Ulster Business - April 2019 by Ulster Business

% % %

" ! $

NORTHERN IRELAND COMPANIES 2019

Contents 06 News

41 SME & Family Business

86 Photocall

The latest news and exclusives from across the world of Northern Ireland business

The companies which act at the backbone of our economy

From the latest on The Open to the opening of a new bar, and much more

14 Cover Story

55 Business Start-up Guide

90 The Chairman

GMcG on bringing a wealth of experience to helping develop the next generation

How do you get your idea off the ground, and ensure you make money along the way?

Accountants, pubs and restaurants, and a former Ireland rugby giant all get a mention...

20 In Focus

67 Branding & Marketing

94 Technology

He’s led guitar-making here for decades, but is now undertaking his biggest move yet

From a man dancing in front of a pint of Guinness to embracing global societal change

Samsung is fighting back against Apple and others with its biggest Galaxy to date

25 Next 200

77 Motoring

96 Travel

We showcase the biggest and best SMEs that Northern Ireland has to offer

Pat Burns takes a look at cars from the fast and slick, to a top family motor

We take a look at what Normandy has to offer - from history, to fun for the family

Ulster Business is a part of the Independent Press Standards Organisation (IPSO). If you believe you have been unfairly treated, you can contact IPSO in writing via its website for guidance on what to do. The service is free. IPSO can then advise on whether it’s likely you have grounds for a complaint and what to do about it. The normal procedure is for the complainant to then contact the publication’s editor directly. If no agreement is reached, the complainant can go back to IPSO to look for an adjudication, or for it to take over the complaint. Full details are available at www.ipso.co.uk. Alternatively, email complaints@ipso.co.uk, or inquiries@ipso.co.uk, or telephone 0300 123 2220, or the out-of-hours emergency number: 07659 152 656. Or write to: IPSO, c/o Halton House, 20-23 Holborn, London EC1N 2JD

APRIL 2019

EDITOR’S COMMENTS

It’s uncharted territory each day

emember when I said that last month would likely be the last issue before some clarity on Brexit? I was wrong. Given the situation, which would be comic if it weren’t so utterly serious, I should have known better.

from industry, this time a warning from groups right across Northern Ireland’s agri-food sector. Following government guidance on the cold reality of a ‘no deal’ Brexit, they warned it could deal a ‘fatal blow’ to the industry here.

In the last few days we’ve had the Speaker of the House John Bercow trying to rule out Prime Minister Theresa May bringing a reworked version of her withdrawal deal back to Parliament without ‘substantial’ changes – citing a ruling from 1604. To be fair, it’s far from the oddest or most surprising thing that’s happened here around Brexit in the last month or so. There have also been fresh alarm bells

Look, when you’re reading this, it’s looking like an extension to the Article 50 withdrawal process until later in April, or May. But I’ve given up trying to forecast. We keep drifting into uncharted territory on a daily, at some times hourly basis. I still think we’ll look back at this tumultuous period in the months and years to come and see there were swathes of political selﬁshness throughout this process – and business was one of the key areas which had to bear the brunt of that,

Publisher Ulster Business c/o Independent News & Media Ltd Belfast Telegraph House 33 Clarendon Road, Clarendon Dock, Belfast BT1 3BG

dealing with some of those who were still arguing, until they were blue in the face, that they knew better. We’ve come through worse in Northern Ireland, and businesses will adapt and overcome the challenges ahead. Although, I don’t remember seeing that plastered all over the side of a bus. It’s hard to believe it’s more than a year since I took up the editorial reins at Ulster Business. To be honest, it’s ﬂown in. But it’s kept me busy... often, very busy, however it’s certainly been worth it. So with that, I hope you enjoy April’s edition of the magazine. ■ John Mulgrew

Editor John Mulgrew Manager Sonia Armstrong Sales executive Sarah-Ann Gamble Production manager Irene Fitzsimmons Graphic design Susan McClean, INM Design Studio

Printer W&G Baird Greystone Press, Caulside Drive, Antrim BT41 2RS www.wgbaird.com

Cover photo Khara Pringle Contact: 028 90 264260 www.ulsterbusiness.com

@ulsterbusiness

Ulster Business Magazine

Independent News & Media Ltd © 2018. 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.

APRIL 2019

NEWS

month IN numbers A

200

The top Northern Ireland SMEs in the Ulster Business Next 200. It follows on from the Top 100 Northern Ireland Companies list, ranked by turnover.

780

The number of new homes planned for a major development in Londonderry. It’s part of a £100m investment by South Bank Square Ltd.

3.5

The unemployment rate in Northern Ireland. The percentage level remained flat in the last three months of 2018, but fell by 0.3% over the course of the year.

100

The number of jobs being created by US firm Terex. The company announced it would be investing £12m in Londonderry at a new site in Campsie.

Northern Ireland SMEs see 8.5% sales surge

orthern Ireland’s leading small and medium-sized businesses have seen a 8.5% surge in sales in the last year, Ulster Business can reveal.

The Next 200 is Ulster Business’s showcase of SMEs based across Northern Ireland, and follows directly on from the Top 100 Northern Ireland Companies list, ranking firms based on turnover from the latest filed accounts to Companies House. Turnover growth has surged among the businesses this year, adding up to £8.3bn across the 200, with this list of companies increasing turnover by 8.5%, year-on-year. John Lavery of Grant Thornton, who helped analyse and compile the list, said: “The Next 200 is a fascinating insight into Northern Ireland business. “The list is a broad mix of household names and less well-known companies that are delivering over £8bn in turnover and employment for more than 26,000 people. “These firms are the life blood of the NI economy, operating across the whole of NI and across a broad range of sectors. “The combined turnover of this group of firms is 8.5% higher than a year previous. “This performance is all the more impressive

when we think of the Northern Ireland economy as a whole, where aggregate turnover across all companies declined. With the pace of growth from some of the companies within the Next 200, it will not be long before they are knocking on the door of the Ulster Business Top 100 Northern Ireland Companies list.” Ulster Business editor John Mulgrew said: “The Next 200 highlights the range of companies that operate across Northern Ireland, from the very familiar brand names to businesses which operate below the radar. “But they all play a very important part in the economy here, employing anywhere between a handful of staff, to hundreds and in to four figures. “The full table shows the majority of businesses have witnessed a rise in turnover, while profits after tax across the 200 were close to £500m. “Nine out of 10 companies reported a profit, with the average margin at 6% of turnover.” Some of the largest increases in turnover included Fermanagh firm Ready Egg Products, rising from £42.5m to £64.4m, based on company accounts. Meanwhile, recycling business RiverRidge saw its turnover rise from £34.5m to £49.9m.

NEWS

Additional £800m investment in city water system needed By John Mulgrew

ajor commercial investment in Belfast and beyond could be at risk and new connections stopped by 2021 if an additional £800m is not freed up to modernise the sewage system, Ulster Business can reveal.

one warning that new developments or connections – such as major infrastructure schemes – may not be able to be connected without the investment, due to a lack of capacity. The investment is also required outside Greater Belfast, and could amount to around £500m.

It’s understood NI Water could ask for the additional resources as part of its next capacity round which begins in 2021.

According to one source, some housing projects have already been put on standby, due to capacity issues, but larger schemes could be at risk.

Stakeholders and senior civil servants met recently to discuss their concerns, with

It could mean NI Water seeking between £2.5bn and £3bn. In its last funding phase –

APRIL 2019

running between 2015 and 2021 – it received £990m, against its requirement of £1.7bn. There are concerns that the lack of devolved government here could cause further complications in setting a multi-year spending approach.

NEWS

Quotes OF THE month “While Brexit uncertainty is clearly a factor in all of this, it should be remembered that there are other factors at play, including the wider economic slowdown across Europe, concerns over global trade, and the ongoing restructuring of the retail sector.” Ulster Bank chief economist Richard Ramsey speaking as the latest purchasing managers’ index showed a large slump in export orders.

“Now we can see in black and white what ‘no deal’ looks like. It would deal a fatal blow to indigenous food production in the UK and in particular Northern Ireland. It must not be contemplated.” An agri-food alliance representing much of Northern Ireland’s farming and food sector regarding a Brexit ‘no deal’.

“(It has been an) honour and a privilege to have been able to serve the organisation, and my home country, in such a significant role” Invest NI chief executive Alastair Hamilton speaking as he announced he will step down from the role after 10 years at the helm.

NI firms ‘tackling workplace gender disparity’

Janette Jones

orthern Ireland companies are making progress in addressing gender disparity in the workforce, according to a new report.

attributed pay levels in the region to the fact that there is a larger proportion of women than men working in higher paid full-time jobs.

PwC’s latest ‘Women in Work Index’ says Northern Ireland has made significant progress in addressing female economic empowerment in the UK, moving from eight to fourth between 2010 and 2017.

PwC Northern Ireland partner Janette Jones, said: “Northern Ireland has shown significant improvement in driving female empowerment, which is critical to improve diversity and achieve gender equality but we cannot be complacent.

Since 2000 the pay gap here has reduced by 13%, and now stands at 9%, while the UK average is 18%. Northern Ireland also has the lowest female unemployment rate. In the survey of 33 OECD countries, the UK has risen by one place – up to 13th. According to PwC “five areas of female economic empowerment are assessed: gender pay gap, female full-time employment and unemployment, female labour force participation and the gap between this and male labour force participation”. It comes as a report from the Northern Ireland Statistics and Research Agency (NISRA)

“Though there are many policies aimed at delivering a more gender-balanced workplace, we know there is still a considerable amount to do. Only 1% of eligible parents are taking up shared parental leave for example, and a target to achieve female representation of 33% on FTSE 350 boards by 2020 is likely to be missed. “Ultimately increasing diversity boils down to employers stepping up and ensuring it happens. Encouraging adoption of the many positive policies and doing other things like banning all-male shortlists, introducing flexible working and opportunities for career progression are the key ways we can make it happen.”

NEWS

Work to start on £400m gas scheme

proposed £400m natural gas storage facility in Co Antrim has taken a step forward after an engineering design firm was appointed to the scheme, it has been revealed. InfraStrata wants to build the facility at Islandmagee. It was awarded planning permission for the development back in 2010. It has now appointed UK firm Costain to undertake an engineering design works contract. “These works were identified as one of the next steps for the project as announced with the recent fundraising on January 24, 2019,” the firm said.

APRIL 2019

The scheme has received some backlash from residents and political representatives, including Alliance MLA Stewart Dickson. The new contract covers 16 work areas to “refine the engineering design of the project”. Work is due to be undertaken before the end of the first half of this year. John Wood, chief executive, said: “As part of the FEED (front end engineering and design) package we worked very closely with Costain to identify areas where further savings could be found. “It is good to have this workstream underway presently in order to facilitate its completion prior to our proposed FID later in the year.

John Wood

“We have built up a good working relationship with Costain which will enable timely completion of these works.”

NEWS

Mixed reaction for Spring Statement While it may have gotten lost amid all things Brexit, we look at reaction to Chancellor Philip Hammond’s Spring Statement

 Sean Lavery, partner at BDO NI “Against a backdrop of uncertainty in Westminster, the Chancellor made a number of announcements that should be welcomed by SMEs and family-owned businesses across Northern Ireland and the rest of the UK. Although the OBR’s growth estimates for the UK economy over the next five years may dominate the headlines, the commitment to tackle late and poor payment practices that can lead to the ruin of many smaller businesses will be commended by many in Northern Ireland and beyond. “The news that negotiations are progressing in relation to a City Deal for Londonderry will be well received by all sectors as this will help

lead to significant additional investment in the region, and follows the commitment by the Treasury to contribute £350m to the Belfast Region City Deal in October 2018. The additional £23m boost in spending for public services along with another £15m for broadband improvements will be a boost for the local economy.”  John Hawksworth, chief economist at PwC “The Chancellor announced some very modest increases in future public spending, but largely bided his time until the fog of uncertainty over Brexit clears. “The Chancellor was able to make these conditional promises due to favourable new public finance projections from the OBR. In line with recent stronger than expected tax revenues, reflecting rising earnings from employment in particular, the OBR reduced its public borrowing forecast for this

financial year by around £3bn.”  Chris Morrow, head of policy at Northern Ireland Chamber of Commerce and Industry “As expected, in light of the current series of Brexit votes, the Chancellor’s Statement had little to offer, especially with regards to Northern Ireland. “… the Chancellor commented that a no-deal Brexit will result in a ‘significant’ short to medium-term reduction in productivity. This is extremely concerning, especially for Northern Ireland, which already has productivity levels amongst the worst in Europe and the lowest across the UK regions. “This is yet another reason why we cannot afford a ‘no-deal’ Brexit scenario and why Parliament must take concrete action tonight and in the coming days to avoid that situation.”

NEWS

£77m BBC NI redevelopment takes next step By John Mulgrew

£77m redevelopment of the BBC’s Northern Ireland headquarters has moved a step forward as it hosts an event for the public on its ambitious plans. The proposal for the work to Broadcasting House on Ormeau Avenue in Belfast was approved last March, by the BBC Board.

Now, the plans – which include the redevelopment of the existing BBC Broadcasting House building, including the refurbishment and extension of the buildings – have been put to the public, as part of a necessary pre-application event before planning can be submitted. It includes a new extension to the rear, including a landscaped plaza opening onto Linenhall Street.

BBC was to stay put and develop its existing building, it was understood the broadcaster had been eyeing up other city centre locations, or creating a new media hub in the Titanic Quarter.

Before the announcement last year that the

A spokesman for the BBC told Ulster Business:

APRIL 2019

“The investment to BBC Broadcasting House in Belfast, announced in March last year, will transform the iconic building, its technology and facilities, highlighting the BBC’s commitment to audiences in Northern Ireland. We will share more detail in due course.”

