpectedtobemade byseniorcivilservants,aren’tbeingmadewith the resultthatsomeofourmostimportant publicservicesaresufferingandgovernment isunabletofulflits roleasanenablerof business.

Ofcourse,a restoredExecutivewon’tbea panaceatotheissuesfacedinthepublicsector atpresent,butitwouldcertainlyhelpcharter asmootherpassagethroughthecurrentcrisis thantheincumbentstructure.

ItwouldalsohelpNorthernIrelandtake advantageoftheopportunitiesforeconomic growthwhichhavecurrentlypresented themselves.

ItisclearfromtradedatathattheNorthern IrelandProtocolisalreadybearingfruitfor exportersinNorthernIrelandandthereis littledoubtthereismorepotentialunderthe proposalsputforwardunderthe Windsor Frameworktoofferdualmarketaccesstoboth theEuropeanUnionandUK.Ontheother sideofthecoin,however,someimportersare facingamountainofpaperworkwhichonly

addstotheinfationarypressuresplacedon theirbusinesses.

Whenitcomestoinwardinvestment,the WindsorFrameworkhascertainlybeenfagged asaddinganothersellingpointforinvestors andnews reportssuggestithasn’tmissedthe sightlinesofthoseintheUS.

To boostourchancesofwooinginvestors furtherwedoindeedneedagovernment agencytocommunicatetheinvestment“sell” effectivelyand,togivethemthebestchance

ofsuccess,itisvitalwehaveafunctioning, stablegovernmenttoprovidesomelevelof certainty.

ThetechsectorinNorthernIrelandhas certainlybeenamajorbenefciaryofinward investmentin recentyears,withmajorglobal playersnotjustaddingjobsbuthelpingto enrichthelocaltalentpoolandpropagateone ofthemostinnovativestartupcommunities intheworld.Byplayingtoourstrengths–a highstandardofliving,lowercostbaseand partnershipfromworldclassuniversities–the

sectorherehasmanagedtorideoutthe recent retrenchmentinglobaltechandwillbeableto continuedoingsointhecomingmonths.

ThatsituationistrueformuchoftheNorthern Irelandeconomyandbodeswellforafuture whichholdschallengesandopportunity inequalmeasure. Withafunctioning governmentandtheundoubted resilienceand tenacityofeveryentrepreneurwithinthese pagesandwithinthisland,thosechallenges willbeovercomeandopportunitiesexploited withease. ■

NorthernIrelandfnancial plannerscontinuegrowthjourney

Withambitionstobetheleading charteredfnancialplannerin Northern Ireland,Benchmark FinancialPlanningcontinuestogrowand buildonitsacquisitions.

Itwasonlyjustover a yearagothat Benchmark,partoftheSchrodersgroup, identifedthesignifcantbusinessopportunities inthe regionwiththepurchaseof Waterhouse FinancialPlanning.Thefrmshadworked togetheraspartnersforfveyearsbefore the deal,sotheykneweachotherwell;something thebusinessowners reallycaredabout.

“We knewthatBenchmarkhad a realfocuson qualityandbuildinglong-term relationships,” Tom Leonard,former Waterhousemanaging director, said.“Theyhadsupporteduswith technologyandcomplianceservices,soit seemedlikethenaturalnextstep.

“Importantly, theirfocuswasonhelpingus manageandrunthebusiness,allowingusto spendmore timetakingcare ofourexisting clients,andtohelpmore clientsbeneftfrom high-qualityfnancialplanning.”

SineadMeenan,wealthplanningdirector, leadsthefnancialplanningpracticewhile Tom nowfocusesonbringingotherplannerswith

existingbusinessesintothegroup.

“We’re oneofonly a smallnumberoffnancial planningfrmswithcharteredstatus,”Sinead said.“Thismeanswemeetthehighest professionalstandardsandare impartial, deliveringbestpossibleoutcomesforclients.”

InMarch,KennedyIndependentAdvicejoined Benchmarktotakeadvantageofthetechnology andpracticemanagementsupportthatthey provide. Withover30years’experienceinthe industry, MichaelKennedyalso recognisedthe beneftsthatbeingpartof a widergroupcould bring.

“Itwas a reallyimportantmoveforus,”Michael said.“Benchmark’s investmentprovidedsecurity andstabilityforourclientsandourstaff. We’vealwayspridedourselvesonourpersonal approachandworkingwithclient’s long-term goalsinmind,andtheyshare thesamevalues. TheirtechnologyisbetterthananythingelseI’ve workedwithtoo.”

Tom hasplanstoaddmore frmstoBenchmark, tosupportgrowthanddevelopmentofchartered fnancialplanningacrossNorthern Ireland.

Michaelsaid:“We’re only a fewmonthsinto thedeal,and I am reallyimpressedwiththe

fnancialplanningprocessthatSineadand theBenchmarkteamoffertoclients.Their technologyshowsclientsvisuallywhatthey haveandthesolutionsthatcanhelpthem.This is a realbeneft.Mystaff are happy, andthey helpkeepourclientshappy.”

HavingthebackingofSchrodersisalsoseen as a goodthing.It’sa FTSE100company with a 200-yearhistoryandsignifcantfamily ownership.ThisgaveMichael realcomfort thatbeingpartofBenchmarkwas a safeand professionalpairofhandsthat reallyunderstood hisbusiness.

“I’malwayslookingfortherightfrmstojoin Benchmark,” Tom said.“There are lotsof options,eithersellingtousstraightaway, or joiningthenetworkandworkingcloselywithus toalignprocessesandcreateeffcienciesbefore doingthat.Thisbuildsbettervalueintheadvice businessbefore seeking a sale.

“We wanttogrow, increasethenumbersof fnancialplannersweworkwith,withtheaim ofprovidinggreatfnancialplanningtomore people,” Tom said. ■

Formoreinformation,visitwww.benchmarkfp. co.ukorgetintouchwith Tom on07458111201 or02871878770

A yearonfromacquiring Waterhouse, BenchmarkFinancialPlanning isextending itshigh-qualityfnancialplanningservicesofferedtonewandexistingclients

Theteamat Benchmark FinancialPlanning inBelfast

TomLeonard,former Waterhousemanaging director,isnow developingbusiness forBenchmarkacross theregion

UlsterUniversity 37

ProfessorPaul Bartholomew

Receivingavisitfromoneofthemost powerfulleadersintheworldiscertainly onewaytomarktheunoffcialunveilingof yournew£370meducationalcampus.

USPresidentJoeBiden’svisittoUlsterUniversity’s newBelfastbasecertainlydidnoharmingivingthe organisation,whichhascontinuedtogrow,investand expandinthelastfewyears,anotherPRboost.

“ThiscampusinBelfastwithits22,000sqmofglass, beingbuiltinanareawhereyouwouldnothavefronted abuildingwith22,000sqmofglass25yearsago,I thinkisametaphorforthechangesinsocietywhichwe haveseensincetheGoodFridayAgreementandthe role whicheducationplayswithinthat,”PaulBartholomew, vice-chancellorofUlsterUniversitytells UlsterBusiness

“Ithinkthereweregreatsynergieswithwhatthe PresidentoftheUnitedStateswastalkingabout.”

Intermsofnumbers,UlsterUniversitycomesinatthe number37spotonthisyear’s UlsterBusiness Top100 NorthernIrelandCompanieslist,inassociationwith KPMG.

Turnoversitsat£259.5mfortheyearendingJuly2022–upfromaround£239.2mayearearlier.

“We’vegonefrom[previousyears]toshowingasurplus of£22mintheyearafter,£18.5minthelastyearandin thisyearcurrentlywearepredictingtomakeadefcit.

“Butit’sveryintentionalasweareinvestingalot…we arepurposefullyinvestingmorethanweareearning becausewehavesomeinfrastructureprojectswhichwe wanttoinvestin.

“Havingthemultiplecampuses,althoughitdoescostus (by2017fgures)£15mayear,weabsolutelytakeitas partandparcelofourmission.It’swhatUlsterUniversity isabout. We seethosecampusesasassetstousandto NorthernIrelandandIthinkitmakesusverydistinctive inthemarketplace.

“Wehavefnishedthecampusinthelast12months andthat’shavingabigdifferencehere,butwealso haveothercampusestolookafter,inColeraineand evenmoreacutelyinLondonderrybecausethereis thatexpectationunder‘NewDecade,NewApproach’ [agreementsignedin2020to restoretheExecutive]that therewouldbesomegrowthatthatcampus.”

UlsterUniversityhasaround26,000studentsbased acrossitscampuses,withsome1,800international studentsamongthem.

“Mostbusinessesaretryingtomakeaproftandifit’sa

largebusinessthenmakeproftforitsshareholders–we don’thaveanyshareholders,”hesays.

“Thefrstcommitmentwithinourownstrategy isaroundtheconceptofsustainability–fnancial sustainabilityfortheinstitution,wehavetobeherefor thelongterm,andthenthegreenagenda.

“Wearealsoa registeredcharitysohavetheobligation todeliverinthat regard. We havetoensurewecan generatesuffcientmarginwhereitistobefound,but therearesomequitedifferentprinciples.Thereare thingsinsocialvalueandthingsinwhichthereisacost ofdoingbusiness.

“Wehave,asacommitment,tobeabroadbase universityacrossabroadrangeofsubjects–notall subjectswillcreatesuffcientmargin. We don’tapproach itlikea regularbusiness.”

AndinthewakeoftheCovid-19pandemic,have things returnedtonormal,ordoessuchathingexistin business?

“Notatall. Younever reallygetanormalyear,”Paul says.“I’vebeenwiththeuniversitysince2016andcame aspro-vicechancellorbeforemovingtodeputyvice chancellorin2019andthenvicechancellorin2020,so I’vebeenimmersedintheuniversityandNIforawhile now.

“We’vegonefromtheCoviderawhichwasexceptional intermsofoperations,nowtowhereweareinthis post-Coviderawherefnanciallyweareinaveryunusual picturewithcutstakingplaceagainstgovernmentfundedentities,soit’snotanormalyearatall.

“There’snosuchthingasauniversity–it’speople.Itwas peopleattheuniversitywhodidagreatjobtodothat challenge.”

Intermsofattractivenessasaplacetostudy,Paulsays theuniversityhasbeendoublinginternationalstudent numbersforthelastfveyears.

HesaysUlsterUniversityhasseensomeofthehighest growthlevelsofinternationalstudentsacrossUK institutions,sincetheearly1990s.

“Bringingininternationalstudentscomeswitha differentsetofdemandsand responsibilities,”Paulsays. “Toattractthosepeopleinyouneedtosupportthem properly– residentialpropertyisoneofthem,andalso thewraparoundservices.

“Beinginthecitycentremakesitanattractiveplace tobeforinternationalstudentsandourprowess–we alwaysdowellintermsofourstudentsatisfaction.” ■

Economicrecoveryand sustainability–frontandcentre

JacquelineGibson,directorwithInternationalSynergiesNI,talksaboutthe scaleofeconomicimpactitishavingacrosstheregion,thebenefitsofinvesting intoplacementsfromacademiaandtouchesontheworkit’sdoingaroundnew legislationthatwillaffecteverybusinessinNI

Economic recovery – Earth’s recovery

Everypartof a businesshasanimpacton peopleandtheplanet,notjustlocally, butin thisglobalisedworld,acrosscontinents.In manycases,thesenegativeimpactsexacerbate alreadystrugglingnationsand regions,leading toincreasedriskinsupplychains,largecarbon footprintsandincreasedcoststhatthreaten businessviabilityandincreasethecostofliving. Understandingtheenvironmentalimplications ofsupplychains,hasthusbecomecriticalto businesssurvival.

Our resourcematchingserviceandseriesof workshopsheldthroughouttheyear, allow businessestode-risktheirsupplychains, reduce theircarbonfootprint,cutcosts,and findnew areasforbusinessinnovationbysupporting themtoaccessmaterialsclosetotheirpremises. Resourcematchesare oftenavailableat a reducedcostorsometimesevenforfreefrom businesseswhoare payingforthesematerialsto bedisposedofaswaste.

Ourteamhelptoguidebusinessesthroughany laborious red tape,sotheycansellwasteand generateincome,ortosimply receivewaste

fromanotherbusiness,legally, foruseas a rawmaterial.Having a memberofstaff fully dedicatedtooneofourclients,ledtothem saving£2monotherwisewastedisposalcosts –justoneexampleof reportedoutcomesin2023.

ValueofQueen’s Universityplacements – in depthanalysis

Inthepastyearwehavetakenonthree placementsfromtheMastersinGlobal SustainabilityatQueen’s UniversityBelfast. Oneplacementwasinvaluableinhelpingusto researchtheimplicationsoftheforthcoming extendedproducer responsibilityforourover 900networkmembers,andsubsequently turnedthisintoaninternaltrainingseminar

Growthandexpansion –a match-making app?

Withtheappointmentof a newcommercial directorpostinMay, BenCraigwillmaximise opportunitiesforbusinessestotakepractical actiontocutcostsandcarbonwithour software platformSYNERGie® Providingdirect usebytheclient,oursoftware platformallows organisationstoaccess(sustainable)raw materialsdirectlyand find a homefortheir

surplusorwastematerials.Insimpletermsit willactsomewhatlike a matchmakingappfor materialsand resources.

Going roundincircles – don’t knowwhere tostart?

Asweshiftfrom a linearproductionapproach, to a remanufacture and reusecircularmodel, coupledwithgreatertransparencydemanded bycustomers,theabilitytodoandshow sustainablecircularityistopoftheboardroom agenda.

FundedthroughInvestNI,our resource matchingservicesare entirelyfreeforbusinesses toavailofinNorthern Ireland. We welcome allbusinesses,fromstart-upstothelarge corporates,togetintouch. Visitourhomepage tobook a visitfromoneofouradvisers. We can thenidentifycostsavingsonyourcurrentwaste streams,helpyousourcemore secure andcosteffectiverawmaterials,andeventellyouabout grantsandsupportavailableforloworzero carbontechnologies.

Ourendofsummerworkshopwillbeheldin NewryattheSouthern RegionalCollegeon Wednesday, August30atthemaincampus. ■

Formoreinformationvisit

www.international-synergiesni.com

JacquelineGibson

Looking atbusiness through the language ofdiversity, inclusionandequity

LoriGatsi-Barnett,founderofJoinHerNetwork,looksatwhydiversity, inclusion,andpeopleequityremainkeyforsuccessinbusinessandsociety asawholebuttoworkwelleveryonemustunderstandhowtheyoperate

‘Diversityishaving a seatatthe table,inclusionishaving a voice, andbelongingishavingthat voicebeheard,’accordingtoauthorLiz Fosslien.

Haveyoueverwonderedthetruemeaning ofthewordsinthisamazingquote?Everfelt outofplaceand a littleself-consciousas a result?Somuchcontinuestochange,leaving thequestiontokeepuporgetleftbehindand where tobegin.

There are keyfundamentalstokeepingyour businessgrowingandthriving,astheentire worldfaces recoveryfromthelasttwoyears. Eachmarketplacefacesnewchallenges,with innovativeadaptabilityand a renewedsenseof resilience,tofuture proofitssustainabilityfor thecomingyearsahead.

A newlanguageinbusinesshasnowemerged, thatseekstoquestionthewaythingshave alwaysbeen.Theimportanceofdiversity, how itincreasesyourbusinessperformanceand redefnesyourorganisationalculture.Howto trulycapture understandingoftheconsumer trends,ridethe rollercoasterofinfuencer marketing,drivethosesales,proftmargins, andcreatenewaudiencesthatappreciatethe tenacityofbusinessevolution.

Whilediversityhassecretlythrivedin commoditiesandservices, rebranding,artifcial intelligence,andenvironmentallyfriendlybiodegradable renewables,unfortunatelytheone areaithas remained relativelyslowisinhuman resources.

Thesinglelargest resourcebusinesshas, ispeople. To obtainculturalawareness, appropriatelanguage,communication tools,evaluationandmonitoringtechniques thatbegintomapoutthestrengthsand opportunitiesofdiversityratherthanthe assumedweaknessesandthreatsare vital. Businesswillalwaysneedpeopletomake thecriticaldecisions, redefnethestructure of boardrooms,anticipatebettergrowth,andnew developmentmethods.

Oftenthemainquestionthat remains unansweredishowtoimplementlong-term beneftsthroughinclusion.However, while bridgingthegapsbybroadeningtheskills, talents,qualifcationsandlivedexperiences thatpeoplebring,howoftendowecreate opportunitiesto recognisetheimmense impactthatpeoplepotentiallybringtoour organisations.Inclusionbyitsuniquenature seekstodevelop a unifedsystematicapproach, thatpullstogetherdifferentcomplementary featuresfrompeople,thatautomaticallyhave positiveoutcomes,whichacceleratesprofts.

Understandingthepushandpullfactorsof inclusioniscrucialbecausetoooftenthe fragilethreadsofhistoricalevents,continual unconsciousbiasandperceptionhinder easiertransitionsandhamperinteractions betweenpeople.Inclusionbyfar remains a key componentin residualchange.Beingopen toconsideralternatives,thinkingcreatively, exploringinnovativeideasandco-designing strategiesthatseektoplaceeveryonearound thetable.Changeisinevitablebutwemust bepatientwiththisprocessasweallstandto

gainasweunlearn oldwaystomake roomfor better robustones.

So,aswepivotandtakeonnewconcepts anotherfactortoconsideristhepowerof peopleequity Appreciatingthedifferences betweenindividualsandgroupsmakesthe artofpeopleequity a fascinatingtool.Being abletodifferentiateeachteammember’s specifcneedsandincorporating a workable environmentthatcelebratestheirindividuality, capabilities,aspirations,andvulnerabilities canmakesignifcantchangestoemployee recruitment retentionandpromotion.Aswe shiftourbusinesslanguageto a more effcient andequitableenvironment,wewillbegin todevelopworkplacesthatare soughtafter, globally relevantandflledwithmotivatedstaff whocontinuetogeneratebeneftsand rewards whicheverystakeholderwillappreciate.

Itcanbequitethejugglingactmaintaining theappropriatelevelsofengagementand sustainingthedemandsofpeopleequity Regulartraining,stayingaheadoftrends, globalchangesandsocietalattitudeshelp tonavigatethisprocess.Admittingwhen thingsgowrong,accountability, learningfrom examples,identifyingwaystoimproveour understanding,andnotgivingup,especially whenwefacethefearofchange.

‘Romewasnotbuiltin a day’,sothiscreative, innovativeapproachinbusinesscontinues toevolve.Guidedbydiversityinitsvarious forms, reinforcedbytheenduranceofinclusion andsustainedbythevaluesofpeopleequity Business resilienceisalwaysmeasuredbestby

itsadaptabilityandfexibilityincommunication.

Diversity, inclusion,andpeopleequityare popular, butforthemtoworkwellinyour business,everyoneneedstounderstandhow theywork.Having a clearsenseofdiversity, inclusion,andpeopleequityseparatelyand howinstrumentaltheycanbecollectively, if appliedin a complementarymanner It remains anindividualandcommunity responsibility tobecuriousaswellascautious,opento appreciatewhilstconfrontingourunconscious biases,acknowledgelearningandapply activitieswhichnurture diversity, inclusion, andpeopleequity

Thefuture inbusinesslanguage willseektopreserveandmake adjustmentstoensure thevalues ofdiversity, inclusionandpeople equityare madecentralto ourgovernanceandgood practicedecisionmaking.

Diversitywelcomesmore seatsatthetable, inclusionnowhears everyvoiceas belongingisfor everyone. ■

Mattioli Woods: aleading wealthmanagementand employeebeneftspecialist

Mattioli Woods isnowoneoftheUK’stopwealthmanagement frms,workingwithclientsinNorthernIrelandformorethan20 years,andrecentlyacquiringlocalbusinessDohertyPensions andInvestmentConsultancyLtd,basedinBelfast,aspartofits continuedgrowthandexpansion

Startinginagarageover30years ago,Mattioli Woodshasgrown intooneoftheUK’sleadingwealth managementandemployeebeneft organisations.

InAprilthisyear,thecompanytooka signifcantstrideforwardwithitsacquisitionof DohertyPensionsandInvestmentConsultancy Ltd,basedinBelfast.Thisstrategicmoveby Mattioli Woodsopensupavasthorizonfor sharedvisionsandholdsimmensepotentialfor futuregrowth.

Inthelate1980sandearly1990s,therewas considerableuneasesurroundingthefnancial servicesindustry.IanMattioliandBob Woods hadasharedvisionofcreatingafairand transparentorganisationthatputtheclientat theheartofalltheydid.Itwasfromherethat theideaofMattioli Woodswasborn.

Sinceitsinceptionin1991,thecompany hasexperiencedsignifcantgrowththrough organicexpansionandstrategicacquisitions. Thecompanynowboastsaworkforceof nearly900andhasoffcesthroughouttheUK. ThesameprincipleswhichledIanandBobto startthebusinessstillapplytoday,withthe mantraofdeliveringgreatclientoutcomes frmlyattheheartofwhatthebusinessseeks toachieve.

Asanintegrated,full-servicecompany,Mattioli Woodscontinuestoexpanditsnetworkof consultantsandcomplementaryinvestment managementofferingwiththeaimof enhancingtheGroup’sclientpropositionwhile deliveringstrongshareholder returns.

Themost recentfnancial resultsshowcase abusinessthatcontinuestogrow.Despite theeconomicturmoil,Mattioli Woodsnow administersoradvisesonaround£15bnof clientassets,with revenuesacrossthegroup ofover£100m.Thesefguresdemonstrate

agrowthtrajectorythathasbeentheenvy ofitspeersandisafarcryfromthehumble beginningsoftwocolleaguestradingfroma garageinLeicester.Thecompanyhasmadeno secretofitsambitionandmedium-termgoals, whichinclude reaching£300min revenueand £30bnoftotalclientassets.

ThestrategycontinuestoserveMattioli Woodswell,allowingthebusinesstofourish. Addingtothebusiness’sexistingNorthern Irelandoperation,the recentmergerwith Belfast-basedDohertyPension&Investment

StephenCross,AlanThomson,LorraineRodgers, TerryLappinandJohnDooherofDohertyPensionsandInvestment ConsultancyLtd

ConsultancyLimitedisanexcitingand progressivestepforthecombinedbusiness.

Mattioli Woodshasbeenworkingwithclients inNorthernIrelandforover20yearsandhas longharbouredambitionstodevelopastrong andgrowinglocalpresence,sotheacquisition ofDohertyprovidedtheperfectopportunity.

Dohertyisalong-standingbusinesswithan enviable reputationandstrongmanagement supportedbyagreatteamofpeople.The commonvaluesandbeliefsaroundclient carewereobviousfromtheinitialmeeting betweenMattioli WoodsandDoherty,giving ustheconfidenceto readilyintegratethetwo businessesandpursueastrategyofgrowth. Bothbusinesseshavealongtrack recordof traininganddevelopingourpeople,andwe lookforwardtobuildingtheteaminBelfastas wemoveforward.

LikeDoherty,Mattioli Woodsfocuseson holisticplanning,providinghighlevelsof personalserviceandmaintainingclosemultigenerationalclient relationships.Thebusiness planstocontinuetodevelopcomplementary servicesarounditscorespecialisms,blending adviceandinvestmentmanagementwith specialistproductprovisiontoprogressasa modernfinancialservicesbusinessaligned withitsclients’needs.Indeed,fromaspecialist pensionsperspective,thismergerwillmake

thecombinedbusinessthelargestSSASand SIPPpractitioneroperatinginBelfastwitha localpresence.Thisholisticapproachcanbe bestdemonstratedbyother recentacquisitions whichhaveenabledMattioli Woodstoexpand itsrangeofservicesandinvestmentofferings toclients.

Thisintegratedmodelissomethingofa uniquepropositiontonewandexistingclients, allowingthebusinesstodelivergreatclient outcomeswhilekeepingclientcostslow. Thisisachievedthroughtheabilitytocontrol moreofthevaluechainindeliveringin-house investmentsolutions,whichgobeyondthose typicallyofferedbyotheradvisoryandwealth managementbusinesses.

Mattioli Woodsisundernoillusions;the currentclimateforwealthandinvestment managementisatoughone.Geopolitical tensionscontinuetosignificantlyimpactthe UK,withsupplychainissuesandhighenergy prices,meaninginflationisyettobecurbed, andinterestratelevelshaveyettoslowfrom asteadyclimb.Combined,thesefactorshave ledtoamorevolatilefinancialenvironmentfor individualsandbusinessesalike.

Mattioli Woodscontinuallymonitorsclient portfoliosandinvestmentstrategies,adapting and revisingthemasneededtoensureclients

getthebestpossibleoutcomes.Theholistic approachandrangeofinvestmentsolutions allowforamodelwherebespokestrategies arecreatedforeachclienttoensureits short-termandlong-termgoalscanbemet. Thisadvicemightstartwiththeclient,but itconsidersothergenerationstoensureany futuretransferofwealthcanbemadeina tax-efficientmanner.Thisstructuringofwealth formsacorecomponentoftheMattioli Woods adviceprocessandiscomplementedbymany tax-efficientinvestmentsolutionsprovidedby thefirm.

TheDohertyacquisitionmeansclientsand prospectshaveanevengreaterchoiceof investmentsolutions.Thefitisagoodone, withmanycomplementaryelementsbetween thebusinesses,notleastthehighlevelsof technicalandspecialistpensionexpertise aswellasofferingdiscretionaryportfolio management.TheadditionofDoherty’steam addsfurthercapacity,allowingthebusinessto accelerateitsgrowthtrajectoryinBelfastand beyondand,indoingso,providingclientswith theproactiveadviceandbespokeinvestment solutionsthey require. ■

Diageo 59

Aswellasbrewingapintglobally synonymouswiththisisland justashorttripawaydownthe motorwayinDublin,Diageoproduces anotherinternationally-renowneddrinks brandrighthereinBelfast.

WhileGuinnessmaybeitsmostinstantly recognisableproduct–whichisactually cannedjustoutsideBelfast–thecityitself producesthebulkoftheworld’sBaileysIrish cream,whichissoldtosome150markets acrosstheglobe.

DiageoNorthernIrelandLimitedcomesin atthenumber59spotinthisyear’s Ulster Business Top100,inassociationwithKPMG.

Itpostedturnoverof£169.2mfortheyear endingJune2022–uparoundathirdonthe previousyear’s£126.6m,whilepre-taxprofts rosefrom£2.9mto£6.3m.

ThewiderfrmalsooperatesDiageoGlobal SupplyIBCLtd,whichis registeredinNI.

