Ulster Business - November 2017

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NOVEMBER 2017 Price £2.30 (¤2.60)

Growth beyond these shores

How Connect Telecom is expanding its presence across GB with an ambitious organic and acquisitive growth plan HIRING PUZZLE

How to overcome the skills shortage

EXPORT FOCUS

What does Brexit mean for overseas sales?

3 NO arrangement fees 3 NO legal fees 3 NO valuation fees

Contents 6 News

38 Corporate Law

74 Business Breakfast

All the latest news from the Northern Ireland business world gathered here, for you

How is technology changing the way law firms operate?

We sit down with legal eagle Joe Marley over eggs and coffee at The Gallery

14 Cover Story

51 Human Resources

77 Motoring

The inside track on Connect Telecom’s remarkable growth from Scott Ritchie

A skills shortage has been widely reported for many sectors. How do we overcome it?

He’s your motoring GPS and he’s arrived at his destination. It’s the one and only Pat Burns

18 Inward Investment

63 Corporate Christmas

84 Appointments

Ulster Business catches up on the progress of law firm Baker McKenzie at its Belfast base

Everything you need to think about to make sure you’re ready for the festive period

Have you moved jobs recently? You could be in these pages...

23 Export

72 Brexit Breakfast

92 Events

What does Brexit mean for exporting businesses in Northern Ireland? We find out

Catch up with the latest Ulster Business Brexit Breakfast, in association with KPMG

Anyone out and about at corporate events might have been spotted by The Chairman

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EDITOR’S COMMENT

Get ready for the worst, hope for the Brexit best

W

elcome to the November edition of Ulster Business. This month’s magazine comes packed with all the news, analysis and views you need to keep you up to date with everything that’s going on in the Northern Ireland economy, a veritable smorgasbord if you will.

These words are being written 30,000 feet above sea level on the way back from an all-too-infrequent short break to Barcelona, a region which is going through its own political shake up, one which has already dented its economy and one which shows little sign of being resolved anytime soon.

That is worrying, as the latest Ulster Business Brexit Breakfast revealed, because the introduction of a hard border - for which the odds have shortened – would be devastating to Northern Ireland’s economy by hampering the flow of goods, services and labour.

More worrying still is the revelation that there is still a large number of companies in Northern Ireland which haven’t taken action to Brexit-proof themselves as much as possible.

Granted there are so many unknowns that complete safeguarding is impossible but, as the breakfast heard, there are plenty of ways of at least reducing the impact of possible Brexit scenarios.

Sound familiar?

On the plus side for the Catalan region, it isn’t going through the process of extricating itself from the European Union – not yet, at least.

We, however, are doing just that and are in dire need of representation to stand up for us in the Brexit negotiations which are being led by Westminster.

While the subject of Northern Ireland’s border is often repeated in the rhetoric around the talks, anecdotal evidence from London suggests it is way down the pecking order on the list of priorities.

Publisher Ulster Business c/o Independent News & Media Ltd Belfast Telegraph House 33 Clarendon Road, Clarendon Dock Belfast BT1 3BG Printer W&G Baird Greystone Press, Caulside Drive, Antrim BT41 2RS www.wgbaird.com

Independent News & Media Ltd © 2017. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form, or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior permission of Independent News & Media Ltd.

NOVEMBER 2017

From ensuring EU staff have applied for citizenship to checking supply contracts to see how they’ll be impacted by a hard border to exploring new export markets outside the European Union, the list is long and needs attention now, while we still have time to prepare.

Expecting the negotiators to look after our interests is a high risk game; better to prepare for all scenarios and hit the ground running once the split from Brussels – in whatever form – is finally made. ■

David Elliott Editor David Elliott

Production Stuart McKinley

Manager Sonia Armstrong

Cover photo Kelvin Boyes, Press Eye

Deputy Manager Sylvie Brando

Contact 028 90 264260

Sales Executive Sarah-Ann Gamble

Online www.ulsterbusiness.com

Free to download. Free to read. ulsterbusiness/app 5

NEWS

A month in numbers 40 The percentage of Northern Ireland firms which said their investment plans have been impacted by Brexit, according to David Gavaghan, Chair of the CBI, at the Ulster Business Brexit Breakfast. He called for more clarity from government on how the flow of EU national labour into Northern Ireland will be impacted

£20m The amount of money Ulster University are investing into a new Creative Industries Institute in an attempt to boost the £1bn a year which the industry contributes to the Northern Ireland economy. It said creative industries contribute £90bn to the UK economy, a figure which will grow to £128bn by 2025

4.7 The percentage of people of working age in Northern Ireland who are unemployed, according to NISRA. That’s lower than the level in Europe or the Republic but higher than the 4.3% UK average.

28.1 The percentage of people of working age in Northern Ireland who are classified as economically inactive, according to NISRA. That’s the highest level since 2010 and undoes months of recovery for a part of the jobs market which has been the achilles heel of the Northern Ireland economy. It’s also the highest level of all UK regions.

8,000 The number of jobs which Armagh City, Banbridge and Craigavon expects to create between now and 2026. The council was in London to drum up investment support for its plans last month which already amounts to £250m.

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From left: Dr Eoin Magennis, Ulster University Economic Policy Centre; Matt Higgins, HHD Solicitors; David Elliott, Ulster Business; David Gavaghan, CBI and Aurora Prime Real Estate; Johnny Hanna, KPMG

UB Brexit Breakfast: prepare for exit now

B

usinesses need to take action now to prepare for Brexit or risk being left exposed when the UK’s divorce from the European Union is finalised.

That was the message from the latest Ulster Business Brexit Breakfast, held in association with KPMG, last month which heard from four of Northern Ireland’s pre-eminent Brexit experts.

Johnny Hanna, Head of Tax at KPMG Northern Ireland, said there is a “level of inertia” amongst some business here when it comes to “Brexit-proofing” their business and that time is running out before the March 2019 deadline.

“Adopting the language from UK government white paper, businesses must plan for the worst case scenario and the possibility the UK will leave both the customers union and the single market with no transition deal,” he said. “But obviously we should hope for the best case scenario.”

He said that at this stage companies need to be thinking about whether they need a EU or UK subsidiary, they should apply for any licesnses they might need, should consider the impact on VAT, customs costs and the supply chain and should assess whether data handling is GDPR compliant.

“Adopting the language from UK government white paper, businesses must plan for the worst case scenario and the possibility the UK will leave both the customers union and the single market with no transition deal,” he said. “But obviously we should hope for the best case scenario.”

Matt Higgins from HHD solicitors said companies which employ European workers must act now to help them apply for UK citizenship.

He estimated that there are nearly 20,000 Polish citizens currently living in Northern Ireland, over 7,000 Lithanian citizens, 4,000 German, 2,600 Slovak and 2,300 Latvian.

“Because the process takes time, it is imperative that companies act now to make sure they are able to hold on to their European workers, no matter the outcome of the negotiations,” he said.

Dr Eoin Magennis said the next few years will be uncertain and that will impact economic growth, as will the issue of the border.

“The Irish border may be used within the talks – for sequencing – but its final position will depend on politics rather than economics,” he said.

NEWS

Big Data conference hits Belfast

T

he fifth annual Big Data Belfast conference took place at the Titanic Belfast last month. Organised by Analytics Engines, the conference aims to drive thought leadership and supply practical information for those who want to understand more about data and how it impacts the daily lives of citizens. On the agenda were presentations covering Smart Cities, General Data Protection Regulation, Data for Good and Big Data for Business. Speakers at the event included experts from SkyScanner, Microsoft, Citi and Bazaarvoice. Local companies speaking include Analytics Engines, Almac, Automated Intelligence, Tughans and Adoreboard. Pictured at the conference are speakers (from left) Nathan O’Reilly of Citi; Rosie McAnlis of Citi; Adrian O’Connell of Tughans; and Aislinn Rice, of event organisers Analytics Engines.

NOVEMBER 2017

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NEWS

Quotes of the month “A masterful move which shifts the tectonic plates in the massive global market for single aisle airliners” Martin Craigs, the former marketing man for Short Brothers, backs the decision by Airbus to take a stake in Bombardier’s C-Series programme.

Rival Boeing has claimed the aircraft could still be hit by a 300% import tariff despite the move.

Bombardier and Airbus link-up 'is massive lift for C Series jet'

By John Mulgrew

“While the continued decline in unemployment is welcome there is no room for complacency. Over the last year there was a substantial jump in the rate of economic inactivity and a substantial fall in the employment rate. This illustrates deeply rooted weaknesses in the economy.” - Esmond Birnie, economist with the Ulster University’s Economic Policy Centre, warns against cheering too loudly about the drop in the unemployment rate.

“Financial markets view an increase from 0.25% to 0.5% as more likely than not. That said, the Bank of England has looked through abovetarget inflation before. A move in November is by no means a slam dunk.”

- Chief Economist in Northern Ireland for Ulster Bank Richard Ramsey uses basketball analogies to put interest rate expectations into perspective.

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A

irbus could end up acquiring Bombardier's entire C Series programme after the European plane-maker revealed it was taking a majority stake in the aircraft in a bid to outmanoeuvre Boeing and secure thousands of Northern Ireland jobs.

Bombardier was left with the potential loss of a multi-billion pound US deal for its aircraft following a challenge by Boeing that could have seen a 300% tax slapped on sales to America.

Now Airbus will expand its own US facility and complete the aircraft build in the country, after taking a 50.01% share of the C Series programme.

As a result, production rates and sales will rise with more C Series aircraft taking to the skies, according to Paul Everitt, chief executive of ADS, the premier trade organisation for the

Timeline 2008: C Series is revealed 2013: The maiden test flight of the CS100 passenger plane June 2015: The CS300 plane flies into Belfast for first time October 2015: Bombardier and Airbus talks fall through

UK aerospace, defence, security and space sectors Mr Everitt said "this partnership looks a true win-win for both companies, their workforces and suppliers".

"While this is a new programme, production rates are set to rise and ever more C Series aircraft will take to the skies.

"The partnership agreement between Airbus and Bombardier means the whole aerospace industry in the UK and Northern Ireland has new grounds for optimism and can start to examine the future growth opportunities that the deal offers.

And he said employees can rest easier.

"The workforce and the hundreds of Bombardier suppliers in the UK and Ireland can be reassured that the future of the C Series as an enduring fixture of the aerospace market is now assured."

October 2015: Canada's regional Quebec government buys a $1bn stake in C Series February 2016: Bombardier cutting 1,080 NI jobs April 2016: Delta Air Lines deal for up to 125 planes September and October 2017: Rulings could see 300% tariff on US sales of C Series October 2017: Airbus takes on majority stake in C Series

NEWS

Re-Gen creates 12 jobs in plant expansion

A

Newry recycling company is creating 12 new jobs as part of a three year expansion plan. Re-Gen Waste is expanding its paper recycling lines to recover the highest grades of recycled paper as part of a £9m investment. It plans to increase exports across the world and said the move will involve a £9m investment over the next three years. And, as well as the full time positions, the construction phase of the project will support 30 jobs. Managing Director Joseph Doherty said the copletion fo the project was hugely significant for the firm. “As an ambitious company with innovation at the core of everything we do, we are making a statement of intent about our commitment to our employees and aspirations for the future. “The plant upgrade will enable us to achieve a much improved performance, giving us a far stronger and more competitive position in the global paper market. ”We learned from the World Trade Organisation that the Chinese Government intended to ban certain grades of paper, which we were supplying to their top three mills.”

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NEWS

Peter Bellew

Ryanair rehires Peter Bellew to sort out pilot mess

By John Mulligan

C

risis-hit Ryanair has confirmed that Peter Bellew - the highlyregarded CEO of Malaysia Airlines - is to rejoin the Irish airline as its chief operations officer.

He will succeed Michael Hickey, who recently resigned in the wake of the carrier's pilotrostering fiasco. Mr Bellew recently indicated he was not intending to rejoin Ryanair, where he was previously head of sales and marketing and deputy head of flight operations.

He is known to have visited Ryanair headquarters as the flights fiasco unfolded, however.

He is rejoining Ryanair after two years at Malaysia Airlines. Before that, he spent eight years on Ryanair's operations team.

He will rejoin the Irish airline on December 1 to "ensure that the pilot-rostering failure which Ryanair suffered in early September will never be repeated", the carrier said in a statement yesterday.

He'll be responsible for managing pilot careers and training. Ryanair has cancelled more than 20,000 flights as a result of a failure to adequately roster its schedule, a result of a combination of failures to manage pilot-leave allocations and the loss of senior pilots to rivals, including Norwegian Air Shuttle.

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High street footfall down again in September

N

orthern Ireland’s high street retailers have suffered the sharpest decline in shoppers of all UK regions, according to an influential report.

The monthly survey from the British Retail Consortium showed both high street and retail parks witnessed a drop of 6.1% in footfall in September as shoppers stayed away.

are falling further behind the rest of the UK, by attracting shoppers to retail destinations with the right mix of products, experience and convenience.

“But this is where the conundrum lies for retailers: the growing cost of doing business in Northern Ireland leaves little to no wiggle room for investment in their store proposition.”

He said action from local government is key.

On the plus side, footfall in Northern Ireland’s shopping centres climbed by 0.9% compared to the previous month, the first uplift since May. That meant footfall for all shopping locations fell by 4.3% in September, the fourth consecutive month of declines.

Aodhán Connolly, Director, Northern Ireland Retail Consortium, said the data has “a disappointing sense of unwelcome déjà vu.”

"The simple fact is that it is becoming harder and harder to get the Northern Ireland consumer to spend not only their hard earned money, but their time in retail destinations. There’s an urgent need to stall the growing number of retail locations that

"While some of the growing costs come from Westminster policy decisions, it is imperative that our devolved Executive gets back up and running and deals with the growing list of issues in their purview.

“For example, we need bold decisions taken on the future of the outdated, costly and inequitable business rates system, as it simply isn’t tenable for retailers to form an eighth of the economy yet be forced to stump up almost a quarter of business rates. We need certainty on a number of business-facing policies in order to allow our industry to invest and provide great value to shoppers.

“Quite simply we need our Executive back to work."

NEWS

ISBE conference heads to Belfast

T

he Institute for Small Business and Entrepreneurship (ISBE) Conference is coming to Belfast from 8th – 9th November. The conference brings together over 400 highly-acclaimed academics, speakers and business leaders from over 40 countries, to inform, engage and debate the issues relating to small business.

Pictured from left are Tony Wall, ISBE Conference Chair & Senior Lecturer at Ulster University Business School; Neil Gibson, EY Chief Economist; Pauric McGowan, ISBE President and Ulster University Business School Lecturer.

Ready for the next credit crunch?

By Chris Bryans of Richmond Wealth

A

Start to think about next year’s plans. Do you have major expenses coming up, such as a house move or renovation? Higher rates can make everything more costly. How will the interest hike affect your finances? Can you afford to be locked into monthly payments that are more than you had estimated?

For those of us with mortgages, the cost will increase, probably by a moderate sum initially, perhaps an extra £50 per month.

GOOD ADVICE COSTS NOTHING

fter years of ‘will they won’t they’, it’s finally happening.

Interest rates, long at historically low levels, are going up, and soon.

So far so manageable, but this change is the thin end of the wedge. Factor in the very real possibility of a further two interest rate rises next year and borrowers could be facing a significant added cost by autumn 2018.

Even a rise as little as a quarter of one per cent gives lenders the opportunity to add on to the rate you get charged. In fact Britain’s biggest lenders have already started upping rates on residential mortgages.

As of September 28, Nationwide raised twoyear fixed rates by 0.25 percentage points across 60 and 75 per cent loan-to-value (LTV) tiers and 0.1 points at 80 and 85 per cent.

NOVEMBER 2017

Chris Bryans, CEO of Richmond Wealth

It’s not unreasonable to expect a third of one percent hike this side of Christmas.

All the signs are there that banks will be overly cautious about lending. So it’s not too early to think ahead about your borrowing needs before base rates actually go up and credit becomes harder to secure.

Planning can help ease the impact. Now is the time for simple steps such as looking at fixed rate mortgages, repaying your more expensive debts or changing the car a bit earlier before interest rates start to rise.

Most important of all, especially as we approach the expensive time of the year, make smart decisions and don’t over-commit yourself with borrowing.

And if you already feel in over your head and that you could struggle with interest rate rises or tax changes, get advice now. ■ Chris Bryans is a Chartered Financial Planner at Richmond Wealth in Holywood, with over 30 years of experience in advising on all types of Financial Management.

For more information or to book an appointment with Richmond Wealth, call 028 95 320 333 or visit www.richmondwealth.co.uk

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NEWS

Loose money needed to stave off Brexit woes – OECD

By Donal O’Donovan

T

he UK has been told to keep monetary policy loose in order to pump cash into its battered economy in a move that will keep sterling cheap but raise living costs, as the country braces for Brexit.

And reversing Brexit - by changing government or a new referendum vote - would give a "significant" boost to the country's economic growth, the Paris-based Organisation for Cooperation and Development (OECD) said.

In a report which focused heavily on poor productivity in the UK as well as the decision to exit the European Union, the OECD said the Westminster government should ramp up public investment if the economy stalls.

The OECD said it was assuming a "least favourable" Brexit outcome, in which the UK leaves the EU in 2019 without a trade deal or a smooth transition, reverting to World Trade Organisation rules instead.

“It is entirely plausible that there will be a 'hard' Brexit, with no transition period.

Much more work needs to be done to prepare for this plausible scenario, particularly in the insurance sector," he said He warned there would be "direct and material impacts" for existing financial services firms operating in Ireland, especially those who have direct exposure to the UK. The Central Bank's most senior and experienced experts are now working on Brexit-related areas, he said, including to authorise and supervise new entrants or changes to existing firms.

For Ireland, the "loss of the UK voice" at the European level in relation to regulation is "particularly negative," he said.

Mr Sibley was speaking at the Financial Services Ireland (FSI) Financial Services Summit in Dublin.

That warning was echoed in Dublin recently by the Irish Central Bank's deputy governor, Ed Sibley.

Meanwhile, the OECD repeated its forecast from September that the UK’s economy looks likely to expand by just 1% next year, slowing from growth of around 1.6pc this year.

In his first major speech since being appointed, the regulator said a hard Brexit was now a realistic prospect and that firms here needed to do more to prepare for this.

The OECD said a transition agreement something favoured by Ireland and which Britain wants to talk about now with the EU - would limit the damage from Brexit.

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"(Brexit) has raised uncertainty and dented business investment, compounding the productivity challenge," it said.

The OECD noted a fall in net migration to Britain since last year's Brexit vote. If that intensified, it could reduce the labour force and productivity growth, given that migrants tend to possess higher skills, it said.

"Rapidly concluding negotiations to guarantee the rights of EU citizens is a priority to sustain labour supply and ensure further progress in living standards," the report said.

Responding to the OECD report, the Treasury said increasing productivity was already a priority, citing its £23bn fund for infrastructure, research and development and housing.

While most economists expect the Bank of England to raise interest rates in November, the OECD said it should "look through" - or ignore - the boost to inflation from the weak pound.

"Monetary policy should remain supportive amidst the ongoing slowdown in the economy as the negative effects of Brexit continue to materialise," the OECD said.

The OECD also warned that high household debt, coupled with stagnant incomes, was posing a "major financial stability risk". ■

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COVER STORY

Connecting the telecom dots Scott Ritchie brings Ulster Business up to date with Connect Telecom’s phenomenal growth and sets out ambitious plans for the future for further growth beyond Northern Ireland’s shores

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ou couldn’t accuse Scott Ritchie of lacking ambition. The Connect Telecom MD had grand designs for the mobile communications company when he bought it in 2015 and has already ticked off a long list of ambitions.

Such achievements would be surprising for many entrepreneurs but not so for Scott, who has form in this field having earned his stripes as a Director in BT before growing his own business in London and successfully selling it on.

- Acquire strategic geographic targets throughout GB: check.

- Quadruple customer numbers: check.

- Obtain the highest Vodafone partnership accreditation: check.

- Establish a team of UK engineers: check.

- Attract and retain unrivalled talent: check.

It’s also not surprising that the mobile communications company – which boasts 60,000 Vodafone connections across the UK and Ireland - now has a new set of ambitious strategic goals in its sights having smashed all targets within just two years of Scott’s leadership.