All the world’s a stage Mathew Forde, a director and IP and reputation litigation specialist in the law firm Forde Campbell LLC looks at the challenges of reputation management for business in the modern market place

s commercial lawyers, much of our professional time and focus is directed within the private world of the business backstage; where we dutifully observe, prompt and advise our commercial clients on essential non-public activities that, ultimately, contribute and serve, in one fashion or another – or so we hope – towards the smooth performance on the public stage of their respective business enterprises.

The analogy to the art of theatre delivery is not without reason when we consider that both business and theatre more often share a common purpose of sustaining an uninterrupted belief in a story. In theatre an audience is invited to suspend its disbelief in return for better enjoyment of a work of fiction, whereas in business, the consumer, in most cases, is invited to pledge loyalty to a branded offering in return for a promised experience. Both invitations require a leap of faith or, to put it another way, trust. The ‘story’ sold by a business is ultimately the story of its brand’s reputation. In other words the reputation and goodwill of that business

that has, over time, been polished and framed by association to a publicly recognisable brand. But as anyone involved in backstage theatre would testify, storytelling on any stage is fraught with risk, where an actor’s stumbled line or a falling prop can, in an instance, jolt the captivated faces of the audience out of their marvelled expressions of suspended disbelief. The risks for modern businesses are in many ways no different. Warren Buffett famously remarked that ‘it takes 20 years to build a reputation and five minutes to ruin it’, and on today’s market stage the equivalent of a stumbled line or a falling prop can, as we have seen in recent times, be devastating to a business. The backstage management of any modern business must anticipate not only the traditional hazards that assault the consumer’s trust in a brand but also a host of new challenges, for example such as those borne from the exposed mismanagement and plundering of personal data or the #metoo movement, that reflect the cultural and societal

shifts of modern times; often requiring rapid responses by executives to limit damage through private or public disassociation, and including, in many cases, swift root and branch reform of the business culture that underlies the brand. Reputation management today requires a new level of alertness to an ever changing and demanding market that serves a largely fickle public. So, to return to the stage, perhaps Shakespeare summed it up wisely in Othello when he observed that ‘reputation is an idle and most false imposition; oft got without merit, and lost without deserving’. ■ Forde Campbell LLC works closely with a large range of businesses advising on all aspects of reputation and brand management.

COVER STORY

GMcG on a bright future and its next generation

GMcG

is already a well-established and leading independent accountancy and advisory business, and the growing ﬁrm tells Ulster Business about planning for a brighter future, carrying out major investment and developing the next generation

“O

ur success is about people, building and growing relationships, innovation and developing the next generation. We have a business that has very much enjoyed its own expansion and we want to shine a light on our next generation of young professionals”. According to Susan Dunlop, that’s a well reﬁned mantra at GMcG Chartered Accountants. Susan is one of seven directors at GMcG, having joined the ﬁrm more than 20 years ago and who now heads up the

COVER STORY issue resolved quickly and effectively, allowing them to get on with running their business.” As local businesses face uncertainty and challenges across many fronts, Susan and the management team recognise the importance of being positioned as the complete business advisor and having the expertise, understanding and experience to deliver. “Businesses evolve through different circumstances and with different requirements. We need to be one step ahead, providing the right expertise at the right time. GMcG can offer this expertise through our service lines which include Audit and Business Advisory, Tax, Forensic Accounting and Investigation, Corporate Finance, GMcG Digital and International liaison, through our TIAG membership.” The firm delivers these services though a team of more than 90 employees across three offices in Belfast, Lisburn and Portadown. Having initially operated as independent firms in each location (Goldblatt McGuigan in Belfast, Hanna Thompson in Lisburn and Robinson & Co in Portadown) the GMcG evolution was completed in 2016 when the three firms merged completely under a single GMcG brand. This was a significant investment and transition for the firm. Gill Johnston, director at GMcG Portadown, says: “It was vital that we didn’t lose focus on the profile and client relationships we had developed over many years in each location.

Susan Dunlop, Stephen Houston, Lyn Canning Hagan, Robbie Milliken, Nigel Moore and Gill Johnston

firm’s Audit and Business Advisory Services department. Part of planning for the future has been the recent appointment of a new director in Audit and Business Advisory Services, together with an associate director who will head up the firm’s Corporate Finance department. Both are significant investments at management level and a reflection of the firm’s growth and ambition across its three offices. “As a leading independent accountancy firm, many of our key strengths lie in our ability

APRIL 2019

to get things done, through local decision making, management and accessibility of our people” Susan says. Accessibility is regularly acknowledged as being of great value to the ﬁrm’s clients and has become a key component of how the ﬁrm does business. “Business owners know they can lift the phone and speak to any of our directors, at any time of the day. For us, that’s just part of our client service, but our clients expect it and they know it can make a huge difference to getting an

“So we are delighted with the success of the transition and how the shared systems and expertise are adding real value to client service delivery across each location”. GMcG services a broad client base from sole traders to large corporates, including a diverse range of businesses and private individuals, public and not-for-profit sector entities, as well as legal and other professional services practices. For Susan and the rest of the team, the firm’s independence and longstanding client relationships are what bolster the firm’s success. “We have a loyal and growing client base and are particularly proud of the fact that >

COVER STORY

Lyn Canning Hagan, Robbie Milliken and Susan Dunlop

many of these relationships go back decades or transcend generations. We advise many of these clients on succession planning, helping them develop their business through the next stage of its journey. “In our experience, all of this is underlined by the importance of investing in client relationships, getting to know the client’s business, their issues, opportunities and the type of expertise they need. “It can be a long term effort and something that often demands dedication beyond a nine to five working day. But we always view it as a rewarding investment, especially when we see our clients thrive and grow.” As part of the firm’s growth and expansion, GMcG has undergone major investment in its overall strategy, its people, IT systems and recruitment. With no shortage of drive and ambition, it’s very much a case of ‘been there, done that’ for GMcG, having themselves undergone restructuring, appointed new directors, undertaken significant investment, experienced dynamic growth and transitioned seamless succession planning. “We have done it ourselves, and been through it all,” Susan says. “We have grown our firm and understand many of the challenges and opportunities facing SME clients with real aspirations or plans for business development; we have that insight and experience that has really proved valuable in advising many of these clients.”

Building on these foundations, the firm today has a strong focus on developing the next generation of its service team.

partnered with a mental health charity for the last two years, with mental health programmes delivered across GMcG’s offices.”

A younger generation of professional advisors are moving up the ranks in the firm, with other new faces joining the expanding management team.

GMcG also has the global reach to serve clients wherever the growth of their business takes them, through its membership of The International Accounting Group (TIAG).

Nigel Moore, who started with the firm back in 2001 as a trainee, has been appointed director in the Audit and Business Advisory Services department. Director Stephen Houston also started his career as a trainee and heads up GMcG’s Lisburn office.

Lyn Canning Hagan, who heads up GMcG Tax Services and is one of the firm’s TIAG liaison directors, says:

Robbie Milliken, who has more than 12 years’ experience across corporate finance and business banking, has also joined the firm to head up its Corporate Finance department. Susan is keen to acknowledge that GMcG is a firm that is proud of its working environment, and that career progression is part and parcel of its ethos. “We give employees every opportunity to progress through the ranks and be rewarded for their success, and we can point to two of our directors who commenced as trainees. We feel this is testament to the experience and environment we offer, and to our commitment to ensuring employees reach their full potential”. “Importantly, achieving the right work-life balance is something we facilitate and promote as much as possible across all grades. We are very aware of the importance of mental health and wellbeing and are delighted to have

“TIAG, together with its sister alliance TAGLaw, provides GMcG and our clients direct access to accounting, tax and legal expertise across more than 105 countries worldwide. “This is hugely beneficial to businesses with international markets or operations and many of our clients have already benefited from this global expertise across numerous jurisdictions.” Looking to the Ulster Business Next 200, which features in this edition of the magazine, Susan Dunlop says many of those small and mediumsized Northern Ireland businesses making the list are exactly the type of clients GMcG is working with. “We’re proud of our track record of helping SME clients across all sectors achieve success through growth, restructuring or expansion, drawing on our own experiences to make a real difference in shaping their future plans.” So, it goes without saying that the future is more than bright for GMcG – a firm with decades of experience, but one which is always looking forward. ■

IN FOCUS

Taking a musical and business journey into the mainstream 20

Heâ&#x20AC;&#x2122;s been at the forefront of high-end guitar-making in Ireland for ďŹ ve decades. Now, George Lowden has taken the biggest step in his career and paired up with a global superstar to develop an instrument for the masses, writes John Mulgrew

Ed Sheeran and George Lowden at the NAMM Show in California

IN FOCUS But the next step in the Lowden journey came something out of the left field for many in the industry, and players alike. George and managing director Ausdahl took to the NAMM show in Anaheim, California alongside Ed Sheeran – collaborating on a more affordable range of instruments. The most interesting part of that, from a production perspective, is the guitars will still be made in Northern Ireland, while the majority of the big US makers outsource production of cheaper ranges. “It all started about five years ago with Gary Lightbody when he was using my guitars,” George told Ulster Business. “I made one for Ed Sheeran. I thought, he uses small guitars and we don’t have them. “So, I decided to design one. I went up to the north coast and spent about a week there – thinking and drawing, and designed what is now the Wee Lowden.” After that, Ed used the guitar for recording, and it spurred on a relationship with the instruments which led to the new partnership. “I definitely didn’t want to outsource the production, having had experience of that in the 1980s, with licensing there are limitations – particularly when it comes to quality control and design.

f you first began making guitars as a boy in Bangor, it’s perhaps not surprising that after 50 years your instruments are among the greatest in the world. Now, George Lowden’s journey has taken its biggest step in decades – teaming up with one of the world’s biggest pop stars to produce a range of more affordable instruments George’s guitar-making story has taken many turns in the last few decades, from making small numbers himself, to larger-scale production and outsourcing, before moving

APRIL 2019

“I decided, if we do this, we are going to do it here. The challenge of course, is salaries and production (costs) are higher than the Far East, for example. I had confidence that because of the tech available – the careful marriage between hi-tech processes, and more traditional hand processes.” to his current Downpatrick home and building some of the most beautiful and acoustically rich-sounding instruments. They are regularly in the hands of people like English folk hero Richard Thompson and Pierre Bensusan, but have also graced the stage along arguably one of the greatest players of a six-string instrument, Eric Clapton. In fact, the former Cream and Bluesbreakers man took to the stage at the Grammy’s in 1997 with a Lowden – forgoing the Martins which he had, and has, used throughout his career.

“One of the interesting things is, if you examine guitar-making worldwide, in the Far East the processes tend to be more hand made, because labour costs are very low. “In the US, the processes are more machine orientated. I wanted to develop some groundbreaking processes, which I think will be taken up by other companies in due course, but also keep some of the very important hand processes, most importantly hand carving the internal bracing system.” For acoustic guitars, the bracing inside the >

George Lowden, David Ausdahl and Ed Sheeran

IN FOCUS

instrument is one of the keys to the overall tone of the instrument, along with the wood selection – and resonance – and the quality of the build, parts and set up. “That’s not a small challenge for us. We have to train young people to use sharp chisels. But I have found in the past, people have reasonable hand-to-eye co-ordination, so can pick it up quickly.” And from the volume perspective, George says he’s already pre-sold three quarters of the first year of production. That’s starting off at around 5,000 instruments a year, but growing that “considerably higher” in year two. Speaking about the burgeoning relationship between George and Ed Sheeran, managing director David Ausdahl, says it was a meeting of minds which focused on simplifying design while retaining high build quality and tone. “There was a trifecta of requirements. Not compromising on quality, doing it here and making it accessible to a whole new market and a whole new price point. George never moved out of that space. “We have had unprecedented demand. People were coming across the stand (at the NAMM

show) and some hadn’t previously known the company. It gives them an introduction to a new market. “Young people are able to get engaged with the guitar, and make music.”

There was a trifecta “ of requirements. Not compromising on quality, doing it here and making it accessible to a whole new market and a whole new price point. George never moved out of that space

”

If you aren’t familiar with the existing handmade Lowden range, prices start at around £3,000, while guitars using more exotic woods and parts can quickly rise to the cost of a small hatchback. But George is kicking off the new Sheeran by Lowden range at less than £600. “We realised, for young people, that a price

point of say £600, is what most young people aspire to. One of our aims, both Ed and I realised, all too often, young people who want to take up guitar and write songs. They buy a guitar which is the best they can afford. But it’s uninspiring, has a hard tone and is difficult to play – far too many of them would just give up. “(We thought) if we could produce a guitar, that doesn’t have the cosmetics, but if we can make one that sounds really good, at an affordable price, something worthwhile.” To keep costs down, Lowden has cherry-picked production priorities, retaining hand made work for areas such as the internal bracing. “We also clearly did not want the two ranges to encroach in others territory.” He says existing players have already taken an interest in getting their hands on the new Sheeran by Lowden instruments. “From a commercial point of view, it’s a large market but obviously it is more competitive than the high end market Lowdens. I personally have to be very proud of what we do, and I feel, as long as I’ve done my job, I feel confident it’ll be a great success.” ■

Galgorm starts getting ‘mindful’

he luxury Galgorm Spa & Golf Resort is vying to change the way businesses and other groups with a new initiative. The resort, located outside Ballymena, runs ‘Mindful Meetings’ which it says “will change the way” firms view the traditional set up.

specifically designed to inspire and engage your audience, will enhance your meetings, leaving participants feeling less stressed, more productive and ready to focus on achieving your objectives.