Thebusiness remainssynonymouswiththe

tourismandhospitalityindustry,withits portfolioofbrandsincludingGuinness,Harp, Baileys,Smithwick’sandmanyothers.

Itemploysmorethan230peopleacrossits threesitesinNorthernIreland.Theseinclude abeerpackagingplantineastBelfast,its corporateheadquartersinBelfastcitycentre whichhostsitsGBandIrelandcustomer serviceandcreditteams,andtheBaileys globalsupplyfacilityatMalluskwhich producesandexportsBaileystoover150 marketsworldwide.

“Acrossthecompany,strongconsumer demandforourbrands,coupledwithour cultureofeverydayeffciencyhasensured astrongperformance,”Diageo’smanaging director,BarryO’Sullivan,said.

“AtDiageoweputtheconsumeratthe heartofourbusiness,sowhetheritisthe innovationsinnon-alcoholicproductssuchas Guinness0.0orthe‘premiumisation’ofthe spiritcategorywithbrandslike Tanqueray,we strivetoprovideconsumerswithachoicefor thedifferentoccasionsintheirlives.”

Justlastyear UlsterBusiness revealed Diageowasplanningamajorextensionand redevelopmentofoneofitsmainsitestodeal withgrowingdemandforBaileys.

Thedrinksgiantisnowplanningtoextend itsBaileyssiteatMalluskoutsideBelfastamid burgeoningglobalsalesoftheIrishwhiskey creamliqueur.

Initialplansshowthedevelopmentwould includean80,000sqftwarehousewithstaff facilities,alongsidenewplantequipment,staff parkingandlandscaping.

Thebusinessalso revealeditwouldpump £24.5mintothe regenerationofitseastBelfast packagingfacility.

Theinvestmentispartofa£40.5mcash injectionintoitssiteatMarshallsRoad, Castlereagh,andanotherfacilityinRuncorn, followingasurgeofsalesinGuinness products.

“Asamajorchampionofthehospitalitysector, weconsistentlyseekopportunitiestodrive

footfalltotheon-tradebyprovidingfrstclassconsumerexperiences,whichnotonly sustainsthousandsofjobsbutalsohelpsto positionNorthernIrelandasagreatplaceto visit,”MrO’Sullivansaid.

“Wealsocontinuetoworkcloselywithour partners VisitBelfastand TourismNItobuild onthesuccessofthestaycationmarketand increasethenumbersoftouristsvisiting, lookingforauthenticIrishpubexperiences.

“Inthemonthsandyearsahead,itis importantthatsocietyworkstogetherto createamoresustainablefuture. We arealso fullycommittedtoembeddingsustainability acrossourbusinessfromgraintoglassand throughourSociety2030:SpiritofProgress plan,wehavecommittedtoachievingnet zerocarbonemissionsacrossourdirect operationsby2030.

“Weareononeofthemostambitious journeysonsustainabilityforacompanyin Ireland,andourIrishbrandswillbeplayingan enormouslyimportant role,notjustlocallybut internationally.” ■

BarryO’Sullivan

HownewEUandUK rulesareputting anendtofluorescentlighting

ByMichaelMartin,regionalsalesmanageratWhitecroftNI

Weallknowthefamiliarsightandsoundoftraditional fluorescentlighting,particularlytheold-fashioned tubesfoundincommercialbuildingssuchasoffices, schools,hospitalsanduniversities.

WhileLEDlightshaveofferedacredibleimprovementtofluorescent forsometime,therearestillmillionsoffluorescentlampsinuse acrossNorthernIreland,withtheaverage-sizedprimaryschoolalone containingaround1,000individualtubes.

ButnewEUandUKrulesaffectingcertaintypesoffluorescentlighting arecoming,andthesewillundoubtedlyacceleratethepaceofchange.

TheEUhasbeenleadingthephasingoutoffluorescentlightingin recentyears,whichsawthe removalofhighlyenergyinefficientT12 lampsfromthemarketin2021.

ThenextstepwillseetheEUandUK restrictmaterialscontaining hazardoussubstancessuchasmercury,andphaseoutmanylampsstill inuse,includingtheT5andT8lineartypesoffluorescentlamps,and theever-popularcompactfluorescentlamps.

However,postBrexit,thetimetablesforimplementationaresubtly differentfortheEUandtheUK.

Thisyearwillseethe remainingfluorescentlampsaddedtothelistof banneditems.ThesewillnolongerbeallowedtobeplacedontheUK marketfromAugust1,2023–sixmonthslaterthanintheRepublicof Irelandandthe restoftheEU.

Asa result,wewillstarttoseetheavailabilityofexistingstock diminishingaheadoftheUKban.Theproductionofassociatedlighting invertersandcontrolgearhasalreadybeenphasedout,so,ifthe lightingcontrolhardwarefails,theconnectedfluorescentlampswould nolongerbeviable.

Somebusinessesmightbeconsideringgoinghalfwayandkeepingthe fluorescentlampfittingsbut replacingthetubewithanLEDequivalent. However,thiscouldpresentproblems.

JustswitchingLEDtubesmay requiretheluminairewiringtobe adaptedandtestedtoensurethattheluminairestillmeetssafety requirements.

LEDtubesarealso20to30%lessenergyefficientthanafullLED

MichaelMartin

replacement,haveashorterlifetime,andoftencomewith reduced warranties.

Iappreciatethattheseforcedchangesmayallfeellikeanunwelcome expensetomanybusinesses,particularlyatthepresenttime,butthis canbeapproachedasanopportunity.

ThelatestLEDlighting,whencombinedwithgooddesignandcontrol systems,can reduceelectricityconsumptionbyupto80%–atatime whenenergyhasneverbeenmoreexpensive.

LEDscandelivergreatqualityoflight,and,whenusedwiththecorrect optics,canproduceevenlydistributedilluminationalongwithgood glarecontrol.Goodlightingisproventohaveapositiveimpactonthe wellbeingandproductivityofstaff,aswellasotherpeoplewhousethe space.

So, regardlessofthenewlegislation,ifyouhaveT5,T8orcompact fluorescentlampsinyourpremises,I recommendtheoptionofafullLED replacement,asthepaybackwillprobablybefasterthanyouanticipate.

Finally,itisimportanttonotethatnotallLEDsarethesame,and althoughcheaper,low-qualityLEDlightingwilldeliverimmediateenergy efficiencybenefits,itmaynotproducethe requiredlightingqualityand schemeandwillmostlikelyhaveashortlifespan,somakesureyou factorthatintoyourdecisionmaking. ■

Wrightbus 91

It’s certainlybeensomethingof a journeyforBallymena’s Wrightbusover thelastfewyears.

AndalthoughJean-Marc Galeshasonly beenatthehelmoftheworld-renownedbus manufacturerfor a fewmonths,“itfeelslike a fewyears”,hetells UlsterBusiness

“It’s anabsolutelyfascinatingcompanythatis partoftheenergytransition. I loveNorthern Ireland.It remindsmeofwhereI grewupin Luxembourg. I spend a lotoftimehere withthe teams. I feelathome. I feelthatwecanmake a massivedifferenceat Wrightbusintheyears tocome.”

The firmcomesinatthenumber91spot inthisyear’s listasBamford BusCompany Ltd.Thatfollowsthetakeoverofthe firmby businessmanJoBamford backin2019,after theformercompanyenteredadministration.

As a result,it’s backinthe Top 100thisyear

withturnoverof£97.7mandpre-taxprofitsof £1.4m.

Wrightbuswasborn inthelate1940swhen itbeganproducingschoolbusesinNorthern Ireland.Nowadays,itisconsidered a pioneerin zero-emission,electricandhydrogenbusesand publictransport.In2023, Wrightbussecured a £25.3mordertobuildover100zero-emission busesforuseinEngland. Afleetof38have alsobeenassignedto Translink.“We built andsold450buseslastyear,”Jean-Marc says. “In2023,wewillbuildover600.Nextyear, wehaveanobjectivetoincreasethatto a thousand.”

In2020, Wrightbuscreatedtheworld’sfirst hydrogendouble-deckbus.Hydrogenisthe future,accordingtotheboss.“Inthetransition to a greeneconomy, hydrogenplays a massive role. You can refuelhydrogenbuseswithin eightminutesandtheyhavemuchhigher autonomy We havethemostefficientelectrical busesthatcandoover200miles,but a

hydrogenbuscandoover300.”

Thecompany’s zero-carbonbusesare instrong demandglobally

“We are currentlyparticipatingin five tendersforhydrogenbusesthatwewill exportworldwide. We willdeliverthe first 20hydrogenbusestoGermancustomers. We have a dealwith a company, Volgren,in Australiawhere wewilldeliverthechassis.The firstprototypeswillgooverthere earlynext year We have a clearplaninplacetoincrease theaffordabilityofourbusessothatgreener publictransportoptionsare more attractivefor ourserviceusers. We haveplanstoincreaseour efficiencyinmanufacturing.Thatwasoneof my firstprioritiesaschiefexecutive – todeliver more busestoourcustomersat a largerscale.”

Jean-Marc GalesbelievesNorthern Irelandcan become a worldleaderinhydrogenproduction. Wrightbusiscertainlyleadingthewaywiththe developmentof a greenhydrogenproduction

facility, whichwillencompass2.5acresatits factoryinBallymena.Thechiefdescribesthe project, a partnershipwithHygenEnergy, as“ahighersingle-digitmillionnumber” investmentandthefrstofitskindinNI.

“We are currentlyintheconsultationphase. Thesitewillinclude a compressorfacility, compressors,transformersandfuellingareas. We’re planning a refuellingstationfortankers thatprovidehydrogentoourcustomers.”

Solarenergywillpowertheelectrolyser, accordingtoJean-Marc.“Solarenergy on-siteprovidesthegreenenergyforthe electrolysers,whichsplitwatertooxygenand hydrogen.Thecompressorstakethelowpressure hydrogen,compressit,putitinto tubetrailers,andfromthosetrailersitgoesto thecustomers.”

Wrightbusplanstodoubleitsworkforceover thenextthreeyears,creating1,000new localgreenenergyjobs.Itis a remarkable achievementfor a frmthatwentinto administrationas recentlyas2019.“Just fouryearsago,whenwecameoutof administration,wehad53people.Now we’vegotover1,000. We are planningto doubleourworkforceby2026,withmostof the rolesbasedinBallymena.”

Fromhis30+yearsofexperienceintheauto industry - fromchiefexecutiveofLotus,to hisworkwithCLEPA (EuropeanAssociation ofAutomotiveSuppliers),Citreon,Peugeot, andGeneralMotors - Jean-Marc Gales has a track record ofbringingnewlifeto companiesthathavebeenaroundfor a long time.

Inthefaceofclimatechange,henotes,there is a moralaswellas a businessimperativetofuel theexpansionof Wrightbus.

“Whenweseethegreen revolution,wesee jobs,weseeskills. We seeprosperity We do somethingfortheenvironment:wemakethe aircleaner;we reduceemissions.TheUKhas a uniquechanceandopportunitytoplay a leading roleinthisenergy revolution.Especially inthehydrogen revolution.Nocountryhas emergedas a leaderinthisbutwehavestarted inNorthern Ireland. Transporthas a signifcant roletoplayintacklingtheclimatecrisis.”

Themedium-termtargetfor Wrightbus?“To become a billion-revenuebusinessinNorthern Ireland.Thiscompanycangrow.I don’t seeany limittoit.Why?Becausethisis a revolution.” ■

Jean-MarcGales

Aviewfromthechair…

Ifyouareconsideringtakingup a newroleaschairor non-executivedirector, Nb1managingdirector Noel Brady outlines a fewthingsyoushouldthinkaboutfrst

ManagingdirectorofNb1,Noel Bradyisa renownedexpertin publicsectortenderinganda highlyexperiencedchairmanandnonexecutivedirectorinboththeprivateand publicsectors.

Inadditiontorunninghisownbusiness,Noel currentlyholdsseveralnon-executivepositions –ministerialappointmentsinthepublicsector aschairoftheConstructionIndustry Training BoardNIandfnancenon-executivedirectorfor theSouthEasternHealthandSocialCare Trust.

Intheprivatesector,heischairmanofContinu Ltd,aleadingbatterystorageandUPSsystems provider,andinthethirdsectorheisatrustee ontheboardoftheHMSCaroline Trust.

Morethan35yearsofexperienceinthistype of rolehasalsoincludedtheNorthernIreland AssemblyBusiness Trust,BelfastHarbour Commission,Driver VehicleAgency,SentelLtd andNovoscoLtd.

Here,Noeloffershisadvicetoanyoneoffered orseekinganappointmentaschairornonexecutivedirectorinthepublicorprivate sector:

Legalimplications: Thinkthisthrough carefullyandwithconsideration–itisvery importantto rememberthatbeinganonexecutivedirectororchairmancarrieswith itlegalobligations–youaresubjecttothe codifeddutiesofdirectorscontainedinthe CompaniesAct2006inthesamewayas executivedirectors.Somepeoplegointothese roleswithoutunderstandinghowseriousthe implicationscanbe.Whenyouareapplying forsucha role,you reallyneedto research andconsideritindepth. Youshouldlook

closelyattheimplicationsofthe roleandyour responsibilitiesand,ifthingsgowrongfor someunexpected reason,whataffectmight thishaveonyourcareer,your reputationoron yourstandingasadirector?Therehavebeen severalnotablecases recentlywherethere havebeenseriousimplicationsfortheboard members.

Communication: Theestablishmentofclear formalandinformalcommunicationlines isessentialtothesuccessofanyboardof directors.Goodliaisonbetweenthechairman, otherboardmembersincludingthenonexecutiveandexecutiveteamsiskey.The boardneedstounderstandwhattheexecutive teamisdoingandviceversasothateverybody isfocusedonthesameobjectives.Itcanbe veryhardtogetthisestablishedbutwhere thisdoesnotwork,theorganisationdoes notwork.Thiscan resultinpoorstrategic direction,dysfunctionalbehaviours,and poorperformanceintheorganisation.A companywhichisledbyaboardwhichhas clear rolesand responsibilitiesandexcellent communicationlinesalmostalwaysleadsto outstandingsuccessforthecompany.

Principles: Itisveryimportant,particularly inthepublicsector,toobservetheprinciples underwhichboardsare requiredtooperate.

TheSevenPrinciplesofPublicLife(alsoknown astheNolanPrinciples)applytoanyonewho worksasapublicoffceholder.Allpublic offceholdersarebothservantsofthepublic andstewardsofpublic resources.Behaviour needstobeguidedbytheseprinciplessuch asselfessness,accountability,integrity,and openness.Allsevenprinciplesareextremely importantinapublicsectorscenario,because youwillbe representingtheminister,the department,thepublicandholdingthe

responsibilityofspendingpublicmoney-so youneedtotakeyour responsibilitiesseriously. Itisalsonobadthingtocarrytheseprinciples intotheoperationofboardsintheprivate sector.

Preparation: Forawell-functioning operationalboard,theaccuracyandtimeliness ofpaperstobeconsideredattheboard meetingisvitallyimportant. Youneedto giveboardmemberspropertimeto read thepaperwork,considertheimplications andformulatetheir response.Meetingswill runmuchmoreeffcientlyandeffectivelyif relevantpaperworkisaccuratelysummarised with recommendationsbeingsoughtclearly laidout.Thepracticalfunctionsoftheboard, itsstructureandprocessesarecriticaltoa successfulboardandbusiness.

Despitethelevelof responsibility,thelegal duties,andtheformalitiesofthechair/NED roleitisaveryfulfllingandworthwhile undertaking.Ihave reallyenjoyedallmy different roles,theirchallenges,theirvariety, andthesuccessthatcanbeachieved. ■

NoelBrady noel@nb1.co.uk www.nb1.co.uk

NoelBrady

CitiBelfastlaunchesCareer EmpowermentProgramme

CitiBelfasthascontinuedto challengemisconceptionsofcareers inthe financialandprofessional servicesandencouragemore peoplefrom diversebackgroundstoconsidercareersin thesectorwiththe recentannouncement ofitsCitiCareerEmpowerment Programme.

Thenewly-launchedprogrammeisdesigned tocontinueattractinganincreasinglydiverse talentpoolandwillworkto removesocial inequalitybarriers,developskillsandimprove employability

TheprogrammeincollaborationwithBelfast Metis a leapforward,engagingwiththe DepartmentofEconomyeconomicstrategy’s threepillarsofinnovation,sustainabilityand inclusionandwillequippeopleacrossNorthern Irelandwiththeskillsneededtosucceedin a lifelongprofessionalcareer

Throughcollaborationwith a rangeofkey influencersandlocalstakeholderswithinthe financialandprofessionalservicessectorand InvestNI,Citiaimstodevelopandimplement a rangeofprogrammesto removebarriersand provide recognisedskillsandqualificationsto reducethehighrateofeconomicinactivity acrossNorthern Ireland.Citi’s Career EmpowermentProgrammewillcreate a more diverseworkforce,buildbettercommunity relationships,andcontinuetosolidifyCiti’s reputationasaninclusiveemployer

Theemployeralsotook a leadingactive role indevelopingtheuniqueNorthern Ireland FinTechandProfessionalServicesProgramme launchedatBelfastMetwithJoeKennedy, US

EconomicEnvoytoNorthern Ireland,present. Theinnovativeprogrammeaimstogive youngpeoplenotineducation,trainingor employmentthepathwayto a growthindustry careerin a rangeofareasincludingbusiness, digital, fintechandprofessionalservices.

Theprogrammewillincludeproject-based learningplacementinCitiandotherpartner organisationswhichwillinvolvementorshipto buildconfidenceandsoftskillswhichare key toemploymentandprogression.

CommentingonthelaunchoftheCareer EmpowermentProgrammeLeighMeyer, Citi Belfastsitehead,said:“Citibelievesthat everyonecanbelonginbanking,andasthe globalbank’s customerscontinuetogrowin diversity, itiscrucialthatourgrowingteam reflectsthatdiversity

“ThelaunchofourCareerEmpowerment Programmewillensurea widerrangeof voicesandbackgroundsare presentwithin ourworkforceand reinforcesourcommitment toprovidingjobstopeoplehere inNorthern Ireland.Astheonlyglobalinvestmentbank operatinginNorthern Ireland,weare proud tobeopeningthedoorsformore people tolivelocallyandworkglobally, supporting

businessesaroundtheworld.

“We offer a rangeofcareerpathwaysto encourageeveryonetoconsider a career atCiti.Ourdiverseprogrammesinclude apprenticeships,graduates, reactivateyour career, andbusinessacademies. We offer thetrainingandsupport requiredforcareer progressionandactivelychampionand empowerourteam’s growthandsuccessby creating a culture definedbyinclusiontocreate a vibrantworkingenvironmentforall.”

CitistartedinBelfastin2005withanoriginal planof recruiting375technologystaff to deliverservicestoCiti’s globalinstitutional clientgroup.Itisnow a strategicdeliverycentre formanyofthebank’s 21globalfunctions includinglegal,compliance,HRandmarkets operationsandemploysover4,000inNorthern Ireland,includingover40nationalities.

Theteamalsobenefitsfrom fiveinclusion networksincluding:Disability, FamiliesMatter, Multicultural, WomenandPridewhich championdiversity, equityandinclusionacross the firm.CitiBelfastalsoworkswithexternal partnerstocreatepositiveimpactinlocal communitiesandhasraisedover$1mfor sponsoredcharitiesinthelast fiveyears. ■

FrankBryan,BelfastMetGoverningBody,PaulNarain,USConsulGeneral,Louise WardeHunter,chiefexecutive BelfastMetropolitanCollege,USEconomicEnvoytoNorthernIrelandJoeKennedy,AidanSloane,Belfast MetropolitanCollegeandGraemeCraft,CitiBelfastatthelaunchoftheNorthernIrelandFinTechandProfessional ServicesProgramme

Leigh Meyer

The world is willing us to succeed… but we needleadershipand embracementofnew ideas

It’stimetodialupourambition,restoreourExecutiveandshowthatwemean business,accordingtoOCOGlobalexecutivechairman, MarkO’Connell,who saysNorthernIreland’sstellargrowthsincetheGoodFridayAgreementputsus onastrongfootingforcontinuedexpansionandattractinginvestment

OCO’sanalysisoftheeconomic impactofthe25-yearanniversary oftheGoodFridayAgreement andforecastswerewidelypickedupin themediaandmostlywell receivedand quotedbypresidentsandprimeministers alikeduringthecelebrationeventsearlier thisyear.

Almosteveryeconomicindicatorweexamined hadmorethandoubledintheperiodfrom 1998tothe2020s.Forexample,exportshave gonefrom£5.3bnto£12.2bnannually,foreign investmentprojectshavedirectlycreatedover 35,000jobsintheperiod,andourtourism industryhadbeentransformedwithoverseas visitorsdoubledfrom1.5millionvisitorsayear tothreemillionin2019andairpassengers throughourairportsupfromfourmillionto eightmillioninsameperiod.

Thishasimprovedstandardsofliving, employment,diversifedtheeconomyaway frompublicsectordependencetoenterprise andinvestment,andallowedouryoungpeople and returnerstohaveachancetoliveand workwheretheywereraised.Unemployment hasbeenhalved,thepercentageofadultswith aqualifcationhasrisenfrom75%to87%, andif‘healthiswealth’thentheincreasein peopleclaiminggoodhealthfrom70%to 79%isasignofprosperity.

Andmostsignifcantlyofall,wehaveawhole generationofpeoplewhoneverexperienced thethreatofviolence,bombs,riotingonthe streets,andtheconstantworryyoumightbe nextorinthewrongplaceatthewrongtime.

Thishasattractedamorediversepopulationto liveandlearninthecountry. Today,nearly5% ofthepopulationwerebornoutsideGBand Ireland,comparedto1.8%in2001,andmore thanoneinfveofouruniversitystudentsare international.

NorthernIrelandhasthesecondlowestcrime rateamongUK regions,andBelfastisone ofthesafestandmostliveablecities.That wetakethisforgrantedwasbroughthome tomeona recentvisittotheUS,where IwassupportinganAsianelectricvehicle manufacturer’ssiteselectionvisittotheMidWest.Onthefnaldayofthefamiliarisation tour,Iaroseinmyhoteloverlookingthemain street(whereIhaddinedandsocialisedthe eveningbefore)todiscoverthattwopeople hadbeenshotdeadbythepoliceacross thestreetandfveothersinjuredat2am duringthepreviousearlyhours. To saythat investorconfdencewasshakenwouldbean understatement.

WhatIhaveobservedinmorethan20yearsof runningabusinesshead-quarteredinBelfast

withoffcesin10othercountriesand200 staffofallcoloursandethnicities,isthatwe areahighly resilientplaceandpeople.Our Frenchdirector recentlysaidtome,telling FrenchclientsthatourHQisinBelfastisa goodicebreakerandtalkingpointaseveryone wantstoknowourstory.IntheUSit’seven more‘authentic’andaddstocredibilityand confdence.WhileinGB,clientsalwayshave someconnectionandanytimethereisan opportunitytohostinternaleventsforour majorclientslikeDepartmentofBusinessand Trade,theywanttodoitinBelfast.

Andyet,somuchofourinternalpoliticaland mediaheadlinesaredominatedbythenegative spinandallthe reasonswhywearefailing andit’sall Westminster(orDublin’s)fault, identitypolitics(thatdon’tpaythe rent),blame gameandafailuretotakeaccountabilityand responsibilityforourowndestiny.

IthinkIspeakforthe‘silentmajority’of businessowners,investorsanddevelopment agencieswhokeeptheirheadsdownandget onwiththings.Nobusinesscouldaffordto pauseactivityuntiltheygotthebestversion oftheGFA,theperfectBrexitarrangement (evenifthemajorityofbusinessinNIdidnot supportleaving),pivotedtothepandemic traveland restrictions,orwaitedforthenew Protocoland WindsorFrameworkdealto

settle.Businessesherewholivedthroughthe troubles,survivedthefnancialcrisisandthe recentEUdepartureupheavalshavepricedin uncertaintyandlearnedtolivewithalevelof politicalambiguityandbudgetcontingency. Afewexampleshavecomeacrossmyradar whichhaveimpressedme:

•ACoDownbusinessintheaggregates handlingsectorwhowashighlydependent onUSpartsaftermarketwashighlyexposed to Trumpimporttariffsaspartofhisplans. OCOsupportedthisclienttoestablisha

manufacturingplantinKentuckytoovercome tariffsandgetclosertoUSclientswhichhas transformedtheUSbusiness.

•LabourshortagescompoundedbyBrexit forcedanorthcoastengineeringfrmto exploretalentattractioninthePhilippines andtheyhavesuccessfully‘onboarded’15 productionworkersfromManilawhoare provinghighlyproductiveandcommittedon two-yearsponsoredvisas.

•Afoodmanufacturingclienthastaken

advantageofsomeoftheeast-westsupply challengesintheRepublicandhasdisplaced anumberofGBsuppliersandgrownhis businessinIrelandby50%.

Goodbusinessesthriveinadversity.Therehas beenmuchmadeofInvestNorthernIreland’s responsibilityorfailureinhelpingtoaddress oureconomicchallenges,andasusualin NIwedefaulttothewho-can-we-blame mentality.

The recent reviewofInvestNIgavean unfatteringassessmentoffailureatboardand leadership,agencymissioncreep,amentality todefaulttothefamiliaroralways-did-it-likethatapproach,alossofclientfocusandoutof datemetrics.IndefenceofInvestNI,theworld haschangedalotsincethelast reviewandits strategyupdatewasdone10yearsago,soitis hardlysurprisingthemissionneedsa refresh.

Atthesametime,thethoughtoccurredtome asI readtheexecutivesummary,theycouldbe describingmyownfrmorseveralclientswho will remainnameless,andinfactoureconomy asawhole.

However,speakinggenerally,therehasbeena failureofleadership,strategyobsolescence,a resistancetochangeandembracenewideas here–pooradoptionoftechnology,abunker mentality,andmostcriticallyalossofclient andcommercialfocus.

Allthis,inspiteofthefacttheworldis watchingandwillingustosucceed(and mayberunningoutofpatience).It’stimeto dialupourambition, restoreour executiveandshowthatwe meanbusiness. ■

MarkO’Connell

PaulineMcKeating

MBNIHoldings 98

Thereareveryfewsectorsandareas ofindustrywhichdidn’tfeelthe handofCovid-19ontheirshoulder overthelastfewyears.

Butwhilethelogisticssectorandwider haulageindustryhavebeendealingwiththe aftereffectsofBrexit,theNIProtocolandnow theincoming WindsorFramework,thewider deliverybusinesssawasurgeamidtheglobal pandemicwhichhitourshoresin2020.