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“We expect to double the size of the business within the next 18 months,” he told Ulster Business, marking a line in the sand which will undoubtedly be reached. “The company is already on track to organically increase connections by 25% before the end of the year.”

However, it is the desire for expansion beyond these shores which has seen the company witness some of its strongest growth outside Northern Ireland, with the rest of the UK and Ireland now accounting for an impressive 60% of its business.

COVER STORY

Connect Telecom’s ambitious growth strategy has driven the acquisition of six companies so far this year resulting in Connect having offices in Aberdeen, Dunstable, Glasgow, Carlisle, Manchester and London, in addition to its Belfast headquarters.

Acquisitions have included Carlisle-based Nortech, Scotland’s Vodafone partner Coltel and the Vodafone base of a communications company in London.

“All these areas have already witnessed a

NOVEMBER 2017

dramatic improvement in customer service and retention rates,” Scott said.

“Not only has this acquisition drive resulted in a wider geographical presence but it has also enhanced the range of innovative products and services we can offer allowing us to deliver an even better service adding further value to our growing customer base. This is what sets us apart from our competitors.”

As a mergers and acquisition strategy goes, this has been a full schedule with no sign of slowing down in the near future.

Our highly-targeted acquisition strategy has resulted in approximately 200% growth outside of Northern Ireland and I would expect to announce additional acquisitions before the end of the year, ” Scott said.

The Vodafone Total Communications Partner is also investing in its core business with Scott announcing that its IT systems and processes are about to undergo a £1m makeover to ensure customers and staff are supported by the latest, state-of-the-art > technology.

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COVER STORY

“We’re working in one of the fastest-moving technical industries so using the most cutting-edge technology is crucial to giving our customers an advantage within their own sectors. This investment is also vital to equip our employees with the best tools, therefore allowing them to continue developing professionally whilst taking great pride in their work and delivering the best service for our valued customers.”

The team at Connect Telecom has more than doubled in size since Scott took the reins with the headcount well on track to reach 100.

Scott believes the highly skilled, dynamic workforce has been key to the company’s success and impressive growth strategy.

“We can have the best plans in place but it is the successful execution of these plans which is what counts in taking the business to the next level, and that means having the right people,” he said.

“Throughout this period of growth the focus of our team has remained on maintaining our high standards of customer service and the continued delivery of innovative communications solutions for our customers.

“The commitment and enthusiasm of our team have been vital in growing the business so much in such a short space of time. They genuinely enjoy their work and treat each customer’s business as if it’s their own.

He said such unified communications are the future.

“They make sure they know the challenges which clients face and then provide them with the right solution to overcome them.

“Only five years ago we only sold mobile phones but we’ve flexed in line with the demand of our customers and have added broadband and fixed line to our offering, in addition to broadband and cloud solutions.”

“It sounds simple but such thoughtful service is one of the reasons our retention rates are so high and our customer base is growing on a minute-by-minute basis.

“It’s been a really exciting time to be part of Connect’s growth. Our staff recognise that and are fully committed and eager to progress our plans for further growth.”

It helps that the business has its own engineering team which allows it to control every part of the process, from sale to implementation to service, ensuring speed and convenience for customers.

The company’s unrivalled relationship with Vodafone as a Total Communications Partner provides Connect with access to exclusive specialist offers and training with the global telecommunications company.

Connect Telecom, which is this year celebrating its 10th anniversary, also picked up the One Net Business Partner of the Year at the 2017 Vodafone Partner Awards.

“Customers want a full service offering and that’s what we are focusing on.

Scott, a respected telecoms leader, said one of the biggest challenges for businesses at present is the apparent need for users to have the latest and most expensive mobile.

“There are handsets out there for £150 which will do the same job but give you a lot of change from £1,000,” he said. “Business owners need to get their head around the fact that they can in fact save a lot of money on hardware.”

The changing nature of the mobile communications sector coupled with such ambitious growth plans mean the future of Connect Telecom is set to be busy.

However, the leadership team of Scott along with Directors Matthew Brown and Alison Irvine mean the growth trajectory will continue to point north.

“We have a strategic ambition to focus our growth in Scotland and the south east of England, all the while providing stellar levels of service.

Winning the award once would be impressive enough but it says a lot about the regard with which the Belfast firm is held by Vodafone that this year was the second it has picked up the prestigious gong.

“We’re already ahead of schedule and will keep driving the business forward.”

Scott said he expected the uptake of the One Net system - which incorporates mobile, fixed line and broadband into one account – amongst the new acquisitions, in particular for Coltel.

If the last two years of growth are anything to go by, Connect Telecom’s reach will extend to all corners of the UK and into every business in the future. ■

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INWARD INVESTMENT

Global law from a local base Baker McKenzie’s Global Chair on the law firm’s experience setting up in Belfast and plans for the future a new destination you have to look at a number of factors such as cost, time zone, networks, economic and political issue etc but ultimately it was talent and the help from the universities which tipped us in favour of Belfast.”

“I was looking at it from a London partner perspective: how is it going to make my job easier, cheaper, faster? We went through those experiences by getting partners to come here and build out the case for using Belfast in a different way so that it was integrated with the firm, not a standalone office.”

The Baker McKenzie Belfast team

T

he plethora of inward investors which have appeared on Northern Ireland’s skyline in the last 10 years arrived in a wave of publicity and fanfare.

McKenzie, considered by many measures the biggest law firm in the world and now one which has firmly established itself in Northern Ireland at its City Quays base in Belfast.

Most have been led here by Invest NI and promises of speedy growth and job creation earns many column inches in the early days.

It’s a little over three years since the firm announced its intention to create 256 jobs here after Belfast came out top of a global search for a new global services centre to compliment a similar base in Manila but with the addition of professional, legal and business development services.

But unless they are directly involved in supplying the local market – which most aren’t – their progress can go unnoticed locally apart from on job boards and office letting announcements.

It’s good, therefore, to check in every now and then with some of the biggest to see how they’ve progressed and ask if they have any further plans for the future in Northern Ireland.

For this reason Ulster Business sat down with Paul Rawlinson, the Global Chair of Baker

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At the time Mr Rawlinson was London Managing Partner for the firm and deeply involved in the decision to set up camp here, so is ideally placed to comment on why Belfast was chosen over other international rival cities.

“Belfast came out in in a short list initially and then went to the top of the pile because of the people and the talent. When choosing

Invest NI support of £1,280,000 also helped and it was the agency who made the announcement of what was then known as Baker & McKenzie’s arrival in August 2014 (the firm has since dropped the ampersand).

Jason Marty was charged with setting up Global Services Belfast and it was only a few weeks after the Chicago native had moved with his family to Belfast this magazine met up with him.

At that stage he was alone in an office in the Scottish Provident Building but even then he was confident he would have an office of 256 people within three years.

If this writer is being honest, it seemed a long shot, particularly as our interview at the time took place in an otherwise empty office.

That doubt now appears wildly misplaced.

Now, just over three years later, that target has been reached and the base is still growing, at present confined only by the size

INWARD INVESTMENT

James Richard, Executive Director of Global Services Belfast at Baker McKenzie

of its City Quays 1 office where it occupies two floors.

Paul Rawlinson, Global Chair of Baker McKenzie

from communications, marketing, business development, IT and administration for Baker McKenzie lawyers throughout the world.

The new Executive Director of the Belfast office is James Richards who said the capacity of the office is just over 300 so more hiring seems inevitable.

That global offering means Brexit won’t have a major impact on the workflow here, Mr Rawlinson said.

“We don’t have plans to grow beyond that but I’d be surprised if that represented the full scale of our operations,” he said. “Space then becomes an issue and we have to think about what we do.”

“The business model for Belfast is as a global function which meets demand all over the world. It’s not dependent on London and not dependent on Europe as work comes in from all over the world.”

As far as the talent pool, he said there were rich pickings.

The firm has also embraced the use of artificial intelligence (AI) here, something which won’t replace jobs but allow the office to carry out higher value functions, he said.

“We’ve found the talent in Belfast is great and it is pleasantly surprising to find that people are not just technically skilled but also have a great attitude. People around the world comment on the can-do attitude of Belfast.”

Of the total headcount, over 100 are legal professionals while the remainder are part of business services which carries out everything

NOVEMBER 2017

“We’ve embraced two big areas of AI which covers our mainstream work in Belfast and they’re as busy as ever. That is testament to the fact you can use AI as a tool to grow your business and the impact is higher value so our people are now doing stuff which really matters to the client rather than sifting through lots of documents.”

And Baker McKenzie’s clients are certainly impressed by the Belfast office.

“We bring them here and they are genuinely inspired by it. “I had one client say: ‘I feel like I’m looking into the future of law’.”

As an inward investor, it seems Baker McKenzie has embedded itself into the economic landscape of Northern Ireland and looks set to grow further.

Certainly the Belfast base has friends in high places who will continue to sing its praises around the world.

Mr Rawlinson, one of the people behind the original business case, is now Global Chair of the firm while Mr Marty, the man who set up the office and lived here for three years, is now Global Chief Operating Officer.

And the experience has been one to remember, Mr Rawlinson said. “It’s a case study for us as to how to open up in a new market.” ■

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CYBERSECURITY

Cyber resilience – the new hero in information security?

By Tony Hughes, Associate Director in Risk Consulting for KPMG

A

ccording to KPMG’s 2017 CEO Outlook ‘Disrupt and Grow’, globally just over two in five CEOs say they feel prepared for a cyber event, up from one in four last year. In Northern Ireland only one in five CEOs feel fully prepared for a cyber event, significantly lower than in the Republic of Ireland where almost nine out of ten CEOs feel fully prepared.

With spending on cyber security expected to top the US$113bn mark by 2020 and reports of data loss making the headlines daily, why in the age of mature cyber security products do large scale breaches continue to happen?

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Cyber criminals are employing tools of an increasing complexity and deploying them in an ever more sophisticated manner, using the same enterprise levels of artificial intelligence and machine learning solutions that security professionals aspire to possess.

The emergence of super strength encryption on readily available communication apps and the layered security model of the “dark web,” hosting online stores for criminal goods and services means that the potential for detection has decreased dramatically.

The prevalence of point and click cyber weapons, loaded with an array of ransomware, phishing and denial of service

botnets, easily obtained on the dark web has created a lucrative “gun for hire” marketplace on the internet. Distance, time of day or innocence of the target has no relevance, if the fee is paid.

A collective of nation state actors, organised criminals, hacktivists and so called “script kiddies,” sometimes hiding under cover of each other’s labels, are the main actors in this cyber theatre of war.

This cyber arms race comes at a much higher cost to the defender as most of the capability of the attacker is either stolen or bought to order, not learned or developed in the traditional way that mainstream cyber security

CYBERSECURITY

professionals have evolved, whilst deploying multiple solutions to plug the security gaps.

Cybercrime is consistently listed as a top concern of CEOs worldwide, but in Northern Ireland it does not typically feature in the top five corporate risks of organisations surveyed.

The situation is similar in Ireland, where the most prominent related risk is listed as ‘Emerging Technology’ (which just makes the top 5 corporate risks). CEOs surveyed in Northern Ireland view their role as driving change (with technology being a key enabler), yet there appears to be insufficient focus on the security risks inherent in driving innovation through the use of technology. Despite this, our CEO Outlook highlights that cyber continues to be a major concern for CEOs. Almost half (48%) of the CEOs consulted in Northern Ireland (56% in Ireland) believe they need to do more to combat cyber security ‘fatigue’ in their organisation. The apparent failure to explicitly identify and manage risks around cyber security, whilst noting the need to embrace emerging technology, might suggest a potential misdirection of effort, and resources, when dealing with the risks and opportunities around the application of technology within the business environment.

In the report Safra Catz, CEO of multinational computer technology company Oracle says, “The hit that wipes you out is the one that comes from the side, so you need to keep an eye on all directions.”

Wise words and, with this in mind, it is possible that the current approach to securing our technology has not fully lived up to expectations and that no magic bullet or box exists to solve the end to end multidirectional attack vectors employed with ever more efficiency and effectiveness by the modern cyber-criminal.

Cyber security professionals have repeated the “defence in depth” mantra for well over a decade, and the current theme is focussed on the people, process and technology aspects within the cyber ecosystem.

Evolving from those traditional models is a new way of considering the overall approach to securing our assets, designed to reduce the risk of a “hit” whichever direction it comes from - this approach is called cyber resilience.

NOVEMBER 2017

“

The process for achieving cyber resilience can be best thought of as a framework with five pillars: identify, protect, detect, respond, and recover.

”

Cyber resilience is being able to prepare for, withstand, rapidly recover and learn from deliberate attacks or accidental events in the online world. Cyber security is a key element of being resilient, but cyber resilient organisations recognise that operating safely online goes far beyond just purely technical measures. By building an end to end understanding of cyber risks and threats, and aligning them to business objectives, they are able to take the appropriate measures to protect their assets and maximise the opportunities available online.

Cyber resilience also creates opportunities to increase the security awareness of staff, therefore reducing their riskier behavioural elements; and creates a clearer line of sight between business objectives, when set out in a digital strategy and cyber security implementation.

All very good, but how can I implement cyber resilience in practice?

Cyber resilience is, by its nature, a process of continual refinement and relies on organisations understanding the quantity, sensitivity and location of the assets they are trying to protect. The new General Data Protection Regulation (GDPR), in force within the EU from May 2018, will mandate this approach to information asset management on all personally identifiable customer data.

The process for achieving cyber resilience can be best thought of as a framework with five pillars: identify, protect, detect, respond,

and recover. You can evaluate each pillar of your organisation’s cyber security strategy, reduce the risk of adopting a static security posture in an ever evolving threat landscape; and ensure that business rules continue to be applied in the way they were designed, via the use of technology.

For example looking at the pillars to i) identify, ii) protect and iii) detect, the use of vulnerability assessments can expose weaknesses that exist and countermeasures can be deployed early to mitigate the risk. By evaluating the risk posed by each weakness identified and addressing the weaknesses that are most critical, you should be able to improve your preparedness for an attack.

With each scheduled cycle of assessments, the security strategy is re-evaluated, and since every organisation has unique systems and different security needs, the results of each series of assessments is measured against the current threat environment and the acceptable risk level for the organisation, rather than a relatively generic series of standards and checklists.

This approach is confirmed by the UK National Cyber Security Centre (NCSC) in their ‘10 Steps to Cyber Security’ approach, employing a number of key building blocks proportionate to all sizes of organisation, with an end to end continual assessment of each activity clearly described.

It is also the approach utilised by KPMG, in developing and delivering our Certificate in Cyber Security Skills, which commenced on 11th October 2017 in Dublin, and is being delivered through Chartered Accountants Ireland.

The UK NCSC 10 Steps approach endorses the key enablers of a cyber resilient organisation and is available on their website ncsc.gov.uk. The 2017 CEO Outlook is available at kpmg.ie/CEOoutlook. ■ Tony Hughes specialises in the provision of cyber risk services to clients. As a UK National Cyber Security Centre Certified Cyber Professional, Lead Information Assurance Auditor, Tony has provided cyber risk advice to Northern Ireland Executive Departments including advising on cyber risks surrounding the G8 visit in 2013.

21

AWARDS

Fifteen Northern Irish tech sector companies secure ranking on 2017 Deloitte Fast 50

F

ifteen companies from Northern Ireland have been ranked in the Deloitte Technology Fast 50 awards, a record year for Northern Irish companies since the awards began.

The Deloitte Technology Fast 50 awards, now in their eighteenth year, rank Ireland’s fastest growing technology companies and recognise the indigenous technology companies that have demonstrated exceptional growth in turnover over the last four years.

They are: AquaQ Analytics, Engaged Web, Fathom, Flint Studios, JAR Technologies, Leaf, Learning Pool, Lucid Interactive, Neueda, Origin Digital, Ozaroo, P2V Systems, Repstor, Tascomi and The Web Bureau.

22

The companies from Northern Ireland will find out where they are placed on the list and who will take top spot at a gala dinner on November 3 in Dublin.

In 2016, Belfast-based online retail company Ozaroo Retail was the highest ranking Northern Ireland business at number four on the Fast 50.

Peter Allen, Partner at Deloitte, said: “The Technology Fast 50 awards celebrate innovation and entrepreneurship and provide an excellent opportunity to showcase the strength and achievements of businesses in the tech sector. The number of NI companies in the Fast 50 is a testament to the continued growth of the technology industry.” ■

The full alphabetical list of the companies on the 2017 Fast 50 is: AccountsIQ Action Point Innovation Ltd Agile Networks AquaQ Analytics Ltd Arkphire Aspira Asystec CarTrawler ClickandGo Engaged Web Ltd eShopWorld EssentialSkillz Fathom Fenergo Flint Studios Granite Digital Intact Software Integrity360 Intellicom Ireland ITQuotes JAR Technologies Journal Media Ltd Keywords Studios Leaf Learning Pool Ltd LearnUpon Lucid Interactive Medical Account Services Ltd Neueda Ltd Nostra Technologies Ltd Ocuco Origin Digital Ltd Ozaroo P2V Systems Phorest Repstor Ltd Roomex Ryco Marketing SilverCloud Health Spearline StudioForty9 Tascomi Ltd Teamwork.com The Web Bureau Ltd ThinScale Technology Tickets.ie Topfloor Systems Ltd Welltel Wolfgang Digital Ltd xSellco Ltd

Export and international business Sponsored by

EXPORT

Going global?

Emma Deighan finds out what the export picture looks like for Northern Ireland business up to and after Brexit

W

hile the exporting landscape in the wake of Brexit is still an area of uncertainty, some experts believe international growth could be one of the better outcomes of an otherwise apprehensive departure from the European Union.

That is despite recent data from the Office for National Statistics (ONS) which makes for gloomy reading.

It showed the UK had racked up a record trade deficit in August, reflecting a disappointing exports performance since the Brexit referendum and strong imports.

The UK exported £28.1 billion of goods during the month and imported £42.4bn,

24

leaving a deficit of £14.2bn – the highest monthly deficit ever recorded.

Further figures from the ONS showed that exports to the EU rose by 4.1% in the three months to August from the previous three-month period, mostly through sales of machinery and transport equipment, compared with an 8.8% fall with countries from outside the EU. Closer to home, the most recent figures – for the full year of 2016 - show that Northern Ireland exports were valued at £7.774bn, an increase of 11.7% on the previous year when exports were valued at £6.959bn.

The largest market for our exports in 2016

was the EU (55%) but both EU and non-EU exports saw year-on-year growth between 2015 and 2016. EU exports grew by 15.5% during the period, whereas non-EU grew by 8.8%.

And with the Department for Economy ‘prioritising succeeding in global markets’ as detailed in its Economy 2030 draft industrial strategy – those non-EU exports are expected to grow.

That is an expectation the CEO of economic development specialists OCO Global Mark O’Connell agrees with.

He believes that Brexit might just be the kick some businesses need to broaden their horizons.

EXPORT He also said deals with South America, despite challenges, are on the horizon.

“The US and Canada probably lead the line-up of regions experiencing a pre-Brexit bounce, and in the last 12 months we have supported more than 100 companies seeking access to opportunities in these markets.

“OCO is the exclusive partner for the UK’s Department of International Trade scheme supporting UK companies as they explore opportunities in North America and is currently adding capacity in the US and Canada to deal with demand.

“We are seeing excellent participation levels in trade missions to the Gulf and the gateway hub of Dubai in particular.

Mark O’Connell

“Brexit has been a ‘wake up’ call for UK exporters who, in spite of unrestricted access to a free trade zone of 500m consumers, tended to sit on their laurels,” he said.

likely to continue afterwards, albeit with some incumbrance, which is most likely to be non-tariff barriers such as additional documentation and standards.”

He also advises those who haven’t been looking at global markets, until now, to take a look at other business in Northern Ireland which have been reaching out to other export markets well before the term Brexit was even coined.

Citing the US, Canada and Dubai as key markets for Northern Ireland exporters pre and post Brexit, Mark is hopeful.

“In contrast, with a limited domestic market, ambitious companies in Northern Ireland have had little choice but to go further afield in order to grow. We have an impressive roll call of homegrown global players, including Randox, Allmac, SDC, Terex, Kainos and Mash Direct, all punching above their weight in international markets,” he continued.

And he’s positive that links with the EU won’t be dramatically severed but, instead, incur anticipated bureaucratic burdens.