“We take a progressive approach to meetings to help you drive better results,” the venue says.

“Supported by cuisine specifically chosen to stimulate, nourish and fight fatigue our innovative Mindful Meetings.”

“Our creative programme of wellness elements,

The venue, set within 163 acres of parkland,

APRIL 2019

is home to 122 luxurious guestrooms, four restaurants and selection of bars, as well as an array of banqueting and meeting spaces which can cater for a range of business events. “Whether it is a critical board meeting requiring absolute discretion, a product launch with a difference or a lavish gala ball – our vast portfolio offers an exceptional range of unique venues including complimentary wi-fi and parking for your convenience.”

PROPERTY

Taking a flexible approach to the management of commercial property assets Chris Milligan, an associate in the property team at leading law firm Arthur Cox, examines how an innovative approach by property asset owners is meeting changing market demands

he commercial property market is changing, as the demands of business and wider society shift to match the requirements and expectations of prospective tenants. As a result, it is becoming increasingly common for asset owners to seek changes of use in respect of properties under their control.

Often, properties subject to a change of use had previously been occupied by or targeted towards tenants expected to remain for the long term. However, future uses may be more disruptive to the conventional market.

Arthur Cox is advising early adopters in Northern Ireland of electronic means of exchange of property contracts, similar to that currently available in England and Wales.

By taking a flexible and innovative approach to their portfolios, owners are meeting market trends and, in many cases, bringing vacant units back into use.

This will present some challenges, but also significant opportunities, for the sector.

This novel development, alongside further changes in the use of commercial property assets, will ensure the sector continues to innovate against the backdrop of a continually developing business landscape.

Several examples are currently evident in Belfast, including proposals for a number of former bank buildings in the city centre to be converted for use as retail and convenience stores. However, the trend is much wider than the retail sector. Several other major buildings, predominantly office blocks, are also being redeveloped to provide flexible co-working space. This is reflective of a broader move in the office sector across Northern Ireland, driven in part by growing demand from users, particularly in the digital or technological space, and the start-up community, to provide flexible accommodation tailored to their specific needs.

Similar trends can be observed across the UK and Ireland. However, the change of use of commercial properties to residential space, commonly seen elsewhere, has been slower to take hold in Northern Ireland. A significant upturn could be realised through the ambition of Belfast City Council and both its Belfast Agenda and wider City Deal to see an additional 66,000 people living in the city by 2035. This aspiration requires a greater availability of suitable stock for development and commercially viable projects that will attract investment â&#x20AC;&#x201C; and the way in which commercial property is being used and marketed is not the only change currently taking place in the local sector.

Regardless of the mechanisms involved, those wishing to change the intended use of their properties should seek professional guidance to ensure they are meeting all their legislative requirements in respect of the application before proceeding. â&#x2013; With extensive experience advising asset owners on the legal considerations to be made when adopting fresh approaches to asset management and broad knowledge of developments in the property sector across Northern Ireland, the property team at Arthur Cox is well positioned to advise on all aspects of the market. Please call 028 9023 0007 for further information from Chris or your regular Arthur Cox contact.