Itmeantaseachangeinhowwe receiveour goods–orderingonlineandgettingthings deliveredtothecomfortofourhomes,while alreadyonasignifcantupwardcurve,was expeditedconsiderably.

That’sseenstrongperformancesforthe businesseswhichsupplythevansandtrucks requiredtohelptransportmillionsofproducts throughoutNorthernIrelandandbeyond.

MBNIHoldingsLtd,whichhasitsheadquarters inMalluskjustoutsideBelfast,isavehicle businesswhichcountscompaniesand brandssuchasMBNI Truck& Vanwithinits operations,whichspecialisesinMercedesBenzvansandtrucksatbothMalluskand Dungannonsites.

Thecompanyalsooperatesfurtherbusinesses includingRossetts,whichisanotherMercedesBenzvansalesoperationwithseveralsitesin England.

PaulineMcKeatingismanagingdirectorofthe business–and remainsoneofthefewfemale chiefexecutivesonthe Top100list.

Anaccountantbytrade,Pauline,originally fromnorthBelfast,startedwiththebusiness backin2000beforeworkingherwaythrough aseriesof rolesbeforehercurrenttopjob.

“Thelast12monthshasbeenexcellent,”she tells UlsterBusiness.“Themotorindustryhas takenoffoverthelasttwoorthreeyears. Habitshavechangedandthereisdemandfor [vehiclessuchastheSprintervan]–thevehicle ofchoiceforcouriers.”

MBNIHoldingsLtdjoinsthe Top100forthe frsttimethisyear,cominginatnumber98 withturnoverof£90.6mfortheyearending December2021,whilepre-taxproftsstoodat £3.3m.

Theoverallbusinessemploysalmost300in total,witharound115hereinNorthernIreland andaround170acrosstheRossettsbusiness.

“Wehavebeenabletostandandbeone ofthekeyindustries…throughoutCovid,” Paulinesays.

Shesaysshebecameashareholderofthe businessin2020beforebecomingamajority shareholderinMarchthisyear.

“It’sveryuncommoninourworld,”shesays.

“WhenIstartedtherewereveryfewfemales inourindustry–about10%inthevehicle industry.I’mtheonlyfemalechiefexecutive andownerinthetruckworldacrossMercedesBenzintheUK.

“IthinkasI’vegonethroughmycareer,[it’s about]workingharder,fasterandsmarterthan malecompatriotstobemeasuredthesame.I havequitehighexpectationsforotherpeople asIexpectthemtoworkatthelevelIworkat.

“[Therehasbeen]massivechangeinpeoplein themarket.

“WhenIstarted,youturnedintoameeting roomandyouweretheonlywoman.People thoughtyouwerethetealady.”

Lookingaheadshesaysthebusinessis performingwellandiseyeingfurther expansion,includingatitsDungannonbase.

Thatwillseeanewthree-baydrive-through truckworkshopandseven-bayvanshopbeing built.

Pauline remainsconfdentinthesuccessofthe businessdespitecloudsof recessionaryterritory onthehorizon,alongsideongoingandshifting arrangementsaroundBrexit.

“Youhavetocontinueandworkyourway throughit,”shesays.“Itwon’tchangeour directionoftravel.” ■

CIPRmembers celebrate75th anniversary

CIPRNorthernIreland membershavebeen enjoyingapackedcalendarofeventsthisyear markingtheInstitute’s75thanniversary

Aspartofthecelebrations,the CIPRNorthernIrelandcommittee recentlyhosteditssummer socialandanexclusivefellowslunch.

Thesummersocialbroughttogether independentpractitioners,publicsector public relationsprofessionals,andPR agencystaff,andwasattendedby membersofCIPRNI, representativesof theCIPRBoard,andstafffromCIPRHQ. TheeventwasaddressedbyJessicaFok,

co-chairofCIPRNI,andCIPRpresident, SteveShepperson-Smith.Thefellows andfriendslunchwasattendedby20of NorthernIreland’smostesteemedpublic relationsprofessionalswhoenjoyeda fresidechatwithtwoofNI’slongest servingfellows;SarahBlackinterviewed Jane WellsMBE,whowaschairof CIPRwhentheinstitutecelebratedits 50thyear,aboutthehighlightsofher35yearcareer.

CIPRpresident SteveSheppersonSmithaddressesguests

CIPRpresidentSteveShepperson-SmithwithCIPR NIco-chairsJessicaFokandBrittanyBreslinatthe CIPRNI75thanniversarysummersocial

CIPRNorthernIrelandcommitteemembers

CIPRchiefexecutiveAlastairMcCapra,RachaelClamp, CIPR2023president-electandSonyaCassidy,CIPRNI committeemember

CIPRpresidentSteveShepperson-Smith(centre),NicolaBothwell,CIPRNI committeemember,andEvaMota,governanceoffcerandEAtoCIPRchief

TheCharteredInstituteofPublic Relationsisthisyearcelebrating its75thanniversarywithevents inNorthernIreland recognisingthe milestonethatexemplifesthelongevity, strength,and relevanceofthepublic relationsprofessionlocally,whilst honouringtheincrediblecontributions madetotheindustrybypractitionershere.

Establishedin1948,theCIPRhasmore than10,000membersandistheonlyRoyal Charteredprofessionalbodyforpublic relations practitionersintheworld.Itchampionsthe public relationsindustry,drivesexcellence andinnovation,whilenurturingthetalent thatpropelsitsfeldforward.TheInstitute playsapivotal roleinshapingtheprofession, settingstandards,andprovidingaplatformfor knowledge-sharingandnetworking.

CIPRNorthernIrelandfellowsjoinedtogether recentlyfora75thanniversaryfellowslunch. Speakingattheevent,BrittanyBreslin,CIPR NIco-chair,said:“Ourfellowsareesteemed professionalswhohavedemonstrated remarkableleadership,expertise,anda steadfastcommitmenttoadvancingthe profession,raisingthebarforallofus.They havecontributedsignifcantlytothegrowth andevolutionofourindustry,sharingtheir wealthofknowledgeandexperiencewith others.Iwouldliketoacknowledgethe signifcant rolethateachofourfellowshas

playedinourlocalindustry.Throughtheir dedicationandoutstandingcontributionsto thewiderprofession,theyhavefownthefag forprofessional,ethical,andstrategicpractice andshowntrueleadershipinthefaceofan ever-changing,always-evolvinglandscape.Not onlydotheyinspiretheirpeers,buttheyalso serveasmentorsand rolemodelsforfuture public relationspractitioners.”

ThewidermembershipofCIPRNIwasinvited tocelebratetheInstitute’s75thanniversaryat asummersocialwhichwasattendedbyCIPR presidentSteveShepperson-Smith,CIPRstaff andCIPRboardmembers,whohadtravelled fromacrosstheUKtoBelfast.

AlastairMcCapra,chiefexecutiveofCIPR, said:“Public relationsissometimesthought ofasbeingveryLondon-centred,butthe professionalcommunityinNorthernIreland showsthatthisisfarfromtrue.CIPRNIhas morethan300membershereanditisno exaggerationtosaythatpublic relations practitionersarewovenintoeverysinglepart ofNorthernIreland’seconomicandsocial fabric.

“Wehave30fellowsinNorthernIreland andthehighestprofessionalaccreditation theCIPRoffersisthestatusofchartered public relationspractitionerand,interestingly, NorthernIrelandhastheUK’shighest proportionofcharteredpractitioners–nearly

onein10holdsthisstatus.SoCIPRmembers inNIare reallycommittedtotheirmembership andcontinuedprofessionaldevelopment asthesestatisticsprove.Bothclientsand thepublicherecanbeassuredthatthey’re gettingsound,ethicaladvicefromCIPR members.Iwouldencouragecommunications professionalsinNIwhoareconsidering membershipofCIPRtojointoday.

“InthistheCIPR’s75thyear,wealso acknowledgethechallengesandopportunities thatlieahead.Thepublic relationsindustryis evolvingatanunprecedentedpace,drivenby technologicaladvancements,changingsocietal dynamics,andagrowingneedforethicaland responsiblecommunication.The roleofthe CIPR,itsmembersanditsfellowsisbecoming evenmorecrucialinnavigatingthese complexitiesandensuringthatourprofession thrivesandadapts.”

CIPRNImembersbeneftfromapacked calendarofeventswhich,likethesummer socialandfellowslunch,providememberswith anopportunitytofosterconnections,exchange ideas,andforgecollaborations.Itisthrough eventslikethesethatmemberscreateand strengthenmeaningful relationships,layingthe foundationforabrighterfuture. ■

To fndoutmoreaboutbecomingamemberof CIPR,pleasevisitwww.cipr.co.uk

SarahBlackand Jane WellsMBE

Jane WellsMBEsharesstories ofher35yearcareerwith SarahBlackandguests

CIPRNIco-chairBrittanyBreslinispicturedwithCIPRNI committeemembersNicolaBothwellandSonyaCassidy

SashaJeffrey,JorisMinne,BrittanyBreslin,co-chairCIPR NI,andKellie-AnnHoey

BrittanyBreslin,SonyaCassidy,GaryMcDonaldandJulie McCabe

BelfastHarbourproftsbump aswarinUkrainechallenges causeminortradeimpact

BelfastHarboursawfairlystablefguresaccordingtoits latestreportandaccounts,howevertradetonnagewas downfrom2021amidongoingglobaluncertaintyand thewarinUkraine,writes JohnMulgrew

BelfastHarbourhas reportedasmall bumpinturnoverandproftsand sayschallengessparkedbythewar inUkrainehadonlyaminorimpacton porttrade.

Theharbour,whichismarkingits175thyear, sawturnoversittingat£77.2mfor2022, uparound5%onayearearlier.Meanwhile, profts roleslightlyto£34.3m.

However,totaltonnagethroughBelfast Harbourwas reportedat24.5million–down from2021butthesecondhighestlevelinits history,andaslighteasingbackof4.3%from recordlevelsayearearlier.

“Despitetheclimateofglobaluncertainty andexternalchallengessparkedbythewar inUkraine,porttradedroppedonlyslightly onthe recordlevels recordedin2021,”the harboursaid.

Inwhatwasamilestoneyear,markingthe 175thanniversaryoftheformationofBelfast HarbourCommissioners,BelfastHarbour reportedturnoverof£77.2mfor2022,up5% onitsfguresfor2021,andunderlyingpre-tax proftsof£34.3m,up1%onthepreviousyear.

Theharboursaysthefgures reported “havesupportedthecontinueddeliveryof anambitiousfve-year,£254minvestment programme,whichhasenabledBelfast Harbourtoaddsignifcanteconomicandsocial valuetothe region.

“ContinuingBelfastHarbour’slonghistory

ofdeliveringtransformativeprojects,2022 saw£23.4minvestedinportfacilities andinfrastructureprojects.Thisincluded thecompletionofthe Victoria Terminal2 passengerfacility.

“BelfastHarbournotedits resilientanddiverse tradingportfolioasacoreassetindelivering itsstrongfnancialperformance,aswellas recognisingtheimportantcontributionofits keycustomersandestatepartners.”

Itsaysits‘roll-on roll-off’ freightonStenaLine “performedstrongly, recording600,000freight unitsduringtheyear,andmatchingthe record performancedeliveredin2021”.

“Thevolumeofferrypassengerstravelling throughtheportincreasedby22%yearon yeartoalmost1.8millionpeople,with routes benefttingfromthefulleasingofCovid-19 travel restrictions,”itsays.

“Thenumberofpassengercars reacheda recordhighof462,000,increasingby12% fromtheyearbefore, refectingacontinued interestinstaycationsandlocalholidays.

“Cruiseshipscontinuedtoprovideawelcome boosttothelocaleconomy,withBelfast Harbourwelcominga record141cruise shipcallsduring2022,ascruisetravelfully resumed,andtheindustrymadeastrong recoveryfollowinga reducedschedulethe previousyear.”

Itcomesasa£100mexpansionofBelfast Harbour,whichcouldincludehelpingmake

wayforthegrowingnumberofcruiseships, hastakenamajorstepforward.

BelfastHarbourisnowseekingexpressionsof interestaheadoftendersforanewheavyduty quayanddeepwaterberthatD3onthesite–a46-acre reclaimedsiteatthenorthernendof theharbour.

Initialplansforthedevelopmentweregiven thegreenlightin2019.

Itwillincludea340mlongsolidquaywith mooringdolphins,dredgingoftheberthing pocketandinfllingbehindthenewquaywall, alongsidetheconstructionofa25mwidepiled relievingslabalongthequaylength.

JoeO’Neill,chiefexecutiveofBelfastHarbour, said:“Our robustfnancialperformance during2022 refectsourstrategicprogressin growingasaworldleading regionalportand developinganiconicwaterfrontforthecity.

“Whileweareconfdentofourdiverse businessand revenuestreams,2023will undoubtedlypresentchallengesasuncertainty intheglobaleconomycontinues.” ■

BelfastHarbour chiefJoeO’Neill

Tourism: a force for good for NI’s economy which needsourattention

Tourismbringsabigreturnoninvestmentforrelativelylowpublicexpenditure andremainsakeypartofoureconomy,butwemustcontinuetopromoteandsell NorthernIrelandtothewiderworldotherwisewecouldbeinforadiffcultsummer nextyear,writes DrJoanneStuartOBE,chair,NorthernIreland TourismAlliance

WhentheNorthern Ireland TourismAlliance(NITA)was establishedfveyearsago,one ofourprioritieswastocommunicatethat tourismwas a keyeconomicdriverforthe localeconomy Thatinitselftells a story aboutanindustrywhichbelieveditwasn’t perhapsviewedwiththeseriousnessthat itsscaleandimpactwarranted.

Fastforward to2023andconsiderableprogress hasbeenmade; I certainlydetectverylittleof thatratherold-fashionedviewthattourismisn’t really a ‘serious’partoftheeconomy Indeed, thequestion I getnowishowcanwebuildon yoursuccessandsupportgrowthforthenext decade?

Thatattitudinalshiftisdriveninlargepart bystatisticswhichportrayanindustrythatis fundamentaltotheeconomyineverycorner ofNI.

Althoughthepandemicandlockdownswere anincrediblytestingtimefortourism,thesector hasbouncedbackandactivitylevelsare inand aroundwhattheywere in2019pre-Covid.

Annualtourismexpenditure isaround£1bn – moneywhichisspentdirectlyin retail, hospitality, hotels,venuesandtransport,the impactofwhichisfeltimmediately Thisin turn providesemploymentinexcessof70,000. Overall, TourismNIestimatesthatonein12 jobsare tourist relatedandare wellspread geographically

Backin2019,there were 5.3millionovernight tripstakenofwhichoverhalfwere byvisitors fromoutsideNI.Ofthosearoundthreemillion externaltrips,aroundhalfwere fromGBwhile theRepublicofIrelandandthe restofthe worldeachaccountedforabout a quarter Althoughit’s notoftenthoughtofinthese terms,moneygeneratedbyoutsidevisitorsis essentiallyan‘export’.Ifwestarttothinkof ourtourismprovidersasexportersitbeginsto recastourunderstandingofthesector’s true potential.

It’s alsoworthnotingthattourismsupports majorcapitalprojectswithsignifcantspin-off beneftsfortheconstructionsector Building

TitanicBelfast,forexample,was a three-year projectandinthepasttwodecadesthehotel sectorhasinvestedover£1bninenhancing capacityandquality That’sa considerable supplychain.

Theonecaveatisthatthere is a growing consensusthatoffcialdatadoesn’t adequately capture thefullscaleofthesectorandNITA hascommissionedGrantThorntontoexamine thefguresinmore detail.Thelasttimethe statisticswere forensically reviewedwas2007 andbasedoninitialwork,GrantThornton believesthattotalexpenditure relatedto tourismcouldbeasmuchas£3.5bn.There are a lotmore numberstocrunchbeforea more defnitiveconclusionis reachedbutitlooks clearthatcurrentassessmentsunderestimate thesector

Thegeneraleconomyappearstobein somethingof a twilightzone – no-one’s quite sure whethertobepessimisticoroptimistic. Obviously, thetourismsectorisjustasexposed – ifperhapsnotmore so – tothesamefactors holdingthe restoftheeconomyback.The costoflivingcrisis,spirallingenergycostsand skillshortageshavetakentheirtoll. Withfood infationof25%hittingthehospitalitysector it’s nothard toappreciatethechallenge.

Ontheplusside,however, demandforthis summerislookinggoodthankstostrong promotionalcampaigns,particularlyfrom TourismNIwhichhasdone a brilliantjobin showcasingNItovisitorsfromthe restofthe island.

Whatisperhapsmore diffcultisthatalthough thesectorhasdonephenomenallywelltoget backtopre-pandemiclevelsofactivity, rising costshavestrippedmarginsbackto a bare minimumandmanyfrmshaveexhausted their reserves.Ithasbeengreattosee recent investments,forexample,the£5m Titanic Belfast refresh, TitanicDistillersandthe developmentofnewexperiencesatGlenshane Farm,butitisdiffculttoseewhere there isthe capacityforcontinuedinvestmentatthislevel.

More pressingistheparlousstateofNI’s public fnances,thelackofanExecutiveandthelack of a strategicapproachtobudgetarycuts. We

alreadyknowthattourismpromotionalactivity isgoingtobecut.Unfortunately, competition amongdestinationsisferceandfailure to promotenowwillmeanfewervisitorsthis autumnandwinter

TourismNIhasalreadysaidbudget reductions willimpactitsinvestmentinevents,marketing andcapitaldevelopment.They’vewarned thatwe’re “verylikelytoloseouttoother destinationsjustasourvisitornumbersare rebounding”. Tourismprovidesanexcellent return oninvestmentfornotmuchpublic expenditure,butyoumustkeep reminding customersabouttheoffering.Ifthingsdon’t change,summer2024couldbediffcult.

Thisisshort-termismoftheworstsort, especiallygiventourism’s socialbenefts,for examplemanyofouryoungpeoplegettheir frsttasteofworkin a sectorthatemploys15% ofall16to24-year-olds.I’malso reallypleased thatwehire abovetheNIaverageforpeople classifedasdisabledundertheEqualitiesAct.

Whatwe reallyneed,however, is a minister equippedwitheffectivetourismandevents strategies,and a partnershipapproachto addressissuessuchasnetzero andlong-term growth. We’re alreadymakingstrideswithan innovativeapproachthathashelpedputBelfast intothe2022GlobalDestinationsSustainability Index Top 10,butthere ismore todo.For instance,howdoweencouragevisitorstostay longerandensure thatgrowthcontinuestobe sustainable,notjustforthesector, butourlocal communitiesandenvironmenttoo?

Instead,we’re facingbudgetarypressures thatwillforceNItounderstandthepriceof everythingandthevalueofnothing.Apart fromanythingelse a vibranttourismsector creates a feelgoodfactorforthosewhocallthis placehomeaswellasthosewhowanttovisit andinvesthere.

FDIismobile.Thetopdestinationsofferworld classevents,attractionsandhospitality Leisure andbusinesstourismhelpsdeliverallthese thingsalongwiththeconfdenceandcivicpride theyinspire. You can’t reallyput a priceonthat, butacknowledgingthevaluetheydeservewill betothewholeeconomy’s beneft. ■

S-BORDER

Just3%ofbusinessandcivicleaderssay Protocolhadnegativeimpactonrelations

Thelatestresearchfrom theCentreforCross BorderStudiespaints animprovedpicture forcross-borderand east-westrelations,but collaborationstillremains aconcernoverall,writes

JohnMulgrew

Just3%ofcivicandbusinessleaders herebelievetheNorthernIreland Protocolhashadanegativeimpacton cross-border relations,it’sbeenclaimed.

TheNIProtocol–whichisbeing replacedwith the WindsorFramework–aimstoaddressthe challengesoftheUK’sexitfromtheEUand ensuretradeacrossIrelandcontinuessmoothly, alongwithbusinesseasttowest.

Aroundtwothirdsof respondentstoasurvey fromtheCentreforCrossBorderStudies, carriedoutduringthefrstquarterof2023, claimtheProtocolonbalance,isagoodthing fornorth-southco-operation,witharound athird“unsure”.Just3%believedithada negativeimpact.

Intermsofeast-west relations,56%believe theProtocolisagoodthingforeast-west co-operation,with41%unsure,and3% reportingitisabadthing.

Andaroundathirdof respondentssaidthey believethatmeetingsandcollaboration betweenorganisationsinNorthernIrelandand theRepublichaveincreasedbetweentheend of2022andthefrstquarterof2023.

“Wesawthehighestpercentageof respondentsnotingthatthepoliticalcontext hadimprovedsincethesesurveysbeganinthe frstquarterof2021,”the report,whichwas writtenbyDrAnthonySoaresandBenRosher, said.

“Thecommentsofferedby respondentstothis survey revealthatthemorepositiveoutlook isnotjustthe resultofthecontentsofthe WindsorFramework;72%of respondents reportedthatmeetingswithorganisationsin theotherjurisdictiondiscussedchallengesto cross-bordercooperationeitheronoccasion (43%)ortoasignifcantextent(29%).

“Thenatureofthesechallengeswerevaried, touchingonconcernsaroundfunding,crossbordertravelforeducation,andthepending introductionofElectronic TravelAuthorisation forcrossbordertravelfornon-visanationals.”

Whenaskedtoexpandontheirexperiences ofthepoliticalcontextforcollaboration, respondentsfocusedheavilyonthe Windsor Frameworkandtheassociatedimprovementof relationsbetweentheUKandEUasapositive development.

Datawascollectedthroughasurveyofselfselected respondentsbetweenthestartof MarchandApril17,with34 responses.

Thoseselected respondentsincludedcivic societyorganisations,localauthorities,and anumberoforganisationsandchambers representingbusinessconcerns.

Around32%of respondentswerebasedin

theRepublicofIrelandand50%based inNorthernIreland,with18%havinga presenceonbothsidesoftheborder.

Someofthe respondentssaidthat the WindsorFramework“willimprove opportunitiesforcollaboration”while anothersaidagreement“opensup collaborationsonEUHorizonprojects”.

OtherssaidalackofStormontgovernment isamajorissue,sectionsofPUL(Protestant/ unionist/loyalist)communityarepulling awayfromcrossborderactions,and “changestotheprotocolin recentweeks havestilltobeagreedbytheunionist communityallowingStormontto return”.

Intermsofthe regulatorycontext,68% of respondentssaythatthe regulatory contexthas remainedthesamecompared tothelastquarter,with14%sayingithas improved.

“Thisisparticularlynoteworthyas,forthe previousthreequarters,no respondenthad reportedanimprovementinthenorthsouth regulatorycontext,”the reportsays.

“Thisquarter’ssurveyendsonamuchmore positivenotethanwehaveseenforthelast twoyears”. ■

CROS

DrAnthonySoares

‘Our tech successstories are evidence of a strong and cohesive industry’

JohnHealy,formerheadofAllstateNIandnow chairmanoftheSoftwareAlliance,saysthisyear’s UlsterBusiness Top100isyetanotherkeyreminder thatourITandtechsectorisanincreasingly importantpartofthewiderNorthernIrelandeconomy

Thisyear’s Top100demonstrates thestrengthoftheITindustriesin NorthernIrelandinthefaceofa challengingwidereconomicclimate.

Asagrowingnumberoftechnology companiesmakethelistyear-on-year,this annualbarometerofproftandturnover acrossNorthernIreland remindsusthat ourITindustriesarenowawell-established contributortothelocaleconomy,up thereeveryyeardeliveringalongsidethe construction,agrifoodandaerospacesectors.

Thissuccess,comparedmanytimeslatelywith thevastlydifferentlandscapeof1998when investorswereonlybeginningtoseriously considerNI,showslittlesignsofdwindling. We area regionthat,despiteourcurrent politicalsituation,hasastrongentrepreneurial infrastructureinplace,acapableeducation systemtobackusup,andthat remainsopen andfriendlytoinvestment.

Whatthenext25yearswillbringinthe technologysectorisadifferenttypeofgrowth patternascompanies restructure,adaptto thechangingworldofwork,andbuildon thestrongfoundationthatexistsinNorthern Ireland.

ThepresenceofFD TechnologiesinNewryand

Seagate TechnologyinDerryinthe Top100

pointstothecontinuedstrongperformance, atthetoplevel,oftechinour regionalhubs. Collectively,withthelikesofAllstateNIand Kainosalsocompetingamongthe Top100 companies,thereisnodoubtthatITand technologyisamainstayofthelocaleconomy.

Thisisinstarkcontrasttothetoughtimes experiencedataconsumerlevel,andinsome sectorsatasmallbusinesslevel,throughout thepastyearasenergypricesandinterestrates soared.WhileourITindustriesarenotimmune tothesepressures,themainchallengesare presenteddifferentlywithinthesectorwhere currentissuesarearoundaccesstotalent acrosstheboard,andfundingsupportforour smaller,home-growntechnologybusinesses.

Intheareaoftalentdevelopment, research bytheDepartmentfortheEconomyin2021 showedthatthenumberofdigitaljobsin NorthernIrelandincreasedby50%between 2010and2021.Thisisamuchhigherrateof jobcreationwhencomparedwiththewider economy,whichwitnessed9%growthinjobs withinthesameperiod.

Thissustainedincreaseindemandisdirectly attributedtothegrowthofexpertiseacrossthe ITsectors,investmentintoNorthernIrelandfor thisexpertise,andafourishingtechnological ecosystem,supportedbyouruniversitiesand furthereducationcolleges,thathasovertime

transformedNorthernIrelandintoaworldleadingtechhub.

Yetitalsopresentschallengesrightacross industry,andwehavelongdiscussedtheneed forsustainableskillsdevelopmentinorderto continueoursuccess.Oneareathatwillbekey tothisissoftwareengineering.

Softwaredevelopersareindemandright acrossthetechlandscape,bothwithinthose companiesonthe Top100listandoutside them.Itisafundamentalpartofthetech sectorsupplychain,andasawhole,isasector thatcontributesover£1.7bntotheeconomy eachyear,employing23,000peopleacross 2,200companies.

Inmanycases,softwaredevelopmentexists asakeyfunctionservicingawiderbusiness operation,andthereforeunderpinsallthesubsectorsofITinNorthernIreland.

Itisforthis reasonthatsixindependenttech companiescametogetherin2022toestablish theSoftwareAllianceasthe representative voiceforsoftwareengineeringcompaniesin NorthernIreland.

Collectively,theallianceworkstosupport policydevelopmenttoensurethat governmentunderstandsthekeyneedsof thesector,infuencingthatworkinthe areaofskillsdevelopment,butalsoin termsofinvestmentsupportand research anddevelopment.Theallianceexiststo collectivelysetthestrategicdirectionfor thewholeoftheindustryandthewider techlandscapeofNorthernIreland.