“However vertiginous our departure, Brexit will not mean the end of Northern Ireland’s trade with Europe. Cross-border trade is

NOVEMBER 2017

“Latin America is also an exciting but challenging market. Brazil is the largest but also the most challenging in terms of regulation and doing business. For that reason we have chosen Bogota in Colombia as our base in Latin America - it offers a significant market of 40 million consumers, is committed to a pro-business and democratic government, and offers a gateway to the wider Andean and Caribbean markets.”

“

However vertiginous our departure, Brexit will not mean the end of Northern Ireland’s trade with Europe.

Cross-border trade is likely to continue afterwards, albeit with some incumbrance

”

Mark O’Connell

Barclay Bell

And on the eastern front, the picture is looking more positive with Northern Ireland successfully setting up deals, namely in the food and drink sector, with China and the Philippines for pork and beef exports respectively.

Barclay Bell, president of the Ulster Farmers’ Union told Ulster Business “there are some valuable markets out there and we need to >

25

EXPORT

see effort from the UK Government to open those doors.”

Meanwhile, Michael Bell from the Northern Ireland Food and Drink Association called on the Government to support such deals by ensuring ‘continued access to EU labour’.

Michael Michael Bell Bell

“Already we are seeing the impact of Brexit in terms of the loss of migrant workers. As we approach the end of the year, it is likely that companies will struggle to find the extra labour required to meet increased seasonal demand, so this is something we need to plan for now.”

Ahead of his recent Appetite for Growth 2017 Industry Breakfast, he also noted the backlash of the decreasing value of sterling, adding: “Companies who are reliant on imports are facing increasing cost pressures, and we need to explore how to mitigate these changes as much as possible.”

Ann McGregor, Chief Executive of the Northern Ireland Chamber of Commerce and Industry, said that while nothing is sure when it comes to Brexit, the drop in the value of sterling is something we can get excited about.

“It’s difficult to be positive about uncertainty and that is all that can be deduced from Brexit at the moment. But if there is anything to be upbeat about, it’s sterling. The pound getting weaker has been good news for tourists coming here from abroad and also for exporters.”

26

“

Like all Brexit chat, for every silver lining there is a cloud and that shadow is hanging over imports Ann McGregor

”

due to the fall in the value of sterling, visitors from the Republic of Ireland have been flocking to Northern Ireland because they can get more value from shopping here.

“The decrease in the value of the pound is also increasing our exports, especially in the manufacturing sector, because the weak pound has led to more overseas and domestic orders.”

But, like all Brexit chat, for every silver lining there is a cloud and that shadow is hanging over imports, said Ann.

She believes the hospitality sector, and, to some degree, the export market could be two of the biggest winners from Brexit’s currency-hitting affect.

“However, sterling’s fall has created problems for importers who are having to pass on an increase in costs to customers.”

“When people visit Northern Ireland, they then spend their money in hotels, restaurants, attractions and transport.

One thing we can take from Brexit is that the world is now our literal oyster. We sell a lot of goods abroad but we import more.

Anything that injects money into the local economy is to be welcomed. In particular,

Now that imbalance will have to be addressed for certain. ■

Low on fees.

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Speak to your local business adviser in branch. bankofireland.co.uk/business

Northern Ireland’s Enterprise Bank

*Eligibility is limited to business customers new to Bank of Ireland UK, trading for over 24 months, with a turnover of under £2m and a borrowing requirement of under £250,000. During this 3 year deal, if you lodge over £10,000 in notes per quarter, 50% of the standard fee for notes lodged is charged on the excess amount over £10,000 per quarter. All other standard charges apply including Electronic Banking, Foreign Exchange and Service Charges. Refer to our Schedule of Charges for Business Customers brochure for detail.

Bank of Ireland UK is a trading name of Bank of Ireland (UK) plc. Registered in England and Wales (No. 7022885), Bow Bells House, 1 Bread Street, London EC4M 9BE. JMB14170607A

EXPORT

Launch of the Armagh City, Banbridge and Craigavon Borough Go East Programme: Roger Wilson, Chief Executive, Lord Mayor Alderman Gareth Wilson, Nicola Wilson, Head of Department: Economic Development and Councillor Joe Nelson, Chair of Economic Development and Regeneration Committee

Global Focus – Exporting to India

A

rmagh City, Banbridge and Craigavon Borough Council is funding an exciting new programme which helps businesses in the borough to explore, target and exploit new business linkages in the Indian market.

COUNCIL SUPPORT From its very inception, the Council made growing the local economy its number one priority.

With over 8,000 vat-registered businesses, a strong entrepreneurial spirit and a track record of setting up and developing excellent companies, the borough of Armagh City, Banbridge and Craigavon is vibrant and outward looking with a strong international focus.

COUNCIL COMMITMENT The Go East – Export to India Programme reflects the council’s ongoing commitment to support the efforts of local businesses to internationalise. Lord Mayor, Alderman

28

Gareth Wilson comments: “Whilst we are operating in an environment of uncertainty, our number one priority remains the same; to grow the local economy. This includes driving export sales to global markets such as India. We are committed to taking a proactive approach to supporting business growth and development and this innovative programme will do just that.”

WHY INDIA? India is now the fastest-growing economy in the world with a population of over 1.2 billion people. That is 20 times the UK’s population; four times the size of the USA and over double the size of the entire EU population. International markets like India offer local businesses significant opportunities to either export or source products. Last year, UK companies exported £5.7bn worth of products and services to Indian customers and bought £6.1bn worth of products and services from Indian suppliers.

Chair of the council’s Economic Development and Regeneration Committee, Councillor Joe

Nelson said: “We are delighted to be offering a range of exciting export-focused initiatives, including trade missions to Great Britain, North America and India. This allows us to work with local businesses who are forwardthinking and proactive with ambitious plans to grow export sales.”

IN PARTNERSHIP The Go East - Export to India Programme, funded by council is being delivered by Full Circle Management Solutions Ltd in partnership with international India based partners, Continex. It is supporting 15 local companies who are interested in exporting to India or sourcing new products.

With Brexit on the horizon, now is the time for businesses in the Armagh, Banbridge and Craigavon region to look at new international markets and grasp opportunities. ■ To learn more about how to get involved please contact Shannon O’Neill at Full Circle on 02890 691027 or email Shannon@fullcircle. eu.com

vibrant and globally focussed, this borough is open for business Roger Wilson, Chief Executive, Armagh City, Banbridge & Craigavon Borough Council

Please contact the Economic Development Department at Armagh City, Banbridge and Craigavon Borough Council +44 (0) 300 0300 900 info@armaghbanbridgecraigavon.gov.uk armaghbanbridgecraigavon.gov.uk Find us on Facebook and Twitter

INSPIRE//INNOVATE//INVEST

EXPORT

The complexities of protecting your global exposures to risk

By Andrew Stevenson, Managing Partner of Caulfield Corporate

• Will failure to provide evidence of locally obtained insurance breach contractual covenants or trigger any commercial, contractual or reputational consequences?

N

orthern Ireland companies which export around the world can take all different forms, small or large or somewhere in between, but they all have one thing in common: they manage risk with insurance policies that protect them across all their markets.

As your business expands across the world the greater the opportunities but, as you know, the greater the reward, the greater the risk.

Exposure in multiple countries can create its own set of challenges. How will you manage the risk? What type of insurance should you buy? There are a number of options: • Some small to mid-size multinational businesses often allow their subsidiaries to buy insurance locally.

• As a multinational company, you could rely on a single global policy. This would be issued in your country to cover home office operations plus your worldwide subsidiaries.

• Controlled Master Program links local policies in various countries with a global policy from the home country of your business. This structure delivers the benefits of locally issued policies as well as the advantage of central coordination and control.

5. Claims

Andrew Stevenson

2. Coverage A global policy for local risks • Are there particular insurance terms and conditions that local operations need to be adequately protected?

• Are the necessary terms and conditions available only under a local policy?

3. Compliance

One of the world’s truly global insurers, AIG, help to identify Six factors that will guide your decision-making process with your Insurance Advisor, when agreeing an insurance program design :

A multinational’s regulatory and premium tax requirements • Does local law require the local subsidiary to purchase and/or be covered by insurance from a locally licensed carrier?

• Does local law prohibit the local subsidiary from purchasing and/or being covered by insurance from a carrier not locally licensed?

• Will the parent company need to settle and pay premium tax in the local subsidiary’s country?

1. Exposure evaluation

4. Proof of insurance

The greater the exposures, the greater the need for local insurance protection • What products/services do you provide?

• What type of physical presence do you have?

• What lines of insurance are you considering?

• What contractual counterparties do you have?

Satisfying local authorities • Are local operations required to obtain insurance from locally licensed carriers?

• Does a contractual counterparty or government entity need to be shown evidence that coverage has been obtained locally?

30

The need to respond locally • Can the local subsidiary retain local counsel to defend a lawsuit?

• Will the subsidiary be able to retain loss control experts, engineers and medical providers to assist in the claim adjusting process?

• Will the subsidiary be able to retain investigators, search for beneficiaries or arrange for housing or other accommodations in the wake of a loss?

• Will the subsidiary be able to arrange for immediate medical treatment and evacuation?

6. Corporate tax Tax liability and capital • Will the claim need to be paid in-country?

• If the global policy cannot respond by paying the claim locally and must instead pay the parent company, will the parent company incur tax liability in its home country?

• Will the parent company need to make a capital contribution to the local subsidiary; if so, will the local subsidiary incur tax liability?

• Can the local operation survive if the parent company does not infuse capital to make it whole for a loss?

There is not just one right way to build a multinational program. Each program should reflect a company’s preferences, goals and situation, and be adaptable, year to year, as the organization’s needs change and the global business climate inevitably evolves.

Throughout all of this decision making it is important to have an Insurance Advisor who is made aware and understands your global needs and who can forge a partnership with a truly global Insurer who provides the resources to meet those needs. ■

WE’RE READY FOR BREXIT. ARE YOU?

EXPORT

On the Brexit front line Colm Kelpie heads to Londonderry to hear how Brexit is going to impact Foyle Port

F

oyle Port is a classic Brexit case study, says its chief executive, Brian McGrath. The port, located in the suburbs of Derry city, operates cross border, with its jurisdiction stretching from the city's Craigavon Bridge to Greencastle in Donegal and across Lough Foyle to Magilligan in north west Co Derry.

Although the port operation is in Northern Ireland, its pilot station is in Greencastle and both the Irish and UK governments recognise that Foyle Port is the competent harbour authority for the area, Mr McGrath says.

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The port, in effect, doesn't recognise the border, and neither does the trade traffic that it attracts.

Almost a third of the port's 90 directly employed staff are from Donegal.

Half of the freight arriving by sea into Derry comes from the European Union, with about 30pc from the United Kingdom and the remainder from the rest of the world. Of that total, about 40pc is then re-exported to the Republic by road, and at times may criss-cross the border, Mr McGrath says.

"It is so intertwined. It's like bringing something into your front garden and then going into you back garden which is in another country," he tells the Irish Independent.

"We're bringing international trade into Derry, and 40% of it will find its way across the border into Donegal and beyond.

"If there was a hard border and a hard Brexit, it would be catastrophic for the work that we do as it would effectively make us the most isolated UK port."

EXPORT

The port is a bulk cargo operation dealing in commodities rather than roll on/roll off.

It deals in agricultural products, including feed and fertiliser, and handles imports of oil and coal for the region. They're worth about £1.5bn every year, Mr McGrath says, with about 40% of that going straight back over the border.

"Animal feeds are coming in here to be sent to mills in Lifford that are being processed, and then part of that product is going to come back across [the border] to here," Mr McGrath says.

"The oil and petrol that is being delivered into the Donegal region is going into cars that are scooting about all over the place.

It is very integrated. We're bringing in the commodities, biomass, animal feed, oil.

"All of that is playing into an agricultural region. The containers and the RoRo services that are doing the trade between east and west, we're not doing that, we're a bulk port dealing in those commodities. What we're concerned about is that some of the political narrative is focused on the east/west transaction between Northern Ireland and the rest of the UK. "Some people would say that's the predominant trade and therefore it doesn't matter about a hard Brexit.

"What we're saying is we need go have an open border here because the land

NOVEMBER 2017

transactions north and south are vital to us."

Foyle Port regards itself as the Atlantic gateway for the North-West City region, encompassing Derry and Donegal.

Earlier this year Derry City and Strabane District Council and Donegal County Council published a joint report examining the impact of Brexit on the region, highlighting its complex cross-border linkages. It estimated that 326,577 journeys are made per week across the three major border crossings in the area, as people move back and forward for work, business, study and play.

Lough Foyle itself straddles the Northern Ireland and Republic's coastlines, with the historic row over the Lough's ownership reignited late last year when Northern Ireland Secretary James Brokenshire reasserted London's claim over the entire lough.

In response, the Government issued a fresh declaration saying it did not accept the claim, although both governments stressed the issue was not part of the Brexit process.

The row is, for the most part, a dormant one, but it again illustrates the relationship the region has with the border.

Irish Taoiseach Leo Varadkar travelled to Derry last month to speak at the local Chamber of Commerce dinner, with which Foyle Port will be involved.

The Irish Government has stressed the

importance of the UK, or at least the North, remaining in a customs union with the EU. "We've gone down to Dublin and met with various ministers, Simon Coveney was involved with that, and we've had very fruitful conversations with Joe McHugh," Mr McGrath says.

"The fact that we are keen to develop our footprint in the Republic side of our operation is attractive to people, because the port is successful and a regional player. We think we need to develop on both sides of the Foyle."

The port said it has just had its best ever corporate performance, delivering a fifth consecutive year of growth, and a 23% increase in turnover year-on-year to £8.6m.

Mr McGrath is positive that a solution can be found to the border issue, noting that no party wants to see a hard border return. But he sees a potential safety net for the harbour in the surrounding land base if a deal can't be done.

"We have a lot of access to a significant acreage for development. So if it was the case that we needed to build bonded warehouses, or stores or facilities for border transactional things, we have absolutely no constraints in that regard," he says.

"It's not something we want to do. It would be very sad if that was needed. But we do have the contingency to draw upon the resources to try and accommodate that." ■

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COMMERCIAL PROPERTY

View from the square Ulster Business catches up with Gavin Clarke from Osborne King to hear about the firm’s latest auction and to get an update on the commercial property market

W

hen the lift doors open on the first floor of The Metro Building on Donegall Square South you can sense the anticipation in the air.

That’s because the grade A office building is the home of real estate services company Osborne King and in under 48 hours’ time the next auction is due to take place at the Clayton Hotel on Ormeau Avenue.

The office is abuzz with last-minute preparations as bidders call to register for what has become a speciality for the Belfast firm.

They’ve had their interest piqued by the range of commercial, residential and investment properties from all corners of Northern Ireland which adorn the considerable accompanying catalogue and given the interest so far, Friday is poised to be another busy event, said Director Gavin Clarke.

“We took the view in 2011 that we should give auctions a go and they’ve really worked, particularly this month” he told Ulster Business. “We have a variety of properties, from residential to commercial, a variety of lot sizes and demand has yet again been really strong.”

A new feature for the auction in question is a live streaming of the event which is the result of client demand.

34

The Boojum building on Botanic Avenue in Belfast recently sold by Osborne King

It’s this thirst for auctions which means Osborne King will be holding another before the year is out on December 1.

“Most of the vendors tend to be institutions but we also have some from the private sector. It’s a great way to get some liquidity into the market and gives purchasers the chance to get good value for money.

“They’re an organisational challenge but the team are pretty slick at it now and there’s

a great buzz around the office in the run up. They are also a great tool to help start a conversation with clients and potential clients.”

Elsewhere in commercial property, Gavin said activity has been brisk.

The investment market has recorded a number of headline-grabbing high value deals - such as the sale of Castlecourt to Holywoodbased Wirefox and the sale of Tesco Newry

COMMERCIAL PROPERTY

tourists here and help keep demand for hotel rooms high.”

On the retail lettings front rents are continuing to steadily recover and now sit around half the level reached at the peak of the boom in 2007 at £130-£150 Zone A in central Belfast, Gavin said.

In the office market rents for Grade A accommodation in Belfast have reached £20per sq ft with demand remaining steady from both inward investors and local firms in search of additional accommodation.

Osborne King acted on behalf of Danske Bank in leasing 13,000 sq ft of grade A office space in the Danske Bank building on Dongall Square West in Belfast

to a private investor – while the £500,000 to £5m deals in which Gavin and team specialises has also been busy.

At the end of the summer the firm tied up the sale of Boojum Burrito Bar on Belfast’s Botanic Avenue which had been on the market for £450,000 but sold well in excess of this figure to a local investor, reflecting a net initial yield of sub-5.5% after purchaser’s costs.

“The investment argument makes sense with that sort of yield because interest rates are so low and cash won’t make much sitting in a bank.”

with operators dominating transactions rather than developers.

That’s reflected in the price of pub licenses which have climbed to above £90,000 and higher in the city centre Hotels have remained one of the busiest sectors with a number of prominent names being developed around Belfast in particular.

“Belfast has attracted a significant level of the hotel development and this is anticipated to spread out to other regions of the country.

Events like The Open will continue to attract

However, he said there’s limited sign of new development coming onto the market with only Belfast Harbour building from a speculative nature, along with the some refurbishment of older office space.

“We’re still really competitive compared to London and Dublin so that should keep occupier interest strong in the Belfast market.”

With the market fully assessed, it’s time for Gavin to get back to the coalface with interest for the properties in the upcoming auction keeping the Osborne King phones red hot.

If previous auctions are anything to go by, no doubt this one will be another resounding success. ■

In fact, the low interest rate environment is part of the reason why the supply of investment properties is low, with occupiers struggling to find other investments to match the kind of yield which commercial property can offer.

He said that while the uncertainty around Brexit might impact the higher-priced end of the market, lower value niche area under £5m is unlikely to be affected.

In total, around £250+m worth of investment property has changed hands this year so far and £300,000 is expected to be notched up by the end of the year.

For the licensed trade sector, Gavin said the pub market has become more normalized

NOVEMBER 2017

Osborne King sold both Lesley Exchange 1 and Lesley Exchange 2 on behalf of Herbel Group

35

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Corporate Law

CORPORATE LAW

Tech-focused lawyers consign paper to the bin Adrian Weckler hears how one law firm is going paperless in an industry dominated by documents and filling cabinets

W

here might one least expect to find a 'paperless' office?

Many would point to a law firm.

Yet in Dublin, going paperless has become the motif of one of the capital's fastergrowing solicitor companies, Leman Solicitors.

"Our solicitors have 20 cents' credit per month for the printer here," says Larry Fenelon, managing partner of the 40-strong firm.

38

"We don't send physical letters. We simply send everything by PDF or by email. If we receive physical correspondence, in many cases we destroy the original and simply hold the scanned copy. We don't keep big filing cabinets."

To an outsider, this might sound like an impossible task. A serious, growing law firm in Ireland that eschews paper-based transactions in favour of digital ones? How does that work in a country still addicted to scanners, printers and fax machines?

A million questions come to mind.

What happens when legal correspondence comes in the door?

"We date-stamp it, scan it and then it goes into an online in-tray where it gets named, dated and assigned to a file," says Fenelon.

"And then we destroy the original. There are certain exceptions to the paperless system where we're forced to keep originals because of the jurisdiction we're in. These include

CORPORATE LAW

pleadings and proofs, documents that clients may have produced as evidence. But even with these, we scan them too."

What happens with client meetings, notes and telephone calls?

"I'm often typing as I'm talking," says Fenelon. "But it's all digitised. If I have a thought, it goes in the [digital] file. If I have a conversation, it goes in the file. If I take a call, my notes from it go in the file. This is a way more efficient system than taking notes, then

NOVEMBER 2017

dictating, then having to type and file. The commitment to this is total."

"Being a paperless office makes us way more efficient," he says.

What about briefing barristers?

"We don't pay someone to do our filing every day. I worked out that the time I spent filing documents in my last job was worth about â‚Ź65,000 in billable time. It was bananas.

The square footage of the office was wasted too, because of filing cabinets upon filing cabinets clogging the place up. There also wasn't a week that would go by without someone saying they had lost a critical file or document. >

"They get e-briefs from us. Barristers tend to be very conservative but we tell them they can print off their ebrief from us if they want.

But we're not doing it for them."

Fenelon says that his firm's war on paper is saving the company considerable money and time.

39

CORPORATE LAW

“Everyone would have to stop what they were doing and search for it. The stress and time wasting involved was unreal."