NORTHERN IRELAND COMPANIES 2019

Sponsored by

MARCH 2019

1-34 Account date

Turnover for latest year

Previous turnover

Pre-tax profit

Rank

Company name

Net worth

Ge Grid Solutions (UK) Ltd

31/12/2017

72,854,000

82,391,000

11,848,000

50,068,000

World Travel Centre Ltd

31/10/2018

72,559,923

52,381,219

1,059,138

2,965,094

Sangers (Northern Ireland) Ltd

31/03/2018

72,281,705

245,462,215

1,107,112

2,610,406

Creagh Concrete Products Ltd

31/03/2018

71,229,871

79,926,083

400,248

14,826,231

Haldane Fisher Ltd

31/12/2017

70,716,476

59,186,200

3,503,040

13,046,690

Decora Blind Systems Ltd

31/12/2017

69,638,740

58,826,558

5,430,201

21,448,890

McCloskey International Ltd

30/09/2017

69,109,070

61,986,496

2,681,361

22,034,680

T B F Thompson (Garvagh) Ltd

31/12/2017

67,358,407

57,978,137

2,034,959

3,156,566

Morgan Fuel & Lubes Ltd

31/03/2018

67,242,860

60,367,561

128,306

351,426

Skea Egg Farms Ltd

31/12/2017

66,724,103

63,271,766

3,168,527

19,237,462

Drinks Inc Ltd

31/03/2018

66,285,255

62,711,078

2,133,043

12,466,514

Strathroy Dairy Ltd

31/07/2017

66,247,363

46,938,218

471,757

6,459,931

Lough Erne Investments Ltd

25/12/2017

65,426,232

43,127,988

7,134,769

20,483,326

Murdock Builders Merchants Ltd

31/12/2017

65,199,141

55,193,415

3,483,686

4,321,003

Ready Egg Products Ltd

31/12/2017

64,438,172

42,517,510

7,111,590

27,756,344

Woodside Logistics Group Ltd

31/03/2018

64,407,177

61,802,754

3,000,361

23,179,845

Andor Technology Ltd

31/03/2018

63,587,000

69,155,000

9,592,000

59,207,000

N.I.I.B. Group Ltd

31/12/2017

63,498,530

61,055,008

23,689,066

37,121,096

Whitemountain Quarries Ltd

31/12/2017

63,187,978

66,922,884

6,562,535

43,653,684

Mutual Energy Ltd

31/03/2018

63,170,000

60,795,000

1,575,000

79,647,000

William Keys & Sons Ltd

31/12/2017

63,069,105

52,496,180

3,013,368

20,106,598

Unilin Distribution Ltd

31/12/2017

62,475,052

54,683,052

1,536,008

12,375,736

Lagan Construction Aviation Ltd

31/03/2018

61,937,377

68,422,025

3,817,419

11,005,475

CDE Global Ltd

31/12/2017

61,932,106

53,381,352

6,745,561

20,010,994

Em News Distribution (NI) Ltd

31/12/2017

61,439,000

57,544,000

2,073,000

4,419,000

Lynn's Country Foods Ltd

02/09/2017

61,125,913

45,854,202

4,044,439

17,426,101

McAvoy Group Limited - The

31/10/2017

59,858,058

57,496,598

4,299,133

10,388,514

Cooneen by Design Ltd

01/12/2017

59,722,338

73,762,275

2,649,545

62,589,578

H & J Martin Holdings Ltd

31/03/2018

59,485,853

64,955,928

9,947,032

3,169,802

Bemis Healthcare Packaging Ltd

31/12/2017

57,929,261

49,851,552

10,752,128

27,404,202

Brakes Foodservice NI Ltd

01/07/2017

57,157,000

37,317,000

-375,000

261,000

Northway Mushrooms Ltd

31/12/2017

56,971,718

56,244,560

146,221

2,579,378

Grafton Recruitment Ltd

31/03/2018

56,895,496

46,775,818

752,038

2,272,312

TW Scott & Sons (Fuels) Ltd

31/12/2017

56,048,230

46,177,243

34,816

1,993,417

Data provided by Dun & Bradstreet T: 0800 001 234

35-68 Account date

Turnover for latest year

Previous turnover

Pre-tax profit

Rank

Company name

Net worth

Commercial Shipping Company (Oils) Ltd

31/12/2017

55,416,476

11,650,022

1,004,691

4,787,504

Dennison Commercials Ltd

31/12/2017

55,077,134

52,219,739

2,914,452

11,934,145

Roadside Motors Ltd

30/09/2017

54,432,542

53,582,831

422,475

6,802,567

Diesel Card International Ltd

31/03/2018

54,263,000

43,380,000

1,419,000

18,436,000

Phoenix Natural Gas Ltd

31/12/2017

54,138,000

50,428,000

-99,000

267,668,000

Veterinary Surgeons Supply Company Ltd

31/08/2018

53,963,530

50,004,166

960,972

5,887,605

Galen Ltd

30/09/2017

53,700,636

52,511,772

5,447,513

46,374,911

Heatons (NI) Ltd

29/04/2018

53,598,882

53,644,392

4,189,457

20,487,502

Autoline Direct Insurance Consultants Ltd

31/12/2017

53,462,284

47,412,443

2,093,523

5,511,384

Errigal Contracts Ltd

31/12/2017

53,349,871

46,932,438

4,118,791

11,755,666

Morgan McLernon Ltd

31/12/2017

52,269,353

38,079,029

2,036,709

6,777,181

Denvir Holdings Ltd

30/06/2017

52,117,612

43,839,716

7,658,598

10,217,826

Walter Watson Ltd

31/12/2017

51,581,323

55,347,661

4,034,851

21,340,277

Avondale Foods (Craigavon) Ltd

31/03/2018

51,480,381

50,717,802

2,660,364

23,265,255

Boreal Ltd

31/12/2017

50,896,399

43,331,991

1,339,100

8,711,996

J.K.C Specialist Cars Ltd

31/12/2017

50,633,401

46,979,972

1,065,287

6,160,671

United Feeds Ltd

31/03/2018

50,548,000

40,256,000

1,902,000

3,332,000

Huhtamaki Foodservice Delta Ltd

31/12/2017

50,335,026

72,872,343

3,310,159

27,229,356

Medwyn Holding Ltd

31/03/2018

50,286,157

53,118,150

4,315,527

25,060,771

Property Management Services (N.I.) Ltd

31/12/2017

50,266,200

48,503,026

819,202

10,705,057

Keystone Lintels Ltd

31/12/2017

50,109,740

41,402,352

3,213,252

15,565,492

River Ridge Holdings Ltd

30/06/2018

49,889,800

34,526,441

656,313

3,125,390

MJM Marine Ltd

31/12/2017

49,525,052

61,503,009

7,831,517

23,706,467

Felix O'Hare & Company Ltd

31/03/2018

48,619,100

47,876,532

2,272,717

8,135,483

Sere Ltd

31/12/2017

48,537,337

44,601,431

586,976

4,523,221

Noel Eakin & Sons Ltd

31/12/2017

48,279,870

43,147,635

1,490,916

7,236,940

Desmond Motors Ltd

31/12/2017

47,608,852

44,601,699

156,600

3,512,949

Camden Group Ltd

31/03/2018

47,452,631

43,881,340

-114,586

8,993,618

Terumo Bct Ltd

31/03/2018

47,397,424

36,032,422

1,430,448

10,472,179

Tennent's NI Ltd

28/02/2018

47,195,000

52,407,000

6,246,000

7,418,000

Motis Ireland Ltd

30/06/2017

47,192,842

45,119,613

1,121,692

2,428,063

Harry Corry Ltd

28/02/2018

46,936,942

44,369,100

6,459,176

13,630,477

Copeland Ltd

30/09/2017

46,769,660

39,189,641

2,542,302

22,137,873

James Tolland & Company Ltd

31/05/2018

46,595,949

40,852,587

705,748

4,141,178

Data provided by Dun & Bradstreet T: 0800 001 234

APRIL 2019

69-101 Account date

Turnover for latest year

Previous turnover

Pre-tax profit

Rank

Company name

Net worth

Charles Tennant and Company (Northern Ireland) Ltd

31/12/2017

46,491,956

33,070,195

3,525,885

20,277,489

Mallaghan Engineering Ltd

31/12/2017

46,423,502

41,732,413

3,246,369

18,186,033

Gaffer (NI) Ltd

31/12/2017

45,495,420

42,690,222

2,629,101

13,800,778

Prestige Insurance Holdings Ltd

31/03/2018

45,467,000

43,672,000

255,000

16,720,000

Liberty Information Technology Ltd

31/12/2017

45,230,401

39,728,032

7,932,918

16,817,103

H&J Martin Ltd

31/03/2018

44,358,522

43,164,889

-1,959,130

1,326,350

Evron Foods Ltd

31/08/2017

44,316,586

47,666,119

526,336

6,293,674

C&J Meats Ltd

30/11/2017

43,806,693

36,080,365

265,882

1,079,603

Bawnbua Foods Ni Ltd

31/01/2018

43,360,513

36,720,430

510,427

4,502,670

Lagan Homes Group Ltd

31/12/2017

43,329,704

34,884,820

5,818,260

-2,078,120

Portview Fit-Out Ltd

30/11/2017

43,096,587

40,371,802

5,500,891

4,406,227

Tobermore Concrete Products Ltd

30/04/2018

42,949,161

37,015,118

9,138,001

31,203,763

Premier Electrics Ltd

31/03/2018

42,855,328

41,759,563

4,859,189

13,798,215

Richmond Marketing (NI) Ltd

31/12/2017

42,094,465

24,606,461

1,117,168

3,125,965

Smyths Toys NI Ltd

30/12/2017

41,831,000

39,668,000

1,046,000

3,114,000

United Wine Merchants Ltd

31/12/2017

41,225,973

39,118,554

-1,415,419

8,011,573

Belfast International Airport Ltd

31/12/2017

41,000,000

34,797,000

6,243,000

77,694,000

Direct Medics Ltd

31/01/2018

40,974,945

36,377,800

2,920,547

8,736,105

Commtech Solutions (UK) Ltd

31/12/2017

40,608,938

26,119,468

277,245

390,526

John Hogg & Co Ltd

30/04/2018

40,484,000

37,547,000

2,112,000

30,867,000

Greiner Packaging Ltd

31/12/2017

40,149,409

34,625,676

2,141,691

13,718,548

Frylite Ltd

01/04/2018

40,109,272

36,101,254

1,549,080

11,845,224

Equipment Sales Ltd

31/12/2017

40,026,635

24,834,492

4,225,819

12,744,464

Hastings Hotels Group Ltd

31/10/2017

39,632,526

36,763,548

5,235,783

43,968,722

Shelbourne Motors Ltd

31/12/2017

39,100,794

36,090,637

889,466

5,005,101

Regency Carpet Manufacturing Ltd

30/06/2017

39,086,514

35,377,395

-81,632

11,430,819

Ballinaskeagh Grains Ltd

30/04/2018

39,016,849

32,851,800

720,597

4,425,669

Union Street (Lurgan) Ltd

30/04/2018

38,982,646

34,323,759

1,632,272

10,704,833

North West Silos Ltd

31/07/2017

38,477,785

30,715,960

201,331

1,538,012

Edgewater Contracts & Specialist Joinery Ltd

31/12/2017

38,089,813

51,663,225

3,807,073

5,704,401

Ballyrobert Service Station Ltd

31/12/2017

37,927,256

40,354,803

244,585

2,461,547

100

Island Roads Services Ltd

31/12/2017

37,882,503

35,733,074

1,956,829

-11,861,809

101

Doherty & Gray Ltd

31/03/2018

37,657,544

38,681,390

-222,819

3,194,014

Data provided by Dun & Bradstreet T: 0800 001 234

102-134 Account date

Turnover for latest year

Previous turnover

Pre-tax profit

Rank

Company name

Net worth

102

Prentice Portadown Ltd

31/12/2017

37,546,203

51,085

142,537

103

JMW Farms Ltd

30/09/2017

37,431,780

29,979,445

3,831,081

22,378,676

104

John Mulholland Motors Ltd

31/12/2017

37,340,246

35,587,792

913,590

8,637,157

105

Montgomery Transport Ltd

30/09/2017

37,256,201

31,484,320

4,596

18,314,232

106

JF & H Dowds Ltd

31/03/2018

36,808,954

32,973,984

562,460

5,011,842

107

Circle K Energy Ltd

30/04/2018

36,798,172

140,688,939

-1,071,218

-430,071

108

Wineflair (Belfast) Ltd

30/09/2017

36,642,556

38,471,030

1,357,239

15,664,319

109

Imed (NI) Ltd

31/03/2018

36,620,520

27,904,256

788,418

4,773,888

110

Dillon Bass Ltd

30/06/2017

36,534,112

33,144,944

21,061

74,497

111

Stothers (M&E) Ltd

30/06/2017

36,371,894

36,326,214

1,575,373

4,253,971

112

O & S Doors Ltd

31/12/2017

36,354,956

32,814,161

806,851

7,982,165

113

Uni-Trunk Holdings Ltd

31/12/2017

36,033,499

34,899,468

3,684,937

27,717,340

114

CFG Holdings Ltd

31/03/2018

35,927,532

33,767,211

544,184

5,791,372

115

James F McCue Ltd

30/11/2017

35,865,747

34,562,101

2,873,200

9,514,463

116

Geda Construction Llp

31/12/2017

35,383,293

31,354,728

6,571,801

5,757,786

117

John McQuillan (Contracts) Ltd

31/03/2018

35,375,381

31,043,695

1,504,180

10,712,724

118

Titanic Property Development Ltd

31/12/2017

35,374,936

6,175,920

-20,963,509

119

Acheson Holdings Ltd

31/03/2018

35,297,680

36,578,312

-4,025,868

-1,279,698

120

M-B Truck and Van (NI) Ltd

31/12/2017

35,275,999

34,498,015

716,372

4,891,207

121

Bedeck Ltd

30/09/2017

35,243,722

34,503,216

-205,537

6,402,968

122

Springfarm Architectural Mouldings Ltd

28/02/2018

35,076,252

27,978,329

554,405

4,808,963

123

Millar Tractors Ltd

28/02/2018

34,676,165

37,729,744

1,029,422

7,295,998

124

Kane Group Building Services Ltd

31/03/2018

34,592,690

46,298,721

1,039,587

5,364,554

125

AJ Power Ltd

30/06/2017

34,431,605

35,479,582

2,652,874

11,240,430

126

Western Building Systems (Hld) Ltd

30/04/2018

34,351,211

37,560,051

4,553,091

26,551,803

127

The Mount Charles Group Ltd

28/09/2017

33,952,958

29,538,473

543,125

6,870,689

128

Praxis Care

31/03/2018

33,736,576

31,375,483

1,677,303

12,691,111

129

Kilwaughter Holdings Ltd

30/04/2018

33,654,788

32,513,711

7,743,992

28,782,721

130

Marcon Fit-Out Ltd

31/03/2018

33,522,612

26,157,226

3,134,854

4,614,815

131

LW Surphlis & Son Ltd

30/06/2018

33,364,946

31,359,825

54,217

2,446,519

132

Hannon Transport Ltd

31/01/2018

33,173,276

27,386,129

511,070

3,018,485

133

Forestwood Agencies Ltd

31/03/2018

32,976,032

25,930,678

1,081,647

4,350,184

134

Edwin May Ltd

30/09/2017

32,661,931

30,756,475

173,053

1,799,243

Data provided by Dun & Bradstreet T: 0800 001 234

APRIL 2019

135-167 Account date

Turnover for latest year

Previous turnover

Pre-tax profit

Rank

Company name

Net worth

135

Adston (UK) Ltd

31/12/2017

32,463,238

17,230,862

1,473,023

1,935,014

136

Breezemount Services Ltd

30/09/2017

32,449,740

7,931,198

390,334

375,461

137

Quinn Building Products Ltd

31/12/2017

32,107,000

27,026,000

-6,448,000

28,366,000

138

The Baird Group Ltd

31/12/2017

32,036,626

30,954,606

838,415

10,456,070

139

Multi Packaging Solutions Belfast Ltd

30/09/2017

31,818,204

22,184,327

9,866,982

71,981,211

140

TG Eakin Ltd

31/03/2018

31,803,150

31,129,219

16,078,387

27,898,514

141

Springvale Eps Ltd

30/06/2017

31,700,453

25,512,619

5,517,472

9,166,630

142

Component Distributors Group Ltd

31/12/2017

31,654,955

30,913,801

551,161

4,438,361

143

The Old Bushmills Distillery Company Ltd

31/12/2017

31,610,000

27,834,000

6,904,000

160,582,000

144

Harvey Group Plc

31/08/2017

31,400,959

32,202,608

483,672

5,325,953

145

Wright En-Drive Ltd

31/12/2017

31,257,628

57,339,391

-3,263,571

3,792,547

146

John Woods (Lisglyn) Ltd

31/07/2017

31,098,112

29,995,455

707,003

11,524,237

147

Concentrix Europe Ltd

30/11/2017

30,765,000

24,352,000

3,868,000

16,441,000

148

Radius Plastics Ltd

30/12/2017

30,649,000

24,242,000

1,471,000

8,350,000

149

O'Reilly's Wholesale Ltd

30/09/2017

30,587,738

17,960,190

-39,172

1,523,523

150

Budget Energy Ltd

30/06/2017

30,561,189

32,772,462

862,755

6,252,168

151

Wilsons of Rathkenny Ltd

31/12/2017

30,480,275

31,719,488

318,428

8,194,345

152

Novosco Group Ltd

31/12/2017

30,473,820

2,533,259

8,581,649

153

Moyle Interconnector Ltd

31/03/2018

30,363,000

29,297,000

7,227,000

95,329,000

154

Kilwaughter Minerals Ltd

30/04/2018

30,070,183

28,880,150

7,681,120

28,773,197

155

PRM Group Ltd

31/12/2017

29,990,195

27,490,029

392,708

5,664,628

156

Bryson Charitable Group

31/03/2018

29,804,910

25,423,357

-25,595

11,434,988

157

Michael Nugent Ltd

30/09/2017

29,660,501

809,412

2,270,360

158

Hughes Family Holdings Ltd

31/12/2017

29,650,685

27,754,965

530,141

5,782,642

159

Camlin Ltd

31/12/2017

29,516,249

25,072,753

600,270

11,282,848

160

WD Irwin & Sons Ltd

02/04/2017

29,427,614

29,847,780

-186,126

783,369

161

UTV Ltd

31/12/2017

29,338,000

32,955,000

6,810,000

22,591,000

162

Oakwood Door Designs Ltd

30/04/2018

29,312,915

22,731,529

3,533,672

8,888,033

163

Bsg Civil Engineering Ltd

31/12/2017

29,303,893

30,502,310

2,903,809

34,754,395

164

Willowbrook Foods Ltd

31/01/2018

29,239,010

24,314,309

792,952

4,984,422

165

Premier Cement Ltd

31/12/2017

29,110,207

29,782,128

-665,316

21,569,014

166

Powerteam Electrical Services (UK) Ltd

31/12/2017

29,061,000

26,365,000

670,000

10,624,000

167

Heartsine Technologies Ltd

31/12/2017

28,849,471

16,536,937

7,706,741

13,391,886

Data provided by Dun & Bradstreet T: 0800 001 234

168-200 Account date

Turnover for latest year

Previous turnover

Pre-tax profit

Rank

Company name

Net worth

168

Tracey Brothers Ltd

31/03/2018

28,827,304

29,154,138

1,717,658

13,123,449

169

Industrial Temps Ltd

30/04/2018

28,682,917

22,308,904

1,153,839

9,471,500

170

Mulgrew Haulage Ltd

31/03/2018

28,405,800

23,409,699

759,282

4,332,378

171

Ulster Independent Clinic Ltd

30/04/2018

28,153,174

26,980,785

690,688

35,634,532

172

Woodvale Construction Company Ltd

30/06/2017

28,102,680

31,350,860

303,529

3,831,288

173

John Mackle (Moy) Ltd

31/12/2017

28,006,183

26,238,845

877,001

6,301,648

174

Calor Gas Northern Ireland Ltd

31/12/2017

28,004,000

26,413,000

4,005,000

6,265,000

175

Respond Healthcare Ltd

31/03/2018

27,995,009

26,627,306

2,126,903

21,620,267

176

North West Bookmakers Ltd

31/12/2017

27,977,000

25,698,968

-15,965,000

-30,870,000

177

Fox Contracts Ltd

31/10/2017

27,960,872

16,760,713

1,421,004

6,587,047

178

P.A. McKeever Ltd

31/07/2017

27,912,434

25,481,596

632,144

2,808,457

179

Ba Kitchen Components Ltd

31/03/2018

27,839,225

29,304,117

5,707,074

13,114,925

180

Kilkeel Seafoods Ltd

31/12/2017

27,777,969

20,984,308

262,736

5,281,446

181

A.&F.A Dundee Ltd

31/08/2017

27,743,549

27,500,192

2,861,652

19,812,337

182

Applegreen Service Areas NI Ltd

31/12/2017

27,599,000

19,110,000

290,000

439,000

183

Magowan Tyres (NI) Ltd

30/09/2017

27,312,506

24,420,525

2,302,832

9,402,442

184

Goldenfry Ltd

31/12/2017

27,259,825

24,126,523

2,136,294

14,628,701

185

Robert Capper Holdings Ltd

30/06/2018

27,206,541

21,368,599

515,569

9,764,667

186

Beverage Plastics Ltd

31/12/2017

26,948,584

26,538,012

-163,145

14,903,067

187

Pat Kirk Ltd

31/12/2017

26,944,618

24,079,238

991,589

4,716,234

188

Fleet Financial Ltd

31/12/2017

26,836,000

30,422,000

966,000

6,017,000

189

Westbank Business Park Ltd

31/08/2017

26,826,612

27,406,557

2,158,657

14,206,340

190

Regen Waste Ltd

31/12/2017

26,752,966

23,109,109

3,823,233

11,789,921

191

Mmd Communications (Holdings) Ltd

31/01/2018

26,684,795

18,196,735

557,316

8,897,707

192

Turkington Holdco (NI) Ltd

30/12/2017

26,622,323

16,130,594

817,482

11,829,938

193

Germinal Holdings Ltd

30/06/2017

26,364,761

23,741,979

2,764,981

31,768,813

194

Tesab Engineering Ltd

30/04/2018

26,247,162

20,894,896

1,776,179

7,820,121

195

MMD Communications Ltd

31/01/2018

26,215,850

17,927,548

2,341,574

5,673,534

196

Dixons Contractors Ltd

31/03/2018

26,209,194

26,483,638

-480,441

1,017,554

197

Dsp Supermarkets Ltd

31/03/2018

26,124,988

23,063,408

253,065

1,157,625

198

Patmond Energy Ltd

30/06/2017

26,046,636

19,604,844

2,093,420

9,997,512

199

Alpha Marketing Plc

31/12/2017

26,041,147

21,113,916

848,615

1,456,094

200

Interactive (Ireland) Ltd

31/12/2017

26,012,137

23,954,289

1,543,496

7,175,391

Data provided by Dun & Bradstreet T: 0800 001 234

APRIL 2019

NEXT 200

Next 200 firms see 8.5% sales boost The Ulster Business Next 200 is a snapshot of Northern Ireland’s small and mediumsized businesses. John Lavery of Grant Thornton crunches the numbers and picks out some of the top facts and figures

lster Business has again partnered with Dun & Bradstreet to provide an insight into the leading companies in Northern Ireland and their contribution to the economy.

The Next 200 profiles those firms who sit outside the Ulster Business Top 100, and showcases the key role small and mediumsized companies play in the Northern Ireland economy. These 200 firms play a vital role in the economy and the list includes growing firms from across Northern Ireland who will likely sit in the Top 100 list at some stage. All companies included in the list are based in Northern Ireland and data is based on the most recent publicly filed accounts at Companies House, compiled by Dun & Bradstreet. The list provides a snapshot of the 200 firms ranked by turnover.