Whilethe Top100providesusefulannual analysisofourtopperformingbusinesses, thesoftwaresectorseeksto represent companiesofallsizes,manyofwhichare smallandmicrobusinesses.Thisisinlinewith thegeneraldirectionoflocalbusiness,with thelatestNISRAstatisticsshowingthatasof March2023,89%ofbusinesses registered inNorthernIrelandareclassedasmicro businesses.Indeed,justover2%,or1,655 businesses,had50ormoreemployees.

So,whileitisimportantthatwecelebrateour bigtechsuccessstoriesinNorthernIreland, andIcongratulateeachone representedon the UlsterBusiness Top100index,Ibelieve theyareoneelementofawell-established ecosystemhere.Alongsidethesemultinationals,wehavearichanddiverse technologyecosystemthatwill beakeycontributorto theNorthernIreland economyfor decadesto come. ■

JohnHealy

ManufacturingNI,says

asanindustryworth £17bn,manufacturing shouldaimtogetbackto theboomdays,nottryto dotheimpossibleand balanceStormont’sbooks bywreckingourengine ofprosperity

StephenKelly, chiefexecutiveof

StephenKelly

Top100 shows manufacturing remainsstrongrightacrossNI

AspartofManufacturingMonth, alongsidecolleaguesin retail andhospitality,wehosted some300businessleaders,UKandIrish parliamentariansanddiplomatsinthe HouseofCommons.

Itwasthechancetocometogetherand celebratethegreatstrideswhichtheNorthern IrelandeconomyhasmadesincetheGood FridayAgreement.

Livingandworkingheremeanswe’reprobably toocloseto reallyseetheadvanceswhich we’vemade,butthe reportwelaunchedthat dayontheterraceshowsthatour remarkable entrepreneursandbusinessleadershave alreadycreatedanewNorthernIreland.

Highlightsincluded reportsthatourGDPwas up120%from£19.8bnto£43.7bn,andGDP percapitafrom£13,391to£25,575since 1998.

Ourunemploymentwasdownfrom8.4%to 2.5%withemploymentgrowingby22.7%, thefastestofanyUK region.Therehasbeena 36%riseininvestmentgrowth,outstrippingall otherpartsoftheUK.

Ourpopulationhasgrownto1.9million with50%ofthosebeingunder40yearsold. 66,000peopleinfulltimeeducation,some 50%morethan25yearsago.

And,despiteperceptionsthatwe’remiserable, we’reoneoftheUK’shappiest regions.

Withayounger,skilledworkforce,a 20%increaseinFDIasforecastedbythe DepartmentfortheEconomy,alowercost baseand(let’sstopwhisperingit)dualUKand EUmarketaccess,couldwe reallybewhat

PrimeMinisterRishiSunakhasclaimedtobe the“world’smostexcitingeconomiczone”?

PerceptionsareeverythingIsuppose.Iwould beprettysureifyoustopped10peopleinthe streetandaskedthemwhatthepresentand futurecontributorstothelocaleconomywere, mostwouldlikelysaytechbusinesses,maybe somewouldsaythefilmindustry.

However,ourmanufacturerscontinueto thrive,creatingworkineverycorner,driving innovationspendandsolvingproblems,and bringinginanincreasinghugeamountof outsidesaleswhichiscreatingprosperity.

Acrosstheglobe,governments recognise thatwhenmanufacturinggrows,theentire economygrowswithit.ItiswhyBeijingand Berlinputmakingphysicalthingsatthecentre oftheireconomicplansandmore recently Biden,andhispredecessor,havefocusedon manufacturingindependenceandjobs.

TheUK’smanufacturingeconomymaybe understressandatriskofaBrexit-induced spiralofdecline,butthestoryathomeismuch morepositive.

Oursectorishometoarangeofindigenous andinternationalcompanies,someofwhich madeupthisyear’s Top100,whichcombine tobringinaround£17bnofsalesfromoutside ourdomesticmarkettothelocaleconomy,a record£9bnofwhichisexportstoIreland,the EUandthe restoftheworld.

TheteamatNISRAconfirmthat88,260are currentlyemployedinthesector.Betterstill,in theperiodfromMarch2010toMarch2023, underthecurrentConservativeGovernment, theyconfirmthatratherthanbeindecline,our manufacturershaveadded15,500newjobs,a

massiveincreaseof21.3%.

Backin2007,asoneofitsfirstacts,theNI Executiveestablishedindustrialderatingpolicy notsimplytoavoidharmbuttodosome good.Ourmanufacturersmadeacommitment toinvestthissavingonemployingmore people,investingintheircapabilityandselling inexternalmarkets.Theevidenceisnowclear, acrossallthosemetrics,thattheyhaveheldup totheirsideofthebargain.

So,itisalarmingthatjustwhenmassive capitalinvestmentis requiredtomeet productivityandlabourshortagedemands, whenwe’rebringinginmorehardcashfrom externalmarketsthanbeforeandwhen we’reinpositiontotrytograspaunique tradingopportunity,thattheNorthernIreland SecretaryofStatehasaskedourCivilServiceto review removingindustrialderating.

Ourpublicfinancesneed reform,theStormont booksneedstobebalanced,butthelast thingStormontortheNIOshouldbedoingis puncturingourprospectsinanefforttosettle ourpolitics.

Backwhenwewerespinningyarns(the material,nottallstories)toproducelinenand ropes,orwhenwewerebashingmetalto makeoceanliners,wewereanetcontributor totheUKeconomy.Ourfuturesightsshould beaboutgettingbacktothereandnotabout tryingtodotheimpossibleandbalance Stormont’sbooksbywreckingourengineof prosperity.

Themanufacturersinthis UlsterBusiness Top 100continuetoprovethatdespitea rockyfew years,thisisagreatplacewithgreatpeople makinggreatproducts.LetusprovethePrime Ministerright. ■

‘Technology needs to beembracedin hospitality and a new way ofdoing things’

Thehospitalityindustryhastoadaptif it’severtorecoverfromtheCovidcrisis, formerrugbyplayer AndrewMaxwell andformerownerofMexicanburrito chainBoojumtells

PeterLockhart

In thefaceofspirallingcostsofenergyandrawmaterials, a lackofstaff atalllevelsanddecreasedfootfallinBelfastcity centre,manyinhospitalityfearwhatliesahead.

However, AndrewMaxwell,whohasgrowntheBoojumchainof Mexican restaurantsalongsidehisbrother, David,believestechnology andinnovationwillbecentralinallowingbusinessestonotonlysurvive, butthrive,inchallengingcircumstances.

“Themodelofhospitalityhasevolved,andcustomerneedshave changedinthewakeofthepandemic. Technologyneedstobe embracedandtheindustryneedstoadapt[to]newwaysofdoing things,”Andrewsays.

TheformerUlsterRugbyplayer recentlyputhismoneywhere hismoney where hismouthis,investingaround£400,000andemploying25staff toopen Vero,a ‘digital first’healthytakeawayconceptbasedonBedford StreetinBelfast’s citycentre,andwhichis reviewedelsewhere inthis magazine.

Hesaysit’s setto“revolutionisethefoodscenewithitsfreshapproachto fast,healthyandconvenientfood.”

Customerschoose a basefromrice,grainsorspinach, a mainfrom chicken,turkey, meatballs,veganturkeyorsalmon,uptothreesides betweenbroccoli,cauliflower, sweetpotatoorlentilsetc,and a sauce.

TheseedfortheideaemergedasAndrew reflectedonthehospitality landscapepost-pandemic.

“Overthelastfewyears, a lothaschangedinsociety Howwethink aboutourhealth,howwesocialise,howweorder – ithasallchanged andithashitthehospitalityindustryhard. Wereallyhavetoadaptand innovate,andthekeytothatisunderstandingwhatourcustomers really want.

“Youlookatwhoisthrivingnow – thelikesofMcDonald’s,Greggsand Starbucks – theyare successfulbecausetheymakeiteasyforcustomers todobusinesswiththem. We havetolookattheirprocessesandthink abouthowwecanlearn fromthem,bringingsomeoftheirconceptsto a differentstyleoffood.”

Someyearsago,AndrewhadobservedthesuccessofMexicanfast-food chainChipotleintheUS.Hethoughthecould replicatethatsuccessinthe Northern IrishmarketwhenBoojumcameontothemarketin2015.

Andrewsayshehasnoimmediateplanstoopenanother Vero Butif Bedford Streetis a success,heanticipatesscalingitin a similarwayto Boojum.

HeandDavidtookoverBoojumwhenithad five restaurants,100staff and£300,000inprofit intheyearbefore itwassold.Hesaystheyhave grownitto14locations,around750staff andgroup-widepre-taxprofits of£1.7mlastyear.A controllinginterestinthebusinesshasnowbeen soldtoAzzurriGroup.

“We are nowalloverIreland,andweentered a lotofnewmarketsover theyears – Belfast,Galway, Dublin,Limerick,Cork. Werecognisedthe potentialtoscale,andwe reallybuiltthatinfrastructure tosupportthe growthofthebusiness.”

Indeed,thechallengewhichfacedtheMaxwellbrotherswastobuild upontheearlysuccessofBoojum,growingandimprovingitsefficiency, butwithoutcompromisingthethingsthatmadeitpopular

“Whenyouhave a structure of a largerbusinessinplace –financeteam, marketingteametc – thenyoucanjustfocusongrowingthebusiness. Sayingthat,goinginatthedeependatthebeginningandhaving tolearn abouthoweveryareaofthebusinessworksisinvaluablein developing a deepunderstandingofthebusiness.”

WithBoojuminsafehands,Andrewhasnowleftthebusiness.

Hewantstofocusonhowhecanbuckthetrendofstrugglingbusinesses inthehospitalitysectorbyharnessingtechnologyandidentifying customertrends. ■

AndrewMaxwell

improvethelivesofLGBTQ+people’

Commendedforitseffortstoward diversity,equityandinclusion,Citi Belfastcontinuesitsworktoensure allmembersofstaffareencouragedto ‘bringtheirfullselves’totheworkplace.

Theemployerchampionsthepotentialof everyoneandempowerstheirgrowthand successbycreatingaculturedefnedby inclusion.

NorthernIreland’slargestfnancialservices employerwithover4,000colleagues,Citiwas recentlynamedamongtheUK’s Top10most inclusiveemployersbyStonewall,theworld’s second-largestLGBTQ+charityandwere specifcally recognisedasaleadingemployer inNorthernIrelandforLGBTQ+people.Its localPridenetwork received recognitionasa HighlyCommendedNetworkandapersonal commendationwasalsogiventoOdhrán DevlinwhowasnamedChangemakerofthe Year.

PeterHolden,CitiBelfastMDand infrastructureteam’sglobalheadofenterprise services,believesthattheentireworkforce isenrichedbymeaningfulengagementwith Citi’sdiverseteamacrosstheboardandis encouragingemployersacrossNorthernIreland toactivelypursuediversityatalllevelsintheir teams.

“ComingfromAustralia,whereSydney’s legendaryPrideparadehasbeeninstrumental

forpromotinginclusion,LGBTQ+issueswere openlydiscussedinmyupbringing.Inoticeda differencewhenI relocatedtoNorthernIreland in2006,”Petersays.

“ButIamhappytohavewitnessedattitudes changinglocally,andIamencouragedbythe manyoutspokenLGBTQ+communitymembers andallieswhoarepartoftheCititeamand workingtocreatechangeinternallyandin NorthernIreland.”

PeteristhebusinesssponsorforCitiBelfast’s PrideInclusionNetwork,whichhasworked internallytochampionLGBTQ+rightsand topics.Healsoworkedbeyondthewallsof Citi’soffcestoprogresssame-sexmarriagein NorthernIreland.AvocalchampionofLGBTQ+ equalityintheworkplace,whowas recently recognisedontheLGBTGreat’sListof Top50 ExecutiveAllies,Petercommentedonwhathas drivenhisallyship.

“Afterwitnessinganissueofafellow colleagueinAustralia,andsupportinghim throughthistimeand,ultimately,havinghim comeouttome,Idevelopedapassionfor championingLGBTQ+teammembersand ensuringthattheynotonlyfeelacceptedinthe workplacebutalsofeelsupported,advocated for,andencouragedtobethemselves,”Peter says.

“Asheadofenterpriseservicesandbusiness sponsoroftheCitiPrideNetworkinBelfast,

Igettoseehowourorganisationcelebrates diversityacrosstheglobe,”hesays.“It’s importantwhenworkingforaglobalcompany likeours,thatweareprovidingservices which resonateandcaterforadiverseglobal population,andtodothis,theworkshould refectthediversityofitscustomers.

“InCiti,ourdiversityisourstrength.The scaleandsizeatwhichweoperateinover 100countriesonlyenhancestheimportance ofeveryonetakingownershipandpersonal responsibilityforprovidingasafeand welcomingplaceforall.Asourpresencein NorthernIrelandgrows,weareproudtosay thatwehaveconsistentlystoodalongside campaignswhichseektoimprovethelivesof LGBTQ+peoplehere.”

Citihascontinuouslyworkedtoensure thatcompanypoliciesarealignedwithbest practice,workplacesareaccessibleand welcoming,andthattheircultureenables peopletocometoworkastheirauthentic self.Locally,CitiBelfasthaspartneredwith LGBTQ+sectororganisationsincludingThe RainbowProject,Cara-Friend,andHEReNI, and recognisethevaluableworktheydoto supportmembersofthecommunityanddrive progresslocally.Thecompanyalsocontinues topartnerasleadsponsorwithCara-Friendon theLGBTQIA+InclusiveSchools’Charter,with ‘AllOut’anti-bullyingworkshopsdeliveredto morethan20,000youngpeopleinNorthern Ireland. ■

‘Westandalongsidecampaignsto

Peter Holden

PeterHolden(right)with CitiBelfastPrideNetwork membersatStormont

Givingpeopletheirconfdence backafterhairloss

Award-winningscalp micropigmentation artistandpractitioner MarkSmithofferslifechangingtreatmentsat the MaypoleClinic in Holywood

Agraphicdesignerformostofhisworking life,itwashisownpersonalexperiencewith hairlosswhichledtothecareerchange.

Jobsatisfactionandprideishighfor MarkSmith,ownerofDotMicro,a hairlosstreatmentclinichecreatedin Holywoodbackin2018.

Ascalpmicropigmentationartistand practitioner,Markisoften rewardedwithtears ofjoyfromgratefulclients.

“You’rechangingsomeone’sconfdence, you’regivingthembacktheirself-esteem,”he says.“You reallyarehelpingpeople,it’sagood job.”

Offeringanaffordablealternativetohair transplants,withinstant results,scalp micropigmentationisatoptrendinghairloss treatmentacrosstheworld.

AndMarkhasgainedaninternational reputationinthefeld,pickingupglobalRising StarandBestNewArtistaccoladesatawards eventsinLondonandOrlando,Florida.He isamemberofBritishAssociationofHair RestorationSurgeryandspeaksatinternational events.

“Itwaslosingmyhairthroughstress, business,family,marriageandallofthat,” Marksays.“Ilostmyconfdence,hadsome hairtransplants,workedforahairtransplant clinicforanumberofyearsandin return theygavemebackaheadofhair.”

Healsoranhisownhairtransplantclinic inNorthernIreland,beforegettinghis qualifcationstomoveintotheboomingscalp micropigmentationsector.

“Withwinningthedifferentawardsoverthe yearsandbecomingwell-knowntomypeers aroundtheworld,Idecidedtostickwithit, andit’sbeena reallygoodbusiness,”hesays.

“IstartedaroundFebruary2018andever sincethen,I’vecontinuedtotrainand retrain andseesomeoftheartistsIadmirearound theworld.I’vealwaysaspiredtobeasgood asIcan.”

Currentlyaone-manoperation,Markhas boldexpansionplansincludingatraining schoolforpractitionersandpotentially rolling outhisservicestoincludepermanentmakeup.

To date,hehadhandledaround600clients. “UltimatelywhatI’mdoingisusingacosmetic aesthetictechniquetotreatdifferenttypes ofhairloss,”hesays.“I’maddingthesetiny impressionsoffeckstotheskinthat resemble hairfollicles.

“Whilealopeciacomesinmanydifferent forms,itsmostcommonformismalepattern baldness.Icancreatewhatlookslikeashaved lookforpeoplewhohavelostalltheirhairor withamanwhoisshavinghishairaroundthe sidesandbackbutisbaldontopandhasthe horseshoeattheback,Icanmakeitlooklike hehasafullheadofhair.

“Foramanorwomanwithlongbutthinhair, itcanmakeyourhairlookmoredense,andI canalsocamoufagescarsfromhairtransplants ormedicalprocedures.”

Typicaltreatmentscost£2,000andinvolve threesessionsoftwohourseach.Semipermanent,itgenerallylastsforyearsandcan befreshenedupas required.

“Incomparisontohairtransplants,it’s generallyalotcheaperandthe resultare instantbecauseinjustafewweeksyouhave whatlookslikeafullheadofhairagain,but withahairtransplantyoupotentiallyhaveto waitayeartosee results,”Marksays.■

MarkSmith

Runnin ga charit y, I know that my team ar e all about the purp ose of our work – deve lopingthe futureentrepreneur s of Nort hern Ire land . The entrepreneurial foun ders , the entrepreneurial leaders an d the entrepreneurial thinker s that our economy ne eds for grow th.

The work of Young Enterprise aligns to the UN Sustainable Development Goals with a fo cus on improved outcomes for young people, in relation to reducing povert y, providing qualit y educ ation,suppor ting them into de cent work and reducing inequalities. Thes e goals guid e sustainable development, withthe overarching principle of leaving noone behind. A particularly relevant theme for us in Northern Ireland.

However, purpos e is nolongerthe sole domainof charities. It ’s something the top employers in the private sec tor now mus t consider to o.

The introduction of environmental, so cialand governance (ESG ) measures into regulation means it is rapidly movingup the business agenda The increased fo cus onESG and sustainable business from investor s means that it cannot be ignored In addition, the grow th in so cial value measures in public contract s means that havinga business withpurpos e is es sential.

Add to this, that in a re cent KP MG survey called ‘climate quitting’, one in thre e young peoplehaveturned down a job of fer becaus e

Facing up to the challenges of sustainability after losing key public funding

CarolFitzsimonsMBE,chiefexecutiveof Young EnterpriseNorthernIreland,sayswhileitswork isfocusedonkeyimprovedoutcomesforyoung people,theprivatesector’sroleincreatingsocial valueismoreimportantthanever,particularly whenorganisationssuchas YoungEnterprisehave lostkeypublicfunding

the employer’s ESG commitments were not inline withtheir values. Some 82% place some import ance on sharing their values and purpos e withthe organisation theywork with, rising to 92% of 18 -24 year olds

In the war for talent, nothaving purpos e is bad for business

Thisis one of many reas ons thatmany organisations choose to partner with Young Enterprise ; to demons trate thes e values to their future employe es and make an impac t of

the educ ation sy stem in Northern Ireland.

By partnering with Young Enterprise, they demons trate to their future employe es that they havea strong so cialpurpose and are committed to it.Suppor ting the charit y fnancially and getting involved with events and volunteeringshow s employe es across the business that theyare investing in the skills of the future work force, as well astheir lo cal communit y.

The future entrepreneur s wework with ever y

day ex pec t purpos e in their care er s. Notjust working in the charit y sec tor, but now in the private sec tor to o.

We see it in our company programme students that start their ow n business es whilststill at scho ol, learning the skills they willrely on throughouttheir care er s. In re cent pitches, all their proft- making business es also to ok into accountsustainability and so cial impac t.

The work force coming into the economy is ‘ESG read y’ We ne ed to make sure

traditional employers are read y for them and able to at trac t their talent The role of the private sec tor in creating so cial value is moreimport ant thanever given the sc ale of fundingcuts in the re cent Northern Ireland budget.

Young Enterprise was one of many charities across educ ation, health and beyondthat had all public sec tor funding removed. Some organisationshave closed alread y andothers, including ours elves, are faced withthe challenge of how to becomesustainable at a

time ofincreased ne ed in the communit y. It ’s urgent that business es step upand take on their role in suppor ting the communities they live and work in

Their future work force ex pec ts and demands it It ’s not an optional ex tra, it is something they will ex pec t to see daily, knowing that the company thatwant s their talent is giving back throughtheir ESG commitments

Young Enterprise is read y to be part of this transformation into an ESG read y economy. ■

CarolFitzsimonsMBE

We cannolonger aford ourhealth system… it’s now an Executive priority

GarethHetheringtonMBE,director,Ulster UniversityEconomicPolicyCentre,looksatthecurrent budgetaryfnancesandwhyreformisneededtoensure wehavesuffcientcofferstorunNorthernIreland

Economicperformancethisyear hasbeenmore positivethanmany anticipated,primarilydueto a stronglabourmarketwhichhasprotected consumerspending,albeitinthefaceof increasedcosts.

However,a strongereconomyhaskeptinfation higherforlongerwhichinturn has required theBankofEnglandtotake a more aggressive approachwithinterestrates.

Themore recentcore infationnumbers,which

increased,hasgiventhefnancialmarkets reasontoraisetheirinterestrateexpectations, pushingupthecostofdebt.Thiswillput householdsunderfurtherpressure asmortgage dealsare rolledoverandbusinessinvestment decisionsmayneed re-appraised. Taken togetherthiscouldpushaneconomythat wason a ‘lowgrowth’trajectoryinto a ‘mild recession’.

Thesechallengingeconomiccircumstancesset thecontextforany returningExecutive.Ifthe latestrumoursare tobebelieved,anExecutive could return inlatesummerorearlyautumn with a fundingpackagefrom Westminster Giventhepressure onthepublicfnances, there willbesignifcanttemptationtousethe additionalfundingtoalleviatebudgetshortfalls thisyear;however, itislikelythat Westminster andtheNorthern IrelandOffcecould ringfenceanyadditionalmoneytofund reform programmes.

Makinguptheshortfallthisyearonlypushes theproblemintonextyear,a well-troddenpath inNorthern Irelandpolitics,butweare fast runningoutof road. A returningExecutivemust prioritiselong-termsustainablepublicfnances tocreatethestabilityforbusinessesandthe economymore generallytosurviveandthrive. Deliveringonsustainablepublicfnancesin Northern Irelandwill require signifcant reform, bothfrom a revenueraisingperspectivebutalso intermsofhowmoneyisspent.

There are frequentdiscussionsandcomment piecesonadditional revenueraising,although notatallpopularwitheitherpoliticiansorthe publicalike.Incontrast, reformaroundhow moneyisspentisdebatedmuchless.One glanceattheExecutive’s budgetanditisclear thatspending reformmuststartwiththehealth budget.Itcurrentlyconsumesaround50%of theExecutive’s totalspending,thisisupfrom approximately40%in2010and30%in2000. Furthermore,unreformed,itwilllikely reach 60%in2030.

Inshort,wecannolongerafford ourcurrent healthsystemandwithout reformitwill haveverysignifcantimplicationsforall otherbudgetsacrosscentralgovernment includingeducation,infrastructure,economy, communities,agriculture andlawandorder

Intermsofmeetingthischallengewecould

learn lessonsfromtheIrishGovernment followingtheirbudgetarydayof reckoning afterthefnancialcrisis. To putthefnances on a sustainablefooting,theyestablishedan Expenditure ReviewCommittee,orAnBord Snipasitwasknown,totake a strategic approachtoidentifyingkeyspendingpriorities andimportantlyareaswhere fundingshould cease.

Thecurrentcrisis representsourbudgetary dayof reckoningandweshouldbetaking a similarstrategicapproachtoidentifying spendingpriorities.Inaddition,giventhescale ofspendingcuts required,publicbuy-inwould beessentialandtherefore anyprocessmust betransparentandinvolvethepublicinthe decisionsbeingmade.

Furthermore,thepublicdebatewouldhaveto bewell-informed. Typically, governmentfnance discussionstendtofocuson a singlequestion, forexampleshouldthehealthservice receive more funding?Shoulddomesticwatercharges beintroduced?Shoulduniversitytuitionfees beraised?Thepublic responsestoindividual questionsare notsurprising,butveryrarelyare thepublicaskedtomakethemore diffcult choicesbetweenspendingcommitmentsand/ orhigherorlowertaxes.

Thisismuchmore complexandmakingthe optimumdecisiononbudgetallocations requiresaccesstoaccurateperformance informationacrossallareasofspending.Some Governmentinterventionsdeliverexcellent outcomeswhilstothersare muchlesseffective. Too oftenthepainofbudgetcutsisshared equallyacrossallprogrammes,when a more strategicapproachwould retainandperhaps evenenhancefundingforprogrammes deliveringthebestoutcomesandthoseareas performingpoorlywouldseetheirfundingcut completely Publicinputtothisprocesswould becriticalhere.

Lastly, whileitiseasytobecriticalofourelected representatives,thepublicmustunderstand thatthenextthreetofveyearsisgoingtobe a verychallengingtimetobe a politicianand a returningExecutivewillhavetotakesomevery diffcultandunpopulardecisions.As responsible membersofcivicsociety, itisour roletocall forappropriate reformsandthensupport thosepoliticianswhotakethosenecessarybut unpopulardecisions. ■

We’re still a good place to invest... but we need to domore

NorthernIreland’scommercialpropertymarketremainsresilient, withaswatheofsalesandmajorinvestmentshereoverthelast year,butithasbeensubduedbyeconomicheadwindsandmore mustbedonetomakeitmoreattractive,writes NeilMcShane, managingdirector,LambertSmithHamptonIreland

Manyofthecompaniesinthe UlsterBusiness Top100havea signifcantinterestinwhatis happeninginthecommercialproperty market.

Whetheritistodowiththecostsandlogistics ofkeepingtheirownoperationsupand runningacrossfactories,offces,warehouses anddatacentres,forinvestmentpurposesor todowithinfrastructure,constructionand regeneration,manyofthoselistedinthis editionhavesignifcantfootprintsinproperty.

Itcomesasnosurprisethenthattheissues whichareaffectingtheirbusinessesarealso theonesaffectingthecommercialproperty sector:highinterestrates,soaringinfation, uncertaintyoverglobalmarketsandsupply chains,andtheasyetunresolvedtrading arrangementsbetweentheUKandthe restof theworld.

Despitethoseheadwinds,andthefactthatthe sectorisstillin recoverymodepost-pandemic, itisencouragingthattherehavecontinued tobeanumberofhighvalueinvestment transactionstakingplaceacrossthemarket withfour£20mtransactionsinthelasttwo quarters.