Clients would often experience delays because of the paper system, he says.

"When a client called me up to ask 'what's happening with that file?', I'd often have to call them back because it wasn't filed properly. And then there was the wastage of team time. How can four people work efficiently in a team on one physical file?"

Today, Fenelon says that his firm lets clients into the system to digitally see anything they want that's attached to their case.

"They can simply log on and see what we see," he says. "Most aren't bothered to scroll through 300 pages of legal jargon. So what we do is prepare a single page of vital statistics, a one-page summary. This would be what stage we're at, what fee level we're at, who's working on it and what the next steps are.

That's what people want."

One other advantage of this approach is that it allows for quick continuity on cases if people take annual leave or are caught out sick.

"If any team member falls under a bus or if people go on holidays, there are no three-page memos to be drawn up and handed around.

We keep a system of flagging and highlighting red dots for key reference documents. It makes

40

it much quicker for other team members to pick up the case if needs be."

out 'sale agreed' arrangements on property sales.

Not everyone is enamoured with this type of digital approach. But Fenelon says that it is almost always other legal practitioners who block digitisation of the legal practice and not business clients.

Fenelon says that Leman is trying to encourage the industry with its own 'iConvey' practice.

"Since the Ecommerce Act of 2000, almost everything has been subject to legally binding digital signatures," he says. "But 17 years on, the greatest opposition to digital signatures is never from the client, it is from other lawyers.

Other lawyers are bamboozled. You'll see strong pushback from constituencies like the rural sole practitioner. Many are men in their late 50s or 60s with one eye on retirement. In general, the less commercial the firm the less prospect you have of transacting digitally."

The Law Society, which regulates solicitors in Ireland, has also had a mixed record when it comes to adopting a pro-digital legal environment. Lagging badly is the area of conveyancing and property transfers.

"The people who are holding it up are lawyers and civil servants," says Fenelon. "The Law Society have had forever and a day to introduce econveyancing. It's gone on way too long."

Some companies outside the legal sector are trying to innovate. This week, Savills introduced a new transaction system aimed at creating binding digital buttons to replace long, drawn-

"We're acting for developers who are selling apartments or houses," he says. "It is the most inefficient system where you create this paper book of title, send out and receive letters involving various purchasers, doing it all done hundreds of times. What we're saying is let's create an online portal where all the titles can be viewed just like any database."

Some of Leman's ability to pursue a paperless office comes from the areas of law it covers.

It's not dealing in elderly farmers' wills. It's tackling fast-paced, relatively high end dealings in financial litigation, disputes, corporate activity and commercial development. Fenelon describes the firm's specialty sectors as technology, services and property.

Nevertheless, Fenelon is convinced that his firm is on the right side of history.

"It's high time that the Law Society got behind the digitisation of law," he says. "The inefficiency of paper ticking, printing and all that scribbling is just a giant waste of time and resources for everyone. Singapore has operated its court system as a paperless entity since 1999. If they can do it, why the hell can't we do it? We're a country that can get our act together when we want to." â–

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EVENT

TLT 'hooks' sporting legends for autumn drinks event Law firm celebrates fifth anniversary in Belfast with Rory Best OBE and John Inverdale

John Inverdale and Rory Best OBE

Andrew Glynn Senior Partner TLT LLP, Katharine Kimber Belfast Location Head TLT LLP and guest speakers Rory Best OBE and John Inverdale

TLT LLP's senior Belfast team from left to right: Peter McGrath Associate, Jennifer Mathews Associate, Sarah Ewing Legal Director, Judith Allen Partner, Richard Houliston Partner, Katharine Kimber Partner, Andrew Ryan Partner, Frances Thompson Partner, Kevin Murphy Partner, Anna Vangrove Associate and Eoin Devlin Associate

Canice Mallaghan Moorefield Contracts Ltd. and Sarah King EY

M

ore than 150 guests attended TLT's autumn drinks event at The Ivory, Victoria Square, Belfast on Thursday 21 September.

The law firm commemorated its fifth anniversary in Belfast with an exclusive Q&A between sporting legends John Inverdale and Rory Best OBE. Following a welcome address from Katharine Kimber, partner and location head for the Belfast office at TLT, and Andrew Glynn, senior partner at TLT, the sporting superstars touched on the recent Lions tour, Ireland's World Cup bid and Ulster Rugby, as well as the role of leadership in sport and the parallels between people management in rugby and business.

The event not only celebrated TLT's strong position in the market and industry leading work for its clients, but also its recent five

42

Ciaran McCorry TLT LLP and Dermott Farrell Farland Developments

year anniversary in Belfast. After opening in Belfast city centre in May 2012, TLT moved to new premises in Montgomery House in May 2014.

TLT's Belfast legal team has grown to more than 50 including six partners and has sector specialists across financial services, energy and renewables, public sector and housing.

Grant Tough and Robbie Hudson of Capita Asset Services

Katharine Kimber, partner and location head for the Belfast office at TLT, comments: "Nobody could have predicted some of the macro issues affecting the market over the last year; but TLT continues to go from strength to strength and we were delighted to welcome so many people to join in our fifth anniversary celebration, and to enjoy the company of our guest speakers." â–

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TECHNOLOGY

Ushering in a new frontier PwC’s ground-breaking event heard from the best brains in the artificial intelligence and Internet of Things world. Here’s what they had to say…

I

t’s when your houseplants tell you that they need watering that you’ve come face to face with artificial intelligence (AI) and the Internet of Things (IoT).

Getting to grips with the new frontiers of technology, AI and the future of work was the theme of a unique PwC-hosted event that brought together over 100 local business leaders, some of the region’s new small technology businesses, some coding-savvy school pupils and a trio of future-gazers. The result, according to the participants, was one of the most innovative technology events Northern Ireland has experienced.

There’s no escaping the influence of technology; with one estimate suggesting that globally, 8.4bn smart phones, sensors, actuators, vehicles, cameras and drones are now connected. That’s more than the world’s human population, but it’s a world where previously mute industrial machines exchange maintenance memos in real time, where tractors collect and communicate soil data and weather conditions to optimise agricultural production; and where even our houseplants can tell us when they need to be watered.

Dr Nicola Millard, Head of Customer Insights and Futures with BT, combines psychology and futurology and she told the gathering that it is people - and not technology - that will shape the future of work.

Technology, she argued, will provide the tools that can change the future, but it is the people who will choose how best to use those tools.

Rob McCargow, PwC’s UK AI programme leader, agreed: “There’s a huge risk of getting this wrong if you do it in a way that’s ill thoughtthrough. AI deployments have gone wrong because a lot of people just said ‘we need to do some AI’ and then went out looking for a problem. Instead, you need to ask how it can be aligned to your corporate strategy.”

Seamus Cushley, PwC’s blockchain leader, Rob McCargow, PwC’s UK AI programme leader and Dr Nicola Millard, Head of Customer Insights and Futures with BT

44

A participant tries his hand at virtual golf

However, the message they both delivered was that, if it’s all about the people, then the people need to be flexible, educated and trained, because with advances in AI, humans will need to focus much more on creativity and critical thinking. Rob McCargow said that, while we can train people for the skills we think we'll need in the future, we don't know if those jobs will exist in the same way. “It's important to develop not only vocational, but also adaptive skills in the younger generation to support an agile approach to our next big skills challenge.”

The speakers, including Seamus Cushley, PwC’s blockchain leader, also warned that embedding AI and technology into consumer devices from cars to vacuum cleaners – could merely drive up cost and drive down reliability if they were not both intuitive and provided operator insight. With nearly 90% of manufacturers now embedding datagathering, internet-connected devices into their products, they aren’t necessarily providing real operator and owner insight. As one speaker put it, “Who really needs - let alone can manage - 300 active, alwayson devices in their car”

TECHNOLOGY

Bringing some real-time local technology to the event were a dozen small local tech companies, all of them keen to share their inventions and developments with the business leaders. From Liopa and their advanced speech-controlled systems and Axial3D, with their 3-D structure which can be created directly from MRI and CT scans to Swingchronicity’s virtual golf course and St Malachy’s and Wallace High Schools, pitching their winning ideas from PwC’s Dragons’ Den. While the small tech businesses were showcasing their wares more than one business leader perceived their exhibition as an opportunity to assess investment potential. “It’s an ideal venue for small tech companies looking for mentors, marketing and money,” said one.

fragmentation (small is powerful), are increasingly determining business trends. That, said both Nicola Millard and Rob McCargow, was why it was vital for people skills to be developed in parallel with the technology so it can be harnessed and deployed in a manner which is appropriate for the new world of work and for the people who would inhabit it.

Our ability to capture and analyse a vast range of data has enabled a new generation of challenger banks and niche retailers, targeting customers with products and servcies tailored precisely to need. Medical interventions have extended human life and early interventions can predict and prevent diseases before they become life-threatening.

Pepper the Robot in conversation

Pepper the robot, caught the attention of most attendees with its polite conversation and seeming ability to answer a relatively wide spectrum of questions. Used by Velocity Worldwide to provide retailers with personalised point-of-sale experience, Pepper probably made more appearances on Twitter than anything else at the event.

But, while the Pepper experience played to today, the event was firmly focused on the future of work. Looking towards the world in 2030, speakers pointed to a landscape where digital platforms and artificial intelligence (AI) will underpin, define and shape the competitive workplace and its inhabitants.

And that road to 2030 is already signposted by dramatic step-changes in AI. We are already exploiting assisted intelligence - like automating repetitive tasks and we are close to breakthroughs in augmented intelligence - where humans and machines collaborate.

However, by 2030 the guests were told that some indications were that this process could culminate in a world of autonomous intelligence - where adaptive intelligent systems take over decisionmaking and where the very future of humans at work becomes questioned.

But, while the sheer pace of change means the future can’t be predicted with accuracy, trends in human dynamics hint of a future where tensions between collectivism (fairness and equality) and individualism (‘me-first’) and integration (big business rules all) and

NOVEMBER 2017

Dr Nicola Millard, Head of Customer Insights and Futures with BT, addresses the audience

By 2030 we should be looking at a world where human effort, robotics, analytics and innovation will combine to automate routine tasks and accelerate the capacity of human performance. Tiny businesses will access the information, skills, finance and markets previously only available to governments while global corporates can retain market leadership, with only a handful of full-time permanent staff.

Technology is redefining talent, reinventing skills and reimagining what will be valuable to employers in a decade from now. To prepare for this, people should think of themselves as a collection of skills rather than a defined role or profession. Flexibility and the ability to continually reinvent yourself will ultimately be the skills in greatest demand by future employers.

But ultimately, the audience was told, people should shape the future of work and technology should be the tool. ■

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PROFILE

Name: Jeremy Biggerstaff Position: Managing Director, Flint Studios

A word from

The Wise

The column with an ear for experience...

How did you start out in business?

Having completed a degree in Computer Science, I was fortunate enough to secure a role as an IT Consultant for a Big 4 company, KPMG. From there I moved into business development and eventually into the corporate world at UTV where I was directly responsible for establishing the New Media division at a time when digital was really taking off across the UK and Ireland.

During my eight years as Managing Director of UTV media, we ran a successful consumer ISP, UTV Internet and we acquired a number of online businesses including Recruit NI, Tibus and PropertyPal as well as introducing a new car web portal called UTV Drive.

I then joined a web solutions provider - Flint Studios - in 2013 when the business was still in its infancy having been formed in late 2011 to specialise in user experience, systems integration and measurement. Now, just a few years later, we have more than 200 high-calibre clients, more than 30 staff and we have been named Digital Company of the Year at the 2017 Digital DNA Awards What did you find the most challenging during your years in business so far?

So far in my career, I have found working with people who continue to make the same mistakes repeatedly the most challenging. I think people like this can be the biggest barriers to business growth, and of course to their own professional development, not to mention building long term client relationships.

The online world is largely results driven which makes justifying repeated mistakes almost impossible. As a provider of tailored,

expert web solutions we are able to review analytics at any time to review what’s working and what isn’t for a client and then adapt the activity accordingly with progressive and learning focused staff.

How would you describe your management style?

Authoritative. As a Managing Director, I am firm but fair. I believe in supporting my team as much professionally as I can. As a company, we hold a value on being very honest with both our clients and our staff.

Our staff are very much part of our success and we ensure they are kept up to date with company strategy which at the moment focuses on year on year double digit growth and expansion in Great Britain. With some initial successes in GB it will remain a key driver for Flint Studios.

What would you change if you could go back and do it all again?

I would have worked for myself sooner. Whilst learning the culture and gaining experience in a large company is essential to be able to apply the skills to your own business, I would make that jump sooner if I could go back and do it again.

Have you done it all on your own?

No, not at all. Throughout my entire career, I have had great colleagues and have enjoyed working with lots of different people.

I’m grateful to have had a number of mentors, most of whom I still speak with to this day. The best advice I ever received was to gain as much colour as you can about a situation before making a major decision.

How would you like your business career to be remembered?

As someone who enabled a challenging, learning led environment which created opportunities for others.

What piece of advice would you give a 20-year old you?

Think strategically and don’t sweat the small stuff. Avoid becoming fixated with the day to day issues, but to look at the bigger issues, the important things that will matter several years from now.

Professional and personal development always needs to be your focus. Never stop learning. Invest in yourself to accelerate your knowledge and you’ll most certainly always achieve anything you set your mind to. ■

TECHNOLOGY

Amanda Campbell of Envision with the WorkPal team Ben Magowan and Ian Megahey

WorkPal goes Stateside with Envision Intelligent Solutions

E

nvision Intelligent Solutions, who design, install, maintain and monitor a range of security products and services throughout the UK, Ireland, and the US has increased their productivity and generated greater profits, all while getting rid of their paper-based system thanks to WorkPal. WorkPal is a mobile and desktop app which streamlines workflow, with job management, time tracking, job reports and invoicing all from the palm of your hand.

Using the mobile app, workers have access to customised job sheets, can be guided easily through their tasks and can report back instantaneously on the progress. WorkPal manages jobs from assignment to invoicing, which can all be done from anywhere, even out in the field.

48

Envision stand out not only in the security sector, but also in the world of business. They take a unique and innovative approach to provide customers with increased security protection at a reduced cost. WorkPal’s customisable reporting tool allows Envision to create reports in minutes, rather than days, allowing for quicker communication with customers.

Philip Murdock, Managing Director of Envision said: “At Envision, we aim to deliver affordable and innovative security solutions that meet our customers’ needs, and provide ultimate protection.

“We are experts in security, and use our extensive knowledge to provide the highest quality protection to our customers’ assets.

“Our dedicated team give 100% to ensuring

customer needs and requirements are met to the fullest potential.

“Installing WorkPal has transformed the way we operate, from job scheduling to reports, everything is more efficient, allowing us to spend more time developing the business and less time trawling through paper work.

“Since using the system WorkPal has made a huge difference in the way our company operates, and the team morale reflects that.

“The transition from our paper based system has been seamless, WorkPal’s dedicated project management team has guided us through every step, and I wouldn’t look back at a paper based system now.

“WorkPal has allowed us to free up time previously spent on admin and put this

TECHNOLOGY

directly back into the business, making our workforce more productive and ultimately benefitting our customers.”

Ian Megahey, Head of WorkPal Sales said: “WorkPal can be uniquely integrated with a company’s own internal systems, and is extremely user friendly, with completely bespoke packages available.

“Envision was using a number of paper-based forms for each job, the delay in getting job reports and information back to the office, as well as the time taken for data re-entry was proving inefficient and expensive.

“With Workpal, Envision is able to manage their business remotely through online job allocation, job sheets, KPI reporting, photos, signatures and asset management all from the app.

“Our clients benefit from less paper, less admin time, more profit and overall a more transparent experience between them and their customers.

“With features including GPS, time tracking and management, WorkPal increases productivity and allows our clients to capture costs more accurately, putting an end to under billing or under estimating job times by improving quotes.

“One of the most attractive aspects of WorkPal for our customers is WorkPal forms.

When setting up your WorkPal install your paper based forms will be developed as part of the system. Data captured from the app will automatically sync back to the desktop providing your forms for email and export, meaning documents can’t be lost.

Head of WorkPal Ian Megahey

area and are currently working at phasing WorkPal into US operations by 2018.

it will grow our business as we develop in US markets.”

Amanda Campbell, General Manager at Envision said: “Since implementing WorkPal, we’ve noticed a massive improvement in our time management and obviously a reduction in paper consumption.

Ben Magowan, Business Development Manager at WorkPal said: “With sites right across the UK, Envision’s highly skilled engineers are constantly on the go, working to ensure their customers receive top quality maintenance and care.

“We’ve utilised WorkPal across our installation teams, monitoring teams, control room team and our site surveyors. We can now send out incident reports via our client portal on the app, as opposed to manually emailing each customer, meaning our customers are receiving these reports in real time.

“Envision have been an Internet of Things (IoT) customer with Barclay Communications, WorkPal’s sister company for the last 4 years, utilising a multi-network roaming SIM for enhanced network connection on our alarm systems.

“Using WorkPal, businesses have saved up to £30,000 per year in administration costs, allowing the money to be put back into the business.

“This partnership has benefited our clients ranging from businesses such as Lookers, to Charles Hurst and Trust Ford.

“The bespoke nature of WorkPal means it’s as affordable and flexible as companies require, ultimately saving money and growing profits.”

“Having this transparency and trust with our clients is so important to us, and implementing WorkPal has strengthened these relationships. We’re excited to see how

In the past year, Envision has expanded into the US market, working primarily in Boston.

Envision have ambitious growth plans for this

NOVEMBER 2017

“Envision needed to ensure mobile workers and customers had a transparent way of working together, and be able to push out information in real time – which WorkPal enables them to do.

“With mirrored company values of service, delivery, exceeding expectations and a client focus, Envision is the perfect example of how WorkPal can work within a company.

“Our sister company, Barclay Communications already provide over 500 sim cards for Envision’s mobile monitoring devices, some of which are already used in the US, so it’s an interesting time for WorkPal to see how we can aid Envision’s growth.

“We’re delighted with the results Envision has achieved with WorkPal so far, and are excited to see how this will develop in 2018.” ■ For more information on how WorkPal can transform your business and put an end to your paper work, contact one of the WorkPal team on 028 9027 1777, info@yourworkpal.com or visit yourworkpal.com

49

PERSONAL DEVELOPMENT

Presentation to remember Former CNN Anchor Gina London offers up a few pointers to make sure you keep your audience hooked and get your points across

I

t should be the difference between attending a live presentation and simply being handed a document to read. But, unfortunately, for just about every business presentation, there is no difference. And that's a problem.

I met recently with a trio of American business investors.

Before our meeting, they had emailed me a presentation they created. When I joined them in their board room, I began by saying, "Gentlemen, I've reviewed the deck you sent me. All 153 slides of it."

Knowingly, yet sheepishly, one of the men looked across the table at me and replied, "You think that's too much?" "Not if you're going for quantity over quality," I replied.

Let's face it. Most of you out there are working too hard making your presentations.

You're forgetting the two basic tenets of all communications: Keep it human. Keep it simple.

1 Keep it human. I had lunch the other day with a client who's a senior director of a large company. He told me about a time when he and another director were at a party. They were each asked to say a few words.

The other executive stood up and pulled out a sheet of paper from inside his jacket. He then proceeded to look down at the paper - without looking up once apparently - and read off the name of every employee he wanted to thank. After he finished, he put the paper back in his pocket and sat down.

Then it was my client's turn to speak. He started off by admitting to everyone that he hadn't prepared a list and that he might forget to name someone. Instead, he told a couple of personal stories about what it meant to him to work with such a great team.

50

Afterwards, some associates came up to my client and told him how much more they were touched by what he had said than by what the other director had said.

My client was surprised by this. But I hazarded a guess as to why by offering up that old saying: "People don't remember what you say as much as they remember how you make them feel."

I'm not suggesting here that you shouldn't prepare. But if you prepare and leave trying to genuinely connect on a personal level out of your presentation, you can expect to leave your audience as cold as you were.

Better to sacrifice a point then sacrifice a heartfelt, personal story. Remember, people make decisions based on emotions first and back them up with data. Emotion always wins.

2 Keep it simple. Another client I worked with this week was preparing slides to present as part of an interview for a big promotion opportunity. He was only being allowed 15 minutes to speak - but from looking at all his slide material - I estimated he had written about 57 hours' worth of talking points. I helped him retool his slides so there weren't paragraphs of information on them. Cut the verbiage. He needs the interview team to listen to him and to engage with him. Not be reading over his shoulder.