Dun & Bradstreet Dun & Bradstreet enables companies around the world to improve their business performance. The global leader in commercial data and analytics, Dun & Bradstreet empowers customers to accelerate revenue, lower cost, manage risk, and transform their businesses. Since 1841, companies of every size have relied on Dun & Bradstreet to help them manage risk and unlock growth.

Turnover growth continues with a total recorded turnover of £8.3bn across the 200 – this cohort of companies has increased its turnover by 8.5% year-on-year. Turnover growth was evenly spread across the cohort with more than 80% of companies in the table reporting growth. Close to half the list recorded double-digit percentage turnover growth. These are positive trends given modest economic growth levels and uncertainties caused by Brexit, global trade ‘wars’ and the lack of an Executive here in Northern Ireland. This group of 200 firms is a dynamic cohort when looking at the broader economy. Their turnover growth is in stark contrast to the figures from the Annual Business Inquiry which estimates aggregate turnover for the whole NI non-financial business sector. The Annual Business Inquiry reported a decrease in turnover of 1.7% across the Northern Ireland. Profits and equity The reality of profitability paints a positive picture. Profits after tax across the 200 were close to £500m. Nine out of 10 companies in the group reported a profit, with the average profit margin at 6% of turnover. Over a fifth of the Next 200 realised a profit of over 10%. Healthy profits combined with growing turnover indicates a vibrant group of firms.

The combined net worth of the Next 200 is £2.9bn, marginally higher than the 2018 total. Employment With an estimated 26,190 people employed across the 200 companies, they play a significant role in providing employment locally, contributing around 3% of all jobs in Northern Ireland, as measured by the Labour Force Survey (February 2019). Average employment across the 200 firms was 131 staff. A diverse grouping The Next 200 is a diverse grouping with companies from a range of sectors and with varying employment numbers and turnover levels represented. The largest sectors by some margin are wholesale and retail trade, accounting for £2.7bn of the Next 200’s turnover and manufacturing companies in the list generating £2.1bn turnover. Combined, these two sectors account for close to 60% of the list’s turnover. Real estate, renting and business activities (17%) Construction (9%) transport and storage (6%) round out the top five sectors in the list. The largest employer on the list, Mount Charles Group, boasts almost 1,500 staff, close to 6% of total employment across the 200. Other significant employers include

NEXT 200

Concentrix (1,200), Decora Blinds (800) and Liberty IT (500). Turnover levels across the 200 firms ranges from £72m to £26m, averaging £41m. In terms of location the 200 companies are spread across 30 different locations in Northern Ireland. The largest concentration of firms is in Belfast, 29%, with 11% in the Mid Ulster (Dungannon/Cookstown) area and 10% located in Craigavon. This diversity is an important trait as it highlights growth coming from a range of industries and from companies based across Northern Ireland, with companies based in every county and in the majority of major towns. ■ The information was gathered in February 2019 and is based on the latest publicly available information at the time of writing.

APRIL 2019

NEXT 200 SPONSOR COMMENT

Openreach Superfast Fibre boosting NI business Openreach is sponsor of the Ulster Business Next 200 list. Mairead Meyer, managing director of Openreach in Northern Ireland, takes a look at the group’s ambitious plans

t Openreach, our engineers build and maintain the copper and ﬁbre lines that run from telephone exchanges to local homes and businesses. Most communications providers operating in NI use this open access network to connect their customers to phone, broadband, data and television services. Our ambition is to drive NI’s digital future, and we’re committed to building the infrastructure the region needs to stay at the forefront of broadband innovation and to compete in the global digital economy. The Openreach team, which is 750 people strong, continually focuses on providing better, broader and faster connectivity and maintaining our excellent record of serving customers.

“We are continuing to invest in the roll out of next generation ﬁbre technologies and Superfast Fibre Broadband coverage in NI is now at more than 88%. We’re also on track to reach our target of building 25% of homes and businesses with Ultrafast Broadband, bringing ﬁbre all the way to people’s front

doors, by the end of 2019. “Through our Fibre First programme, Openreach is committed to providing customers with the digital connectivity they need and deserve. In fact, in late 2018, we announced that Belfast was the first city in NI to benefit from Openreach’s fibre-to-thepremises (FTTP) roll out, where fibre optic cables are laid from the exchange direct to people’s front doors. “We know that this news is a boost for the city’s already thriving digital sector. Those working from home will also benefit as the technology is made available to tens of thousands of homes and businesses in the area, providing more reliable and resilient connections. “In Belfast, the Crumlin, Falls, Shankill, Shore, Malone, Ormeau, Lisburn and the Upper Newtownards Road areas will be the first of the city to be connected. The fibre connections will provide speeds of up to 1Gbps, more than 20 times faster than the current UK average

of 46Mbps, helping to ensure that Belfast can lead the way in digital innovation for decades to come. “FTTP connections provide even greater capacity for multiple devices and datahungry services, from high-speed uploads and data sharing to ‘smart home’ devices and applications using virtual reality. The technology can also be a catalyst for greater productivity and improving the way businesses work, enabling SMEs to explore and compete in global markets, use more effective technology, systems and processes, as well as operate more efficiently thanks to improved reliability. “Belfast joins a dozen other locations across the UK that make up the first phase of Openreach’s multi-million-pound fibre investment. Our current target – announced in February 2018 – is to reach three million front doors with FTTP by the end of 2020. But we want to do more, with an ambition to reach million premises by the mid-2020s, and ultimately the majority of the UK.” ■

Tony Convery

NEXT 200

24 CDE Global F

or the last 25 years, Co Tyroneheadquartered CDE Global has designed and installed almost 2,000 turnkey wet processing solutions across the world.

solutions with its customers for over 25 years to deliver collaborative, imaginative and unique processing systems. Its primary markets are the construction, mining, industrial sands and construction and demolition waste industries.

The business, based in Cookstown and headed by founder Tony Convery, has seen its turnover soar to just shy of £62m – rising by more than £8m in the space of just 12 months. And pretax profits at the firm are up to £6.8m. In the last two years, CDE has increased its annual international sales by 38%, with those sales making up three-quarters of overall sales in the year since its latest accounts were filed.

CDE Global chairman and company founder, Tony Convery told Ulster Business: “CDE Global has cemented its position as a world-leading wet processing equipment manufacturer.

The growth led to the company recently being listed in the Sunday Times HSBC International Track 200, a league table ranking the UK’s mid-market private companies with the fastestgrowing international sales. CDE Global is one of only three companies headquartered in Northern Ireland listed on the league table in 2019. Working across ﬁve sectors and eight regions, CDE Global has been co-creating bespoke

“Leveraging the latest technologies and supported by the very best forward-thinking engineers, we continue to revolutionise the construction, mining, industrial sands and construction and demolition waste industries. We are at the forefront of the global market engineering future-ready and connected plants that boost productivity and output for our customers. “CDE has global reach and impact, but we’re a local company and committed to our operations in Northern Ireland, evidenced by the recent opening of our new Centre of Excellence in Cookstown and the launch of our talent camp to engage and inspire our future

engineers. We’re pleased to feature alongside other Northern Ireland-based companies and innovators who continue to mould their industries internationally.” Some of its latest milestones include the completion of a multi-million-pound iron ore processing solution for mining giant SIMEC in Australia, a construction and demolition waste project in New York as well as a multimillion-pound scheme in Hawaii to produce washed sand and aggregates for use in the construction industry. The business has also been named as one of the island of Ireland’s best managed companies in the Deloitte Best Managed Companies Awards programme, collecting the accolade for the 11th consecutive year. In February this year the company ofﬁcially opened its new global headquarters in Cookstown.The new facility is the world’s largest campus dedicated to the wet processing of materials in the sand and aggregates, mining, construction and demolition waste recycling, industrial sands and environmental sectors. ■

56 RiverRidge

iverRidge bought Coleraine Skip Hire and Recycling in 2011 when most of waste sector was working under traditional practices. At that time, waste was being landfilled and waste treatment of local authority household waste was virtually non-existent. Fast forward to 2019, and Northern Ireland’s waste landscape has changed dramatically, with RiverRidge leading from the front and engaging with the public and private sectors alike and changing the mindset of how waste should be treated as a resource.

It made the 56 spot in this year’s Ulster Business Next 200 list, with turnover of £49.9m. That’s up almost a third in just 12 months, with previous figures sitting at £34.5m. The firm’s chief executive, Brett Ross, told Ulster Business: “RiverRidge has grown exponentially over the last eight years and now operates across most of Northern Ireland. The company has always had a clear objective of

APRIL 2019

avoiding waste to landfill, reducing the cost to customer and ensuring a reliable service. “This we have done by focusing on innovative treatment processes and technology. The first large scale ‘energy from waste’ facility, Full Circle Generation, also truly gives Northern Ireland the opportunity to have a circular approach to waste.” By 2016, RiverRidge had purchased three strategically located facilities to significantly increase its customer base and production levels. It has three material recycling facilities in Portadown, Maydown and Coleraine. In addition to segregation and recycling, a new approach to waste was adopted where waste could be converted into fuel and exported to ‘waste to energy’ facilities. These were the first steps towards a meaningful diversion from landfill. Next came the firm’s first large scale waste to

NEXT 200

energy operation in Northern Ireland, Full Circle Generation – a major gasification project, privately funded and in the heart of Belfast. It has been combusting waste since July 2018, and timing could not have been anymore fortuitous with Brexit knocking on the door. In order to support RiverRidge’s growth strategy, the company introduced the BGF as a shareholder in 2016. The firm says that “at the heart of RiverRidge has always been a focus on innovative treatment processes of waste to avoid landfill and reduce the cost to their customers”. “This is borne out in their bespoke build, with a Dutch company, of a fluidised bed refuse derived fuel drier, allowing RiverRidge to take a wet heavily contaminated waste stream and convert it into a consistent high-grade cement kiln fuel,” the company says. ■

Veronica Dowds, John Francis Dowds, Bernie Dowds and Hector Dowds

NEXT 200

106 Dowds Group M

arking more than 40 years in business, the burgeoning Dowds Group business is still very much in the family. Trading as Dowds Group, JF & H Dowds Ltd, the firm is a mechanical, electrical and specialist contractor, which has its main office in Ballymoney, Co Antrim, with additional offices in Belfast and London. Dowds Group employs a team of more than 160 employees, with plans for further expansion. In the last 12 months, it has seen its turnover rising by almost 12% to £36.8m during the latest set of accounts. First founded in 1978 by two brothers, John Francis Dowds and Hector Dowds, the firm has been providing clients with reliable solutions to complex mechanical and electrical contracting challenges. “Every person that works for Dowds Group is a vital part of the great success that our business has become over the last 40 years,”

managing director James Dowds told Ulster Business. It specialises in commercial and industrial facilities such as Finnebrogue, but also works in healthcare and education taking on projects such as the development of the new Omagh Hospital as well as the radiotherapy unit at Altnagelvin Hospital. Dowds Group also has a presence throughout the education and healthcare sectors within the UK, assisting in projects such as PPI Cancer Treatment Centre in Reading, Northwood Secondary School and the Harris Academy Projects. In 2018, the Dowds Group reached the company’s 40th year in business and, to celebrate this milestone, the team aimed to raise £40,000 to distribute across four different charities – including the Electrical Industries Charity, Macmillan Cancer Support, AWARE NI and The Boom Foundation, each with a meaningful decision behind why they were chosen.

Following a series of events, it topped off the anniversary with a gala dinner at Galgorm Resort & Spa. “We were overwhelmed by the generosity that everyone has shown in backing our 40 for Forty campaign. So, to our own staff, the local communities we work in and to the wider construction industry, we want to say a huge thank you for everyone’s support,” James Dowds said. “As well as raising money for these four important charities, this year has been an opportunity to look back and recognise the hard work and dedication of all our employees, past and present, over the last 40 years and we are all looking forward to a successful future.” “Knowing that the money we raised will be used in such worthwhile ways, we have decided to organise a legacy event each year. We have already initiated discussions on our 2019 event and more details will follow soon.” ■

Pictured at the ofﬁcial opening of the clinic’s new outpatient facilities is Rory McIlroy along with Dr Kieran Fitzpatrick, Dr Malcolm Crone and Diane Graham

NEXT 200

171 Ulster

Independent Clinic

he Ulster Independent Clinic’s history goes back almost 40 years. The private healthcare business, based in Stranmillis in south Belfast, offers access to more 200 consultants with practising privileges across a wide range of specialities. The clinic is a “non-proﬁt distributing charitable company, with any surplus funds being re-invested into the development of facilities and equipment to ensure the highest level of clinical care and medical excellence across the hospital”. In its latest results ﬁled to Companies House, it posted total income of more than £28.1m. That was up from just under £27m a year earlier. Governed by a voluntary board of directors, the clinic employs approximately 350 staff and offers private appointments to patients six days a week. Facilities include a purpose-built surgical complex with six theatres and over 60 private en-suite rooms.

APRIL 2019

At the end of last year it ofﬁcially opened its new outpatient facilities following an ambitious £8.2m expansion programme.

and technology available in modern and comfortable surroundings which will all be to the beneﬁt of our patients.

“The investment included the construction of a new three-storey extension to the existing main hospital site, the upgrade of the adjacent x-ray department facilities, the addition of a new physiotherapy department and endoscopy suite, ensuring the clinic can continue to offer the best patient care possible,” it says.

“We are committed to offering the quality private healthcare that we would all wish for ourselves or our family members in a comfortable, professional and reassuring environment.”

Dr Kieran Fitzpatrick, chairman of the clinic, said the “expansion is aligned with our aim to provide an unrivalled level of care for our patients”.