Thefrsthalfof2023sawsolidlevelsofdeal activity,mostlyunderpinnedbyastrongfrst quarter,withassetssuchasshoppingcentres,

retailparks,offcebuildingsandindustrial warehousingfacilitiesallchanginghands.

Whilethesedealsdemonstrateongoing interestinNorthernIrelandassets,it’sclearthat valuationsarestillwellbelowpre-2020levels andwehavestartedtoseeabitofapathy towardsinvestinginthe regioncreepinamong UKandinternationalinvestorswithplentyof producttochoosefrom.

Thehighinterestrateenvironmentisalsolikely toputacurbinactivityforinvestorswhowere usingdebttopart-fundtheirdeals,andwho arenownotabletoaffordtoborrowthesame moneyatnewelevatedrates.Dealsthatwere availabletocommercialborrowers12months agoarenottherefor refnancingtoday.

Retailisobviouslybeingaffectedbythe squeezeonconsumerspending,butpremium siteslike VictoriaSquarecontinuetotradewell andbringnewbrandstoNorthernIreland. Whilethevalueofsomeshoppingcentreshas undoubtedlyheadedsouth,primeschemes remainattractivetoinvestors,andthesalesof ForestsideandFoylesidethisyearwillprovide agoodmeasureofcurrentmarketconditions intheclass.

Ontheupsidewe’veseenthatinvestors continuetobeinterestedinout-of-town retail parks,manyofwhichareofferingdouble-digit returnstotheirownersandareseenassafer

betsthanpreviouslyover-valuedcentres.

Forourtownsandcities,therearealsobigger, existentialissuesthatwillshapethefutureof themarket,notleasthowpeoplechooseto workandlive.

WhileIdon’tagreewiththenarrativeabout thedemiseoftheoffce,it’sclearemployers ofallsizesarestillworkingoutwhatthe futureofworklookslike. Withmanypeople stillworkingonahybridor remotebasis,big occupiersarehavingto rethinkhowtheyuse theirspace.

Eithertheydoubledownandattractpeople backthroughinvestmentintheirculture,or theymakecommercialdecisionstosublet ordownsizesomeoftheirspaceinthe knowledgethattheyareunlikelyto reach previouscapacityinthecomingyears.Thelikes ofAllstatehavetakenthisdecisionattheir headquartersandIexpectotherstofollow, particularlywithasignifcantamountofoffce spacestilltocometomarketinthecoming year.

Muchofthe recentlycompletedorsoontobe completedoffcespaceatTheEwart,Olympic House,CityQuays3andThePaperExchange wasnotpre-letanditwillbeinterestingto seehowlongittakestofndoccupiersforthis primeoffcespace,aswellasthesmallernew and refurbishedspacescurrentlysittingempty.

Onamorepositivenotetherearetentative signsofdevelopersturningtheirattentionto residential,inlinewithBelfastCityCouncil’s strategicaimtosignifcantlygrowthecity centrepopulation–whichwouldhelpoffset thechallengeposedtocitycentresbypeople beingintheoffcelessoften.

We’veseenthestartofsmall-scale residential developments,particularlyconversionof sub-primeoffcespacetoluxuryapartments andsomesmaller‘aparthotels’.Butclearlyto getclosetothecouncil’stargets,wewillneed biggerandbolderapartmentandbuild-torentschemes.

TheincreasedstudentpopulationinBelfast, whichhasdrivenaboominstudenthousing schemes,willintheorybeaccustomedto citylivingandkeentostayinthecityif accommodationisavailable.Soitispositive toseetheLoftLinesdevelopmentpreparing forconstructionandsmallerschemessuchas Alterity’sapartmentsinCastlePlace.

Overall,thereisstillgreatvalueinthemarket andIexpectalotofongoinginterestand activityinNorthernIrelandassetsoverthe rest ofthisyear,dependingonsupply.

IsNorthernIrelandstillagoodplacetoinvest –defnitely.Butwehaveworktodotomake itattractive. ■ NeilMcShane

Review: Hinch Brasserieholdsup to the heatand remains worthy of a visit

TerryCross’sHinchDistilleryopeneditsdoorstwoyears ago,producingwhiskeyandginbetweenBelfastand Ballynahinch. JohnMulgrew paysavisittothedistillery’s brasserietoseeifit’sstillworthavisitonitsown

Theweathercanhaveallsortsof impactontheimpressionofa building,spaceorlocation.

It’sastifinglyhotSundayafternoonwhenI pullintothegroundsoftheHinchDistillery,

situatedbetweenBelfastandBallynahinch.

Hinchisthebrainchildof TerryCross–aman whostartedasmallpackagingcompany beforebuildingitintoanindustrygiantand thensellingitforasizeablesum.Retirement

certainlywasn’tonthecardsforthenorth Belfastman.

Makingwaythroughthemainentrance andgiftshopyouenteranexpansiveopen courtyard–hugeornatecopperstillssit

beyondtallglasswindowstotheright,where thedramsarecrafted–beforeenteringHinch Brasserieitself.

Thisisn’tmyfrstvisittothedistillery,having hadthefortuneofseeingthedevelopment ofHinchfromtheearlystages,includinga previewtourforthiscolumn,beforeitopened itsdoorstothepublic.

Weathercertainlybringssomethingtothe tablewhenitcomestoalfrescodining,butwe areseatedinsideonthisoccasion,whichisapt givenadiningpartnerdealingwithoneofthe hottestweeksinalongtimewhileincubating asmallandactivechild.

It’sagrandspace,ameasuredmixofdark wood,atouchofglass,leather,andteal benches.

Bythetimewesitthere’salivelytableofsix, anextendedfamilyandthenalargebirthday partytowardstheback.

Theyaredowntojustacoupleoffoorstaffon thisparticularday,I’mlatertold.Butdespitea slightlylongerwaitforfood,giventheSunday roastsfyingoutofthekitchenenmassefor thelargergroupsnearby,service remains friendly,briskandattentive.

ForthelifeofmeIcouldn’tfndasingle menuonthewebsite,whichdoesneed addressed.Planningwhattoeat,whatwill work,and,formany,pricing, remainsakey strandindeterminingavisit,especiallywhen somewheresuchasthisisaimingtoattract aburgeoningtouristmarket,enticedbythe spiritsbeingproducedjustmetresaway.

There’satightstartersmenu,mains,and thenaSundaylunchoption.Thelatter reads verywell.Sirloin, Yorkshirepuddingand braisedbeef,isoneexample.Theaddition ofthatpunchy,rich,savourinessthatonlya slowbraisecanbring,andadecentprime cut,ratherthansomethingwhichcomesoff thetopsideandtendstobedry,overtlylean andoften requiringanewsetofdenturesto masticateismostwelcome.

I’masomewhatawkwardcustomerfromthe outsetonthisoccasion.It’s20-odddegrees outsideandaSunday roastisn’tonmy agenda,despitetheplatesoffoodemerging

fromthekitchenwhichlooklikeallthecorrect thingswhichthatweeklyproteinandstarchfx shouldentail.

“CanIgettwostartersasamain?”,Iask.It’s notanissue.

Porkbellybiteshittherightspot.Fourlittle darkmahoganyglazedpiecesofpigsitpert ontheplate.Sticky,savoury,salty,thecorrect cookingandrightfatbalancewithftting crispnessaroundthefringes.A remouladeisa suitablycleanaccompaniment,addingfurther textureandfreshness.

Asideoftruffefriesbringsforthcrisp,not overlythick,potatoeswithplentyofbite, alongsideathicktruffespikedmayo,topped withachiffonadeofherbs.Themayofeels homemadeandissuitablyrichwithsome freshnessfromtheherbs.Itticksboxes,asit shoulddofor£5.50.

Theparfaitappearsasifit’sseenatouchofthe houseofMichaelDeane.That’sagoodthing –itinitiallyappears reminiscentoftheversion I’vehadathisspotsovertheyears.

Outcomesadaintysmallplatesportinga centimetrehighsliceofairyliverpate,a quenelleoffgchutneyandtwotoastedslices ofbrioche.Alliswell.Theparfaitisaslight asafeather,intenselyrich,atouchgamey andpunchywiththecorrectseasoning–a welcomecrunchoffnishingsaltontop.

Thesweetnessoffsetsthingssuitablyand

THEBILL

Peaandparmesanrisotto£17

Chickenliverparfait£8.50

Porkbelly£7

Parmesantruffefries£5.50

DietCokex4£12

Doubleespresso£2.50

TOTAL£52.50

thelightcrispnessfromthesofttoasted breadaddsenoughtexturetokeepthings interesting.Thetexturefeelsaeratedand whippedandisallthebetterforit.It’saboutas goodasaparfaitcanbe.

Apearisottoiscleanandgreen,withsome crunchfromsourdoughcroutonsandfresh leaves,acidfromlemonandgoatcheese,but overallit’sallatouchdisappointingastherice isovercookedandmushy.

It’sDietCokesall roundonthisoccasionbut there’satightwinelistwhichincludessomeof Terry’sownvineyardofferings,alongsidethe drams.

HinchisjustashortjauntfromsouthBelfast, astraightshotfromtheOrmeauandSaintfeld Roadareasinparticular.Whenmycolleague JorisMinnepaidavisitshortlyafteritopened, hewasoftheopinionthatHinchBrasseriewas worththedriveonitsown. Twoyearslater,I’d havetoagree. ■

HinchBrasserie

PatekPhilippe 2023: innovationand the revamping ofanicon

HighendSwisswatchmakerPatekPhilippeunveiledafewinteresting piecesatthisyear’s Watchesand Wonders,includingapreciousmetal versionofatrueicon,anumberofimpressivegrandcomplicationsas wellasshowingit’smakingmovestopushdesignboundarieswith someofitsranges. JohnMulgrew gothandswithsomeofthenew collectionduringavisittoLunn’satQueen’sArcadeinBelfast

ThenewPatek PhilippeNautilus

Therearefewdialshapeswhich garnerthesamelevelofaweand attentiononthewristthanGerald Genta’siconicPatekPhilippeNautilus.

Whatstartedoutassomethingofa1970s styledsportswatch,thepurviewofthosein theknow,soonblossomedintoa reference whichgrewinpopularitythroughthedecades beforequicklybecomingthetimepieceofthe richandfamous,anddemandingpricetagson thesecondhandmarketmultipletimesthatof thewatch’s retailprice.

AndwhilePatekdiscontinuedthesteel5711 Nautilus,withbluedial,it’snowbrought theporthole-esquecurvesandunmistakable brushedandpolishedbraceletbackinprecious metal.

Thenew5811isonlyavailableinwhite goldandcomesinonemillimetrelargerata largelyimperceptible41mm.It’sashandsome, balancedandcleanonthewristasitssteel predecessor–thatrichbluedial,simpledate andprecisehandfinishing.

AndasidefromthisnewNautilus,Lunn’salso hadthefortuneofhavingsixothervariantson show,includinganequallyasstunningyellow goldwatchwithawhitedial.

Butforthoseaftersomethingwhichsetsthem apartfromthecrowd,Patekhasalsonow

introducedthe5224R-001–animpressivenew traveltimepiecewith24-hourdial.

The Travel Timedualtimezoneisdisplayedby threesyringe-shapedhandsin rosegold,with aluminescentcoatingforthelocalhourhand andtheminutehandandapiercedcentrefor thehomehourhand.

Andtomakethatwork,engineerstookthe company’s31-260ultra-thinself-windingbase calibreandaddeda24-hourmechanism.

Itsportsasubtleyetstriking rosegoldcase–cominginatamanageable42mmbutavery sveltedepthofunder10mmthankstoamini platinum rotor–withdoublerailway-track scaleforthehoursandminutes.

Andthosewithevendeeperpockets–and I’llletyoutakeacloserlookattheRRPofthe modelonline– Watchesand Wondersalso threwupthe6300GRGrandComplication.

Thisisapieceofmagnificentprecision engineeringandbeauty–abold,large47mm casehousingamanualwouldmovementand nofewerthan20complications.That’sfive acousticfunctions,includingtwopatented worldexclusives,analarmsoundingthe programmedtimeandadate-repeaterstriking thedateondemand.

Butcomingbackdowntoearthsomewhat,

there’sathenewrangeofCalatravas–somethingofanentryintoPatekPhilippe.

Whatwastraditionally–andstillisacross thewiderline–afairlyconservativepiece, whitegold,no-date,thebrandhasexpanded theCalatravarangetoincludethreemodels sportingaconsiderablybrighterandmore modernlook.

The6007Gisa40mmpiecelargelyinblack butwitheitheryellow, redorblueaccents –throughoutthedialandcontinuingtothe strap–alongwithacarbon-fibrestylemotif, whichalsocarriesovertothestrap.

Thesearefreshandfunpieces,whilestill maintainingthatwristpresenceandfinishthat fewotherwatchescanmatch.

Finally,Patekhasalsoaddedaninteresting complicationtoitsAquanautline.The5261R ismarketedasaladieswatch,butatjustshyof 40mmitfeelslikeapieceanyonecouldwear.

It’saperfectlyformedpiecein rosegold, sportinganannualcalendar,blue-graydial withthetypicalembossedwithAquanaut pattern,goldappliednumeralswithwhite luminescentcoating.

Thewatchisformal,yetsporty,thankstothe blue-grayrubberstrap–takingthingsdown intoamorecasualterritory,althoughthat complexdialandmoonphasewillkeepthe Aquanautfromeverbeingseenassomething trulydressdown.

Therearefewoccasionsasenjoyableor intriguingasbeingabletotrymanyofthese piecesonwrist,especiallyintermsoftherarity ofthemajorityofthemandthesmallnumbers inwhichtheyareproduced.Bringonnext year. ■

Oneofthenew Calatravas

Patek Philippe’s 5261R-001

King’sBirthdayHonours: Pubchiefandrecruitmentboss amongbusinessleadersawarded

Leadersfromacrosstheworldof businessandcivicsocietyareamong those receivingBirthdayHonours fromtheKingthisyear.

Thelistfeaturesmorethan70fguresfrom NorthernIreland,includingCo-operation IrelandchiefPeterSheridan,Staffineboss Tina McKenzieandpubowner WillieJack.

IanGreer,vicechancellorofQueen’sUniversity, ProfessorIanGreer,will receiveaknighthood forhisservicestoeducationandtheeconomy inNorthernIreland.

“Iamdeeplyhumbledto receivethehonour ofKnightBachelorintheKing’sHonourslist andIwishtothankeveryonewhosentme messagesofbestwishesandcongratulations,” SirIansaid.

“WhileIamthepersonal recipient,Iconsider thistobeanaccoladethat refectsonamuch widergroupofpeople.

“Ihavebeenfortunatetohavebeen surroundedbygreatcolleagues,family andfriends,overmanyyearsandthisisa recognitionofalltheireffortsandsupportto me.Iamverygratefultothemall.”

DerekKeys,founderofEuroAuctionshasbeen givenanOBEforservicestotheeconomy.

Meanwhile,IanHenryofMagherafelt constructionfrmHenryBrothershasbeen awardedanMBE.

“ItisatrueprivilegetobenamedontheKing’s BirthdayHonourslistandIamhumbledtobe includedamongsuchesteemedcompany,”he said.

“I’vehadthepleasureofworkingalongside avastnumberoftalentedindividualswithin theconstructionindustryandalsofromthe widerbusinesscommunityandamextremely proudofthepositivechangesthatwehaveall achievedinthistime.”

ApastpresidentoftheNorthernIreland ChamberofCommerceandIndustry,during histenureCovidstruck,hehelpedthe businesscommunityinNorthernIreland navigateitswaythroughextremely diffcultandchallengingtimes.

Businessman WillieJacksaidhe hopeshisnewMBEhonourwill highlightthecultureBelfasthas tooffer.

TheownerofpubssuchastheDukeOf York, HarpBarandDarkHorsesaid:“Ofcourse it’sanhonour,butit’severythingtopromote Belfast–myselfandmywife,theteamthat’s allaroundus.”

TinaMcKenzie,whoheadsup recruitmentfrm Staffineandischairofpolicyandadvocacyat theFederationofSmallBusinesses(FSB),has alsobeenawardedanMBE.

“Iamdelightedtohavebeenawardedan MBEintheinauguralBirthdayHonoursofHis MajestyKingCharlesIII,”shesaid.

“ThisisagreathonourwhichI regardas recognitionofthehugecontributionthat theteamsatbothStaffineIrelandandthe FederationofSmallBusinesseshavemadein supportingandadvancingtheeconomyin NorthernIreland.Iamproudandprivilegedto havesuchgreat support, and

SirIanGreer

TinaMcKenzie

thatithasbeen recognisedinthiswaybyHis MajestytheKing.”

Congratulating Tinaonheraward,Roger Pollen,headofFSBNorthernIrelandsaid:

“[Tina]isa relentless‘forceofnature’who hasbeen recognised repeatedlythroughout NorthernIrelandasatruebusinessleader,but whohasalsodoneamyriadofsmaller,almost unseeninterventionstoassistmanyothers.

“Shehasmadesomuchpublicefforttobring

aboutchangethatwillbeneftthewider economy,witha relentlessfocusonthe barrierstogrowth,forwhichthis Awardis well-deserved recognition.”

Other recipientsincludedBarryNeilson,chief executive,ConstructionIndustry TrainingBoard NorthernIreland,who receivedanOBEfor servicestoeconomicdevelopment.

MervynMcCallwill receiveanMBEforservices tobusinessandtothecommunityinNorthern Ireland.

AndJaniceGault,chiefexecutiveofthe NorthernIrelandHotelsFederation,hasalso beenawardedanMBE.

“Iamdelightedtohavebeen recognisedin theKing’sBirthdayHonourslistforservicesto tourismandhospitality,”shesaid.

“Ihavebeenluckyenoughto representa sectorthathasmadeasignifcantcontribution toNorthernIreland,helpingtransformthe regionbotheconomicallyandsocially.Hotels haveaspecialplacewithinsocietyhosting familyevents,providingaccommodationfor visitorsandmuchneededjobsthroughoutthe region.

“I’dliketothankallthosewhohave supportedmeinmy roleaschiefexecutive oftheNorthernIrelandHotelsFederation, inparticularourboard,membersandthe widertourismandhospitalitysectorwhohave showngreatfortitudeoverthelastnumberof years.

“ItisagreathonourtohaveanMBEbestowed uponme,andIlookforwardtocontinuingto representthesectorintheyearsahead.”

MartinMulholland,whoistheheadconcierge attheEuropaHotelinBelfastandthehotel’s longestservingstaffmember,will receivean BEM.

“Igotaletterathomeandmywiferangme andsaidtherewasaveryoffciallookingletter soIrushedhomeandthereitwas,itwasa surprise,abig,bigsurprise,”hesaid.

FormerRUCoffcerandchiefofCo-operation IrelandPeterSheridanwillpickupaCBEfor hisservicestopeace-building.

NorthernIreland–anditsheadgardenerClaire WoodswillbothbecomeMBEs. ■

LauraMcCorry,headofHillsboroughCastle –themonarch’soffcial royal residencein

JaniceGault

Dukeof York

ownerWillieJack

Construction firms‘not seeking government projects’ due to lack of discretionary cash

Theconstructionsectorhereisseeingimprovements insupplychainsandimprovedperformance,butmany challengesstillremain,writes

Araftofconstruction firmshere willnotseekmajorgovernment tendersthisyeardueto a lackof discretionaryexpenditure,it’s beenclaimed.

Thatcouldleadto“thecancellationofhuge swathesoftenderingactivity”,andcause a gapofbetween18and24monthsinthe developmentoflarge-scalepublicschemes,such asnewschools.

That’s accordingtotheConstructionEmployers Federation(CEF).

Thoseschemescouldrangeinvaluefromsmall developmentstoschoolsandotherpublic buildingswortharound£30m.

“Forthe firsttimeinaslongasanyoneinthe sectorcan remember, manygovernmentclients enteredthis financialyearwithnodiscretionary expenditure– leadingtothecancellationof hugeswathesoftenderingactivity,”Mark Spence,managingdirectoroftheCEF, said.

“Whenyouaddtothisthecontextofour overallpubliccapitalinvestmentbeingatthe samelevelannuallyasitwas,incashterms,as 2007/08thenweface a verydifficultperiod ahead.”

Thelatestsurveyfromtheindustrybodysays challenges remain,includingskillsshortagesand a lackofmarketconfidenceimpactingtheability to recruitnewworkers.

JohnMulgrew

Andwhilemore thanhalfof respondentssaid theirturnoverhadincreasedbyatleast10% thisyear, 45%saidthattheirprofit margins hadworsened.

Just9%saidprofit marginswere betterthis yearcomparedtolast.

Overthelastyear, some70%of firmswere operatingatfulloralmostfullcapacity

Ontheissueofmaterialshortages,theCEFsays thisislargely resolved – 85%of firmssaidany issueswere nowmanageable.

Butitsaysinflationaryissuesshownosignof abating,with55%sayingthesewere having a seriousimpactcausing financialconcern or a criticalimpactleadingtocontractualor businessrisk.

“Whilethechallengeofinflationisbeingfelt acrosstheeconomy, thissurveypointstotwo veryspecific factorsinoursectorwhichare of concern– tightmarginsandlackofpipeline,” MrSpencesaid.

“Althoughwecanpointto a majorityof ourmemberstellingusthattheirturnoveris growing,itisbecomingincreasinglydifficultto completemuchofthisworkatanythingother thanbreakeven.That,intheshorttomedium term,canhaveverynegativeconsequencesif thepipelineofworksdoesn’t return tosome levelofbuoyancy.”

IntermsofwhytheGBandRepublicofIreland marketsare more attractiveformany firms, theCEFcited a more secure pipelineofwork, increasedprofitsmarginsandbettercontract terms.

“WiththemarketinBritainbeing a verymixed picture andtheproposedhugelevelsofpublic investmentinIrelandyettotrulyhittheground, itisvitalthatthelocalpipelineishealthy –somethingthatweknowcouldn’t befurther fromthetruth,”MrSpencesaid.

“Unquestionably, there are opportunities – from theCityDealstotheSharedIslandfundstothe prospectsformajor reformofthegovernance and financingofNI WaterandtheHousing Executive – butthetrue realisationofthesecan onlycomewith a restoredandfullyfunctioning NIExecutiveandAssemblywhichcanchart a forward pathofpublicinvestmentinwhichall canhaveconfidence.

“Thissurveyagain reflectswhattheNI Executiveandtheconstructionsectorcan achievewhentheyworktogether Overthe two-yearperiodsincetheintroductionofthe PAN 01/21MaterialCostAssistancemeasure thatCEFnegotiatedwiththeDepartmentof Financetomitigateagainstthedifficultiesof materialshortagesandcostincreases,our membershave reportedanat-least£38m benefit tothepublicsectorprojectstheyhave beenworkingon.”

Lookingaheadthesectorsayschallenges includepoliticaluncertaintyand a lackof a functioningExecutive,lackof a pipelinein Northern Ireland,continuedinflationaryissues andaccesstoskilledlabour ■

£700melectricity linkplansto connectNorthern IrelandandScotland

Plansare nowunderwaytobuild a £700melectricityinterconnector betweenNorthern Irelandand Scotland,ithasbeen revealed.

Anapplicationhasnowbeenmadefor transmissionlicencewhichaimstoconnectthe two regionsbytheendofthedecade.

Thosebehinditsaystheprivately-financed schemewill“reducethelikelihoodofelectricity outagesbyfacilitatinggreateraccesstoother electricitymarkets”.

TransmissionInvestmentwilldevelop,construct andoperatethenewsub-seainfrastructure.

Thescheme, referredtoasLirIC,willcomprise oftwoconverterstations,onelocatedin ScotlandandtheotherinNorthern Ireland.

TheseconverterstationswillconnectLirICto the275kVhigh-voltagenetworkinNorthern Irelandandthe400kVhigh-voltagenetworkin Scotland.

Two 320kVHVDCcableswillconnectthetwo converterstationsandbeburiedunderground

orunderthebedoftheIrishSea.

“Theapplicationfor a transmissionlicence isanearlymilestonein a longprocess,but it‘ssignificantinthatitmovesusonestage closertowardsdeliveringthisveryexciting project,”KeithMorrison,LirICprojectdirector, TransmissionInvestment,said.

“We wouldliketotakethisopportunityto thankallthosewithwhomwehavehadvery positiveengagementsofar, includingthe relevantgovernmentagencies,andthelocal politicalparties.

“Overitslifetime,thisprojectwillbring real benefitstoNorthern Ireland,andGreatBritain,” hesaid.

“LirlCwillincreasetheopportunitiesfor home-grown renewablestoexportpowerto othermarkets, reducethecurtailmentofwind generators,lowerthewholesalepowerpricein wholesalemarkets,whichonaverageisforecast tobehigherinNorthern Ireland,aswellas deliversocialeconomicwelfare benefits.

“Thisinterconnectorwillhelpbalanceoutthe

systemsothatpowercanbeimportedor exportedaccordingtomarket requirements. There’sa longwaytogointheprocess,but weare pleasedthatwehave reachedthis milestone.

“Thisprojectwillbeabletotransmitupto 700MW, whichisover40%ofthewinterpeak demandinNorthern Ireland.

“LirlCwillhelp reduceNorthern Ireland’s carbon emissions,andtherefore willdirectlysupport thedeliveryofthenationalemissions reduction targetofnetzero by2050.Ifallgoeswell,LirIC willbeonlinearoundtheendofthedecade.”

MartinDoherty, oftheCentre forAdvanced SustainableEnergy, said:“Itisvitallyimportant thatNIstrengthensitsinterconnectivitywith ourpartnersbothinGBandIreland.This developmentis a keysteponthepathto providingNIwiththecleanpowertotransform oureconomyoverthenextdecades.The levelofinvestmentclearlydemonstrates a confidencewithintheprivatesectorthatNIis onthecorrectcoursewithitsambitiousplans formovingawayfrom a relianceonfossil fuels.” ■

Randox seesprofts dropbut remains Northern Ireland’s mostproftable company

MedicaldiagnosticsgiantRandox hasseenafallinproftsbut still remainsoneofNorthern Ireland’smostproftablebusinesses.

Thefrmsawprofts remainstrongat£189.8m fortheyearendingJune2022,accordingto accountsforRandoxHoldingsLtd.Butthey weredownfrom£274.8mayearearlier. Overall,turnover roseslightlyto£625.6mfor thesameperiod.

Randoxwassetupin1982bymanaging directorDrPeterFitzGerald,andhasits headquartersinCrumlin,CoAntirm. ThecompanyoperatessixR&Dand manufacturingsitesinNorthernIrelandwith additionalfacilitiesinIreland,theUSandIndia.