Are you like my trio of traveling executives?

My team of investors? My promotion-seeking client? Stop trying to pack everything into your presentation.

When is the last conference you went to when a speaker did NOT run over time? I'll bet it felt good, didn't it? Try it for yourself. If the organiser says you have 20 minutes, plan for 10 and then give yourself some time to react in the moment or enjoy the telling of a story and not feel rushed. If you are planning to present six reasons, try giving just three and add an interesting anecdote or illustration to bolster them.

3. Leave your audience wanting more.

People, whether employees, colleagues, clients or prospects, who are sitting in an audience at a presentation are always hopeful at first.

Maybe this time there will be something engaging. Something funny. Something I can relate to.

Simplify your slides. Take the stage and motivate your audience by your presence, not the words behind you. Your slides can be conceptual. They don't even have to be literal.

Try images to illustrate points. Find a GIF that's unexpected. Search YouTube for a short video.

Explore.

By taking the opportunity to give your audience that something extra, your presentation will become more memorable, more effective. That is the difference that inspires people. â–

Human Resources

TALENT

Releasing more talent John Simpson asks why a skills shortage prevails in some sectors in Northern Ireland. Is it down to a disjointed education system or should employers take an inward look and shoulder some of the blame?

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mbitious business managers, asked about things that frustrate their business expansion or development ideas, too frequently will reply that attracting the right talent or attracting people with adequate skills is a continuing problem. This recurrent theme translates into a serious worry about a skills shortage.

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If there is a skills shortage and if that shortage continues now having been identified repeatedly in recent years, the serious debate must focus on why it continues. Equally, the suggestion of a continuing skills shortage must be understood against the other descriptive claim that Northern Ireland has a well-educated, willing, intelligent labour force which is an asset in the attraction of incoming investment.

There are uncomfortable serious challenges to be faced. Whilst there is merit in claims that Northern Ireland has many people who contribute to a well-educated labour force, there is a large downside to the claims. In support of the range of achievements, there is evidence of successful and creditable achievements at GCE examinations and an impressive record of successful numbers

TALENT

going to higher education in UK and Irish universities.

Across the spectrum of attainments in fulltime education or completing vocational qualifications there are substantial results but the overall picture is too uneven for comfort. Northern Ireland is not alone in attracting a critical review of the outcomes of the education and training systems and their results. The Scots face a continuing concern on this issue and the Scottish Government (as does the Northern Ireland administration) has an ambition to encourage and incentivise improvements.

NOVEMBER 2017

There is a valid argument suggesting that there should be a review of present policies and asking why the overall results remain a concern. Such a review needs to ask penetrating questions. Why, with such a high proportion of 18 year olds going on to third level university education is this not followed by more career outcomes showing successful high quality recruitment across the professions? Why, with a reformed management structure of further education in a province-wide group of six well-endowed Further Education Colleges is there any deficiency in the numbers and quality from the vocational courses they provide? Why, in their

mid-teens, do so many school leavers simply leave with little or no ambition to enhance their skills and other creative abilities?

Any suggestion that these questions are based on misinformation and misplaced criticism would, first, need to ask for the evidence and, second, show why the assumptions behind these questions are invalid.

These questions lead on to a more basic query.

Since, for most young people coming into the local labour force, the sensible career plan is to get equipped with skills, qualifications and experience that will give them an advantage >

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TALENT

(or reduce any disadvantage) in the jobs market, why do so many appear (foolishly) to take a lazy or indifferent approach to their own best interests.

Are alternative life styles too readily available?

Is the cost, real or perceived, of being better prepared to merit higher earnings too high?

The cost may be too high if there are fees to pay, living costs to meet when there are no earnings, or simply the cost of lower earnings whilst becoming skilled or qualified when set against modest lower earnings whilst unskilled or unqualified.

Undoubtedly there are some ‘cost’ deterrents alongside the pathways to improved skills and qualifications. As a matter of public policy, should the costs of gaining qualifications be further reduced or offset by Government action?

Ironically the costs of skills enhancement seem to be more of a deterrent for vocational or intermediate skills than for university-type qualifications. Why do more young people not enrol for joinery, electrical training or marketing courses which, in terms of fees and earnings postponed, are probably not

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too high? In contrast, why are so many young people prepared to inherit large debts to go on a university course even when earnings expectations are modest? Does a postponed but repayable university fees debt seem acceptable because of the timing of repayments?

To ease the shortage of suitably qualified people for many of the vocational occupations, the balance of costs and incentives needs to be further tilted to reduce the costs and/ or enhance the incentives. Lower fees and enhanced support grants must be on the agenda for a range of facilities and courses in the Further Education Colleges.

In parallel with efforts to increase the numbers of people gaining useful skills, there is a tension between an allocation of responsibility between young workers and potential employers. Employers will argue that the initial training and education of potential employees should be the responsibility of the potential employee, not the employer. Where there are employer responsibilities that should include occupation training that is specific to the employer rather than generic skills.

One final thought! Every recruitment process organised by an employer looks for new employees that are ready to deliver skill, effort and efficiency at an acceptable standard. Rarely does a recruitment panel complete its work satisfied that all appointments are ‘top quality’. That may have two consequences.

First, an awareness that appointments are below top quality may give rise to an unjustified conclusion that there is a skills shortage. That definition of a skills shortage is too severe. Second, in an appointments process, acceptable appointments are effectively a risk taking exercise. The gap between an acceptable appointment and what proves to be a successful appointment is a later test of the inter-relationship between employer and employee.

To what extent does Northern Ireland have a skills shortage that is actually an overambitious employer who is understating their own responsibility to ensure the delivery of a maturing employee relationship where the motivation of the employer and the employee need to be constructively harnessed? ■

Delivering feedback to boost staff performance

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roviding feedback for staff is central to good performance management

3 Listen actively. Use open questions, ask for reasons which may be affecting performance.

Assuming the prerequisites for optimal staff performance - Basic Standards, Expectations and Targets (which we detailed in October’s issue) - have been well established, it is then important to keep employees regularly informed on their performance.

4 Agree on the problem. This is important for reaching a solution and may require modifying your own view.

Whether objectives are met and exceeded or not, it is best practice to let each staff member know how he/she measures up. This helps ensure the continued motivation and retention of your best people.

6 Have the employee sum up the conversation - this ensures common understanding. ■

Delivering feedback can be a tricky leadership skill to master, particularly when it is not all positive. And remember there is no substitute for good, old fashioned verbal communication.

Here are a few tips for employers to remember when dealing with underperforming staff.

NOVEMBER 2017

5 Ask the employee how he/she could resolve the matter and agree on an action plan.

Breda Scott and Martina McAuley from HR Team

Six steps for delivering feedback on poor performance 1 State your purpose during discussions. Be clear and concise, and avoid small talk.

2 Describe the problem, performance or behaviour in a non-judgemental manner.

Always provide details on incidents of poor performance.

HR Team provides employment law, performance management and strategic human resource services to business start-ups, SMEs and large multi-national organisations in both the UK and Ireland.

Need expert assistance today? Speak with HR Team’s senior consultants directly on 028 71 271 882, email hello@hrteamgroup.com or join us on Facebook/LinkedIn http://www.hrteamservices.com

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RECRUITMENT

Recruitment was always social, are you?

Justin Rush, Director at Abacus, explains why it’s worth getting your head around social media to boost your chances of attracting the right talent

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recent survey of UK-based executives, published in HR News, stated that 59% of employers are against using social media to publicise their own job vacancies. Nearly all cited that, they feared the potential negative effects that using social media as a means of promotion could incur.

I think it is fair to say that these executives just don’t get it. They fear that people may talk or comment about them on-line, when really they should be more worried if people don’t talk about them.

Here is what they don’t get: • Employer brand is not controlled by the employer, it is influenced by them.

• Social media is a means of communication, it is a two-way conversation.

• Engagement drives application, not just incentives.

Most employers in Northern Ireland know they can position their employment offering to a target audience very easily. However, the mistake that most employers make is that they stop after they position their offering, they fail to engage.

The fact is engaging with potential candidates is not scary, it’s just time consuming. The onus is on employers to communicate openly about their culture, their work environment and challenges they face as a business to potential candidates. Social media is perfect for this.

Whichever sector you operate in, your better competitors are in the 41% who are using social media to help them recruit the top

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Justin Rush

talent. They get it and this is what they are doing: • They identify their target audience and think hard about how to engage them.

• They search for candidates on social channels AND reach out to them with relevant messages.

• They treat everyone with respect and ensure a positive interaction, whether they are relevant or not (‘tomorrows candidates’ as I like to think about them).

• They generate positive interactions and their message is then shared.

If you are thinking why should you bother with social, here are just two closing points to consider: The median number of friends on Facebook is 200. If you have 20 employees in your organisation willing to share your post, you will reach 4,000 people. If your employees comment positively about working in your organisation, then you will gain significantly more visibility.

Active job seekers represent approximately 10%-20% of the employees in a segment at any one time. With demand for professionals at its highest since the boom years how visible will your advert really be? Passive job seekers, who are accessible via social media, are at least five times this number.

The smart play is to focus on attracting and engaging this group who aren’t pursuing multiple opportunities.

Around 10 years ago, if I was to tell you that you could present your employment offering to a target audience quickly, easily and at pretty much zero financial cost you would have laughed at me.

Now we have the means, many have the understanding but few have the wherewithal. You know where you should be… ■ Justin Rush is a career recruiter and Director at Abacus Professional Recruitment. He can be contacted on justin@abacus.jobs

You do the HR. We’ll do the Human Resourcing.

When you need to ďŹ nd quality, knowledgeable candidates for your company.

Contact Abacus Professional Recruitment for permanent, contract and temporary recruitment solutions.

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BOARDROOM

Welcome on board: The value of non-executive directors Ciaran Sheehan, Managing Partner at Clarendon Executive, explains why a NED can be a valuable asset to your growth plans

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any perceive that you only find non-executive directors walking the corridors of the larger or public organisations big enough to have a governance agenda.

More recently, however, the important role non-execs can play in companies of all sizes is increasingly recognised, and whilst it is accepted that what is required for a board appointment for a FTSE-listed business might be substantially different from the needs of a Northern Ireland based start-up or SME, in both instances it is evident that real shareholder value can be delivered from a relatively low investment cost.

THE VALUE OF NON-EXECS The work of non-execs rarely makes headlines. Yet within the closed confines of the boardroom, a good one not only adds considerable experience but can also be an independent catalyst for the change needed to take a company forward.

A non-exec might play a role to help a growing business get to the next level, to drive performance or work with a start-up CEO to build the strategy and put in place the right management team to deliver it. In some cases the most valuable role played by a non-exec might be to act as a sounding board for a Chief Executive or senior team, who have plenty of ideas but not necessarily the confidence, experience or insight needed to execute them.

Whatever the role, for small or medium-sized entrepreneurial businesses the function of a non-exec is usually focused on being an agent of growth or transformation with the main advantages being a fresh pair of eyes to scrutinise the business and the ear of an experienced confidant.

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innovations through focus on R&D are not given the time for proper independent and inspirational thought and challenge.

THE BOTTOM LINE

Ciaran Sheehan

ROOM FOR IMPROVEMENT IN NI It seems a no-brainer that every company board should have at least one independent non-exec as standard, but in Northern Ireland this is unfortunately far from the case.

Given the concentration of family-owned and operated businesses here – where shareholders and executive directors are “one in the same” we frequently see the blurring of lines between the separate roles of shareholders and executive directors. In these instances, board meetings are too often in effect operational team meetings, with the concentration of time on the issues that week or last month.

Strategy discussions (if any) are often limited to one or two afternoons per year and are usually led by the same internal team who also happen to be the shareholders, with little or no external input or wider market intelligence.

It is no surprise that this narrow approach results in an insular perspective, an update of last year’s performance, bereft of real strategic insight and challenge. Crucial decisions are taken on “gut feel” without the benefit of detailed customer insight, deep research or proper evaluation of opportunities and threats. The impacts of new and emerging technologies, new product offerings or service

While the lack of an independent influence in the boardroom of many local companies remains a major weakness, there has been gradual improvement in recent years but we have a long way to go as a region if our brightest and best companies all have strong and well-governed boards with a true strategic focus and challenge on performance.

There is strong evidence that bringing an experienced independent executive to a board can inject new thinking into a business and ensure that company decision-making processes are more broadly considered.

There is indeed a direct correlation between good corporate governance practice and business performance. Research proves that better governed businesses with accountable management and strong internal controls will be more sustainable, better able to monitor and measure performance, and more likely to retain high performing people – all of which drives profitability and long-term shareholder value.

We see, through the many appointments we have made, the positive impact borne out by great non-exec appointments – getting accountability right at the top of an organisation can only improve your bottom line. ■ Ciaran Sheehan is Managing Partner at Clarendon Executive, specialists in executive search, performance and the provision of interim management in Northern Ireland. With over 20 years’ experience, Ciaran specialises in Board and Senior Management appointments across the private, public and voluntary sectors, both at executive and non-executive director level.

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New entrants and technologies driving demand for legal talent

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orthern Ireland’s legal market has changed dramatically in recent years.

New entrants are changing the way law firms traditionally operate.

The region has now a diverse legal sector with firms utilising innovative and cutting edge technology to deliver their services.

New technological advances are creating new opportunities for legal talent in Northern Ireland.

Leading international firms that provide alternative legal services such as Axiom and Herbert Smith Freehills – offer expert commercial advice and support across various areas of law. They have made significant investment in attracting candidates to transactional teams, particularly in Corporate and Banking as a result of growth and continuing client demand.

There is a mood of cautious optimism within the legal sector. This year’s Legal 500 report has found that many law firms are optimistic with strong transactional activity in real estate (driven by hospitality, new student accommodation, commercial office space and residential property) as well as sectors such as agri-food.

The new arrivals to the Belfast market include highly ranked firms, Keystone Law, Eversheds Sutherland, DWF and Shoosmiths. They join an existing base of leading UK national firms already operating here

By Patrick McDonald, Legal Business Manager at Hays Northern Ireland

such as TLT and BLM. Alongside Magic Circle’s Allen & Overy and Baker McKenzie - Belfast now claims a very strong presence for national international firms.

This positive trend is also shared in the Republic of Ireland, which is becoming increasingly attractive as a location for UK and international firms following last year’s Brexit vote. Pinsent Masons has now arrived in Dublin while legal giant Simmons & Simmons and US firm Covington & Burling are also seeking to open their doors.

There is much to be upbeat about for the future in the legal sector.

The host of new entrants, the progressive development of new legal services and upcoming legislation and regulations (in the form of the General Data Protection Regulation) are bringing about massive change for business and creating fresh opportunities.

With Northern Ireland’s growing reputation as a top UK nearshore destination, it is extremely encouraging to see professionals relocating to the island and taking senior roles in areas such as data protection, regulatory and compliance, and Corporate & Finance. ■

Why is skilled talent is hard to come by and what should companies do about it

By Joanne McAuley, partner at Clarendon Executive

ensuring you have the right skills within your business.

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Ensuring employees see a career path within the organisation encourages buy-in and longterm focus for both employee and employer.

he challenge of sourcing talent with the right skills is not a new phenomenon and is certainly not specific to Northern Ireland. The terms “talent shortage” and “skills crisis” are common parlance in the business world but the situation appears to be worsening with the uncertainties around Brexit.

Joanne McAuley

It’s a serious issue because firms that wish to expand are restricted in their development ambitions without access to a sufficient talent pool and at a macro level this has the potential to curtail the prosperity of our economy.

and retention strategies. As regards recruitment, HR managers must continue to develop skills in social media and marketing to understand the varied routes to market for those candidates that are active in the market and those who are potential targets.

In terms of practical steps to take, businesses need to be looking at their recruitment, development and retention tactics differently to ensure they attract and retain the best talent.

Employee retention is more critical than ever and key to that is investment in developing and nurturing an existing workforce and building loyalty.

The starting point for employers should be a skills audit and a strategic plan to guide workforce development, including recruitment

Offering in-house training, promoting continuous development and workplace diversity can all be effective means of

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On that note, it is crucial that employers know how they will fill positions as members of staff choose to retire – and how they will fill new roles that are needed in future.

Partnering with a search partner acting as a conduit to your business with a clear understanding of your company, the competitive candidate landscape and access to those candidates at home and those returning to NI is essential to future proof your business.

Finally, it is also clear as the war for talent rages on that every business makes itself more attractive to potential candidates. They must consider the requirements of different groups of potential employees when putting together rewards and benefits packages, from older workers to Millennials. ■

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MOTIVATION

How to motivate disengaged staff Bob Lee answers a reader’s query asking how to engage a workforce which are happy for their manager to shoulder the workload Q. I work in a company that has locations across four of the largest cities. I have held a managerial role for the last five years and I am responsible for seven members of staff. My problem is that my team is so unengaged - I often find members of my team wasting time on social media, taking extended coffee breaks and chattering, all the while KPI's are not reached and deadlines are missed. I am at my wit's end with the team, but they will not take any responsibility for the role they need to play and I feel I have to do all the work myself. How do I get through to them the importance of sticking to deadlines?

A. I sense your frustration and isolation - how could I miss it? Work is no fun for you at the moment, and probably hasn't been for years.

That's not going to change until you change.

Managers manage but you're not managing anything right now. You are not managing your team's engagement, or its work-flows, or its productivity, or its results. So, regardless of your job title, you're not actually a manager.

But you are only part of the problem. The real question is: where is your manager in all of this?

Your team's key performance indicators (KPIs) are, I assume, included in the KPIs for which you are formally responsible. Your team is consistently missing its KPIs - meaning you are also missing yours. It seems your manager is about as effective at managing you as you are at managing your own team.

Here's how it should work. Your manager should be giving you regular feedback on your performance. The missed deadlines and ignored KPIs should be discussed. On hearing of the difficulties that you are having, your manager should be working with you to identify solutions to help you become a more effective manager and to ensure that you and your team are hitting the targets. Your team's poor work ethic is most likely a symptom of your poor management. It's taken five years for this problem to develop and it can't be solved overnight. You should focus on three areas:

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1. Manage your manager. You have been badly let down by your company and by your manager since you were put into this role. I'm guessing that you received little training, and even less supervision in the role.

Ask for a meeting with your manager and tell them exactly what is going on. Tell them you need their help. At the very least they must tell you clearly what they expect of you, how they expect you to do it, along with regular constructive feedback on how you're doing, with practical suggestions on how you could do better. Explore what other help the company can offer, such as a mentor, coaching, or formal management training.

2. Manage your team. Your team has had as little management support as you have, and its response has been to disengage. Each of your employees is entitled to expect the same from you as you (now) expect from your manager. Review job descriptions and write down what success 'looks like' for each role, using the relevant KPIs as a starting point.

Have a one-on-one meeting with each teammember. Explain that the old system hasn't been working very well, acknowledge that you

haven't managed them or delegated work as effectively as you would have wished, and explain how things will work from now on. Promise - and deliver - regular meetings at which you will review performance and achievement, and they can discuss concerns, training needs etc. Keep it short and to the point, avoid recrimination, and express the hope you can each start to improve the level of trust between you while at the same time improving team performance and morale.

3. Manage yourself. You need help so find somebody in your organisation who can help you identify your skills and knowledge deficit, and help you find and implement appropriate solutions. If your organisation doesn't have such a person, find an external mentor who will help. You've spent five frustrating years carrying your team and getting little enjoyment from your work. It shouldn't be that way. It's time for a fresh start towards a rewarding and fulfilling work life. Good luck. â– Bob Lee is the author of Trust Rules: How the World's Best Managers Create Great Places to Work,

Christmas Planner

The corporate Christmas There’s no better time of year to boost staff morale than the run-up to Christmas but is the after-work subsidised turkey dinner enough? Emma Deighan discovers it’s not 64

CORPORATE CHRISTMAS

cash towards a demand for more authentic, personal and meaningful rewards that focus on well-being, work-life balance, charitable and environmental health and unique one-off experiences that create memories.

So if your staff just aren’t digging your regular festive thankyous or awkward Brent-style inhouse corporate Christmas fiestas, what’s the alternative?

According to Red Letter Days Rewards Report, 24% of female employees and 16 per cent of men would like a verbal thank you from their managers. Seems too economically viable to be true, but there’s something in a modest acknowledgement.