Some of the equipment at the clinic includes mammography tomosynthesis and a Philips IQon CT scanner with spectral imaging, which offers “faster and safer diagnostic screening”.

“As the leading private healthcare provider in Northern Ireland and as a registered charity here, we are committed to investing any surplus funds into the continual development of the hospital.

DEXA scanning is now offered with the installation of a new machine in February 2019. The clinic also provides comprehensive cardiac imaging and diagnostic services. Tests include electrocardiogram (ECG), echocardiogram, exercise stress testing and ambulatory monitoring for adult and paediatric patients.

“Ongoing investment means that we can offer the most advanced facilities

The hospital is registered with the Regulation and Quality Improvement Authority (RQIA). ■

FINANCE

Close Brothers working to understand business needs

lose Brothers Commercial Finance is a leading provider of asset finance, invoice finance and asset based lending in Ireland, and its local funding experts will take time to understand your business and help you to realise your goals.

It offers a range of specialist products which provide a sustainable option for SMEs. From refinancing equipment to giving you instant access to cash tied-up in outstanding customer invoices, and can improve your access to working capital without interrupting workflow. The company will work with you to tailor your finance plan, taking metrics such as your income patterns, turnover and management capabilities into account.

For many larger businesses, our asset based lending solution is the best fit. Asset based lending (ABL) blends invoice finance with funds released against assets such as property, plant and machinery and stock. The firm can also augment this offering with cash flow loans for companies with a history of strong cash generation and positive forecasts. This type of funding typically offers higher levels of finance than many other products and is commonly used for facilitating strategic plans such as a complete refinancing, an acquisition or merger. It can also provide additional working capital as required to help support growth. By securing your borrowing against existing business assets, you can ensure that your finances are manageable. All of our solutions

Paul Stephens, head of corporate and asset based lending Ciaran McAreavey, managing director, and Adrian Madden, head of sales in Ireland

are designed to support you over the longterm, being both financially maintainable and flexible enough to adapt with your commercial needs. Find out more about Close Brothersâ&#x20AC;&#x2122; finance options at www.closecommercialfinance.ie

SME & family business MARCH 2019

SME & FAMILY BUSINESS

It may be the big ﬁrms which often make the headlines, but John Mulgrew looks at the SMEs, and some of which have grown considerably bigger, many multigenerational, and help prop up our economy

Family business:

ust taking a quick scan through the Ulster Business Next 200 list, it’s quite clear just how crucial many of the companies are to Northern Ireland and its prosperity.

in turnover in the last year include builders merchants Haldane Fisher. The company has witnessed turnover rising almost 20%, to £70.7m for the year ending 2017.

While some of those are ultimately owned by larger, international parent ﬁrms, the majority of those ﬁrms with turnovers between £20m and £72m are still Northern Ireland-based companies, employing thousands of people across the region.

Elsewhere, Fermanagh ﬁrm Ready Egg Products saw its turnover rising by £22m to £64m. The egg processing business includes big names such as Marks and Spencer and McDonald’s among its customers.

Some of those which have witnessed a surge

Frylite, which started life when Eamon McCay

SME & FAMILY BUSINESS

the backbone of our economy opened a cooking oil business at a small Strabane premises, has seen its turnover increase to £40m, with pre-tax profits sitting at £1.5m. He’s now grown Frylite from a small family operation to an Ireland-wide firm with more than 240 staff. And helping highlight the firms which are still based in Northern Ireland and retain ownership here, accountancy firm Harbinson Mulholland hosted its inaugural HM Homegrown event in Belfast. Showcasing the top 50 SMEs here, it

highlighted that Northern Ireland boasts more homegrown businesses per head of population than Wales, Scotland and all regions across the north of England.

proﬁt in their last reporting year on a turnover of £1.6bn, while almost £170m in wages and salaries was paid out to 5,700 employees. 32 out of the 50 businesses are family-controlled.

And almost 75% of them operate in just three sectors – manufacturing, construction and wholesale/retail.

Professor Mark Durkin, executive dean of Ulster University Business School, which carried out the research, says the economic impact of the 50 companies “is considerable generating as they do £1.5bn in revenues and wages of almost £200m”.

Of the list, 21 are based in Co Antrim, 10 in Co Down, nine in Co Tyrone, eight in Armagh and one each in Co Londonderry and Fermanagh. The ﬁrms earned just over £100m in operating

“These companies act as key enablers of Northern Ireland’s entrepreneurial >

Some of Northern Ireland’s small and medium-sized businesses at the Harbinson Mulholland event

APRIL 2019

SME & FAMILY BUSINESS

John, Geoffrey and Martin Agnew with Tobias Wasmuht, second from right

ecosystem, an ecosystem that Ulster University Business School is proud to be part of. The results of this research demonstrate that just because businesses are local in origin does not imply, they are not global in ambition; that because they are from traditional sectors does not mean they are not modern in outlook. Indeed, local homegrown businesses have a sense of place and origin that can really create competitive advantage.

“The Top 50 list underlines the vibrancy of this group of companies and the spending power they give to local communities through employment.

“Northern Ireland has demonstrated its ability to sell its agri-food, manufacturing and construction products and services overseas, but internationally successful companies tend not to emerge in isolation.

There’s also a raft of multi-generational businesses here, which have kept both ownership and control

“Domestic competition drives innovation, efficiency and productivity improvements, which in turn develop businesses which can take on any competitor across the world. As a result, there is merit in Government identifying the most appropriate ways to support the continued growth of successful clusters to help power the economy into the future.” And Darren McDowell, senior partner of Harbinson Mullholland said that homegrown businesses were the backbone of the practice’s client base.

“Attention is often focused on other sectors, but this research demonstrates the continued importance of traditional businesses and industries to the local economy and the extent to which they can be successful.”

One of those is food giant Henderson. It’s now in its fourth generation of the Agnew family, and is undergoing further expansion at its Mallusk headquarters. But while it’s very much a family affair, the company is now the sixth largest Northern Ireland business, according to last year’s Ulster Business Top 100 – with turnover of £759m. Martin Agnew told Ulster Business: “It’s important for us as a family to continue to run our business with the same values on which Henderson Group was established by my great-grandfather, John Henderson. We’re also proud that we have built a sustainable business

which continues to proactively develop and expand, and provides employment for over 3,400 people in Northern Ireland.” More than 120 years ago, John Henderson set up a stall selling butter, eggs and cheese – he was a well-known figure and frequently was a judge of cheese and butter at the annual Balmoral Show. That subsequently progressed into a stall at St George’s Market in Belfast, and then in 1923, the business was incorporated as a limited company. In 1929, William Agnew married John Henderson’s daughter, and in 1940 William joined the company as a salesman, taking a controlling interest when John Henderson retired three years later. A few years later in 1947 John Henderson, founder of the company died at the age of 82. Now, the company owns a range of brands – notably SPAR and Vivo – and has spent millions in the last few years expanding its operations. Operating out of its head office in Mallusk, it employs 3,387 people across Northern Ireland. ■

SME & FAMILY BUSINESS

Who are Yellowcom’s best customers?

Michael Edwards, sales manager with Will Gibson, customer relationship manager

eing both available and reachable for customers is critical for all businesses, big and small. At Yellowcom we pride ourselves on ensuring we are responsive as we can be to meet our customer’s needs.

customer relationship managers who visit all our customers to establish what we can do to improve our service. When you treat all your customers like they are your best customers, they will become your best customers.

We operate in a very competitive market where customers are looking for suppliers that are attentive and deliver the best service. Customers are more informed, more vocal, and more willing to share their experiences with other businesses.

To keep these valuable customers and turn them into repeat customers, it is vital to have fantastic customer service. People want to feel that their money is going to a company that values their business.

At Yellowcom we respond to all customer enquiries within four hours, if it’s something that will result in disruption we will respond within the hour. If a customer must wait all day just for a simple email response, they might be more willing to take their business elsewhere.

A Forrester study discovered that 71% of customers say valuing their time is the most important thing a company can do to provide excellent customer service. So, Yellowcom is continually working to improve our response times.

You should always be focusing on building excellent rapport with your clients, and one of the building blocks to a positive relationship is to be mindful of your customers’ issues and questions that’s where customer responsiveness becomes essential.

Here is our approach to ensure we deliver for our customers: 1. Focus on doing things right the first time 2. Make a system (and use it) 3. Continually looking for customer feedback including through social channels 4. Leverage technology 5. Proactive engagement

We have taken it a step further by investing in

APRIL 2019

Wirefox We switched our mobile and landlines to Yellowcom because they offered the best commercial proposition reducing our costs, which has enabled us to invest more in other areas of our business. Since we started working with Yellowcom, we have found the level of support they have provided to be excellent. Their hard work, knowledge and enthusiasm for telecommunications and customer service shine through each of their employees. Any query we have had has been dealt with promptly and efficiently. We believe Yellowcom cares for our business with quarterly visits from our dedicated account manager to review our monthly bills and give advice on how costs can be reduced. 5 star service.

Customers want to give their money to a company who values them. They want to make relationships with those they spend their money with, and at Yellowcom we have found that improved customer responsiveness is the fast track to happy, repeat customers. ■

RECRUITMENT

A local business with a global footprint

We look at how 4c Executive has grown its export business to the far corners of the world in partnership with some of Northern Ireland’s most progressive companies

xport is a true differentiator – difficult to start, demanding to maintain, even harder to grow, and pits the services of the exporter against the best the rest of the world has to offer. Those organisations which manage it successfully need to be in the top percentile of expertise in their sector and able to compete. 4c Executive, a business which is well known for its success as the only true executive search firm in Northern Ireland, but which is perhaps less well known for its track record of exporting. Now celebrating over five years of growth, 4c has evolved in that time in partnership with its clients and the Northern Ireland economy, exporting its services to the far corners of the globe.

“We are exporters in every sense of the word,” managing director of 4c Executive, Gordon Carson says. “Our researchers are truly global and embedded in key markets around the world – whether that be China, Germany, the US or Spain, to name a few that we have successfully operated in over recent months. “Our research network speak the language of the market we are searching in to, understand the culture and, crucially, know the local business world,” Gordon, who himself has over 25 years’ senior-level experience in local and international manufacturing and services sectors, said. “It is the only way we can make sure we find the right candidates to fill our client’s brief and make sure we exceed expectations on each and every assignment.” It has obviously paid off because 4c’s export business has grown substantially.

Only recently 4c filled a senior executive role in Shanghai for a Northern Ireland company, who are developing operations in the Chinese city. Global understanding Why, you might ask, did this business retain 4c and not use a Shanghai-based executive search company? “Firstly, we have delivered successfully for this business on a number of occasions, so they have fully established this level of trust with us. Secondly, we understand their culture, their people and we know their strategy inside out. “Because of that we can find the right candidate, one who doesn’t just tick the boxes on paper but who can become a vital part of the organisation. Although they’re working remotely, they need to understand the traits of the company’s culture otherwise it’s not going to work.” The success in delivering this Shanghai post shines a light on how important this methodical approach really is.

Regions that 4c has operated in

4c Executive’s researchers, who speak both Cantonese and Mandarin, had a short timescale within which to work, but quickly found the key individuals in the local industry. They are fully aware of local traits in the region, such as the Chinese New Year during which the search process was taking place, and are equipped to deal with nuances including the fact Google is not available in China.

RECRUITMENT

The 4c team

The same approach was employed for a recent search assignment in Germany. 4c worked alongside their assigned researcher, who has spent the last 15 years working in the region, speaks fluent German and is immersed in the German corporate world. Again, the same can be said for recent successful searches carried out in Amsterdam, Atlanta, Spain and Portugal. “We have carried out successful searches all over the world and expect this side of our business to grow further in the future. 4c Executive is incredibly proud of our client base and as each of these businesses grow and expand their reach, we continue to partner with them on that journey. “Our strapline is ‘Local Knowledge, Global Reach’ for a reason. Our exporting ability and our true search process makes us unique.” Steady growth, and growing Certainly, it is paying off with the firm able to report year-on-year growth since opening its doors in October 2013. “As well as our growing export business, the home market has been getting more and more busy, despite the current economic turmoil. We anticipate further growth ahead and will be growing the 4c team to meet that demand.”

APRIL 2019

One aspect of the business which has been reflective of the Northern Ireland economy is 4c’s work with inward investors, particularly with US companies setting up bases in Northern Ireland, who are looking to for local senior leadership. “They’re undoubtedly impressed by the standard of candidates which we bring to them here in Northern Ireland” Gordon said. “That can-do attitude and strong skills base is what keeps inward investors coming here and the reason why those already here continue to expand.” Adding value “Throughout the vast majority of our search assignments, we proactively identify those within the expat market who may be keen to return home, alongside a global niche talent pool for particular growth sectors.” The added value services which 4c Executive can provide are also proving popular. These services include assistance with the onboarding process for senior executives to ensure they hit the ground running and make an early impact on the business; coaching; mentoring; team building and skills enhancement In addition, 4c provide boardroom services to help senior executives find, and benefit

Some of the global roles which 4c Executive has recently filled ■ Head of commercial planning in Amsterdam ■ Senior executive in Germany ■ Vice-president of sales in Atlanta, US ■ Senior executive in Shanghai ■ A number of roles across GB and Republic of Ireland

from, non-executive director and chairman appointments. Meanwhile, Gordon said there is also a growing demand for shorter-term interim appointments. “That includes interim roles which are driven by the requirement for specialist skills to bridge the gap between one senior executive leaving and a replacement starting. For those types of roles we look for high calibre individuals who have been there and done just that.” All in all, it has been a busy few years for 4c Executive and with the growth of export demand and other divisions of the business, further expansion is on the cards over the next five years – not just locally, but throughout the world. It really is ‘Local Knowledge, Global Reach’. ■

SME & FAMILY BUSINESS

Protecting business with a safety net By Stuart Cranston, principal, Vantage Health & Life

n today’s uncertain and often cutthroat world it is important to protect a business with a safety net as it represents not only the livelihood of you and your family, but also that of your employees and stakeholders. Even though it’s widely used throughout the business world, not everyone has a thorough understanding of what shareholder protection insurance is, how it works and what the benefits are. Shareholder protection insurance is designed to ensure that the aftermath of a shareholder’s death is a smooth and stress free as possible. It involves writing up a series of legal agreements that set out how shares are to be managed if a stakeholder passes away. Either the fellow shareholders or the company as a whole takes out insurance policies on the lives of each shareholder. Should a shareholder die, policy pay-outs can be used to purchase the shares of the deceased holder.