Thefrmsaysitproducedsome4.4billion diagnostictestsduring2022,withitsportfolio includingtestsforheartdisease,diabetes, cancer,UTIs,kidneydiseaseandAlzheimer’s.

Theglobalgiantoperatesinaround145 countriesandasidefromitsmainbaseinCo AntrimhasoperationsinDonegal,Indiaand theUS.

Itwasoneofthefrmsinvolvedheavilyin Covid-19testingintheUK.“Duringthis fnancialperiodRandoxwasalsocommitted toCovid-19testing,bothaspartoftheUK’s National TestingProgrammeandasaprovider ofprivatetestingtosupportinternational travel,businessandsocialactivities,”thefrm saysinthestrategic reportaspartofitslatest accounts.

“…fromtheoutsetRandoxwasidentifedas anidealtestingpartnerfortheUK’sNational TestingProgramme…”

Itsaysfollowingthecommissioningofa report in2022fromOCOGlobalitconcludeditswork hadaverted“over3,100deaths,prevented 14,100extrahospitalisationsand,byenabling

economicactivity,theUK’sGDPis£8.3bn largerthanwouldotherwisebethecase”. Around5%oftheworld’spopulation receives medicaldiagnosesusingRandoxproductseach year.

Randox’sextensiveinvestmentinR&Densures apipelineofnewtests,andtheRandox Healthbrandwasdevelopedtoprovidea comprehensive,analyticaltestingservice directlytotheconsumer.Thisinvolvedbothinclinicservicesandan‘athome’testingservice.

Theseserviceswereinplacefrom2017. AtthattimeRandoxalsoproducedanew respiratorybiochip,capableoftestingfor21 pathogenssimultaneously.Critically,within thiscapability,Randoxdevelopedtestsfortwo earlycoronaviruses,gainingvaluableearly expertise.ThepurchaseofRandoxScience ParkinAntrimfromtheMinistryofDefence in2014alsoprovidedRandoxwithsignifcant expansioncapability.Thiswastoprovidecrucial tothecompany’sabilitytodelivervitalPCR testingthroughoutthesubsequentpandemic.

Havingbeenalertedtothepotential signifcanceofCovid-19inearly2020, Randoxwasamongthefrstcompanies intheworldtodevelopa relatedPCR test.Utilisingpreviousexperienceof coronaviruses,theRandoxCovid-19testwas availablewithin14days.Inearly2020the testwassubmittedtoPublicHealthEngland forassessment.

BytheendofMarch2020theUK GovernmenthadcontractedRandoxto supporttheUK’sNational TestingProgramme (NTP).RandoxbegantheUKcontractat300 PCRtestsaday,around10%oftheUK’s nationalcapabilityinMarch2020.

ByJanuary2021Randoxhadbuiltcapacity to120,000PCRsperday,outperforming everyotherlaboratoryinthecountry. Achievementofthiscapacityinvolved building,equippingandstaffngan additional80,000sqftoflaboratorystaff and recruitingandtrainingover1,000 additionalstaff. ■

Randoxfounder DrPeterFitzGerald

Belfasttechfrmsoldtoglobal softwarebusiness VolarisGroup

ABelfast-basedtechfrmhas beensoldtoaglobalsoftware business.

DisplayNote TechnologiesLimited,which isamongKernelCapital’sportfolioof investments,hasnowbeensoldto Volaris Group,agloballeaderinsoftwaresolutions.

TheBelfastfrmspecialisesinwireless castingandvideotransmissiontechnology “transformingthewaypartiesinteractand collaboratewithinbusinessandeducational environmentswhilecreatingconnected experiencesinmeeting roomsandlearning spacesworldwide”.

GerGoold,partner,KernelCapitaland formerlydirector,DisplayNote,said:“This isagreatoutcomefortheDisplayNote shareholders,whileforallstakeholdersacross theecosystemitprovidesforthenextphase ofgrowthinthecompany’sstory.Keytothe successto-datehasbeenthevisionandhardworkofPaulandhisleadershipteamwith thesupportoftheboard.”

PaulBrown,chiefexecutiveofDisplayNote, said:“KernelCapital’ssupportsincetheir initialinvestmentthroughtheBankofIreland KernelCapitalGrowthFundhasbeena keybuilding-blockinDisplayNote’sgrowth asweexpandedourglobalOEM(original equipmentmanufacturer)andenterprise customerbase.

“With Volaris,DisplayNotehasfoundahome thatsharesourvisionandhelpsuscontinue tosupportandexpandourcustomerand partnerecosystem,whilststillinnovatingand growingtheDisplayNoteteam.”

KernelCapitalwasanearlyinvestorin DisplayNotebywayofTheBankofIreland KernelCapitalGrowthFund(NI).

Itsaysthesalewillseeastrongall-cash multiple returntothefund’sinvestors.

ThefundispartofInvestNI’sAccesstoFinance suiteoffundsandwasdesignedtohelpSMEs inNorthernIrelandacceleratetheirgrowth. InvestNorthernIrelandhascommitted£15m offundingtothisFundwhichispartfnanced bytheEuropeanRegionalDevelopmentFund undertheEUInvestmentforGrowthandJobs Programme2014-2020.

“Thisisagreat resultfortheBankofIreland KernelCapitalGrowthFund,whichwe createdaspartofInvestNI’sAccesstoFinance portfoliotoprovidesupporttolocalSMEslike DisplayNotetohelpthemtoscale,” William McCulla,InvestNI’sdirectorofcorporate fnance,said.

“Thecompanyisnowwellpositionedfora newphaseofgrowthandwelookforwardto

seeingitcontinuetogrowinglobalmarkets withnewpartnersonboard.

NiallDevlin,headofbusinessbanking,Bank ofIrelandUK,said:“DisplayNoteareagreat exampleofalocalcompanyachievingglobal successandwearedelightedtheyhave beneftedfromtheBankofIrelandKernel CapitalGrowthFundwhichwasdesignedto helpindigenouscompaniesacceleratetheir growth.”

AndRob Turner,groupleaderat VolarisGroup, saidthefrm’sdecisiontoacquireDisplayNote “wasdrivenbytheircustomer-frstapproach andcultureofinnovation,underpinnedby industry-leadingtechnology”.

“Itsvisionofstronglong-termcustomer relationshipsandindustryleadinginnovation alignswithours,helpingpositionboth Volaris andDisplayNoteforcontinuedgrowth.” ■

NiallDevlin,BankofIreland,DeniseSidhu,KernelCapital,WilliamMcCulla,InvestNIandPaulBrown,DisplayNote

Awardsshowcasebestof NorthernIreland’sgrocerysector

CentraChoicesliftedthegong forBestMarketingCampaign attheBelfast TelegraphGrocer Marketing AwardswhileHenderson Groupbagged fiveaccoladesduringthe evening.

Theawardswere heldattheCulloden EstateandSpaduringtheGrocers’Ball, a fundraisingeventforGroceryAidattendedby 335guestsfromthesectorwiththeaimof raising£35,000forthecharity

HendersonGrouplifted fiveawards,with otherwinnersonthenightincludingSonya Cassidy, recognisedas a LeaderinMarketing, Naturo petfoodforBestBrandandHinch DistilleryforBestExportMarketing.

Andhighlycommendedawardsalsowentto DaleFarm,Dromona,SaraFearonofNearby NI,KerriSmithofFinnebrogueArtisan,Maxol KinnegarServiceStationandLinwoodsHealth Foods.

EoinBrannigan,editorinchiefofthe Belfast TelegraphandSundayLife,said: “CongratulationstothewinnersattheBelfast TelegraphGrocerMarketing Awards. We are proudtocelebratethebestofNorthern Ireland’s vibrantgrocery retailandfoodand drinksectors.”

Thisyearmarkedthe35thyearoftheawards previouslyoperatedbyUlsterGrocer, and their firstundertheBelfast Telegraphbrand.

GuestsattheGrocers’Ball,whichwas hostedbyCoolFMpresenterPeteSnodden, enjoyed a multi-coursedinner, entertainment throughouttheeveningand a raffle and auctionstoraisefundsforGroceryAid.

HendersonGrouptook fiveawardsonthe night – thecompany’s winningawards

includedBestDigitalCampaign,BestCSR Initiative,BestNewProduct/ProductRelaunch andBestIn-Store ConsumerPromotion.

LauraThompson,marketingmanagerat HendersonWholesale,tookhometheLorraine Hall YoungMarketeer Award.

MicheleShirlow, chiefexecutiveofFood NIwhichwasmainsponsoroftheawards, said:“Itwasgreattoseetheinnovation demonstratedbyfoodcompanies.There was a realfocusonconnectingwithcitizensin waysthatshowpurposefulengagementand corporate responsibility

“Thishasbeenshowntimeandagainby HendersonWholesalewhooperatestores ineverycommunityacrossNorthern Ireland, andengagewithourrichtapestryoffood entrepreneurs,farmersandproducers.

“IamparticularlythrilledtoseeLaura Thompsonexcelinhercareeranduseher role

tomake a differenceandshare herpassionfor localpeopleandlocalfood.”

BronaghLuke,headofcorporatemarketingat HendersonGroup,said:“Laurahasbeen a key driverthroughoutallofourexternalmarketing campaigns,workingwithteamsbothin-house andexternallytodeliverfantastic results.

“We alsobroughthometheCSRInitiative award forourHeartofourCommunity campaign,whichhasseentheinstallationof over275automatedexternaldefibrillators outsideourstoresacrossNorthern Ireland.

“We recently re-launchedournewfreshownbrandrange,TheKitchen,whichisnowalready award-winningafterwinningBestNewProduct Relaunch,whileourcampaignstodrivevalue seasonallyandthroughouttheyearforour shoppers – 12DealsofChristmasandMega Deals

are nowmulti-award winning,picking upBestDigitalCampaignandBestIn-Store ConsumerPromotion respectively.” ■

TheteamfromHendersonWholesalewhichtookhomefiveawardsattherecentBelfast TelegraphGrocerMarketing Awards

Esportsisessentiallyplayingvideo gamesprofessionally, something whichhasbecomeanincreasingly viableprofessionoverthelastdecadeor so.

“I’mnotplayingCallofDutyorRainbow6. I havekids – so I have a NintendoSwitchinthe house,but I wouldn’t begamingallthetime. I justwouldn’t havethetime,”SteveDalysays.

Askedwhethersomethinglikehischildren’s enthusiasmforgaminghadanyinfluenceon hisdecisiontostartanesports firm,Steveis unequivocal.“Nonewhatsoever.”

Buthewasaware itwas a growingopportunity, soin2021SteveandhiscousinDavidCronin – formerpresidentandchiefexecutiveofthe AmericanIrelandFunds – started a DublinbasedcompanycalledWylde,whichhas becomeoneofIreland’sfirstmajoresports businesses.

Croninwasalsopreviouslychiefoperations officerofQumas,theCork-basedsoftwarefirm thatwassoldfor$50min2013.

The firmnowhaspeopleplayingsuchgamesas Fifaprofessionally, anditcountsOlympicgold medallistUsainBoltasoneofitsmaininvestors.

SohowdidSteveendupstartinganesports business?

The48-year-oldDubliner’s backgroundisin finance.MovingtoLondonaftergraduating withtheintentionofstayingfor a year, Steveendedupstayingfortwodecades whileclimbingthecorporateladder Heheld seniorpositionsincompaniesincludingJP Morganbefore endingupatNatixis, a French investmentbank.

Butafter finishinghismaster’s,Stevewas approachedaboutsettingupwhatwould becomeIrelandEsports, a non-profit company aimedatencouragingcompetitivegamingin Ireland,whichthenprovidedthespringboard to startWylde.

Despitehisfocusbeingmore intraditional sport,Stevehadsomeknowledgeofthe

Esports: changing the game andlevelling up

Afterleavingoneoftheworld’sbest financejobstospendmoretimewithhis family,DublinerSteveDalydecidedtoset upanesportsbusiness–althoughheisthe firsttoadmitthatheisnotahugegamer himself,writes PaulO’Donoghue

businesssideofthesector, andfeltthere was anopportunity

“IntheUCDcourse,there were timeswhen peoplegotintodebatesaroundwhether esportsshouldevenbeconsidered a sport. It’s notmyplacetosay, butit’sa formof entertainmentlikesportis. I wasinvolvedin severalcapitalraisesforesportspublishersover theyears – so I wasaware ofwhattheydid,of howfastvideogameshadgrown.”

Thisiswhere Wyldeaimstotapintoan opportunity – inmonetisingtheglobal audienceofthehundredsofmillionsofpeople watchingesports.Andtheseaudiencenumbers are growingbytheyear

Wyldeisessentiallyaimingtobecomethe equivalentof a footballclub.Ithas10full-time staff inDublin,aswellasabouttwodozen esportsprofessionals – playersandcoaches –oncontracts.

EarlierthisyearWyldealsoopenedIreland’s firstesportsacademyinCork,where the company’s teamscantrain,andfromwhere promisingesportsplayersare recruitedand coached.

“Theyoungestplayerwehaveis15andthe oldestis26.Someare doingitfulltime,some are inuniversity, orworkingandplayingatthe sametime,”Stevesays.

“We’vebroughtinphysicaltrainers, psychologistsandmentorstomakesure the playersare intherightframeofmind,and tomakesure we’re notputtingpressure on youngpeople.”

Theageprofileofplayersis a challengefor Wylde,andforesportsas a whole.When playersbegin,theyhavetobetakencare of. Whentheyare older, manyleavethesector

asitoftendoesn’t meetthe requirementsfor a full-timecareer

It’s rare toseeesportsplayersmuchabove theirmid-20s,withplayersintheir30salmost unheard of.

“Parentalconsentforplayersunder18isvery important. We havetomakesure they’re beinglookedafter, andthatthere is a balance betweenschoolandeducation,sotheir educationistakenseriously,”Stevesays.

“As regardsolderplayers,do I thinkthere will bepeoplecompetingatthehighestlevelin 10years’timewhowillbeolder?Absolutely I do,buttherightstructureshavetobein place.

“Rightnow, ifyou’re 24andyouwanttobuy a house...well,youcan’t dothatifyou’re workingasanesportsplayer But I thinkthat’ll change.”

Helpingtogeneratemomentumisthe legendaryUsainBolt – whoisanambassador

forWylde,aswellasbeing a “signifcant” investorinthefrm.

Wyldemakesitsmoneythroughsponsorships andfromitsplayersperformingwellin tournaments.Ithasalsostartedlookinginto brandedcontent,where gamerswhoare fans ofthecompany’s esportsteamswillbeable tobuyitsbrandedcontentthroughin-game purchases.

“So,sayifsomeonewantstobuy a rifein thegame,theycanbuyonewhichisbranded ‘Wylde’ – andthenthat revenueisshared betweenusandthegamepublisher,”Steve says.

Whileinitiativessuchasthepartnershipwith Boltbringscredibilityintheeyesofinvestors, thefrmisalsosearchingforlegitimacyinthe eyesofmajorbrands.Despitethestridesthat gaminghasmadeas a medium,despitethesize oftheindustryandthehundredofmillionsof

players,Stevesaysthatsomemore traditional corporateexecutivesdonottakethesectoras seriouslyastheymight.

Opportunitiessuchasthis – whichexistin a demographicwhichadvertisersare constantly strugglingto reach – hasconvincedSteve thatesportscompaniescaninfactbecome commercialjuggernauts.

Howeveronemajorissuewhichthecompany mustdealwith,asmusttheentire sector, isthat manyesportsviewersdon’t paytowatch – not intheway a PremierLeaguefanmightpay a subscriptionto a broadcaster

Mostesportsare broadcastforfreeon streamingsitessuchas Twitchand YouTube, withmoneyinsteadcomingfromsponsorship andadvertising,makingitdiffcultforsome similarbusinessestoscaleup.

“Themajorityofesportsare broadcastforfree now, but I thinkthatwillchange,”Stevesays.

“It’s asifyouwanttowatchManUnitedplay Longterm,that’s where esportswillpotentially go – andwe’llalsobroadcastonourown channels.”

Theproblemformanygamingfrmswhich havecapturedbigaudiencesistheyhaven’t quitefguredout a waytogeneratesignifcant andstable revenuefromtheir relationshipwith theirviewers.ButSteveisconfdentthatWylde canbeoneofthoseattheforefrontofcracking thecode.

“Ithinkanorganisationwhichtakes a longtermviewcandosomethinglikethat. We’d liketobetheequivalentof a Ryanairor a Paddy Powerinesports,”hesays.

“We candoitinthiscountry, that’s thegoal. Nowthatwehave a physicalacademyinthe country,I hopethathelpstomake a statement. Itwilltake a lotoftimeandeffort – andmore moneythan I thoughtitwould – butI’m enjoyingit.

“I’mcomfortablewithwhatmeandDavidare doing. We questioneachother – butweboth thinkthatwe’re ontosomethinghere.” ■

SteveDaly

Vero bringinga healthieralternative using analready successful formula

OneoftheteamwhichhelpedgrowMexicanchain BoojumintoanIreland-widesuccessstoryhas launchedhisownventureintheheartofBelfast citycentre,writes JohnMulgrew

Ther e wa sa time whe n gettin g fo od de livere d meant bothmeagre options an d ap prehension that the driverknew you werethe white hou se withthe pink wall thre e up from the nursin g ho me on the left hand si de

The ad vent of GP S, navigation, and the predominance of a raft ofrestaurant-to -door servicesmeans the variet y of what ’s available without having to even shif t from the sofa has grow n ex ponentially.

Thiswas ex pedited at pace amid the pandemic,as takeaways fo cused solely on delivery while entrepreneurial restauranteur s, cafes and pubs pivoted out of sheer ne cessit y.

What thos esubs tantial chang es have led to is the beginning of a ‘digital fr st ’ restaurant concept, which builds delivery services and pick- up points from the ground up

Cue, Andrew Ma xwell’s Vero It ’s a healthier casualdining spot positioned around a “w hole fo od” concept, with a fo cus on quick service and trajec tory towardsgrowing the delivery side of things – with a sp ecifc kitchen and pick- up point for drivers, avoiding thelunch or dinnerbustle inother similar concept eateries.

Andrew, alongsid e brother David and investor s, helped take the alread y popular chain Bo ojum to a considerably larg er op eration – now boasting 17 restaurants across Ireland.

Part of that succes s wascentred around a station -bas ed sy stem, similar to that of Mexican giant Chip otle – picka base,a protein,a couple of toppings, sauces and any ex tras

There’scert ainly something of that being transferred to Vero – which is cert ainlya

positive whenit comes to facilitating the burgeoninglunch crowd.

Vero sits at the corner of Bedford Hous e in Belfas t city centre, taking on a base once home to sand wichshop Ventnor s anda former hair salon

Inside, it ’s clean and functional – bold branding,a clear pricing struc ture and menu. The glas s counterhasa raft of proteins, side orders, saladsand sauces on display– the warm dishes in enameled cast iron pots and pans, ratherthan the usual steel fo od pan array.

A ty pic al order start s of f with a base – rice, grains or spinach, followed by a protein, such as chicken, ‘notturkey ’ meatballs or salmon Withthat, there are thre e side orders included, followed by a sauce. It ’s simple, and

it ’s also clear in terms of your spending (that’s all included in the £8 .95 price tag, asid e from salmon at £10.95 ).

Now, when a restauranthasa mission statement on it s website, eyes may roll – but I’ll set any cy nicism asid e for now.

Vero’s centres around “values” and building “a healthier teamand communit y aroundthe superp ower of fo od”.

Turkey meatballs (not the vegetarian nonmeatversion as mentioned earlier) come out fairlymoist considering it ’s such a lean piece of poultr y, with a touch of spice and coriander.

The red lentil dahl is creamy andmild, providing some clean favour s but it could do with a good hit of spice anda sizeable

handful of salt to bring out what are fairly nuanced notes.

Big chunks of skin -on sweet potato are sizeable pieces of starch to go withthe protein and vegetables –a touch of bite ensuring things don’t fall apart entirely

The Hegar ty ’s mac and cheese – whichI as sume cont ains dairy from the CoCork producer – is subtle and hear ty, and fe els like it ’s the side order sitting closes t to the naughty table in terms of the healthier options available.

The savour y brow n rice which sits at the bottomholding ever ything else up fe els like Bo ojum’s ow n Mexican rice enjoyeda few Slimming World me etings There are touches oflight paprikasmoke and more bite, forgoing some of the sweetnes s and richness.

The ‘gre en goddes s’ sauce fe els like what an emulsifed traditionalgreen sauce would taste like ifit said no to oodles of olive oil and garlic, opting ins tead to fo cus just on the herbs and healthy part s. There’sa big punch of basil and it fe els likeavocado holding itall to gether, butI could be mistaken.

You could also cert ainly craf ta bowlwith more greens than I did, with a raft of fresh and crisp looking raw salads on of fer.

As a concept, Vero seems to work.I was in and out at lunch time in a mat ter of moment s, with a few folk sitting in,others likely opting to take away in what turned out to be one of the hottes t days of the year

Interestingly, the digital element is quietly front and fo cus – Vero is op en until 3pm for walk- ins but op en considerably later for takeaway s.

The word “healthier” isus ed on the Vero website, but the fo cus appear s to be around a more all- encompassing menu which obviously takes aim at a better diet, without being dull, lifeles s and overtly sinles s, or considered traditional ‘health fo od’ It ’s ex tremely hear ty, subs tantial andsuit able forlunch, withoutthe ne ed fora lie down af terwards ■

Version1winstopMicrosoftaward

ITservicesfirm Version1haswalked awaywithatopawardfromsoftware giantMicrosoft.

Version1,whichhasateamofmorethan500 inBelfast,hasbeengiventheaccoladefor itsworkwiththeUK’sNationalHighwaysto improvesafetyacrossthe roadnetworkacross England.

Dublin-founded Version1wasnamedthe globalwinnerintheModernisingApplications 2023MicrosoftPartnerofthe Year Awards, beatingoffstiffcompetitionfroman internationalfield.

TheMicrosoftPartnerofthe Year Awards recogniseMicrosoftpartnerswhichhave developedanddeliveredoutstanding Microsoft-basedapplications,services,and devicesduringthepastyear. Awardswere classifiedinvariouscategories,withthose honouredchosenfromasetofmorethan 4,200submittednominationsacross100 countriesworldwide.

Version1was recognisedforproviding outstandingsolutionsandservicesin ModernisingApplicationsforitsinnovative transformationofacriticalapplicationfor NationalHighways’IncidentLiaisonOfficers (NILOs).

TheNILOteamis responsibleforco-ordinating informationonmajorincidents–multi-vehicle collisions,severeweather,andfreightspillages –over4,500milesofEngland’sstrategic roadnetworkandarevitaltothe254billion passengerandfreightvehiclemilestravelled acrossEnglandeveryyear.

Theappsignificantlyimprovesuserproductivity andincidenthandlingthrougheasier,faster logging, reporting,andinformationsharing. Thishasfacilitatedsmootherco-ordinationof emergencyservices,disseminationofmedia updatesforthepublic,andenhancedincident managementand roadnetworkoperation.

TomO’Connor,chiefexecutive, Version1,said: “Wearedelightedtohavebeennamedasthe

globalwinnerintheModernisingApplications 2023MicrosoftPartnerofthe Year Award. Theawardcementsour reputationasatrusted partnerofchoicetomajororganisationsinthe transformationofcriticaldigitalinfrastructure andwearepleasedtohavebeen recognised byMicrosoft.

“TheNationalHighwaysprojectisagreat exampleofthetransformationalprojects that Version1candeliverwhichsignificantly improvesefficiencyandefficacyforourclients. We areparticularlyproudtohavehelped NationalHighwaystomakeEngland’s roads saferandthankthemforpartneringwithus.”

NicoleDezen,corporatevicepresidentof globalpartnersolutionsatMicrosoft,said: “Congratulationstothewinnersandfinalists ofthe2023MicrosoftPartnerofthe Year Awards!Theinnovativenewsolutionsand servicesthatpositivelyimpactcustomers andenabledigitaltransformationfromthis year’swinnersdemonstratethebestofwhat’s possiblewiththeMicrosoftCloud.” ■

GuyHodges, Version1,MikeOrd,NationalHighways,LaraClatworthy, Version1,RogerWhitehead, Version1,Lindsay Young,NationalHighwaysand TimothyPriest,NationalHighways

Numberofbusinessesrises acrossNorthernIreland

Thenumberofbusinessesin NorthernIrelandhasincreasedover thelastyear,newfreshfigures show.

Thevolumeofbusinesses registeredfor VAT or PAYE rose0.4%overtheyeartoMarch, accordingtotheNorthernIrelandStatisticsand ResearchAgency(NISRA).Thattotalled79,235 businesses.

Therisemarkedtheninthconsecutiveyearof increasefollowingaperiodofdeclinefrom 2008to2014.

Andthebulkofthosefirmswereconsidered ‘microbusinesses’withfewerthan10workers, while2%had50ormoreemployees.

Businessesintheproductionsectorfellby 1.4%in2023,thefirstdeclineobservedinthis sectorsince2013.

Theservicessector,which remainedthelargest inNorthernIreland,accountedfor55%ofall businessesandgrewslightlyby0.3%(125) overtheyeartoMarch2023.

Withintheservicessector,business

administrationandsupportservicessawthe largestincreaseonthepreviousyear(135 businessesor4.3%).

Andwhilestherewasnochangeinthe numberofbusinessesintheconstruction sectorduringthe12-monthperiodtoMarch 2023,therehasbeena16%increaseinthe numberofbusinessesacrossthesectorinthe 10yearssince2013.

Belfast retainsthehighestnumberof businesseswith14%,withAntrimand Newtownabbeyhavingtheloweston5.3%.

“Newry,MourneandDownsawthelargest increaseinthenumberof registeredbusinesses operatinginthearea(200or2.2%)overthe yearto2023,whileCausewayCoastandGlens sawthelargestdecrease(120or1.9%)over thesameperiod,”NISRAsaid.

“Belfast remainedthedistrictcouncilarea withthemostbusinesses(11,300),accounting for14%ofall VATand/or PAYE registered businessesoperatinginNorthernIrelandin 2023.

“Thenumberof registeredbusinesses

operatinginNorthernIreland,ownedbyan enterprise registeredoutsideofNorthern Ireland,accountedfor2.6%ofthebusiness populationandalmostone-quarter(23%)of employees.

“Non-NIownedbusinessesincreasedby15% (or275businesses)overthefiveyearsto2023. Thetotalnumberofemployeesworkingwithin theseenterprisesincreasedslightly(1.6%or 2,850)overthesameperiod.”

Meanwhile,economicactivityinNorthern Irelandcontinuedtoexpandherethoughthere aresignsthatpoliticalstagnationandrising interestratesareaffectinggrowth.