“It’s easy to get caught up in monetary incentives to motivate staff, however a simple thank you actually goes a very long way – and costs nothing! Meaningful rewards have a longer lasting effect than an extra boost in a pay packet. This communication to their peers will not only make the benefit of the reward last longer, but will motivate peers to do a good job too,” read the report.

A study from Reward Gateway, ‘the employee engagement people’, backs up the latter. It showed that 59% of UK workers would rather work for a business with a culture where they received recognition over a higher salary job where they didn’t get any recognition.

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veryone has a cousin Eddie. For those who aren’t familiar with cousin Eddie, he’s the cashborrowing, free-loading in-law of Clark Griswold in National Lampoon’s Christmas Vacation.

He’s also the same guy who kidnapped Clark’s boss for replacing Christmas cash bonuses with a one-year memberships to the Jelly Club.

That scenario may be fictional but the sentiment is very much factual. You see, staff retention and employee engagement are key to a happy, productive workplace and while the focus on cash bonuses at Christmas time

NOVEMBER 2017

And because we live in a time-poor society, the gift of time is also becoming increasingly important to employees making the traditional work party, quite often, an inconvenience rather than a bonus. may have reduced a little in favour of other sweeteners, the expectation of gratitude is still there among your staff this time of year.

According to Red Letter Days - the corporate incentive business owned by Peter Jones and Theo Paphitis - employees now want more three courses and a secret Santa dust collector.

They want personal rewards and recognition.

Its CEO, Bill Alexander, said: “There have been five key areas which have driven change in the way employees view recognition and reward in the latter half of the decade.”

He says the focus is moving away from

As more companies embrace flexible working models, and more employees commute to and from work, the excitement for that night out has dwindled. In fact, more research from Red Letter Days shows that 26 per cent of UK employees confirmed that their employer never throws a Christmas party because it’s a strain on much-valued personal time.

And for those employees who choose not to attend an evening event, the motivation and engagement is lost. Does that mark the end of the annual staff party? Probably not if you look at some of the ‘best places to work’ in the world and how they roll. >

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CORPORATE CHRISTMAS

Party Planning TIMING: 33% of employees are seeking better work/life balances with many of those employees inconvenienced by evening events that eat into family time. Consider cutting the working day short in favour of a lunch time event, followed by an afterparty to balance things out if not all employees are available for afterwork affairs.

Send invites out well in advance to guarantee maximum attendance.

A couple of years back Netflix hosted a party in New York where it dished out Billy Murray jumpers emblazoned with ‘Murray Christmas’.

They also served up ‘Murray-themed’ drinks.

Krug Grande Cuvée to get your Christmas party right this year (that could, however, boost your street cred) but, rather, look at what makes your employees tick.

Tech companies are renowned for getting staff engagement right too. Working hard and playing equally as hard makes up a huge part of these big players’ business ethos. It also sends a message out to potential recruits that their company is the best to work for.

Cutting the working day short for a Christmas lunch, for example, plays up to research that more employees want a better work/life balance and caters to everyone 33%, to be precise, according to Red Letter Days’ Motivation Report.

Take Facebook as an example, it set up massive party tents in San Francisco’s AT&T Park one Christmas while its 2016 bash took on a Roaring 20s theme complete with trapeze artists, flappers, gold-plated palm trees and Jazz-era decor.

The same report also stated that 17 per cent of employees questioned want more annual leave while 32 per cent crave recognition and rewards.

Google Christmas parties have included shenanigans at he Exploratorium in San Francisco, a throne carved from ice inside a giant inflatable snow globe and an Indiana Jones-themed party at LA’s Mayan Theatre.

Then there’s LinkedIN, which hosted its Christmas event at Levi’s Stadium in California where employees revelled in a games environment - think blackjack, Foosball and pool.

Yahoo did one better at one of its recent parties by taking on a Wizard of Oz theme at an equally impressive venue and called in the acoustics of one of America’s up and coming music artists, Janelle Monae.

We’re not suggesting that you call in Little Mix, rent out Exploris Aquarium and bulk order the

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Instead of a cash bonus bosses could consider giving out extra annual leave.

The one-size-fits-all approach to Christmas celebrations in the workplace is no longer relevant it would seem and gauging your employees’ personal preferences is key to getting it right.

Getting to know your employees individually is what really pays off when it comes to understanding what it is that will inspire them and spur them on this Christmas.

Some may enjoy public recognition others prefer a heartfelt thank you. Some might still make work the main place that they form social groups and for these people team rewards will work well, but others may value time with their family above all else and in this case they might be motivated by a reward that gives them a chance to enjoy time with their loved ones.

THEME IT: Break the mould and do like Yahoo which employed a Wizard of Oz theme or go for a no-pressure Christmas jumper event.

BUDGET: Spend is one way to show your employees a bit of gratitude.

Go too low and you’ll insult staff.

Craig Harman at Perrys Chartered Accountants advises employers to keep spend to £150 per head (including transport). “The annual office party can attract some tax relief,” he says. “Entertaining, under which company festivities fall, attracts tax relief as a deductible expense and if you are VAT registers, this can be reclaimed. HRMR offers the £150 sum as a concession but organisers must follow strict guidelines to ensure they benefit from it. “ SET THE SCENE: The office backdrop should be the last resort for a Christmas party. A change of scene allows employees to let their hair down. Consider renting a unique venue and customising the decor.

Take staff out of town for the day or consider a day of team-building activities.

It is about letting your employees know that you don’t just value them as a cog in the system, but that you value their unique qualities and understand how they tick and that just makes good business sense. Getting it right is also a fool proof way of preventing cousin Eddie from compromising your security policies. ■

‘Fitzmas’ TWO THOUSAND AND SEVENTEEN

Christmas Brochure now available Mayor of Ards and North Down Councillor Robert Adair performs the official opening of Hillmount Ards with Edith, Alan and Robin Mercer

New garden centre for Hillmount in Newtownards

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new Christmas shop has opened in Newtownards as part of the Hillmount Ards garden centre in the town.

It follows a £1m investment by the Mercer family in new premises at the site of the original Thriving Life Chirch on the Movilla Road, one which will create 25 jobs.

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Lunch from £26.50 | Dinner from £35.00

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Festive Cocktails in The Bar Gift Vouchers

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For further details contact our Events Department T. 028 9044 2080 Few places still available!

The unit joins the sister garden centres in Bangor and Belfast and is the result of a pledge owner Robin Mercer made to his wife to open a garden centre in her home shopping town of Ards.

“Developing Hillmount Ards has been a real labour of love for Edith, our son Alan and I, and we believe we have created a store where the local community can gather to shop and to relax over coffee, similar to the experience our customers enjoy at our sister garden centres in Bangor and Belfast,” he said.

“It was also important for us to ensure that some of the characteristics of the original church were retained and for Hillmount Ards to blend naturally into the surrounding countryside and neighbourhood and I am happy to say that we have achieved that.”

The new garden centre will have a Christmas Shop and 30,000 gardening products including a wide variety of plants, trees and shrubs, exquisite gifts, garden furniture, barbecues and accessories.

Diners in the 55 seater The Gardener’s Rest on the first floor mezzanine can relax and njoy their meal while taking in views across north down from the unique feature window.

The Mercer family has been in the gardening industry locally since opening their first nursery in Castlereagh almost 80 years ago and the growth into the Newtownards area is a natural development for the family business which now employs almost 100 staff across its three sites. ■

NOVEMBER 2017

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WINTER IS COMING AND SO IS YOUR CHRISTMAS PARTY! HERE ARE OUR CHRISTMAS PRESENTS TO YOU Our Christmas Elves are here to help you deliver your corporate Christmas event.

With the festive season just around the corner we’ve parcelled up some ‘Bespoke’ presents for you and your colleagues to enjoy!

All ‘presents’ below include your preferred food, drink and entertainment.

Christmas carriages can be organised to the venue if transport is required.

WINTER IS COMING TO YOUR GAME OF THRONES CHRISTMAS EVENT Let ‘House of Bespoke’ create your very own Game of Thrones private themed Christmas event at a unique venue.

MARITIME MAGIC Sail away with SS Nomadic, HMS Caroline or The Barge for your private event.

Jump on board for some nautical fun!

FESTIVE CHEER AT GALGORM RESORT & SPA Enjoy a Gin Tasting afternoon followed by seasonal experiences in a luxurious and relaxed atmosphere.

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028 9061 5010

Southern Area Hospice Services Corporate Gift Appeal 2017 How much will your business spend this Christmas on corporate and personal gifts?

You could help Southern Area Hospice Services raise much needed funds by giving the gift of Hospice Care this Christmas? Give a gift with a difference by purchasing Hospice Corporate Gift Certificates. You may decide to purchase 24 hours of hospice care on Christmas day for a patient, counselling sessions for families or a medical home visit. Each of these will make a real difference to the lives of local people affected by cancer and other life-limiting illnesses.

If your business would like to take part in our Corporate Gift Campaign and give customers and suppliers the gift of hospice care, please contact Fiona Stephens on (028) 3025 1333 or e-mail stephensf@southernareahospiceservices.org for a complete list of gifts.

Pictured in Toner’s of Newry are Joel, Ethan, Scott, Ben and baby Alfie McKnight with Mum Charlene and Dad Gareth remembering their late Father and Grandfather Kenneth McKnight

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NOVEMBER 2017

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Early Christmas shopping helps high street to best month in five years

By Josie Clarke

T

he UK high street has had its best month for five years as shoppers proved they are willing to spend in the build-up to the Christmas season.

Overall like-for-like sales increased by 2.9% in September, the best growth for any single month since April 2014, according to accountancy and advisory firm BDO’s High Street Sales Tracker.

Some department stores reported that consumers are already shopping for early Christmas presents, boosting the lifestyle and gifting sectors.

Despite reports of low footfall, BDO’s figures showed sales of lifestyle goods were up 3.6% and well-received Autumn fashion lines helped improve clothing sales by 2.7%.

Non-store sales also leapt by 30.4% year-on-year – the biggest increase since January 2015 – with retailers again citing early Christmas shopping as a factor.

The positive September figures follow the high street enjoying its best August in almost two years as the weak pound led to an influx of British “staycationers” and overseas tourists.

Sophie Michael, head of retail and wholesale at BDO, said: “Two consecutive months of positive growth will be a welcome relief for retailers following challenges seen in Autumn in prior years.

“Pulling off the best September sales growth for five years is a great result for the high street at the start of this critical trading period.

“In a month when footfall is down, positive like-for-like sales figures demonstrate that shoppers are willing to spend. The favourable weather patterns in September cannot be ignored, particularly for fashion, but this result will be encouraging for retailers as we enter the final quarter of 2017.” ■

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Exceed Expectation

galgorm.com

Act now to mitigate Brexit risk, UB Breakfast told

T

he latest Ulster Business Brexit Breakfast, in association with KPMG, heard from some of the top experts on the subject last month in Ten Square, Belfast.

Johnny Hanna, Partner and Head of Tax at KPMG in Northern Ireland; Dr Eoin Magennis, Senior Economist at the Ulster University Economic Policy Centre; David Gavaghan, CBI Northern Ireland Chair and founder of Aurora Prime Real Estate and Matt Higgins, Partner at HHD Solicitors brought the audience up to speed on the progress of the Brexit negotiations and what it means for Northern Ireland companies.

They offered tips on how to prepare businesses for the possible outcomes of Brexit when it comes to export, import and the employment of foreign labour and urged the audience to make sure their business was Brexit-ready.

Dr Eoin Magennis, Matt Higgins, David Elliott, David Gavaghan and Johnny Hanna at the Ulster Business Brexit Breakfast, in association with KPMG

Claire McDaid, Chris Wallace and Rachel Toner

Nick Bennett and Nick Reid

Johnny Hanna, Matt Higgins and Alan Egner

Melita Williams and Anne Doherty

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Claire Hutchinson, Conor Lambe and Symon Ross

Johnny Hanna of KPMG addresses the audience

David Elliott with Joris Minne

Brian Quinn and Ronan Donaghy

Joe Marley and Shane Conlan

Melita Williams and Noel Brady

Seona McGrath and Sarah Little

NOVEMBER 2017

Toby McMurray, and Nick Reid

Claire Hutchinson, Catherine Agnew and Sonia Armstrong

Dr Eoin Magennis, Matt Higgins and Joris Minne

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PROFILE

Business

Breakfast

By David Elliott

The column that doesn’t have time for lunch...

BREAKFASTEER: JOE MARLEY, CLEAVER FULTON RANKIN BREAKFASTING VENUE: THE GALLERY, DUBLIN ROAD, BELFAST

L

ately, this column’s monthly chow downs with the movers and shakers of the Northern Ireland business world have been cutting it fine with the old production deadline.

I say lately; I mean pretty much every month, but that’s how we like it in the just-intime environment which we thrive in, one popularised by the Japanese manufacturing processes of the 1970s.

No excessive stockpiling of words for us, rather a “write them as we need them” approach which makes for an exciting few days before the magazine heads to print and saves on storage costs in the metaphorical word warehouse.

Not for the first time, this column digresses, suffice to say these words are being written with the usual last minute rush after a convivial meeting with none other than Joe Marley, the Director of Belfast law firm Cleaver Fulton Rankin’s Property Department.

To those in the industry he’s a well-known figure but you might know him better from such hits as “The Sale of Tesco Newry”, “The Acquisition of Great Northern Retail Park Omagh”, “The Acquisition of Valley Retail Park, Newtownabbey” and who could forget “Investment deals in the Titanic Quarter”.

That’s quite a list but only unearths the tip of the commercial conveyancing and leasing

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Joe Marley

iceberg which Joe and the team at CFR are involved in across a range of sectors and with clients ranging from investors, developers, landlords and tenants, public and regulated institutions and charitable organisations.

The last part of the previous sentence has been sourced from the firm’s website because halfway through the telling our breakfast arrives and my attention must have been drawn to the eggs benedict which had been placed in front of me because the notes trailed off into a barely legible scribble for the next line or two.

It’s probably worth mentioning at this stage that we were eating at The Gallery on Belfast’s Dublin Road and that the eggs benedict was first class.

It definitely makes it into the top three list which this column has been keeping of the egg and ham based breakfast, primarily for

PROFILE

the fact the ham had been introduced to the grill for the briefest moment and the bread bed was sourdough toast, untraditional but a pleasant surprise.

Our legal eagle, meanwhile, went the full hipster, opting for egg and smashed avocado on sourdough toast which he assured me was also top notch.

I know there is a sizeable portion of the readership who will be raising an eyebrow that we made a rare venture outside the seeming one mile limit which generally keeps this column to a handful of venues but we promise to keep pushing the envelope in future.

This particular envelope also allows us to segue back to the commercial property market because The Gallery is part of a development of luxury apartments by The Richmond Group, the investment company owned by Gary McCausland.

Projects such as this, the numerous hotels under construction and plentiful office redevelopments across Belfast are proof the commercial property market is in good health, Joe said.

“For a property lawyer it is great to see cranes in the sky again,” he said.

Even in the office market, high demand for rental space of grade A office accommodation and rates up to £22 a square foot should begin to entice office developers in the future, with a lawyer’s caveat of “the proof will be in the pudding”.

A stalwart of the market, Joe said the business of acting as a lawyer in the commercial property market necessitates investing a lot of yourself in the client.

“That’s the bit of it I really enjoy,” he said.

“We try to understand the property as much as possible and understand the client’s needs.

“As property lawyers we are often involved in the biggest transactions our clients will do in their lifetime so we need to make sure we get it right. My job is to look at the detail to find out about everything planning

NOVEMBER 2017

Caption to go in her over one line

permission to ownership of the adjacent property, things which are hugely important but hard to find out.

“We pride ourselves on really adding value to a deal.”

Originally from Armagh – and still armed with an unerring faith in Armagh Gaelic Football Team – Joe could have been saying these words from Dublin but after completing a law degree at Trinity he elected to head to Belfast to study for the Institute of Professional Legal Studies exams at Queens University.

He was offered a job at Cleaver Fulton Rankin in 2004 and is now head of a growing department of 12 in the Property Department.

“It’s a great company and we pride ourselves on our staff retention which is second to none. We have a great team spirit and I feel very lucky.”

property deals and Ulster Business to hammer out some copy before deadline.

We just about made it, but didn’t have time to finish this sente ■

THE BILL (FOR UB’S EXPENSE PURPOSES)

Gallery

Belfast

Eggs ben ed Poached ict - £6.50 eggs an d avocad o - £6.95 Flatwhi te x 2 - £ 5.6 America no - £2.8 0 0

Total - £ 21.85

With that it’s time to head, Joe back to play an essential part in the region’s commercial

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BREXIT

Hard Brexit 'could cost UK manufacturing sector £17bn a year in exports'

By Colm Kelpie

T

he UK's manufacturing sector could lose £17bn a year in lost EU export revenues under a hard Brexit, a report by global law firm Baker McKenzie has warned.

The study said car manufacturers, as well as the technology, consumer goods and the healthcare sectors could be particularly badly hit after a UK divorce from the EU. Those four sectors account for 42% of the UK's manufacturing GDP and 45% of manufactured exports to the European Union.

"These figures indicate the extent to which the UK's key manufacturing sectors are likely to be hit by the impact of a hard Brexit," said Jenny Revis, Baker McKenzie trade partner.

"You can understand now why there is mounting pressure for the UK to negotiate new customs arrangements for post-Brexit

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trade with the EU and for companies to work with their industry groups to help shape future trading relations with the EU." The report - produced in conjunction with economic consultancy Oxford Economics - forecasts the extent to which increases in costs to UK exports could lead to EU consumers switching to a domestically -roduced alternative, or to a different exporting country.

The report states that the automotive, consumer technology and healthcare sectors could be hit with tariff and non-tariff barrier rates as a result of the imposition of a customs border between the UK and the rest of the EU. "The UK Government has always been against barriers to trade, including non-tariff barriers," said Baker McKenzie trade partner Ross Denton.

"Some would say that the whole raison d'etre

for Brexit is to remove obsessive standardsetting, categorisation and licensing of products from the UK but this certainly won't be the case if we see a hard border between the EU and UK. Companies need to begin quantifying the non-tariff costs so there are no hidden surprises."

The report shows that for the four sectors, the EU accounts for 49pc of UK exports while the UK accounts for just 9% of exports from the EU. "This demonstrates that the UK is highly dependent on the EU and, as a result, the proportionate decline in UK exports will be four times the decline in EU exports in these sectors - even before taking into account increased trade within the EU-27," the report noted.

Any dent to areas of the UK economy could have a knock-on effect in Ireland given the close supply chain links between the two countries. ■

Motoring

By Pat Burns

Sponsored by

MOTORING

Don’t call me Impreza S ubaru’s high performance rally champion, the WRX STi is back. It is now a stand alone model and has dropped the Impreza moniker as an all new Impreza range comes out early 2018 and will be aimed at a completely different market.

Subaru’s 2.5-litre turbocharged Boxer engine – generating the evocative Subaru ‘burble’ exhaust note – is complemented by the brand’s Symmetrical All-Wheel Drive technology, giving the car unprecedented levels of performance and traction.

The WRX STi has a distinctive new look more reminiscent of the earlier models, an all new interior, the promise of even better handling and steering feel, and, of course, the car’s renowned turbocharged performance. The new WRX STi has more power now, but the surge of power is much more progressive with none of the turbo lag of the previous models.

The engineering brief for the new WRX STI was to develop a car that provided absolute power and driver control. With 300ps and 407Nm of torque on offer from the engine, and a drivetrain that allows the car to apply the maximum power and torque to the road at all times, the WRX STI is one of the fastest – and safest – performance cars in ‘real world’ conditions. The 0-60mph is 5 seconds and top speed is 159mph.

The muscular proportions of the WRX STI convey a sense of power and stability. For the new-generation model, key design themes found on previous-generation models – notably the bonnet scoop and large rear spoiler – are still there, but have been evolved to give a more sophisticated yet purposeful look.

The WRX STI’s new hydraulic power steering has been designed to not only give more driver ‘feel’ but also even quicker turnin. Combined with a revised, short-throw six-speed gearbox the WRX STI offers increased responsiveness to driver inputs and progressive, linear handling to make it an engaging and rewarding car to drive.

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By Pat Burns

The new WRX STI is also more spacious and more comfortable than its predecessor, with a high level of standard equipment.