Should a shareholder die, it is almost guaranteed to shake up operations and seriously jeopardise the strength and unity of a business. By taking out shareholder protection insurance, shareholders enjoy the total peace of mind that should a fellow investor pass away, surviving shareholders will not have to worry about finding the money to purchase assets. Instead, they will receive pay-out funds that allow them to buy up the deceased’s shares quickly and efficiently. This means business can return to normal as quickly as possible. Although shareholders generally have an in-depth understanding of how to leverage their assets, inheriting family members often have no idea how to manage a portfolio. Most would rather receive money as this is far more useful to them. Cash payments can also help to relieve the stress that families face when losing a key breadwinner. When taking out shareholder protection insurance, company stakeholders can rest easy that their families

Private Health Insurance Business Protection Insurance

will receive financial compensation in the case of their death. The policies guarantee a fair buy-out price, as well as a quick, easy and stress free process. As well as supporting fellow shareholders and family members in the case of death, shareholder protection insurance can also be used to cover serious illnesses. Given that the right agreements and policies have been put in place, a sick shareholder is able to sell shares to continuing shareholders. Should a shareholder fall ill, the knowledge that they have shareholder protection insurance will be a big weight off their minds. From small scale two-person enterprises to multi-national corporations, shareholder protection insurance is a must have policy for any company. As well as ensuring the stability and longevity of the business, policies also offer the peace of mind that fellow stakeholders and family members will be looked after if the worst happens. ■

Life Cover Income Protection Relevant Life Cover

Critical Illness Cover Loan Protection

Call Stuart on 07533 319877 for more information or email stuart@vantagehl.co.uk Vantage Health and Life is a trading name of Stuart Cranston. An appointed representative of First Complete Limited which is authorised and regulated by the Financial Conduct Authority.

Raj Ramanand, chief executive of Signifyd with Alastair Hamilton of Invest NI

US firm to create 150 jobs in Belfast

US fraud protection company is creating 150 jobs for Belfast as part of its new global research and development centre. Signifyd is currently based at River House in the city centre, and the new jobs are set to add around £5m in salaries. It says the centre will “broaden the company’s European presence and support its global drive to provide innovative e-commerce technology and services for retailers”. Invest NI has offered the company £980,000 towards creating the new roles.

“As we studied different locations to expand our engineering footprint, Belfast stood out for its talent pool and its proximity to better service our European customers,” Signifyd cofounder Raj Ramanand said.

“We’d also like to thank Invest NI for the assistance they provided during this initial assessment. “We are based right here in Belfast’s Cathedral Quarter and look forward to building a world-class team to lead our innovation and help our customers provide the kind of shopping experiences today’s consumers expect.”

Alastair Hamilton, chief executive of Invest NI, said: “The addition of Signifyd to the payment technology sector in Northern Ireland is very welcome. “This investment will contribute nearly £5m in annual salaries to the local economy and add a diverse range of roles, enriching the skills base in Northern Ireland and enhancing the region’s reputation and technology capability.”

£208m Belfast Transport Hub green light

new £208m Belfast Transport Hub has been given the planning go ahead by Stormont, it has been revealed.

Translink’s new proposed development is set to replace the Europa Bus Centre and Great Victoria Street train station complex. Now, the Department for Infrastructure has issued its notice of opinion for the major scheme, and says it should be given the green light. It is estimated the project could support up to 400 jobs during construction. Detailed plans for scheme show sections of the roof of the main hub are designed to reflect some of Belfast’s manufacturing heritage — inspired by linen looms.

The hub will include a public area concourse, 26 bus stands, eight railway platforms along with a new public square.

APRIL 2019

ANALYSIS

Building bridges over troubled waters? Ulster University senior economist Dr Esmond Birnie assesses the business case of whether building a bridge to Scotland might have to stay as a pie in the sky

n recent years a Scandinavian crime drama called The Bridge has gained some popularity on British TV. We have also seen a small scale political drama relating to suggestions that serious consideration be given to building a bridge between Northern Ireland and Scotland. Here is a high level summary of relevant considerations: Where? Probably from either the Larne or North Down areas to Portpatrick, a distance of just over 20 miles. The distance from Ballycastle to the Mull of Kintyre is much shorter but the further road travel time to Glasgow is about three hours. Is it do-able? As a non-engineer I cannot answer that. There are bridges/causeways of about 20 miles in the US and China but the North Channel may be unusual in terms of its depth and roughness of seas.

Cost? One recent estimate is £20bn-plus. As a rough rule, each mile of a “short” suspension bridge costs about £750m but this connection may be unusually difficult. Large infrastructure often has considerable cost over-runs. Improving road (and rail) access to the bridge could easily add another billion. The economic benefits? Perhaps the main one is that with lower transport costs out of Northern Ireland, we would be able to sell more and hence GDP would be higher. Research (admittedly very

dated) suggests that the cost differential between firms located in Northern Ireland and Scotland is two percentage points. Assume the bridge could remove that differential and that half of Northern Ireland sales to Great Britain would travel across the bridge and also assume a one-to-one elasticity from lower costs or prices to sales. All these assumptions are probably optimistic. An increase in Northern Ireland’s GDP of about £100m is indicated. Let’s assume that there would be a similar increase based on trade moving in the opposite direction: a gain to GDP in the rest of the UK. What about reduced travel times for individuals? There are about two million sea passenger journeys between Northern Ireland and Great Britain each year. Let’s assume half would use the bridge and each save two hours valued at £20 per hour. That implies an economic gain of £40m. Recent economic theory has emphasised the advantages of “agglomeration” arising from faster, cheaper transport: bigger and better labour markets and increased networking between firms. The problem here is geography — having crossed the bridge there is still a two-three hour drive to Glasgow or Edinburgh and even longer to north west England. The Oresund Bridge, the one featured in the Scandinavian drama The Bridge, may well have facilitated a lot of agglomeration between Sweden and Denmark but it is significant that Copenhagen and Malmo are only 45 minutes apart.

Benefits relative to cost There could be a cost of at least £20bn spread over perhaps 10 years of building. We can perhaps assume a life of the bridge of 50 years: the Forth Road Bridge gave 53 years of service before being downgraded by the Queensferry Crossing in 2017. It is not clear that the annual economic benefits would reach much above £300m. By implication once the benefits from the more distant future, say the 2060s, are depreciated into today’s money it begins to look unlikely that the economic benefits would approach the costs. Some tentative conclusions It is notable that there have been calls for a consideration to be given as to the feasibility of the bridge. That feasibility should be investigated in detail. The balance of economic benefits and costs does not have to be the sole basis of decision but surely it should be important. Alongside the question of the benefits relative to the costs there is practical matter of how the bridge would be financed. Any suggestion that we could expect much largesse from the EU, Scottish government, Irish government, or the US is probably fanciful. HM Treasury may demand an exercise in burden sharing with Northern Ireland such as a considerable deduction from the Northern Ireland block grant: £300m for 30 years? That would be following the precedent set by the corporation tax reduction proposals. This would be the mother of all city deals. There are, of course, many uncertainties about such

ANALYSIS

a large scale project. New technologies or materials might transform the analysis. Maybe thousands of Scots would switch Spanish holidays for the North Coast. If we really are going for a zero carbon future then that might mean an end to cheap flights. A high speed electric train out of Belfast or Dublin to Paris might be necessary. Any bridge would be a technological marvel and perhaps an object of beauty. So was Concorde. As a Scot who once lived in the shadow of the Forth Bridges I wish the proposal well but there is economic concept of opportunity cost â&#x20AC;&#x201D; all the other things we could have spent the money on. â&#x2013;

APRIL 2019

Talented employees key to driving Almac Group’s vision

s we celebrate our 50th anniversary – and a workforce of 5,000 across the globe – Almac is driving continued growth to realise our vision to advance human health. As an award-winning contract development and manufacturing organisation providing an extensive range of integrated services across the drug development lifecycle to the global pharmaceutical and biotech sectors, the firm is continuing to have a unique culture delivering exceptional solutions. “Our success is testament to the talent, skills and expertise of our dedicated employees, over 3,000 of whom are based at our global headquarters in Craigavon,” says Frances

Weldon, Almac Group STEM outreach manager. “As one of Northern Ireland’s leading businesses in the life sciences sector, we are committed to enhancing STEM (science, technology, engineering and maths) knowledge, skills and understanding among young people to prepare them for careers which help to grow a dynamic and innovative economy that benefits all. Our partnership with W5 is one such example of our long term STEM outreach strategy.

“Partnering to advance human health is more than a strapline – it’s what having a career at Almac is all about- supporting our clients in the development of new medicines and diagnostic tests and helping patients globally. “We continue to seek out exceptional talent to support our continued expansion across the globe and you can be a part of it.” For more information visit www.almacgroup. com/careers

Belfast HMV store to shut after fall-out over rental terms

MV has said it wants to retain a store in Belfast despite the potential closure of its city centre premises. The music chain, which was rescued from administration by Canada’s Sunrise Records earlier this year, is locked in a stalemate over the lease of its Donegall Arcade branch with landlord Sports Direct. As it stands, HMV has said it is closing the three-floor superstore on April 28, with staff erecting posters to inform customers. HMV managing director Neil Taylor said the music chain wanted to remain in Donegall Arcade for as long as possible. HMV has said that should the Donegall Arcade store close, it will seek another premises in the city centre, but with no

premises or alternative lease arrangements in place, it is possible that the music chain will

be absent from the Belfast high street for an indefinite period.

NEWS

NI firm Diaceutics lists on stock market By Margaret Canning

Belfast firm has become the latest in just a handful of Northern Ireland companies to list on the stock market.

Founder Peter Keeling, who lives in Belfast, said the advance fundraising had been more successful than anticipated.

Shares in Diaceutics rose at the opening of the Alternative Investment Market (AIM) as it became the fourth company from here to be listed.

“We thought we would only raise £11m, but investors spoke to us about wanting to make sure we had the best wind behind us, so they encouraged us to draw down extra funds,” he said.

The firm, which has offices in Belfast, Dundalk and Singapore, employing a total of 65 people, said its share rise implied a market capitalisation of £64.5m.

Diaceutics works with pharmaceutical companies to analyse de-identified data drawn from health insurance claims in the US and from clinical labs.

Diaceutics, which analyses data from patient records and insurance details for use in precision medicine, had raised more than £20m in advance of its initial public offering.

It has worked to treat many forms of cancer as well as tuberculosis and hepatitis. The firm’s findings can be used to find gaps in treatments so that future treatments can be targeted more efficiently.

Around 21 institutional investors have signed up to back the company. It provides services to 20 of the 30 largest pharmaceutical companies in the world.

Mr Keeling said the precision medicine sector in which the firm operates was a strong one. “It seems strange to do this within the midst of Brexit, but the success speaks to the strength

APRIL 2019

of Diaceutics, and we are the first AIM initial public offering (IPO) of the year so far. “Other people were wary of bringing forward an IPO, but people told us, ‘Your story is good. Go through the various regulatory and compliance processes and we’ll support you’. “So, it’s huge for Diaceutics and big for us in Northern Ireland as there’s been four listings from Northern Ireland in the recent past.” Mr Keeling said the company was quickly outgrowing its Belfast home at offices in Adelaide Street. And he added he expected future growth would fuel expansion at all its sites. The firm may also list on the Irish Stock Exchange in future and have dual-listing status. Diaceutics has joined two other Northern Ireland firms on the AIM, First Derivatives and Fusion Antibodies. Belfastbased IT firm Kainos is listed on the main stock exchange. ■

RECRUITMENT

Creating a quality job

ur working world is more dynamic than it has ever been, jobs now change regularly. Whether due to a new system implementation or updated business goals that change metrics, job change is ongoing. It is critically important, to make sure that the jobs your team undertake are consistently of a high quality. After all, every employer wants to offer a quality job and everyone wants to see value in their work. First class jobs are more sought after and will attract and retain better talent.