UlsterBank’spurchasingmanagersindex(PMI) inNorthernIreland recordedthefourthmonth ofgrowingbusinessactivityina rowduring May.

However,growthwasslowerthaninthe previousthreemonths,andneworders increasedatthesamepaceasApril.

Ratesofinflationwerealsoslowingdown,and bothinputcostsandoutputpricesshowed theirweakestgrowthin30months. ■

Belfasthasmore businessesthananyother areainNorthernIreland

Howdidyoustartoutinyourbusiness?

IspentthemajorityofmycareerinXerox, progressingthroughseveralsenior rolesinthe company,butIhavealwayshadaburning desiretotrysomethingdifferent.Lastyearthe opportunityarosetobeinvolvedinhelping buildandshapeanewtechnologybusinessin NorthernIreland,andsoIWSwasborn.There isabigdifferencebetweenleadingalarge organisationthathasexistedfordecadesand creatingsomethingfromscratch.

Whathaveyoufoundthemost challengingduringyouryearsofbusiness, sofar?

Thepaceofchangeinbusinessnowisfaster thaniteverwas,anditgetsfastereveryday, sothebiggestchallengeisstaying relevant toyourclients.Thepandemichaschanged thewaybusinessisdoneinworkplaces worldwide. Workhappensfromanywhere now.Thatpresentsorganisationswithallkinds ofchallenges,andwehelpbusinessesaddress thesewithsolutionsthatmakeworkplaces smarter–inboththeirphysicalandvirtual offces.

Aswehaveseenin recentyears,bigmacro eventshappenthatareoutsideofyourcontrol asabusiness–whetheritisCovid-19,Brexit ortheeffectsofthewarinUkraine.Bigevents happenwhetheryouwantthemtoornot. Challengesliketheseforceyoutoadaptand testyour resilience.Ifyouseetheopportunity inthem,yourbusinesswillcomeoutstronger.

Howwouldyoudescribeyour managementstyle?

Iwouldsayithasevolvedconsiderablyover time,throughdifferentexperiences,working indifferentenvironmentsandlearningfrom thegreatpeopleIhaveworkedwith.WhenI

Name: MarkMcPhillips

Position: Managingdirector,Innovative WorkplaceSolutions(IWS)

startedoutinbusiness,Iwasprobablymore directandprescriptiveinmyapproach–always movingfastandfocusingon“what’snext?”, hittingthenexttarget.Now,I’mmorepatient andtrytoleadthroughcollaboration–asa leaderyouneedtotakepeoplewithyou.

Whatwouldyouchangeifyoucouldgo backanddoitallagain?

Itrynottodo‘regret’,aseveryexperienceI’ve hadinbusinesshashelpedshapewhoIam today.Havingsaidthat,knowingwhatIknow now,Iwouldhavemadethemoveintoleading abrandnewcompanymuchsooner.

Haveyoudoneitallonyourown?

Idon’tbelieveanyonecandoitallontheir own.I’velearnedfromandbeenshapedbymy experiencesandmoreimportantlythepeople Ihaveworkedwith.ThroughoutmycareerI havehadthepleasureofworkingwithgreat teams,andwascoachedandmentoredbyvery experiencedtalentedpeopleateverystepof myjourney.

Thatcoachingandsupporthasbeneftted memostasaleader.Managementisa skillyoulearnindifferentwaysthrough experience,feedbackandcoaching,andIfeel itisimportantwepassthatontothenext

generationofleadersinbusiness.I’mluckyto workwithsuchagreatteamatIWS.Iseethat ethosofcoachingandcollaborationasbeing keytogettingthebestoutofusasateamand growingthebusinessfurther.

Howwouldyoulikeyourbusinesstobe remembered?

Ourethosisaboutfosteringinnovation–helpingourcustomersleadchangeandcreate smarterworkplaces.Iwouldlikeourbusiness tobe rememberedasaonethataddsvalue andhelpsclientsaddressthechallengesthey faceandinvestsinthelocaleconomyandis embeddedinthecommunity.

Whatpieceofadvicewouldyougivetoa 20-year-oldyou?

ThebiggestpieceofadviceIwouldgiveis tomakesureyouenjoyandappreciateevery partofthebusinessjourneyaheadofyou.It’s abigpartofyourlife,anditgoesveryfast. Businessesmoveatanincrediblepacenow, andyouneedtobeabletoadapttochangeby beingopenmindedandinnovative.

ThelastthingIwouldtellmyselfistotake morerisks.Don’tbeafraidtoputyourselfin uncomfortablesituations–onlythenwillyou reallylearnandgrow. ■

Thecolumnwithan earforexperience...

Motoring

ByPatBurns

Sponsoredby

One Love

Featuringanewdesign,anumberof electricvehiclesintherangeandthe latestinconnectivity,the2023BMW X1buildsontheconceptofasportsutility eehicle(SUV)forthepremiumcompact segment.

Thenewmodelfeaturesanexpandedstandard specifcation,increasedinteriorspaceandthe newBMWOperatingSystem8andcurved display. Togetherwithalargeselectionof automateddrivingandparkingsystemsitall ensuresthenewX1standsoutagainstits rivals.

Initsthirdmodelgeneration,theX1now offersfullyelectricdrivingforthefrsttime. ThenewX1isavailablewithonepetrolengine andtwodieselengineoptionsalongwitha pairofplug-inhybridmodelsandtheallnew iX1xDrive30,theBMWGroup’sfrstpremium compactmodeltofeatureanall-electricdrive system.

Offeredinachoiceoffvemodels–Sport Premier,xLinePremier,xLinePremierPro,M SportPremier,andMSportPremierPro–the X1ispricedfrom£35,130RRP.

ThenewX1islargerthanitspredecessorand comesasstandardwithslimLEDheadlights forlowandhighbeamthatextendintothe sidesofthecar.Adistinctivegraphicsplitsthe headlightsintothreeunitsforthelowbeam, highbeamanddaytimedrivinglights,the latterincludingtheindicators.

Theall-electriciX1xDrive30ispoweredbyone electricmotoratthefrontaxleandanotherat the rear,eachcombinedwithpowerelectronics andtransmissioninasingle,compacthousing. Thedriveunitsdeliveracombinedoutputof 313hpandoveralltorqueof494Nm.

Theffth-generationBMWeDrivetechnology alsocomprisesthecar’schargingtechnology andthe64.7kWhhigh-voltagebattery, positionedfatwithinthevehicle’sunderbody, givesadrivingrangeofupto272miles.

AsintheBMWi7,thechargingsoftwarehas beenfurther refned.Oncethebattery reaches ahigherchargelevel,thenewprocessdrops thechargingratesmoothlyinsteadofthe previous‘stepped’curve, resultingineven shorterchargingtimes.

Thetwoplug-inhybridsfeatureanintegrated electricdriveunitpoweringthe rearwheels, combinedwithathree-cylinderpetrolengine thatdrivesthefrontwheelsthroughthesevenspeedSteptronictransmissionwithdouble clutch.

ThekeybeneftoftheBMWChargingoffering forpublicchargingstationsistheattractive kilowatthourtariffsforACandDCcharging throughouttheUKandEurope.Thenetwork runbytheBMWGroup’sjointventureIONITY alsoformspartoftheBMWChargingnetwork.

Almost16,000chargingpointsareincluded intheUKandIreland,withthemonthlyfee forBMWChargingandIONITYwaivedfor thefrst12monthsfor retailcustomers.BMW iX1andX1plug-inhybridmodelsinEurope aresuppliedwithaBMWChargingCard,a chargingcableandthefexiblefastcharger. adaptiveMsuspensionisstandardforallM Sportmodels,includingtheplug-inhybrids andiX1,andisfttedasstandardontheiX1 xDrive30xLine.

InadditiontoABSanddynamictractioncontrol (DTC),theDSCsystemincludesavarietyof stabilisingfunctionsandthedrive-offassistant. Theperformancecontrolfunctiongivesthe carevenmoreagilehandlingbyvaryingthe distributionofdrivetorquetothefrontwheels accordingtothesituationathand.Directional stabilityisoptimisedduringheavybrakingon challengingsurfacesbyapplyingasteering impulsetohelpthedrivercorrectthecar’sline.

ExtendingthefeaturesavailableintheMy BMWApp,iX1andplug-inhybridowners areableto remotelycontrolchargingofthe battery.Thepreferreddeparturetimecan beenteredtodisplaytheanticipatedcharge levelatthatpoint.Ifthevehicleisplugged-in, chargingcanbestartedorhaltedatanytime fromtheapp, regardlessofthechargelevel. ■

Lexusunveilsplug-in hybridpowerSUV

Thesportsutilityvehicle(SUV) marketsegmentcontinuesto expandandatthetopendof themarketistheLexusRX.Lexushas completely reviseditslargeluxurySUV, buildingonthemodel’sexistingstrengths andsettingnewdesignandtechnology standardstoincreaseitscapabilitiesand appealtocustomers.

WithpricesfortheRX450hstartingat £64,950,youwouldexpecttheRX450h tooffertheverybestinstyle,qualityand technologyandthat’sexactlywhatyouget. Thisisatoptiermodelthatofferstheultimate inSUVmotoring.

Backin1998,theoriginalRXmodelfounded themarketsegmentforluxury-focusedSUVs. Sincethen,ithascontinuouslyevolved.The latestmodelsetsthestandardsforcomfortand refnementandcaneasilymatchthelikesof theBMWX5or VolvoXC90.

ThenewRXcomeswithaline-upofthree differentelectrifedpowertrains.Atthecore ofthebrand’sofferingistheRX450handit isthefrstRXtoadoptLexus‘splug-inhybrid technology.

Theplug-inhybridsystemdeployedintheRX 450histhesameasthatwhichLexusdebuted inthelatestNX.Itfeaturesafour-cylinder Atkinsoncycle2.5-litrehybridengineanda rechargeablelithium-ionbatterywith18.1kWh capacity.Anadditional rearelectricmotor enablesLexusE-Fourfulltimeall-wheeldrive.

Whileitofferssimilarpowertotheoutgoing RX450h,itproducesmoretorqueandfaster acceleration. Totaloutputis304bhp,which enables0-62mphaccelerationin6.5seconds.

Thebattery’ssizeandcapacityandLexus’s electrifcationknow-howcombinetodeliver signifcantlylowerfuelconsumptionand emissions.CO2emissions(WLTPcombined cycle)arebelow26g/kmwithfueleconomy ofmorethan235mpg.Thehomologated EVdrivingrangeis42miles,withall-electric drivingpossibleatspeedsupto80mph.

TheLexusplug-inhybridsystemoffersacritical beneftthatsetstheRX450hapartfromits rivals.Whenthebatterychargeisdepleted, thevehicleswitchestoitsself-charginghybrid system,maintaininghighfuelandemissions effciency.Thisisincontrasttomostother manufacturers’systems,wherethepowertrain

defaultstoitsinternalcombustionengine.The RX450hisfttedwitha6.6kw/hon-board charger. Witha230V/32Aconnection,afull battery rechargecanbeaccomplishedinabout twohours45minutes.

WithLexus’sworld-classsafetytechnology,the RXbeneftsfromthethirdgenerationLexus SafetySystem+,withanimprovedpre-collision system,newproactivedrivingassistandan extendedsafetypackage.Itisalsoavailable withLexus’sSafeExitAssist;linkedtoan electronicdoor releasesystem,thisprevents doorsbeingopenedintothepathofvehicles orcyclistsapproachingfromthe rear.

VehiclebrakingposturecontrolisaLexus world-frst.Thisvariesthefront/rearbrake forcedistribution,accordingtothedriver’s pressureonthebrakepedalandthe suspensionmovements.This reducespitching tomaintainastablevehiclemakingfora smootherandmorecomfortableride.

Whiletheoveralllengthstaysthesame,the newRXhasanincreasedwheelbaseanda widertrack.This resultsinmoreinteriorspace, thoughitisonlyavailableasafve-seater,while thelowercentreofgravityimproveshandling.

ThebootspacematchesthecurrentRXmodel forcapacity,despitethenewmodelhavinga shorter rearoverhang. ■

Cupralaunches inNorthernIreland

TheCuprarangeofcarsisnow availableforthefirsttimein NorthernIrelandwiththe recent announcementthatCharlesHurstGroup willopenadealershipinBelfast.

Cupraisanunconventionalbrandbasedon styleandperformance.Launchedin2018by Seatasastand-alonemarque,Cuprahasits owncorporateheadquartersandaracingcar workshopinBarcelona.

UlsterBusiness recentlyhadaquicktestin aCupraFormentor.TheFormentorwasthe firstcardevelopedexclusivelybytheCupra brandasopposedtobeingbasedonan existingSeatmodel,andembodieswhatthe Cuprastandsfor:sophistication,innovation andadynamicdrivingexperience.Ithasa qualityfeel,matchedtogreatperformance and roadholding.Seathasgreatexperience indevelopingsuperbhandlingfrontwheel drivecarsandyoucantellithaspassedonthis expertisetoCupra.ACupraisalsoquitearare

sightonUlster’s roadssoifyou’relookingfor somethingdifferentitcouldwellbethecar foryou.

TheFormentorisavailablewithsevendifferent powertrains,rangingfromthe1.5-litreTSIEvo 150PS,throughtothe2.0-litreTSI4DriveDSGauto310PS.Itisalsoavailableasa1.4-litre e-Hybrid(either204PSor245PS)PHEV, offeringupto37miles(WLTP)ofelectric-only range.

Forfleetsandcompanycarusers,the Formentore-Hybriddeliversacompetitive TotalCostofOwnership(TCO)thanksto strong residualvaluesandahighlyefficient powertrainwhich returnsupto235.4mpg (WLTP).TheFormentore-Hybridalsobenefits fromaBenefitinKind(BiK)ratingofjust11%.

Asstandard,theFormentorincludesa hostofthelatesttechnologyandsafety features,includingadigitalcockpit,12 inchinfotainmentscreenwithsmartphone

integrationandCupraConnect,three-zone climatecontrol,keylessentryandstart,LED headlights,PredictiveandAdaptiveCruise ControlandLaneAssist.Itwasalsoawardeda five-starsafetyratingbyEuroNCAP.

TheFormentor recentlywonBestAll-rounder attheAutocar Awardswithitswide-ranging capabilitieswiththeperformanceSUVcoupéeffortlesslyblendingdistinctivestyling, practicality,class-leadingdrivingdynamics, afive-starsafetyratingandthelatest technology.

Thejudgescommented:“Whatbettercarto giveourBestAll-rounderawardtothanone that’sinaboutfoursegmentsatonceand somehowmanagestobeacompellingoption inallofthem?Inshort,theFormentorticks moreboxesthananyothercaronsale–SUV, coupé,estate,hothatch,BIK-tax-bustingPHEV andcompactpremiumcar–anddoessofor considerablylessmoneythantheopposition. It’saconsummateall-rounder.”

TheFormentor’sfleetandcompanycarappeal was recognisedattheCompanyCarand Van AwardswhenitwasnamedBestSUV,andlast yearitwascrownedBestHotSUVbyCarbuyer. TheFormentorispricedfrom£29,880. ■

Austral Weeks

Withthelaunchofthenew

AustralE-Techfullhybrid fastapproaching,Renault hasannouncedthattheelectrifiedSUV isavailabletoordernow, pricedfrom £34,695.

CustomersoftheinnovativeSUVhybridwill beabletochoosefromthreewellequipped versionswhenitlaunchesthissummer –techno,technoespritAlpine,andiconicesprit Alpine.Regardlessofwhichvarianttheychoose therangeisdesignedtodeliveroptimum comfort,convenienceandclass-leading connectivity

Togetherwith a digitalsystemthatincludes upto35appsaswellastheabilitytoplot a routeandevenoperatehomedeviceswith voicecontrol,technologicalhighlightsofthe sportySUVincludetheavailabilityofupto30 advanceddriverassistancesystems(ADAS),four settingsthatoffer a varietyofdrivingstyles, plusRenault’s third-generationfour-wheel steeringsystem,4ControlAdvanced.

AllversionsoftheAustralE-Techfullhybrid featurea comprehensivestandard specification thatcomplementsthelooks,drivetrainand interior Equipmentthatissharedacrossthe

rangeincludes a framelessautomatic rear-view mirror, slidingcentre consolearmrest,sliding rearbenchseat,andautomaticdual-zoneair conditioningwithairpurifier.A spaciousSUV, there’s 35litresofinternalstoragespaceand upto555litresofbootcapacity

Thedigitalexperienceisdeliveredviathe 12-inchOpenRmultimediascreen,12.3-inch driverinformationdisplay, 9.3-inchhead-up display, and a rangeofGoogleservicesbuilt-in, includingGoogleMaps,GoogleAssistant,and accesstoGooglePlay Two frontandtwo rear USBportsensure connectivitywiththeeightspeakerArkamysaudiosystem.

TheAustraloffers a rangeofupto683miles andCO2emissionsaslowas105g/km.

Therangebeginswiththetechno.Itsfeatures include19-inchalloywheels,matrixLED headlights,mirage-effect rearLEDlights, flush roofbars,shark fin antenna,surroundparking sensorswith rear-viewcamera,andhands-free keycard withkeylessentry

ThetechnoespritAlpinemodeladds20-inch Daytonaalloywheels,espritAlpinedetailing andblackespritAlpinecarbonfabricand Alcantaraupholsterywithbluestitching.Its

standard equipmentisfurtherenhancedwith heatedfrontseats,heatedsteeringwheel, electricpowertailgate,electricdriverandfront passengerseatswithmassagefunctionfor driver, traffic andspeedsign recognitionwith overspeedprevention,andadaptivecruise controlwithlanecentring.Thismid-range versionisavailablefor£36,695.

Top-of-the-rangeistheiconicespritAlpine. Pricedat£39,495,itstandsoutwithits 4ControlAdvancedfour-wheelsteering (enabling a citycar-like10.1mturningcircle), 12-speakerHarmanKardonaudiosystem, 360-degree3Dcamera,panoramicsunroof, andwirelessphonechargingstation.

Regardlessofthetrimlevel,theAustralE-Tech ispoweredby a new200hppetrolhybrid powertrainwith a 400V1.7kWhlithium-ion battery

Allinall,80%ofdrivingtimeonurban roadsis possibleinfull-electricmode,whichtranslates intourbancycledriving requiring40%lessfuel than a combustionmotor, allwithouthavingto changedrivinghabitsorplugin.Meanwhile,on thecombinedWLTPcycle,theAustralachieves upto60.1mpg,makingitoneofthemostfuelefficienthybridcarsintheRenaultline-up. ■

HEATHER HAMILL-VAUGHAN PROPARAMEDICS

Howisbusiness?

Asanindependentambulanceservice inbusinessfor23years,there isnever a dullmoment. We providemedicalcover for a broadspectrumofeventssuch assportingevents – frominternational footballtoschoolrugby, fundaysout, musiceventsandvenuessuchastheSSE Arenaandthe WaterfrontandUlster Hall.Inaddition,wehave a patient transferservicewhichsupportsthe Northern IrelandAmbulanceService.

Howdidyougetstartedinthe industry?

Thetruthofthisoneis reallybydefault. Mybrother, JohnCunningham,started Proparamedicsin1999,supplying medicalcoverforwhatwenowknow astheSSEArena.Proparamedicswasthefrst privateambulanceservicetobefoundedin Northern Ireland.

JohnbecameillinJanuary2009,sowhile holdingdownmyownjobatthetime, I took thephoneandtookoverfor a whileandwith thehelpofothersinProparamedicsatthetime wegotthrough.AsJohn recovered,heaskedif I wouldcomeonboard andbyMarch2009, I washooked.

Eventhough I amcompletelynon-clinical, I cansayfromexperiencethatparamedicsand medicalstaff are trulywonderfulatsavinglives, butmyskillislogisticsandthat’s whatmydayto-dayjobmainlyentails.

In2009,wehadfourambulancesand30ad hocstaff. Todaywehave a feetofambulances andemploy135staff forpatienttransfers, eventmedicalcover, repatriationsandtraining provision.Sadly, Johnpassedawayin2017but hismemorylivesonforusas a businessand as a familywithwhatwedoeverydayand howwehelpourhealthcare colleagues,the communityandfamilies.

Typically, whoare yourclientsor customers?

Ourclientsare essentiallyeitherthosethat have a requirementtogetsomeonewhoneeds medicalassistancemovedfrom A to B oran eventorganiser Oneofourbiggestclients

Entrepreneur ofthe Month

istheNorthern IrelandAmbulanceService whichwesupporton a dailybasis,alongwith individualhealthtrustsas required.Inthe eventfeld,weprovidemedicalcovertoclients suchastheRUASforTheBalmoralShow, the SSEArena, a numberoftheNorthern Ireland councilsandtheBBC.Sportingeventcover includesDownRoyalRacecourse,theBritish Board ofBoxing,theIFA,CricketIreland, AthleticsNIandtheGAA.

Doyouenjoywhatyoudo,andwhatin particular?

There willalwaysbechallenges,but I lovewhat I do.I’mthetypeofpersonif I didn’t loveit, I wouldn’t doit – lifeistooshort. I enjoythe diversityofthejobandallthatentails,from decisionmakingtodealingwithclients.Most ofall I enjoyworkingwiththeteamofpeople whohavemadeProparamedicswhatitistoday

Whatisthemostdiffcultpartofyourjob? Themostdiffcultpartofthisjobisthelack of regulationintheindependentambulance sector We strivetorun a professionalbusiness andas a sector, wewanttoassociatewith likemindedbusinesseswhoputpatientcare frstandwhoinvestintheirstaff.

ProparamedicsLtdisproudtobeaccepted asmembersoftheIndependentAmbulance AssociationUK(IAAUK).Thisistheonly pathwayto‘voluntary regulation’availablein Northern Irelandandweare oneofthetwo independentcompaniesinNIthathavethis membership.

I was recentlyoffered a directorshippost ontheboard oftheIAAUK – theonlyNI representative. I plantousethisposition topromoteRegulationfortheindustryin Northern Irelandandtobringbestpractice learningsbacktoProparamedics.

Whatare thechallengesfacingyoursector andtheeconomyingeneral?

A non-regulatedsectorpresentsmajor challengesinensuring a cohesiveand collectiveapproachinprovidingsafeand professionalambulanceservices.Aspartof thehealthsector, weare stillviewedasan ‘armslength’bodyandassuch,different rulesapplywhichcanbeverydemoralisingfor staff.AtProparamedics,weprideourselves onbeingproactiveinourdiversifcation,and adaptableandfexibleinourdailyapproach

complacencyisnotanoption. ■

APPOIN TM EN TS

NualaMaguirehasjoinedtheconstruction andprojectsteamatEvershedsSutherland. Shejoinsthefrmfromalargepublicsector organisation,havingpreviouslyworkedin privatepracticespecialisinginconstruction andprocurementissues.

ProgressiveBuildingSocietyhasappointed MichaelBoydasitsnextchiefexecutive.He willtakeoverfromDarinaArmstrong,who isduetostepdownfromtherolelaterthis year,andwillleadtheorganisationasit continuesaperiodofgrowth.

FionaBenningtonhasbeenappointed asCatalyst’snewdirectorof entrepreneurship.ShejoinedCatalystin 2021asheadofentrepreneurshipand growthandhasplayedaleadingrolein manyofCatalyst’sprogrammes.

TheInstituteofQuarrying(IoQ)has appointedKilwaughterMinerals’quarry managerEddieNetherytothepositionof chairmaninNorthernIreland.Hewillbe responsibleforrepresentingtheinterests ofIoQmembers.

AislingO’Harehasjoinedthecommercial teamatEvershedsSutherland.Shebrings over10years’experienceadvisingpublic andprivatesectorclientsoncommercial contracts,intellectualpropertyanddata protectionmatters.

Coca-ColaHBChasappointedDavide Franzettiasthenewgeneralmanagerof itsIrelandoperations.MrFranzettihas workedforCoca-ColaHBCItalysince2018 holdingvariousrolesincludingmodern tradedirector,andmostrecentlysales director.

KevinGallagherhasbeenpromotedto theroleofmanagingassociateatlawfrm LewisSilkin.Hehasextensiveexperience advisingemployersacrossabroadrange ofsectorsinNorthernIrelandincludingthe insuranceindustry,localgovernmentand construction.

JackBalmerhasbeenpromotedtosenior associateatlawfrmLewisSilkin.Hehas experienceadvisinglocalandinternational employersonallaspectsofcontentious andnon-contentiousemploymentlaw,and additionallyspecialisesinworkplacedata protectionissues.

FoylePorthasappointedIanLuney inanewlyestablishedroleaschief developmentoffcer.Hewillseekto securesustainablerevenuestreamsforthe organisationbyattractinginvestmentinto theport’sextensivelandbank.

2. Clearer Twist,apremiummixer witha‘twist’,haslaunchedthree newproductsfromitslatest range,andsetanambitioustarget ofbottling10millionunitsof thedrinksthisyear.Picturedare Clearer Twist’sSitkiGelmenand RossLazaroo-HoodwithGrainne McGarveyofPulsePR(centre).

3. HendersonGrouphaslaunched the rebrandofitspopularfoodto-gosandwiches,wrapsand saladsrangeunderthenew brand‘Delish’.PicturedareStuart Kidd,senioraccountmanager atAroundNoon,picturedwith SusanMcDonagh,headoffood togoatHendersonGroup.

4. Twonorthweststart-up businesseshaveeachbeen announcedaswinnersof£10,000 ingrantaidfromTheAMPand Techstart Ventures.Picturedare entrepreneursJamesMcGarrigle, Pebble,andChristianKotley, Nupitch.

5. ActionCancerhaslaunched itsActionMancampaignto encouragemenaged16andover tobookaMOThealthcheckwith thecharity.PicturedareHannah Glasgow,ActionCancerwith ChrisKellyfromsouthBelfast.

1. Councillor ValerieHarte, chairofNewry,Mourneand DownCouncilwithdelegates attendingtheGeopark ForumatKilleavyCastle includingmembersoftheUK committeeUNESCOGlobal Geoparks.

7. ProgressiveBuildingSociety haspartneredwithleadinglocal cancercharityActionCancer duringProgressiveBuilding Society’s2023AGMandraised £5,000.PicturedareLucy McCusker,ActionCancerNI, andProgressiveBuildingSociety secretaryKyleMcRoberts.

8. AirAmbulanceNIhasbeen awarded£15,000fromtheAIB Groupaspartofthebank’s CommunityFund.Picturedare CharlotteJamisonandPhilHaye fromAirAmbulanceNIwith Terrie AgnewfromAIB,andAndrew Dobbin.