A revised suspension system improves ride comfort without sacrificing the handling characteristics that have made the WRX STI so successful on the road and track.

A stiffer body shell and advanced powertrain management system endow the car with the highest standards of active and passive safety performance.

The WRX STI retains Subaru’s legendary Symmetrical All-Wheel Drive (AWD) system with a centre differential, which allows drivers to safely exploit the car’s high levels of traction, stability and agility.

It also benefits from a custom driving mode system, Subaru Intelligent Drive (SI-Drive), which allows drivers to select one of three modes to alter engine and throttle response.

The WRX STi is £31,995. ■

MOTORING

VW’s new objet d’Art

V

olkswagen’s new range topping executive flagship, the Arteon, has just gone on sale priced from £34,305 RRP OTR. Designed to rival the likes of Audi’s A5 Sportsback, the Arteon combines sports car styling with luxury motoring in a muscular and elegant design. Sitting above the Passat range, the new Arteon brings more space, premium specification and greater levels of technological assistance than ever before.

Bristling with advanced technology, including the debut of a number of newly enhanced assistance systems, the Arteon is efficient and powerful with a distinct performance character, yet it is also a comfortable and relaxing drive.

In the UK, the Arteon range will initially feature three turbo charged direct injection engines: a 280 PS 2.0 TSI (petrol); and two 2.0 TDI (diesel) engines with outputs of 240 PS and 150 PS. All the transversely mounted four cylinder engines can be combined with an automated

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DSG dual clutch seven-speed gearbox while the most potent units – the 280 PS 2.0 TSI and 240 PS 2.0 TDI – also boast 4MOTION all-wheel drive as standard. All other models have front-wheel drive. With a breadth of performance and economy possibilities, the Arteon will sprint from 0-62 mph in 5.4 seconds in 2.0 TSI 280 PS guise, while the 2.0 TDI 150 PS-equipped Arteon will offer 62.8 mpg in the EU’s official combined fuel economy measure.

The new Arteon is based on Volkswagen’s impressively flexible modular transverse matrix (MQB). All of the brand’s MQB models – currently ranging from the latest Golf to the US-built Atlas SUV – are characterised by their distinctly dynamic proportions and generous interior space which results from the axles being ‘pushed’ towards the front and rear of the vehicle. This, too, is a feature of the new Arteon.

Further supporting its safety credentials, and contributing to its Euro NCAP five-star safety rating, the Arteon’s active bonnet technology protects not only passengers but pedestrians too. In the event of a collision, the bonnet

By Pat Burns

is raised via its hinges using pyrotechnic technology in order to reduce the severity of pedestrian injuries. Particularly intended to reduce head trauma, the active bonnet system increases the gap between the hard engine block and the flexible bonnet. It works at speeds ranging from 15 mph to 34 mph.

The Arteon comes packed with a comprehensive line-up of the latest infotainment, connectivity, and assistance systems and represents the jewel in Volkswagen’s technological crown.

Offered in two trim levels – luxurious ‘Elegance’ or more sporty ‘R-Line’ – the new model boasts a broad range of advanced equipment as standard. Among the many highlights are, as a minimum, the latest Discover Navigation system with eight-inch colour touchscreen, eight-speaker sound system, Bluetooth audio and telephone connectivity, and Volkswagen Media Control which allows remote control of the infotainment system via a compatible smartphone or tablet device. ■

The new Arteon.

Beauty in every sense.

(And with £239 a month on Contract Hire, driving one makes even more sense.)

Contract Hire* 3-year, 10,000 miles per annum example for Arteon Elegance 2.0 TDI 150PS 7-speed DSG. 35 monthly payments of (plus VAT)

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Initial rental (plus VAT)

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Excess mileage charge (plus VAT)

9.0p

Advanced dynamic cornering light, 6-way “ergoComfort” seats, Lane Assist, Area View, Car-Net, Multi-function steering wheel and Active Info display.

Agnew Volkswagen Belfast

Agnew Volkswagen Mallusk

1 Boucher Road, Belfast, BT12 6HR. Telephone: (028) 9124 0461.

2 Mallusk Way, Newtownabbey, BT36 4AA. Telephone: (028) 9124 0388. www.isaacagnew.volkswagen.co.uk

Isaac Agnew Limited is a broker and not a lender and can introduce you to a limited number of lenders, who may pay us for introducing you to them. *No ownership option Business users only. All Prices Exclude VAT. VAT payable at the prevailing rate. 18s+. Subject to availability and status. T&Cs apply. Offer available when ordered by 2nd January, 2018 and delivered by 31st March, 2018. Indemnities may be required. Offers are not available in conjunction with scrappage upgrade scheme or any other offer

Standard EU Test figures for comparative purposes and may not reflect real driving results. Official fuel consumption figures for the new Arteon range in mpg (litres/100km): urban 30.7 (9.2) – 52.3 (5.4); extra urban 46.3 (6.1) – 70.6 (4.0); combined 38.7 (7.3) – 62.8 (4.5). Combined CO2 emissions 116 – 164g/km.

and may be varied or withdrawn at any time. Accurate at time of publication. Freepost Volkswagen Financial Services.

MOTORING

An All-New Fiesta for every lifestyle

T

he all-new Ford Fiesta is now available in different versions to suit almost any lifestyle. The most comprehensive and versatile line-up of Fiestas since the iconic small car first went on sale more than 40 years ago, includes the stylish Titanium, the Ford Performance-inspired ST-Line and the upmarket Vignale.

The all-new Fiesta models are supported by an impressive range of features and technologies, including systems that can park hands-free, detect pedestrians in the road ahead, an openable panoramic glass roof, and a premium sound system from B&O PLAY. Each all-new Fiesta variant offers a unique and distinctive face and personality, giving the high-quality small car more character than ever before. The all-new Fiesta also lets owners put their own mark on their car, with colourful personalisation options. Up to 20,000 variations of all-new Fiesta specification are available – almost twice as many as the outgoing model.

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The user-centric Fiesta interior design is influenced by the way consumers use their smart devices and tablets, and at the centre of the dashboard is a floating, tablet-inspired screen. The 8 inch colour touchscreen can be operated with pinch and swipe gestures.

Other screen options include a floating 6.5inch colour touchscreen, and a 4.2-inch colour screen combined with the MyFord Dock that enables users to store, mount and charge mobile devices such as phones and navigation systems.

The number of buttons on the centre console is reduced by almost half compared to the outgoing Fiesta, making the car’s functions easier to manage. There are fewer buttons on the steering wheel, too, which also can be heated for the first time to warm hands on cold winter mornings. An available openable panoramic glass roof adds to the spacious, airy feel.

The Fiesta’s sensors monitor 360 degrees around the vehicle and can see up to 130 metres ahead – more than the length of a

By Pat Burns

football pitch. The new model can detect pedestrians who are in or near the road ahead, or who may cross the vehicle’s path, and can automatically apply the brakes to avoid them if the driver does not respond to warnings.

Parking the Fiesta has never been easier.

Ultrasonic sensors can locate suitable parking spaces nose-to-tail and side-by-side with other cars, and the Fiesta can guide itself into them hands-free while the driver operates the accelerator and brake. Other technologies can monitor road signs to keep the driver up-to-date on speed limits and overtaking regulations; adjust cruising speed when using cruise control to maintain a set distance to traffic ahead; and warn of vehicles approaching from the side when reversing out of a parking space.

The Fiesta’s range of sophisticated engine and gearbox combinations includes the multiaward-winning 1.0-litre EcoBoost petrol with power up to 140 PS; and the Fiesta’s first ever high-power diesel engine – Ford’s 1.5-litre TDCi offering 120 PS. Prices start at £12,715. ■

Official government fuel consumption figures in mpg (litres per 100km) for the E-Class Saloon range: urban 24.1(11.7)65.7(4.3), extra urban 37.2(7.6)-78.5(3.6), combined 31.0(9.1)-134.5(2.1). CO2 emissions 207-49 g/km. Official EUregulated test data are provided for comparison purposes and actual performance will depend on driving style, road conditions and other non-technical factors.

The E-Class Saloon from £376* per month.

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Visit us at Mercedes-Benz of Portadown or Mercedes-Benz of Belfast.

Model featured is an E 220 d SE Saloon at £37,345 on-the-road including optional metallic paint at £645 (on-the-road price includes VAT, delivery, 12 months’ Road Fund Licence, number plates and first registration fee). *Business users only. Mercedes-Benz Contract Hire agreement. All rentals exclude VAT at 20%. No ownership option. Vehicle conditions, excess mileage and other charges may be payable. Rental includes Road Fund Licence for the contract duration. Guarantees may be required. Orders/credit approvals on selected E-Class Saloon models between 1 October and 31 December 2017, registered by 31 March 2018 excluding Mercedes-AMG models. Subject to availability, offers cannot be used in conjunction with any other offer. Some combinations of features/options may not be available. Credit subject to status by Mercedes-Benz Finance, MK15 8BA.

Mercedes-Benz Northern Ireland mercedes-benzofnorthernireland.co.uk

APPOINTMENTS

Kathy Graham has been appointed to Ofcom’s Advisory Committee for Northern Ireland. Kathy is a public policy, strategic development and stakeholder engagement consultant.

John Ellison hhas joined Ofcom’s Advisory Committee for Northern Ireland. John worked for BT for 36 years and has been responsible for the regulatory and regulatory compliance issues.

Alan Meban has been appointed to Ofcom’s Advisory Committee for Northern Ireland. Alan freelances as a blogger with a particular interest in politics and culture.

He has a background in IT having worked for BT until 2015.

Paul Wilson has been reappointed to Ofcom’s Advisory Committee for Northern Ireland. He is a Chartered Electronic Engineer, with over 25 years’ experience in both private and public sectors.

Leigh-Anne Montgomery has been appointed an Account Manager for Export Technologies. Her role is developing international sales and marketing opportunities for leading UK e-commerce beauty distributor, TAM Beauty.

Andrew Nesbitt has been appointed an Account Manager for Export Technologies.

His role is to optimise online sales for some of the UK’s largest e-tailers.

Derry-Londonderry law firm Caldwell & Robinson has strengthened its commercial niche with the appointment of new partner, Barry Donnelly. The Tyrone native is the first partner to be appointed at the 109 year-old firm in more than a decade.

Kevin Murphy has joined TLT’s real estate group in Belfast as partner. He has developed a particular specialism in the renewable energy sector acting for developers, investors and funders.

Donal Monaghan has been appointed Digital Marketing Executive at Hastings Hotels. Donal has 10 years’ experience in marketing and communications.

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APPOINTMENTS

Miriam Kerbache has been appointed as general manager of the Ormeau Baths.

She has previously worked in business development, human resources and operations management.

Jonathan Kyle has been appointed Ruminant Nutrition Advisor at United Feeds. He will cover the North Antrim region, where he will be working with a wide range of dairy, beef and sheep farmers.

Conor Cranny has joined United Feeds as Ruminant Nutrition Advisor. He will cover the South Down and South Armagh and will be working with dairy, beef and sheep producers throughout the region.

Valerie Gourley has been appointed Head of Business Development at Northern Ireland Chamber of Commerce and Industry. Valerie previously managed local newspapers, websites and advertising sales.

Stacey Patterson has been appointed Marketing & Communications Executive at the Royal Ulster Agricultural Society. She will lead on all aspects of Communications for the RUAS. Ryans Cleaning, a Tipperary firm which provides event specialist cleaning services across the Republic and UK, has appointed Elaine Ryan, Managing Director for Ireland and the UK.

As Service Delivery Manager at Equiniti, Jonathan McManus will represent key clients and be responsible for coordinating services between clients, technical teams and service providers.

In his new role as Business Development Director at Equiniti, Stuart Gunning will work across the public sector in Ireland, North and South. Stuart joins the company after three years working at board level with start-up companies.

The Royal Ulster Agricultural Society has appointed Declan Murray as Trainee Accountant. He will be working towards his professional accountancy qualifications

NOVEMBER 2017

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PHOTOCALL 1. Manufacturing firm Bradfor Ltd has completed an investment in their Rostrever site with an extension of its manufacturing facility. Pictured celebrating the investment are Chief Executive of Invest Northern Ireland Alastair Hamilton, with Patricia Clements, managing director of Bradfor Ltd, and David Quin, Supply Chain Director of Rockwell Collins.

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2 2. Pictured are 16 graduates on Neueda’s first Tech Academy, an alternative route into an IT career specifically designed for non-computer science graduates. Neueda Tech Academy students have a common goal – to retrain, upskill and pursue a successful career within IT.

3. Heating technology manufacturer Grant Engineering has been awarded a Which?

Best Buy 2017 accolade for its entire range of 63 Grant Vortex condensing oil fired boilers.

Pictured is Grant Founder, Stephen Grant.

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4. Victoria Square Centre Manager Michelle Greeves swaps job role as part of the global Customer Services Week. The initiative aimed to inspire, encourage and reward continued customer service excellence across Victoria Square.

5. Commercial property agency Lisney has been appointed to sell or let Action Cancer House in south Belfast. Andrew Gawley, Associate Director at Lisney, right, and Action Cancer Chief Executive Gareth Kirk are pictured at the period property, located on Marlborough Park.

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4

5

TITLE 6. Simon Brien Residential has opened the doors to a new office in Newtownards creating five jobs Pictured in the new branch are (L-R) Samuel Dickey, Thomas O’Doherty, Simon Brien with branch staff Aaron Mills, Andrea White (branch manager), Sophie Anstey, Polly Agbodo and Victoria Fraser.

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7. Cleaver Fulton Rankin, has launched a new Brand Protection team to fight defamation, IP and data protections issues for its clients.

Cleaver Fulton Rankin’s new Brand Protection team are pictured from left: Michael King, Lorraine Keown, Fergal Maguire, Alan McAlister, Rachael Gamble and Michael Black.

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8. A new guided food tour along part of the beautiful Causeway Coastal Route has been launched. Toast the Coast was devised

by Portia Woods to highlight local produce.

Pictured from left is Helen Porter of Ann’s Pantry and Portia Woods Founder of Toast the Coast.

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10 NOVEMBER 2017

9. Strabane food manufacturer Dragon Brand Foods is investing over half a million in jobs, innovation and a new factory with the support of Invest Northern Ireland. Pictured are Paul McGuigan, Dragon Brand Foods, and Des Gartland, Invest NI.

10. Leslie Dick, Management Risks Client Director at Willis Insurance and Risk, is joined

by Justin Bentley, JCB Consulting and Lindsey Nelson, CFC Underwriting, at a cybercrime seminar hosted by the Belfast-based broker at the new Titanic Hotel.

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PHOTOCALL 11. Donnelly Group has acquired SMW Suzuki in Belfast from the Agnew Group. Pictured are Paul Compton, Site Director at Donnelly Group Boucher Road, and Stephen Robinson, National Sales Manager at Suzuki GB PLC, at the new Donnelly Suzuki showroom at Boucher Road.

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12. Acorn IT Solutions Ltd has opened a new premises in Kilrea following a £150,000 investment in the town, with support from Ulster Bank. Pictured at the new company premises in Kilrea are Acorn IT Co-Directors, Declan Bradley (Left) and Dominic McMullan (right). Also pictured is Martin Convery, Business Development Manager with Ulster Bank.

13. Pictured are (l to r) SuperValu Comber store manager, Martin Reynolds and Michael McCormack, Managing Director, Musgrave, who are celebrating the completion of a £600,000 store revamp that will help to redefine the local convenience market.

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14. Gary Slade, European General Manager; Philip Cassidy, Senior Vice President; Chris Caldwell, President; and Jyllene Miller, Senior Vice President, Marketing and Client Engagement, Concentrix, at the official opening of the global business services company’s new purpose-built, state-of-the-art facility at Maysfield, Belfast.

15. National construction company GRAHAM Construction, based in Hillsborough Co. Down, is implementing a leading-edge development programme over the next three years. Niall Casey (left), Invest NI, is pictured with Michael Graham, GRAHAM Construction.

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PHOTOCALL 16. KPMG and local artists’ body the Royal Ulster Academy of Arts (RUA) are celebrating 10 years in partnership. Pictured with works from the 2017 RUA Exhibition are: Mary Nagele, Chief Executive, Arts & Business Northern Ireland; John Hansen, Partner in Charge at KPMG in Northern Ireland & Dr Denise Ferran, President, RUA.

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17. Centre Manager of The OUTLET Chris Nelmes announces the arrival of three new stores: ProCook, fashion store Klass and Card Centre. Also pictured are (L-R) store managers Angela Bowen from Card Centre, Therese White from Klass and Jennifer Doran from ProCook.

18. JD Sports has opened the doors on its latest store at Bloomfield Shopping Centre in Bangor. Commercial property agents Lisney and Savills acted for centre owners Ellandi.

Centre Manager Jamie Bill welcomes the deal with Darren Best, Associate Director, Savills and Andrew Knox, Surveyor, Lisney.

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19. A delegation from Chartered Accountants Ulster Society met with Colin Perry, Director for EU Exit, Legacy and Economy at Stormont House last month. Pictured are Brian Keegan, Zara Duffy, Crona Brady, Colin Perry, Pamela McCreedy and Mark Davies.

20. Pictured launching Translink’s ‘Let’s Go Healthy’ strategy are Translink employees (front l-r) Chris Conway, Group Chief Executive and Craig Mills with (back l-r) Steven McAlary, Ricky Blair, Steven Hall, Chris Jones, Aaron Foy, May Orr, Una Carson and Siobhan Dunphy.

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PHOTOCALL 21. Pictured at the Hospitality Exchange business breakfast are, from left, Brian Gillan, Head of Business and Corporate Banking at First Trust Bank; Sarah Duignan, Director of Client Relationships, STR Global; Gareth Hetherington, Director, Ulster University Economic Policy Centre and Mark Simpson, BBC.

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22. Pictured at CIMA Ireland’s Business Leaders breakfast briefing on Tackling Cybercrime in NI are from left to right: Sam Kincaid, Detective Constable, PSNI, Sinead Dillon, Chairperson of CIMA Northern Ireland Area Board, Roger Acton, Head of CIMA Ireland and Dave Rose, Fujitsu Chief Information Officer.

23. Pictured at the 2017 CEO Breakfast Forum at Ulster Bank Headquarters in Belfast (from left): Roy Adair, Chair, Business in the Community Northern Ireland; Event Chairperson, Tara Mills; Richard Donnan, Head of NI Ulster Bank; Keynote speaker, Duncan Tait, Senior Executive, Vice President and Head of America, Middle East, India and Africa, Fujitsu.

24. Alumni from an influential transatlantic study programme, AMBIT, gathered in Belfast last month for a special audience with Jake Sullivan – a former security adviser to Vice President Joe Biden. Pictured are Billy Gamble, International Fund for Ireland Board Member; Jake O’Kane, former adviser to Vice President Joe Biden; and TBC.

25. Firms in Armagh City, Banbridge and Craigavon Borough are being encouraged to take part in a week-long series of events as part of Global Entrepreneurship Week from November 13th – 18th.Pictured in the Elk & Clipper are Lord Mayor Gareth Wilson and Paul Reid from principal sponsor Ulster Bank.

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PHOTOCALL 26. The Innovation Factory has launched a bid for local Belfast artists to create two large, innovative artworks in its premises to mark its first year of operation in Northern Ireland. Pictured are (L) Executive Director at Fáilte Feirste Thiar, Harry Connolly, Innovation Director at the Innovation Factory, Dr Majella Barkley, Director of BEAT Carnival, David Boyd & Community Engagement Officer at the Innovation Factory, Shane Smith (R).

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27. Adrian & Noreen Jamison from Drones Road, Dunloy, Ballymena are pictured with Fiona McCoy from First Trust Bank. The Jamison’s recently announced expansion plans following a surge in demand for a greater variety of local, home-grown potatoes.

28. The Herbert Group has announced the acquisition of 27 new KFC stores to its growing portfolio in Great Britain and Ireland.

Pictured are Michael Herbert, Owner of the Herbert Group; Brian Shane, Corporate Banking Manager at Danske Bank; Jason Carlisle, Finance Director at The Herbert Group and Geoff Sharpe, Head of Corporate at Danske Bank.

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29. A new report, commissioned by NI Hotels Federation, has been launched as part of Hospitality Exchange 2017. Pictured at the report launch are L-R: NIHF President Ciaran O’Neill, Bryony Boyd and Gavin Carroll, The Merchant Hotel.

30. Getting Smart about urban challenges: Belfast Lord Mayor Councillor Nuala McAllister is joined by Belfast City Council Chief Executive Suzanne Wylie, Invest NI Chief Executive Alastair Hamilton, Carl Piva, Vice President of TM Forum, Erin Walsh, Future Cities Catapult and representatives from BT, Cisco, DELL EMC, Deloitte Digital, First Derivatives, HUAWEI, Intel, KPMG, Microsoft, NEC, Nokia, Oracle, PWC, Siemens, Telefonica, and Vodafone at the launch of the Smart City Framework.

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CHAIRMAN

The Chairman He’s been out and about at the best corporate events again this month. Did he spot you? Find out here

B

y now you might have realised that The Chairman gets to an event or two. In fact, there’s rarely a week which goes by where he’s not at a corporate get together of one sort or another.

At many of those over the last few years has been organiser extraordinaire Sarah Weir, a guru who is held in such esteem that the Europa hotel was creaking at the seams when she held her own event to launch Weir Events.

Television’s Pamela Ballantine and Sarah Weir, Director of Weir Events

Fleur Mellor and singer Peter Corry

There to light the fireworks was long-time friend and doyen of the television Pamela Ballentine who was sparkling next door to the ever-wonderful Siobhan O’Sullivan from the Fitzwilliam Belfast and pr guru Fiona Brown.

Duffy, Maria McGowan and Paul Magee and it’s always life affirming to chat with the Ellvena Graham who can light up any party.

The Chairman had a fascinating chat with singer Peter Corry and Fleur Mellor and greatly enjoyed discussing the benefits of contact lenses with Brian and Christina O’Kane.

Michael Stewart was on great form and it was a pleasure to bump into John Stuart and Sheridan Pennell from Saville Audio Visual and gin guru Gerry White.

Media types were out in droves with Karen McGarvey, Sarah Little and the one and only Christina McGinley from Belfast Telegraph, Ali Gordon, Christopher Woodhouse and Martin Breen from The Sunday Life and even INM NI boss Richard McClean.

To coin a phrase popularised by a famous brand of wood stain, the name does exactly what it says on the tin: events by Sarah Weir who has branched out on her own after establishing herself at that top tier firm JComms and the Northern Ireland Chamber of Commerce.

The world of rugby was represented by royalty in the form of Les Kiss and Craig Gilroy from Ulster Rugby who were spotted with the man behind a thousand photographs sent through to this publication, Philip Mathews from PressEye.

And what a night it was.

What a pleasure to catch up with Stella

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The Chairman was enjoying a chat with Gerry Carlile of Evolve CPA, Ian Stafford Beatty from Danske Bank and Roseanne Kelly and Kerry Harding from Women in Business NI when who should he see but the new head of the Institute of Directors Kirsty McManus who was in sparkling form.

The effervescent Andrew Hayes was spotted in conversation with Mandy Patrick and Katrina Martin the alwaysenergetic Mike Todd made sure the momentum didn’t wane, not that it was likely to at a Weir Event.

Julie Hastings from Hastings Hotel was a delight as always and what a pleasure to chat once again to Molly McCluskey from Down Royal and Colin Parker.

Scouring the room The Chairman also bumped into Sarah Jane Miskelly from The Grand Opera House, John Quinn, Lisa Maltman and Patrick Fetherston.

It was, as has already been intimated, quite a night and bodes well for the future of Weir Events which The Chairman wishes the very best success in the future. ■

CHAIRMAN

Richard McClean, Belfast Telegraph Managing Director, Sarah Weir and Martin Breen, Sunday Life Editor

Brian and Christina O’Kane from Specsavers

Les Kiss, Director of Ulster Rugby, Sarah Weir, Director of Weir Events and Philip Matthews from Press Eye Photography

Martin Breen, Editor of Sunday Life and Joanne McNeill of McNeill Communications

The Weir Family

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John Stuart and Sheridan Pennell of Saville Audio Visual with Gerry White, Founder of Jawbox Gin

Colin Parker of Colin Parker Design with Pamela Ballantine.

Karen McGarvey from Belfast Telegraph, Ali Gordon and Christopher Woodhouse from Sunday Life with SarahJayne Miskelly of the Grand Opera House

Michael Stewart from Bar Czar and Siobhan O’Sullivan from the Fitzwilliam Hotel Belfast

Andrea Hayes with Mandy Patrick and Katrina Martin from Park Avenue Hotel.

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TRAVEL

The New York Bucket List: 8 things to do in the Big Apple

By Pól Ó Conghaile & Vicki Notaro

N

ew York is like a drug. You land, boggle-eyed after the long-haul flight. You promise yourself a nap.

Then you see the skyline.

visit still feels like the first time. It’s like you’re in a movie. You feel 10 years younger, and you love it.

You see the yellow cabs. The possibilities. The adrenaline goes whoompf. You ditch the nap, dump the cases and hit the sidewalk.

Of course, it won’t last. The Big Apple gives and it takes away. There’ll be slumps and grumps when you get home. But let’s not talk about that.

Your eyes widen. You crane your neck. You revel in the sheer diversity of faces on the subway. You smile at the fashionistas, gawp at the ‘scrapers, delight in the food and thrive on the energy. You’ve seen it before but each

Let’s live in the moment - the only way to do New York. Let’s talk about the shows, the food, the art and the neighbourhoods. Let’s seize the fact that it’s is easier than ever to get to.

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1. WALK THE BROOKLYN BRIDGE There isn’t a ‘wow’ moment to match it. You start downtown, gradually rising over the traffic onto a wooden walkway. You pass through a web of suspension cables. You look back to see the Freedom Tower soaring over the world’s most iconic skyline. You pause to read panels on the groundbreaking construction, first opened in 1883. You descend into Brooklyn and grab a slice of pizza, before turning around to do it all again.

The 1.6km crossing takes about an hour with stops. Do it at sunset for the city lights (and mind those bikes). PÓC

TRAVEL

Details: Walk from Brooklyn Bridge/City Hall subway station, or see freetoursbyfoot.com While you’re at it: Like pizza? A Slice of Brooklyn Bus Tours (asliceofbrooklyntours. com; $80/€67pp) stops at Grimaldi’s and L&B Spumoni Gardens.

2. VISIT THE 9/11 MEMORIAL AND MUSEUM A must-see in Manhattan - not only for the emotional punch it packs, but the sheer scope of the memorial dedicated to those who lost their lives on September 11, 2001.

The memorial is the outdoors part and is free to walk around, but the museum is what will get you in the gut, taking you through the fateful day with heart-breaking artefacts and displays. VN Details: 911memorial.org; $24/€20 (museum) While you’re at it: Visit the One World Observatory (oneworldobservatory.com; from $34/€29) for stunning views over Manhattan from the Freedom Tower.

More: Why the 9/11 Memorial & Museum is a must-see in New York

3. DRINK AT THE DEAD RABBIT What exactly is a ‘grocery and grog’? You’ll know when you find it. Run by Jack McGarry and Sean Muldoon in the Financial District, this is a modern Irish bar that puts all others in the ha’penny place, combining nods to old country pubs, American dives and cocktail dens with both arched eyebrows and heartfelt enthusiasm. It may sound like Gangs of New York, but you’ll soon see why it topped the World’s 50 Best Bars list. Its Irish coffee is an absolute must in Manhattan.

PÓC Details: 30 Water Street; deadrabbitnyc.com If you like that, try: McSorley’s (mcsorleysoldalehouse.nyc), the White Horse Tavern (whitehorsetavern1880.com) or PJ Clarke’s (pjclarkes.com) for 19th-century bars with flawless street cred (and sawdust).

Details: Try Opening Ceremony (35 Howard Street; openingceremony.com), What Goes Around Comes Around (351 West Broadway; whatgoesaroundnyc.com) and the MoMA Design Store (81 Spring Street; store.moma.org) for starters.

While you’re at it: Refuel at Egg Shop (eggshopnyc.com), a delightful little spot serving creative egg dishes all day. Psst - get the fried chicken side.

5. RIDE THE CONEY ISLAND CYCLONE Fred Trump, father of the US president, tried to raze amusement parks at Coney Island for apartment developments. Largely, he failed.

This seafront strip, an hour by subway from Manhattan, has gone from 20th-century ‘Playground of the World’ to “alcoholic grandfather of Disneyland”, as one tour guide put it, to nostalgic paradise… and the wooden Cyclone rollercoaster has stayed standing through it all. Hold on tight, and feel your bones shake. PÓC While you’re at it: Right next door to Coney Island, Brighton Beach is home to Brooklyn’s storied Russian community.

4. SHOP TILL YOU DROP IN SOHO

6. HIT THE HIGH LINE

Downtown Manhattan houses mini versions of all your favourite Midtown spots, only less hectic. Think Bloomingdale’s, Steve Madden, J.Crew and all the best international brands, plus a slew of delightful independent boutiques in neighbouring Nolita. VN

This converted railway track along 10th Avenue is now a beautiful, modern high-rise park with gorgeous views of the streets 30 feet below. Get on around 27th Street and walk south until you reach the Meatpacking District. VN

NOVEMBER 2017

Details: thehighline.org While you’re at it: When you get off, mosey east (past the instantly familiar Friends apartment exterior at 90 Bedford Street) to Washington Square Park with its famous arch.

7. STOCK UP AT ECONOMY CANDY Got a sweet tooth? Hit up Economy Candy, a family-run operation that began life as an East Village cart. It’s small but perfectly formed, packed to the rafters with all kinds of jellies, nuts, gum, chocolate, American classics and novelty items (dig the Tabasco jelly beans). The best candy store in NYC, hands down. PÓC Details: 108 Rivington Street; economycandy. com If you like that, try: Also in the East Village, The Strand book store is home to 18 miles of new, used and hard-to-find books (strandbooks.com).

8. BIG APPLE CHRISTMAS There’s nowhere quite like NYC at Christmas time, from shopping at Macy’s on 34th Street to the famous Rockefeller Center tree and ice-skating beneath the ‘scrapers in Central Park. This is the best time of year to catch a show, poke your nose up against the window displays, and if you stay to New Year’s, join the throngs in Times Square. Our advice? If you’re in the crowds, keep bathroom breaks to a minimum. VN While you’re at it: It’s worth sticking around for the January sales, which start right after Christmas. The weather’s cold, but the prices are hot. ■

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TECHNOLOGY

Great 8: new iPhone offers best camera yet Having played with both the iPhone 8 and the iPhone 8 Plus for a while now, Adrian Weckler can safely offer a few reasonable views on whether or not each is worth getting.

Here's the verdict: 1. The cameras are the real upgrade This is where a lot of the value in the new iPhone is. Apple knows that people will pay more for a phone with a top camera and it has invested quite a bit into its new lenses and sensors. It works. This is easily the best cameraphone on the market to date and, more than ever, a reliable, competent (if limited) replacement for a standalone camera.

The detail, tones, micro-contrast and overall hue of the photos from this genuinely beat any other phone I've ever used.

I completed two series of tests. One was against the older iPhone 7, the other was against a brand new DSLR (Canon's semiprofessional 6D Mark ii, which retails for over â‚Ź2,000 before you buy a lens for it).

Against the iPhone 7, the iPhone 8 clearly had better image files. There was more intricate

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detail, more texture, better colour and far better performance in low light. This is a serious jump in quality.

Against the DSLR, the results were more varied. But when looked at straight out of the camera, the iPhone 8 largely held its own against the Canon's professional lenses at similar focal lengths (28mm and 56mm) in reasonable lighting conditions. Sure, postphoto editing software widened the gap between the two systems in favour of the DSLR, but this is something that not a lot of people ever do.

It's important to say that the iPhone 8 and 8 Plus retain the camera divisions of the iPhone 7 range, namely that the iPhone 8 has one 12-megapixel (f1.8) rear camera while the iPhone 8 Plus has two 12-megapixel (f1.8 wide and f2.8 telephoto) rear cameras.

The biggest improvement is in how the phone

records low-light photos. Apple has made the camera sensor of the principle (28mm) wide angle lens in both phones bigger. This is a big deal. It lets the devices gather more light, thus noticeably improving low-light performance.

2. Wireless charging and all-glass design Other than different colours, the only real design difference that's immediately apparent is that the rear casing of the iPhone 8 is now made of glass (compared to the aluminium on the iPhone 7).

While this is aesthetically pleasing in itself, it also serves the higher purpose of wireless charging. Just plonk the iPhone 8 down on any wireless charger that uses the open Qi standard (including chargers from Belkin and Mophie, cars from Toyota or even some furniture from Ikea) and it starts powering up.

I found that charging it wirelessly was around the same as using a Lightning cable.

TECHNOLOGY

It's important to point out that the iPhone 8's wireless charging feature is an additive rather than a replacement feature: the Lightning charger cables still work as before.

3. This time, the new chip is worth talking about It's hard to get excited about a processor, but the A11 Bionic - which is also in the upcoming iPhone X - opens up a hell of a lot of features, both present and planned.

While Apple says it's around 25pc faster than the A10 chip in the iPhone 7, some industry benchmark tests are already suggesting that it's faster than around 85pc of the laptops out there (including a couple of last year's MacBooks). Technically, this has six cores, two of which help elongate battery life and four of which contribute to the heavy lifting. The upshot is that the more advanced computer duties, such as augmented reality apps coming on stream will depend on this for smooth performance.

4. Battery life is fine For some people, this is a big deal. The bigger the screens, the more advanced our phones get and the more we use them for evermore complex, lengthy purposes.

The iPhone's battery is probably not physically bigger than the iPhone 7's battery (the company never comments on its actual size).

However, I have found that it slightly outlasts the battery of the iPhone 7 based on the same activities performed every day (social media, video, camera, email, Google and a handful of other apps). Don't expect this to match some rival devices, such as Samsung's S8 Plus, which has a monster battery life. But it's not a letdown - I was pleasantly surprised.

5. Other features (i) Improved screen: Despite being largely made up of the same technical specifications, the new iPhone's screen is a little better than that on the iPhone 7 because of its 'true tone' light sensor that adjusts the screen's white balance based on your immediate environment. This is especially noticeable at night time in lamp lit conditions - the phone has a much nicer, mellow glow instead of a harsh white one. The colour accuracy is also excellent on iPhone 8's screen, without the over-saturation you sometimes see on some rival devices.

NOVEMBER 2017

(ii) Louder speakers: The iPhone 8's speakers are slightly beefier, with Apple claiming a 25pc jump in audio output.

This is increasingly a big deal with people choosing to watch a video or take a call on loudspeaker. (iii) It's water and dust resistant: I didn't put the iPhone 8 through the same trials I put the iPhone 7 through last year (dunking it in a pint of Guinness, after which it worked perfectly, to prove it could survive an Irish 'accident'). But the phone is rainproof and splashproof. Don't bring it swimming with you, though - salt water plays havoc with it.

PS, for the rest of us, iOS 11 brings some new upgrades Even if you're not planning on upgrading, older iPhone owners will benefit from the latest iOS update to rollout this week. iOS 11 is one of the bigger redesigns of the iPhone operating system that we've seen in years. It includes ambitious new features for Messages. The most important of these is the ability to transfer sums of money to others in Messages using Apple Pay Cash. In Messages, you select the Apple Pay icon in the new Messages app drawer. Your Apple Pay account is debited while the sendee's Apple Pay account is credited. At a stroke, peer-to-peer payments will likely rocket past all other services combined.

Apple has also extended its 'Do Not Disturb' feature for use in cars. As soon as your iPhone is connected to your car's Bluetooth system, 'Do Not Disturb' is activated. This means that your phone will be silent for calls and messages, giving you ability to preprogramme a message saying that you're driving and will call whoever's calling back.

There's also a new App Store design. But my favourite element so far is the new screenshot feature, which lets you automatically adjust or edit a screenshot you've taken. You can scribble on it, put a digital signature on it or crop it. It's a new PDF system for the smartphone age.

After all is said and done, should you buy the iPhone 8? For most, this will be a good, solid upgrade. It has a much better camera, handy new wireless charging functionality, a better

screen and a best-in-class chip. It also has better speakers and, in my experience with it over the last week, slightly superior battery performance. All in all, it's about the best phone you can buy right now.

Despite this, it's almost identical in physical shape and design to the iPhone 7, which might make some feel like holding out for the more radically different iPhone X, due out in November. After all, it is the iPhone X, not the iPhone 8, which has the facial recognition and all-screen design that everyone is currently talking about.

But at €300 less than the iPhone X and fewer availability roadblocks, many will look to the iPhone 8 or the iPhone 8 Plus as their next upgrade right now.

While they may lust after the all-screen iPhone X, they won't be disappointed with the performance of the iPhone 8, which is a stellar smartphone.

THE BOTTOM LINE: SHOULD YOU BUY ONE? After all is said and done, should you buy the iPhone 8? For most, this will be a good, solid upgrade. It has a much better camera, handy new wireless charging functionality, a better screen and a best-in-class chip. It also has better speakers and, in my experience with it over the last week, slightly superior battery performance. All in all, it’s about the best phone you can buy right now.

Despite this, it’s almost identical in physical shape and design to the iPhone 7, which might make some feel like holding out for the more radically different iPhone X, due out in November. After all, it is the iPhone X, not the iPhone 8, which has the facial recognition and all-screen design that everyone is currently talking about.

But at €300 less than the iPhone X and fewer availability roadblocks, many will look to the iPhone 8 or the iPhone 8 Plus as their next upgrade right now.

While they may lust after the all-screen iPhone X, they won’t be disappointed with the performance of the iPhone 8, which is a stellar smartphone. ■

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MY DAY Uncovering the 9-5

thoroughly clean down the area before returning to pack out products or serve customers. Mornings are very busy for us as we place orders for every single day that go directly to our distribution centre in Nutts Corner. From here they get our order ready and on a truck out to us so we have the products for the very next day – it is a huge operation but one which is very efficient.

3pm The last bake of the day! Before I do this though, I complete a bakery unit calculation which involves counting the existing baked goods on display and checking for freshness, quality issues and availability. Finally, I do a deep clean of the bakery before I hand it over to the manager on duty. I also count my till before my shift ends.

I really enjoy the customer service aspect to my role, where I help and interact with customers. Within a few weeks I got to know many of our regular customers and I have the privilege of assisting a visually impaired shopper on a weekly basis.

Name: David Vance Position: Customer Assistant in Lidl’s newly-opened store in Connswater, East Belfast

6am There are a few of us in the team more suited to early starts than others, but we get straight in to it at 6am and I’m off to start my day in the bakery. Within two hours I have a large variety of items baked, quality checked and on display for when our first customers come in at 8am. Our bakery items are some of the most popular items we sell.

Our customers really love them! There is a lovely smell of freshly baked bread as you come into the store which helps.

8am I complete the first “bakery clean down” of the day before moving on to prepare my till to serve my first customers of the day.

Clean down is very important and we have very high standards in Lidl with regards to cleanliness.

8.30am My days are hugely varied so I could be serving customers during this time or

packing out products that have been delivered overnight. We get fresh deliveries seven days a week in Lidl – we are focused on making sure our customers always have the best quality produce available to them.

We also carry out regular quality checks on bakery and fruit & veg items throughout the day so I frequently do this. We have a lot of regular local customers who I love meeting and having a chat with when I’m working on the till.

10:30am Time to re-charge and refuel! I usually grab a snack and the newspaper and put my feet up, or have a bit of a catch up with one of my colleagues if they are on a break at the same time.

11am To ensure we are offering the freshest and best quality products I begin my second bake of the day and replenish the stock throughout the day. After each bake I

In the last six months there have been many highlights in my personal and professional life. I was given the opportunity to be involved in the opening of our largest store in Northern Ireland – in Connswater Retail Park. I was so excited, as there is an incredible new bakery there that is state of the art and provided an amazing opportunity to offer our customers a really great experience. Of course, none of this compares to the fact that I became a first time parent. The birth of my son has given me even further motivation to work harder and achieve even more with Lidl. I love going into work but I also love going home now to my son after each shift. As soon as he is in my arms I relax and wind down.

I’ve also been given the opportunity to mentor new team members and to be a “Charity Champion” for our nominated charity partners. I am looking forward to a busy Christmas period in our new store in Connswater. As a team we are motivated to break all sales records and make sure our bakery is the number one out of all the 38 stores!

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