9. AntrimandNewtownabbey BoroughCouncil’seconomic developmentteamhas received the‘Small Teamofthe Year’ gongattheLocalGovernment Chronicle Awards(LGC)2023.

10. GoPlugable,whichworks to removebarrierstoadoption ofEVsbycreatinganonline, app-drivennetworkofhome EVchargerowners,hasbeen shortlistedasafnalistfor Catalyst’sINVENT Awards. PicturedisMaebhReynoldsof GoPlugable.

6. TheMidandEastAntrim Manufacturing TaskForce has recentlyfocusedon supportingbusinessesin theboroughtomeetthe challengesfacedinthe transitiontonetcarbonzero andexploreandexploitthe signifcantopportunities arisingfromthistransition.

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12. ARC-exhasannouncedthe openingof registrationsforits partthreecourse2023,which willhelpstudentsfromallover theworldobtainthemuch sought-afteroffcialarchitect qualifcation.PicturedareNeil Mathews,directorandgraduate HollyMoag.

13. LinenQuarterBusiness ImprovementDistricthas teamedupwiththeBritishHeart Foundationtodeliverlifesaving trainingtoits280plusmembers throughRevivR.Picturedare Tim EdgarManagerofBigLoopBikes, yogateacherNicholaSuitorand CharlotteIrvine.

14. Multi-awardwinning workplacecompliancecompany, LegalIslandcelebratesits25th anniversary.PicturedareJayne Gallagher,managingdirectorof LegalIslandandchairmanBarry PhillipsBEM.

15. JollyesvetChrisKorgulwith Freidaattheoffciallaunchof eightcommunitypetclinicsin NorthernIreland.

11. BanbridgeCyclingClub members,lefttoright,Chris Burns,whoissettocompete inthe2024Paralympic Games,RuthMcKee,and RileySmith,withLeeGlover of Telefónica Techatthe company’sBelfastoffce.

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17. MattMcKenna,ownerof theMagheraInn,picturedafter pickingupthegongforUlsterPub ofthe YearattheIrishRestaurant Awards.

18. AroundNoonhasacquired London-basedTheSohoSandwich Companytocreateanenlarged groupwith800employees. PicturedareDanSilverton,Soho SandwichCompany,Gareth Chambers,AroundNoonand HowardFarquhar,AroundNoon.

19. Sensata Technologieshas brokengroundonitsnew multi-millionpoundoffces inNewtownabbey.Pictured areDarren Walker,Sensata, Gary Turkington, Turkington Holdings,MayorofAntrim& NewtownabbeyBoroughCouncil MarkCooperandJeremyFitch, InvestNI.

20. Smartshasinvested£1m inthelaunchofanewCreator Hubwhichwillleadthecharge onthecompany’sinfuencerand talentwork,creating25newjobs. PicturedareJillBoobyerandColin Corbridge.

16. P.ADuffyandCo Solicitorshaspartneredwith bereavementorganisations CruseBereavementSupport andMemoryStonesofLove tohelpraisefundstoprovide supportforthosesuffering thelossoflovedones.

22. NorthernIrelandcommercial propertyconsultancy,Lambert SmithHampton,hasannounced thatNeilMcShane(right)has beenappointedasitsmanaging director.He’spicturedwithKeith ShiellsandGaryNesbitt.

23. Pinnaclehasannouncedthe appointmentofFranMcKeeas headofpeopleandculture.She willassume responsibilityfor drivingPinnacle’speopleand culturestrategyandwillcontinue toplayapivotal roleinbuildinga culturethatattracts, retains,and developstoptalentwithinthe techsector.

24. AntrimfrmFastEngineering isworkingalongsidetheUnited Nationstohelppreventa humanitarianandenvironmental disasterintheRedSea.Pictured isSeamusConnolly,managing directorofFastEngineering.

25. WalledCityBrewerysaysit hasseena50%upliftin revenue sincelaunchingitstaproomlast year.PicturedareJamesHuey,cofounder, WalledCityBreweryand MarkJohnston,director,Johnston FinancialSolutions.

21. Businessesacross NorthernIrelandhave gatheredattheMaryPeters Trackontotakepartinthe Trust’sannualCorporate Games.SponsoredbyHughes Insurance,thesuccessful teambuildingeventraised over£23,000tosupport promisingyoungathletesand sawIQ&Cocrownedasthe overallwinner.

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27. BeverleyCopelandand RobbieGrantfromUlsterCarpets arepresentedwiththeBest SustainableBusinessLargeaward byMartinaCorriganofsponsor ErrigalGroup.

28. ChefsfromacrossIreland arebeingchallengedtoseizethe opportunityandshowcasetheir culinaryskillsasthedeadlinehas beenextendedtoenterIreland’s Next TopChefCompetition. PicturedareKerryRoper,Dylan Montgomery,DanniBarryand JorisMinne.

29. Aircoachhaslauncheda newmobileappthatwillmake itsbookingservicequickerand easierforpassengers.Picturedis DervlaMcKay,managingdirector ofAircoach.

30. DigitalConstructionLive Exhibition,Conferenceand Awardshastakenplaceatthe CrownePlaza,Belfast,bringing togetherthosewhoprocure, design,constructormanagebuilt assets,withtheaimtofocuson thefutureofdigitalconstruction. PicturedareMelanieDawsonand Sarah Weir.

26. KerryAnderson,head offundraisingfromAir AmbulanceNIispictured withBronaghLukefrom SparNIto receiveacheque for£10,000aspartofSpar’s CommunityCashbackGrant Fundingfor2023.

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32. PaulMillarhasbeen electedchairmanofChartered AccountantsUlsterSocietyatits 116thAnnualGeneralMeeting. He’spicturedwithheadof NorthernIrelandforChartered AccountantsIreland,ZaraDuffy.

33. TheNorthernIrelandMotor Industry Awardshavebeen launchedtohelpacknowledge andcelebratetheindustry’s leadingmotoringbusinessesand professionals.PicturedarePamela Ballantine,StephenKelly,Sasha Jeffrey,andCurtisMcCosh.

34. Accountancyandadvisory frmFPMhasbeen recognised withtwowinsattheprestigious IrishAccountancy Awardsheld attheCrownePlaza,Santryin Dublin.

35. RetailersCrawfordand RichardHendersonarecelebrating milestoneanniversariesoftwo oftheirpopularSparstores,with Spar Tobermore,whichRichard hasownedsince1983and SparMilltownRoad,whichthe brothershaveownedsince1993.

31. Translinklauncheda musicalmonthwith Tune inJune,anentertaining campaigninaidofAir AmbulanceNI.Picturedare ChrisConway,SeanHugh, GrahamElliot,JennyBond andColleenMilligan. 31

City,BanbridgeandCraigavon BoroughCouncilchiefRoger Wilson,LeitrimCountyCouncil councillorEndaMcGloin,chair ofArmaghCity,Banbridgeand CraigavonBoroughCouncil EconomicDevelopmentand

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37. Jonny Taylor,ownerofsouth Belfast restaurantBlankBelfast welcomesnewheadchef,Martin Carrolltothefnediningteam.

38. Joanne YoungfromMacmillan CancerispicturedwithPaulDoyle andCharlotteMaguirefromAIB after receiving£7,500funding fromtheAIBGroupaspartofits CommunityFund.

39. AlphaHousinghas reappointedsocialenterprise Outworktoprovidegrounds maintenanceonits30sitesacross NorthernIreland.Picturedare Cameron Watt,AlphaHousing, ValerieStewart,supervisor, Outwork,andRichardGood, director,The TurnaroundProject.

40. BullhouseEast, recentlyvoted theUK’sbestindependentcraft beerbar,hasmarkedisfrst birthdaywithaweekend-long streetpartyineastBelfastcalled Bullapalooza.

36. Picturedatanetworking eventfortheSharedIslandAgri FoodInfrastructureEnabling GrowthprojectareGalway CountyCouncilCathaoirleach MayorMichaelMaher,Armagh

RegenerationCommittee, councillorKevinSavage.

42. Testingequipmentfrm Yelo hasmarked40yearsinbusiness andhostedaneventincluding staff,customersandkeysuppliers. PicturedareDavidSinclair, operationsdirector, LynnGood, fnanceandHRdirectorand RichardFurey,managingdirector.

43. MatthewLloydofMatthew LloydArchitects,winnerofthe £10,000prizeaspartofthe TakeBacktheCitycampaign, sponsoredbytheOakFoundation, withAlfeGaultwhosesisterAbby wonthechildren’scityofthe futuredesigncompetition.

44. PicturedattheDiversityMark eventareDeborahLange,co-chair oftheindependentassessment panel,NualaMurphy,Diversity Markdirector,JayneBrady,head oftheNorthernIrelandCivil ServiceandStephenMcKeown, managingdirectorandvice presidentofAllstateNI.

45. LidlNorthernIrelandand leadingsocialenterpriseNOW Grouphavelaunchedanew employabilityprogrammeto supportpeoplewithlearning diffcultiesandautismintoa retail career.PicturedareConorBoyle, regionalmanagingdirectoratLidl NorthernIrelandandNOWGroup ambassador TaraAndrews.

41. NiallGribbin,Setanta Constructionpictured withTheGallagherFamily, CourtneyandMichaelwith theirchildrenCillianandLiam andMarkGribbin,Setanta Constructionoutsidethe homewhichtheywilllivein rentfreeforayearoflive researchmonitoringstudy incollaborationwithUlster University. 41

prospectsinNorthern Ireland.Picturedistheyear’s

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50

47. ConnectedHealthhas announcedthecreationof50 newjobsinNorthernIrelandasit launchesanewsupportedliving serviceacrossthe region.Pictured areTheresaMorrison,Connected Health,boxerCarlFrampton,and ShaunaDoyle,LiveConnected.

48. Spectrum.Life,amentalhealth supportplatformforemployees, hasannouncedamulti-year dealwithLegal&General. PicturedareStephenCostello, Spectrum Wellness,Minister ofStatewith responsibilityfor FinancialServices,CreditUnions andInsurance,JenniferCarroll MacNeillTD,ColinFitzgeraldand DeirdreMcPartlin.

49. TheComberEarliesFood Festivalhastakenplace.Pictured aretheMayorofArdsandNorth Down,JenniferGilmour,with BrianMagill,SERClecturerand RichardOrr,chairmanofComber EarliesGrowers’Co-operative.

50. JohnAgnewandMartin AgnewpresentSmyth’sEurospar Ballymoneywithitsanniversary plaque.PicturedareJohnAgnew, EmilySmyth,DebbieStevenson, DavidSmyth,MargaretSmyth, SamuelSmyth,LindseySmythand MartinAgnew.

46. Anewsurveybyfntech businessCompareNI.com foundthat55%ofstudents areundertheimpression therearealackofcareer

CompareNI.comFintech Scholarshipwinner,Syed MuhammadAbidRazafrom UlsterUniversity. 46

Kicking itin Galway on fab Tribesquest

Frompubcrawlstobikes,hikesand4x4 tours,thewesthassuperspotstodiscover andrevisit,writes Mark Tighe

Havingworkedandstudiedin GalwayCityfor a coupleofyears inthemid-Noughties I thought I knewtheplaceprettywell.Whenwegot theopportunitytovisitfor a two-night stayinApril,itwasgreattoseehow muchthere isstilltodiscoverandhowthe offeringsforvisitorsare improvingallthe time.

WithGrannydownfromDonegaltomindour kidsinDublin,weheadedwestontheM4. Afternegotiating a bitofthenotoriousGalway citytraffcweparkedintheundergroundcar

parkoftheGalmontHotel & Spa – formerly knownas a RadissonBluHotel – handily locatedjust a fve-minutewalkfromEyre Square.

Our roomwasmodern andspacious, andoverlookedLoughAtalia.There were interconnectingdoorsinour roomwhich wenotedwouldbe a welcomefeature ifwe returnedwithourkidsintownexttime.

We hadanaction-packeditinerarylinedupso before settingoutwehad a tastylunchand glassofwineinthehotel’s CoopersBarand

Lounge.Fromthere youcan relaxandwatch thetrainscomingoverthebridgeonthelough before theycomeintoCeanntStation.

Well-fedandwatered,wemadeourwaytoan open-topbustourofthecity Ourguide,John Byrne, a self-confessed“blow-in”toGalway, wasanentertainingandinformativechaperone aswemadeourwaythroughthecity

Thebusdroppedustothedockwhere the tourboattheCorribPrincesswaswaitingto takeustoLoughCorrib. Technicallythiswas thefrstpuboftheweekendasthere is a fully stockedbarontheboat.Thiswas a lovelytrip withplentyofbirdlifeand rowingcrewsonthe riverasourgroupenjoyed a fewdrinksinthe sunshine.

A Germantourgroup remainedlargely subduedbutloosenedupaftertheboat’s crew gave a demonstrationofhowtomake“the perfectIrishcoffee”,sparking a numberof salestotheoverseasvisitors.Anothercrew memberraisedthebarwithanimpressiveIrish dancingperformanceonwhatmustbeoneof thesmallestdancefoorsaround.

Backondrylandwewere readytotryoutan e-biketourofthecity OurguidewasMáirtín ÓgLally, from WeWheelandLally Tours.

Ourbikeshad a lotofadjustabilityinsaddle heightandthecontrolswere intuitive.

The realgame-changer, though,isthesmart

helmet. Withspeakersabovetheearsand a microphonebuiltintothefrontofthehelmet, wewere allabletochatandlistentoMáirtín aswespedaroundtheriverpathsandonto thecampusofOllscoilnaGaillimhe.Having broughtwalkietalkiesbefore whenon a familytriponMayo’s Greenway, thehelmets area revelationandmadethewholee-bike experiencesomuchmore enjoyable.

We were alsogratefulthatthemotoristswe encounteredonGalway’s narrowstreetswere generousandpatientenoughtoletusjointhe traffc.

Withthebikesyougettoseepartsofthecity notaccessiblebycar, andwewere sopleased withourselveswestoppedoff intheCraneBar for a tastyGuinnesswiththebikesleftoutside.

WeWheeloffersguidedtoursofGalway for€65(£56)perpersonand€45(£39)for thenon-guidedexperience.Italsooffers a scavengerhuntusinganappfor€49(£42)per personwhichcouldmake a funalternativefor stagandhenparties.

Afterthebikeswere droppedoff,onthe walkbacktotheGalmontwestoppedforan obligatorypintin TaaffesBaronShopStreet wherea traditionalmusicsessionwasinfull swing.Closertothehotel I spiedO’Connell’s BaronEyre Square,and remarkedhowitdid notlooklikeithadchangedin15years.

Howwrong I was.Behindthenewly renovated barit’s likethemagicalbuthiddenDiagon AlleyinHarryPotter.A secret“GinAlley”mock streetscapecontains a spectacularbeergarden withDoughBrosfreshpizzaandPrátaí, a chip shopwith a modern twist,servinguptasty foodin a seriouslyhummingoutsidearea.Not surprisingly, itwonBestOutdoorSpaceatthe 2022IrishPub Awards.

ThecityferrytoKilronan,thebiggestvillage onInisMór, isavailablefromAprilthroughto theendofSeptemberandit’s just a 10-minute walkfromtheGalmonttotheferryterminal. Themodern andspaciousferryhadusonthe islandinjustover90minutes.

We were bookedinwiththeAranOff-Road Experience,where PádraigHernonandhis brothertookusaroundpartsoftheislandthat

are usuallyonlyaccessibleonbike. We didn’t havetoworryabouttherainorthehills thoughaswewere transportedinthebackof twoimpressive4x4s.

Thistourwasmyfavouritepartofthetrip. Pádraigwas a greatguide.Itwasfascinating tohearfrom a locallikePádraig,whosemain jobisbeingthewoodworkteacherinthe island’s school,aboutthestrugglesandperks ofislandlife,andhowthingshavechanged sincehischildhood.

There seemstobe a mixed reactionfromthe 800-oddinhabitantsontheislandtoThe BansheesofInisheerin,theOscarnominated flmthatwaspartlyflmedonInisMór

Themoviehasbroughtwelcomed renewed interestinattractionssuchasthestunning DúnAonghasafort,butthelocalsaren’t sure iftheportrayalofanislanderhaving a donkeyinhishouseisaswelcome.Thehouse constructedasColinFarrell’s character’s home hadbeendisassembled,althoughyoucan stillseethefeldwhere itwaslocatedandthe buildingmaterialisstoredin a nearbyfarmer’s feld.

Havingdisembarkedfromourmighty4x4s (hikingbootsare recommended),Pádraig broughtusthroughfeldsandpastcurious cowstothejaw-droppingPollnabPéist(The Wormhole).Thisnaturallyformed rectangular poolislocatedjustbelowthecliffsonthe island’s westshore.

There are stunningviewsoftheisland’s cliffs justupthecoast,andPádraigtoldushow hisfather’s generationwouldhaveabseiled downthemtogatherscrapwashedupbythe Atlanticintothecavesbelow

Onthewayhometheferrypassescloseby bothInisMeáinandInisOírr, thetwosmaller Aranislands.ItthensailspasttheCliffsof Moherandwewere luckytoseepuffns dartingaroundtheboatastheyfewnearthe cliffs.

ArrivingbackdirectlyintoGalwayHarbourin thecitymeantitwasjust a shortwalkback totheGalmontand a welcomehotshower before wewere readytosamplethatfamous Galwaycitynightlifeonemore time. ■

Fishing boatsatthe CladdaghBasin inGalway

Wexford tech prodigy Kehoe eyes US careerashe takes Stanford inhisstride

Howdoyougoaboutgettingintotheworld’stoptechcollege?That’swhat 19-year-oldNiall Kehoeaskedhimselftwoyearsago,writes Adrian

ThissummerEnniscorthystudent NiallKehoeisfnishinghisfrstyear inStanfordonafullscholarship, withalmosteverythingpaid.

“It’sprobablyworthabout$400,000,”hesays. “It’dbeabout$100,000ayearifIdidn’thave thescholarship.”

SittingoutsideanAppleParkcaféin Cupertino,California,Niallisthepictureof anAmericancollegekid. Witha redStanford sweatshirtsetagainsthisSanJosétan,the Wexfordteenagersayshe’slivingthedream.

Hehasn’tlostanyofhis Wexfordaccent, though,andheplayshurlingwithstaffin StanfordandagainstteamsinSanFrancisco wherethestandardis“weirdly,veryhigh”.

Niallisstudyingcomputersciencewitha benttowardsartifcialintelligence,thebuzz technologyofthemoment.

Butjusthowdidhegetin?“Ihadalotof programmingexperienceanddidprettywell onmytests,”hesays.

By“prettywell”,Niallmeansthathescored 99.98%onhisSATcollegeentranceexams.

“ButIthinkmybackgroundplayedafactor, too,comingfromruralIreland.Itmeans moretosomeofmyaccomplishmentsthan

maybesomeonewhogrewupinSanJoseor California.”

Niallisnostrangertostrivinginthetech world.Atage10,hecreatedandpublishedan appforApple’sAppStore,whicheventually broughthimtotheattentionofcompanychief executive TimCook.Hecontinuedmaking appsandenteredApple’sstudentchallenge competitionin2016.Whenhedidn’tmakethe cut,hecontacted25previousApplestudent scholarshipnomineestoaskfortheiradvice aboutwhatmighthelphisapplicationthe followingyear.Itworked:in2017and2018, hewasnamedasascholar.

Aftertakingabreakfromhiscodingcareerin 2019tosithisJuniorCert,heappliedagainin 2020and2021,succeedingbothyears.

ThatconnectionwithAppleultimatelyhelped himtogetintoStanford,hesays,thankstoa referenceletterfromanAppleexecutive.

HealwayshadhiseyeontheSanJosé-based elitecampus,hesays.

“Itwasalongprocess,butIwantedtotrythe USuniversities,particularlyStanford.BeforeI applied,Imetafewpeoplewhowerecurrent studentsatStanfordanddecidedthatthisis probablythebestplaceintheworldtostudy computerscience,whichiswhatIwanttodo. ItturnedoutthatIknewsomeone,thebrother

Weckler

ofafriend,whoactuallygotintoStanford.SoI askedhimaboutitandthenjuststudiedonmy ownfortheSATs andthendiddifferent rounds ofinterviews.Luckily,Icameoutontop.”

Niallsaysthatlifeatthecollege,both academicallyandsocially,isgreat.

“It’squiteeasytomeetpeople,partlybecause ofthelivingarrangements,”hesays.

“It’sdifferenttoIreland,whereyoumightstay inanapartmentwithmultiplepeople.Whereas Ihavetwo roommates,butIalsoliveinadorm with200otherpeople.Andeveryoneknows everyonebecausetheyfocusoncommunity, evenwithinyourdorm.Sothat’s200people straightoffthebat.IthinkStanfordpushes thesocialsideofitmorethanalotofother universities.It’sgood.”

Hesaysthatthesociallifewithfraternities andsororitiesandtheirhouseparties,aclassic stapleofAmericancollegelife,is“decent”,if verydifferenttoIrishthirdlevelactivity.

“It’sabitstrangeandabitofacultureshock, andI’mnotsureiffraternitiesandsororities wouldworkinIreland,”hesays.“Butitdoes seemtoworkhere.”

Morebroadly,Niallsaysthatotherthanthe highcostoflivinginCalifornia,livinginthe USisgood.Hesaysthatlivinginthe“bubble”

oftheStanfordcampusdoesn’texposehim tosomeoftheharsher realitiesofsomeparts ofSanFrancisco,especiallytherampant homelessness.

“IknowalotofpeoplewholiveinSan Franciscoandtheyloveit.Buttrustme,they’re notlivingintheareaswheretheytellyounot togobecausetherearealotofthoseareasin SanFrancisco,”hesays.

“InAmerica,alotofpeoplejusttrytofocus onthegoodstuff.Andinthatway,they cansortofcompartmentalisethecityinto theniceportionsandeverythingelsecanbe excused.ButinIrelandwedon’t reallyhave anythingquitelikeSanFrancisco.”

Althoughhehasjustfnishedfrstyear, Niallisalreadythinkingofwhathemight doafterwards.Rightnow,hesays,he’s

interestedinthefnancialsector.

Leavingbeforehefnishesthecourse,astech founderssuchasPatrickCollison(MIT)and MarkZuckerberg(Harvard)havepreviously done,issomethinghewouldonlyconsiderif somethingcamealongthathewas“super, superinterestedin”.

But,headds,withthewaythatvisasand immigrationrulesaretighteningintheUS, it“probablywouldn’tbetheeasiestthingto do”.

Nomatterwhatpathhetakes,Niallsaysthat he’sunlikelyto returntoworkinIrelandsoon.

“Maybelaterinlife,”hesays.“Butstarting out,it’skindofhardtoturndownthemoney outhere,whichisphenomenal.Like,there’s nowhereelseintheworldyoucanearnthis kindofmoney.”

He’snotafraidtoadmitthatthisisamotivator.

“Money refectsthestandardoftheworkdone here,”hesays.“It’snotjustaboutthecash, butaboutitbeing representativeofhowmuch valuecompaniesinAmericaputonyourtalent. Soifthatisafactor,thenyou’reprobably goingtobeworkingwithhighertalentintech. AndespeciallyinCalifornia,whichisstillkind oftheMecca.”■

“Itmeansmore to someof my accomplishments thanmaybe someone who grew upinSan Joseor California”

NiallKehoe

Uncovering the9-5

NAME: NoelBrady

POSITION: Nb1Ltdandchairof ConstructionIndustry TrainingBoardNI (CITBNI)

7.15am

I amdefnitely a morningperson. I lovegetting upearlyandgettingshoweredanddressedfor work. I dressbusinessstyleforworkeveryday whetherI’mworkingfromhomeornot – suit, whiteshirt,tieandbraces. I havedonethis everyworkdayfor48yearsanditstillmakes mefeelgoodand readytogo.Thirtyyears ago I wasconvertedto a processsystemcalled TRAF(toss, refer, actionandfle)whichwas developedbyMcKinseyforIBMtodealwith paperworkandachieve a cleandeskpolicy I useditforthatfrstbutwiththeadventof email I haveuseditsincethentomanagemy emails.

7.50am

I TRAFmyemailwhichtakesabout10minutes.

8.30am

Firstmeetingoftheday –I usethisslotfor businessdevelopmentmeetingsor review meetingswithNb1clients. I doatleasttwo newbusinessdevelopmentmeetings a week

It’sa non-departmentalpublicbodyand reports totheDepartmentfortheEconomy CITBNI’s roleistoencouragetheadequatetrainingof thoseemployedorintendingtobeemployed intheconstructionindustryandtoimprovethe skillsandproductivityoftheindustry

MyanchorsatCITBNIare myboard administratorKatherinePollockandBarry Neilson – theybriefmepriortotheboard meetingsonanynewdevelopments,apologies andnewbusiness requests,forexample.

12pm

I havearrangedtomeetwith a fewoftheCITB NIteamtoget a briefonkeycampaigns.This canincludethe#BuildYourCareercampaign whichispartofanongoingCITBNIscheme toencourageyoungpeopletoconsiderthe careeroptionsandpathwaysavailableintothe constructionindustry

2pm

thisismyfuture pipeline

ifyoudonot religiouslysticktothisyouwillwakeupsome morningwithnoclientsand I fndpeoplelove meetingsoverbreakfast.However, onthis occasion I amworkingwiththeteamatthe ConstructionIndustry TrainingBoard NI(CITB NI),and I callinfor a meetingwiththechief executiveBarryNeilson.

9.10am

I sortmyemailandclearmyphonemessages. Thistakesme10minutes.

9.30am

It’s timetochairtheboard meetingatCITBNI.

Theboard ismadeupofthe12non-executive memberswho representdifferentelementsof theconstructionsectorandtheexecutiveteam comprisingthechiefexecutiveandexecutive directors.Astheindustrytrainingboard for construction,CITBNIisfundedby a statutory levyfrom registeredinscopeemployers.The board isheavilyfocusedontheseactivities, and I amblessedwith a verytalentedand knowledgeablegroupofpeopleand a very supportivedepartment.

11.30am

I TRAFmyemailandclearmyphonemessages.

I amalsochairmanofContinuLtd,nonexecutivedirector, SouthEastern Healthand SocialCare TrustandtrusteeHMSCaroline Board. I willcatchuponupdatesandmake planstocatchupwiththeteamsaheadofany upcomingmeetings.

4.15pm

I gotformydailyswim – 30lengthsandthat’s medone.

5.15pm

Thisisthebestpartoftheday – goinghome tohavedinnerwithmywife.Atsomepartof theevening I takeanhourtocatchupwithmy paperworkandthelastthing I doisTRAFmy email – anemptyinboxeverynight.