Justin Rush

The CIPD published an interesting report in conjunction with Warwick University, The ‘Job Quality Index’. The focus for their research was to understand and measure ‘quality’ in work and employment. Given that quality is very much a subjective term, you can see the potential difficulty that arises when trying to quantify it. As a result, 6,000 employees across the UK possessing a range of experience were surveyed. Every employer who seeks to offer quality jobs should read and understand this research. I have summarised some of the interesting findings below: Terms of employment Less than 3% of the workforce were engaged in the ‘gig economy’ at this time, 19% were self-employed. This leaves less than 80% of the workforce undertaking direct employment, a trend worth noting. Pay and rewards Some 59% of those surveyed stated that, they would work even if they did not need the money and 44% of those surveyed felt they were being paid appropriately. The increasing availability of salary data should mean that no employer dramatically underpays their staff, however more in tune employers will know that salary is only a part of the reward. Health and well-being An area that has witnessed so much attention

recently, and one which many organisations highlight as a major improvement area for the years ahead. With 44% of those surveyed feeling pressured or exhausted at work, smart employers will be seeking to implement practices to support staff and, as a result, improve productivity. Work-life balance All employers say they advocate worklife balance, but with the average worker undertaking five additional hours per week and 64% wanting to reduce hours, a lot of refinement is still required. Social cohesion, support & voice A very important aspect of job quality. Employees who feel they have a supportive manager and engaged colleagues are more

productive, show greater levels of enthusiasm and less desire to leave. It was also shown that employee voice was least positive in the voluntary sector. Job design and the nature of work Findings from this report state that 30% of employees have workloads that are unmanageable. Middle management are particularly negatively affected by the demands and pressures placed upon them by business leaders. Commentators suggest support to these employees could provide dramatic returns in productivity, engagement and loyalty. ■ Justin Rush is managing director at the Abacus Talent Group and can be found on justin@abacustalentgroup.com

Business start-up guide APRIL 2019

BUSINESS START-UP GUIDE

Start your engines... They have been there, and done that. So what can an entrepreneur or small business do to get their idea or concept off the ground? John Mulgrew speaks to those who’ve seen their own businesses succeed and are now helping the next crop to grow

ind the right idea, get the right advice and find a business partner who’s as mad as you to work many a long night.

you. Someone with a reputation. If you have big dreams for the firm, find someone who will be committed, prepared to take as much risk. It gives you another arrow in the quiver.

For Northern Ireland man Mark Dowds, that advice seems to have done the trick, judging by his own successes in the last few years. He co-founded on-demand insurance company, Trov, which has its headquarters in Silicon Valley, and is now a multi-million pound business.

“The number one problem is finding people. If you can find the people first, then the people will follow.

Returning to Belfast not long ago, he’s now one of the co-founders of the Ormeau Baths development in Belfast city centre. It plays host to a number of accelerators, including Ignite and Propel, and also provides top-end working space for a number of firms, and has a partnership with Barclays in its Eagle Labs. Opened less than two years ago, it’s already undergone its second phase of development. So, for Mark, how should a fresh-faced entrepreneur go about turning an idea into a reality, a business, and a future? “Find a co-founder – find someone as mad as

“Then, it’s about learning how to structure the ownership and equity. People trip over themselves early on – splitting into three for example, without thinking how they then bring on investors. Make sure that the company is well protected for investment. “It’s a well-known art. There are ways of structuring these companies to make sure you are ready to attract the correct venture capital.” One route, especially those with a digital or tech-savvy idea, is through Ormeau Baths’ own accelerator programmes, and the atmosphere and environment of co-operation which exists there. “If they have an idea, the natural path would be to get involved in the Propel programme,

Mark Dowds, co-founder of Ormeau Baths and chief strategy officer of Trov

and then into Ignite. The next step could be applying to Techstart for an early stage grant. “Working through a proof of concept, and then there’s enough of a community to point you in the right direction for capital, and solving the problems that need solved. “It’s a tight community and where people really enjoy helping each other and solving problems. “We also have non-tech companies in Ormeau Baths, events management, content creation

BUSINESS START-UP GUIDE

lots of small businesses.” Meanwhile, Catalyst Inc has been assisting the development of firms of all shapes and sizes across the digital spectrum since the Northern Ireland Science Park was founded 20 years ago. “Catalyst engages with over 900 entrepreneurs each year and has identified one of the entrepreneurs’ biggest challenges – how to find the right people and build a talented team,” Elaine Smyth, director at Catalyst says.

APRIL 2019

Working through a “ proof of concept, and then there’s enough of a community to point you in the right direction for capital, and solving the problems that need solved

”

“One of the innovative programmes developed by Catalyst to help entrepreneurs to address this challenge is Co-founders. Utilising a unique ‘hot house’ approach, the Co-Founders programme brings together skilled and talented individuals with ideas or experience, for example commercial or technical talent to form early stage start-up teams. “These teams work together over 11-12 weeks on a part-time basis to validate if there is product market fit for the idea while testing the strength of the team. The programme >

Elaine Smyth of Catalyst Inc and Gavin Kennedy Bank of Ireland (right) with Jonathan Downing and Ravin Jesuthasan launching its Future of Work Summit

BUSINESS START-UP GUIDE

provides education and knowledge on cofounding a start-up with real-life examples from founders of local innovation companies with global export market expertise. “It develops a product mindset with each team assigned a coach to support them on their journey towards validating their idea.” There’s also Catalyst’s annual competition Invent, which Elaine says “provides an opportunity for early stage start-ups to showcase their innovations, gain high-profile exposure and unlock a quality network of influencers”. “These are examples of the type of support that Catalyst provides through its connected community bringing together the support of researchers, experienced entrepreneurs, executives and investors to help make our most promising entrepreneurs more successful.” Looking back at his own start-up success, Mark Dowds says his team has grown to more than

80 staff, and while it has its base in the heart of the tech world in the US, it operates an office in Belfast. “I started Trovseven years ago – and we are one of the world’s leading insurtech companies. “We partner with banks, retailers, motor vehicle companies, to pioneer the future of insurance for the next generation.” That’s included working with Google on its autonomous vehicles. “It’s episodic insurance. When a vehicle picks you up, the car sends a signal, turning liability on, and then off. We are getting into scooters and bikes, and working with multiple different retailers.” He’s also been there for the advancement and development of the Ormeau Baths. It was the east wing first, in partnership with Barclays Eagle Labs. The focus was on early stage tech companies, with Propel and Ignite.

That provides a funnel of new and interesting start-ups to train and flourish. “Then, on the west wing which we opened around Christmas last year, it had a slightly different feeling and focus. It has digital catapult immersive lab, virtual reality and AI – the future world of robots and immersive technology. “We also have Pixel Mill, which is part of NI Screen, and is focused on their commercial gaming. There is also a design workshop studio, and half a dozen private offices.” The hub now holds around 280 people. “We also run around 40 events a month,” Mark says. “I meet multiple people every day, and we bring people from the outside. It’s accessible and gives support. “It’s a private-led venture. There are eight of us in total that have put money in to make it work, it was an important piece for us to put money where our mouth is.” ■

BUSINESS & ECONOMY

NI job numbers reach record high T he number of jobs in Northern Ireland has reached a record level of 773,750 with growth driven by the private sector, according to fresh figures. And the separate labour force survey said the unemployment rate here remained unchanged at 3.5% at the end of last year. The findings bring some “positivity” amid the gloom of Brexit uncertainty, Ulster Bank chief economist Richard Ramsey said. But he warned that future data may be less cheerful after companies reported a slowdown in January. According to the Northern Ireland Statistics and Research Agency (NISRA), new jobs were being created in the services, manufacturing and construction industries. Jobs in manufacturing were at their highest level since 2004. However, while the jobless rate was below the UK rate of 3.9%, the rate of long-term unemployment (those on the dole for more than a year) was 46.9%, compared to the UK’s rate of 26.7%.

Richard Ramsey

The employment rate of 70.9% was another record high, while the economic inactivity rate was also down by 1.6 percentage points to 26.4%. However, that was still well above the UK’s rate of 20.7%. During February 14 people were made redundant. That was the lowest monthly total since August of 13 years ago. But confirmed redundancies over

the last year at 2,354 were up 30% than the previous 12 months. There were 565,480 private sector jobs, an increase over the quarter and over the year. And total employee jobs were 773,750, also a record level. Mr Ramsey said the labour market was a source of positivity amid Brexit gloom as robust jobs growth continued throughout 2018. And private companies had been the driver of jobs growth, adding 90,000 jobs in total since the nadir in employment in 2012. Services jobs, which count roles in everything from estate agents to restaurants, hit a new record high of 628,730, he said, while manufacturing added 2,110 jobs over the year. But he said the level of job creation concealed a deeper problem. “Northern Ireland’s job creation performance has been encouraging from a numbers perspective. “However, it is worth remembering that despite an additional 53,100 private sector jobs (between quarter two 2008 and quarter four 2018), private sector output (as of Q3 2018) is still 3% below where it was over a decade ago. This highlights the issue of job quality and poor productivity.” And he said that data for the first quarter of 2019 may tell a different story. “Conditions within the private sector have deteriorated markedly in Q1 2019. “This has been highlighted in the Ulster Bank Northern Ireland purchasing managers index (PMI). Indeed, private sector firms reported their first fall in employment in four years in January. In the past, the PMI has been a useful and accurate indicator of the direction of travel for the Northern Ireland economy. Recent surveys point to a marked slowdown/ stagnation in private sector growth.” ■

BUSINESS START-UP GUIDE

Enterprise â&#x20AC;&#x201C; the backbone of the NI economy Enterprise NI chief executive Michael McQuillan outlines the work the organisation is doing, helping out businesses right across Northern Ireland

he team at Enterprise NI and across the Local Enterprise Agency network, work with thousands of entrepreneurs and enterprises every week. This engagement places us, critically, at the centre of local socioeconomic development, supporting the backbone of Northern Irelandâ&#x20AC;&#x2122;s economic stability and prosperity. Delivering Exploring Enterprise and the Go For It start-up programmes, nationally, we develop awareness of the enterprise journey and support the development of entrepreneurial ideas through business planning, mentoring and guidance. Through focused services we support, mentor and signpost businesses through survival, growth and scaling stages.

Access to finance remains a key issue for enterprises. Enterprise NI is the official Start Up Loans delivery partner and has a team of experienced business advisers who work with applicants to help prepare their plan and funding needs analysis.

APRIL 2019

The team also provide ongoing mentoring to successful applicants. We are also the delivery partner of the NI Small Business Loan Fund providing access to finance for micro/ small businesses which are keen to develop but find it difficult to access funding through traditional sources. The Enterprise NI agency network is wellembedded throughout Northern Ireland. Our 28 member agencies manage 44 locations, where over 1,900 tenant businesses benefit from flexible tenancies and rents, accessible advice and signposting, highspeed broadband and contemporary meeting facilities. Engaging with our tenant-base and with local businesses through programme delivery, workshops, clinics and walk-ins â&#x20AC;&#x201C; we are in contact approximately 3,000 businesses across Northern Ireland during any average week. This close interactivity positions us uniquely as being able to listen to and find out, how

entrepreneurial business owners are feeling; how their businesses are performing; and what timely support, advice and signposting they need. Building on this connectivity with local businesses we are presently working on two key elements, to support enterprise during the volatile, uncertain times we are experiencing. This year we are working on the implementation of a NI-wide enterprise support framework giving businesses access to timely, local, impactful workshops, programmes, clinics, mentoring and technical support. During 2019 our research around local enterprise activity and the impact of enterprise support will lead to an inaugural impact report which will help inform the vitally important future of enterprise support and entrepreneurial development in Northern Ireland. For more information, get in touch at www.enterpriseni.com

ARMAGH 028 3752 5050 ďŹ ona@abcarmagh.com www.abcarmagh.com

COOKSTOWN 028 8676 3660 info@cookstownenterprise.com www.cookstownenterprise.com

COLERAINE, BALLYCASTLE & BALLYMONEY 028 7035 6318 info@causeway-enterprise.co.uk www.causeway-enterprise.co.uk

BANBRIDGE 02840662260 info@bdelonline.com www.bdelonline.com

CRAIGAVON 028 3839 6520 info@cido.co.uk www.cido.co.uk

BELFAST 028 9055 7557 enquiries@inspirebusinesscentre.co.uk www.inspirebusinesscentre.co.uk

CARRICKFERGUS 028 9336 9528 info@ceal.co.uk www.ceal.co.uk

DOWNPATRICK 028 4461 6416 business@downbc.co.uk www.downbc.co.uk

NEWTOWNABBEY 028 9083 8860 business@mallusk.org www.mallusk.org

NEWRY 028 3026 7011 info@nmea.net www.nmea.net

OMAGH 028 8224 9494 info@omaghenterprise.co.uk www.omaghenterprise.co.uk

LIMAVADY 028 7776 5655/2323 info@roevalleyenterprises.co.uk www.roevalleyenterprises.co.uk

BELFAST 028 9074 7470 mailbox@north-city.co.uk www.north-city.co.uk

BELFAST 028 9033 9906 info@ormeaubusinesspark.com www.ormeaubusinesspark.com

BELFAST 028 9061 0826 info@workwest.co.uk www.workwest.co.uk

BANGOR 028 9127 1525 mail@nddo.co.uk www.nddo.co.uk

BELFAST 028 9031 1002 hq@ortus.org www.ortus.org

FEMALE ENTREPRENEURSHIP

We need a sea change… and this is just the beginning Ulster Business sits down with a host of top female (and male) business leaders at one of Ulster Bank’s DSE dinners to look at the challenges facing women entering the world of business, what change is needed and how far we’ve already come

‘T

his is just the beginning’. That’s a general sense of where Northern Ireland and the UK sits as a whole around female entrepreneurship.

A meeting of top business leaders at Ulster Bank in Belfast to discuss the issues facing female entrepreneurs

Laila Page of NatWest

But it’s also widely agreed that a sea change is needed, from an early level, to develop the next generation of female entrepreneurs, and address a chasm in gender disparity across the business landscape. Sitting in a room with some of Northern Ireland’s female leaders in business during a dinner at Ulster Bank’s Belfast headquarters, the experience, enthusiasm and depth of knowledge which exudes is very clear. But there’s frustration at the challenges and hurdles which continue to prevent senior business and entrepreneurship being played on a level playing field. The gathering of business leaders in Belfast heard one of the challenges is that many women starting up their own companies, don’t consider themselves ‘entrepreneurs’. There’s issues around access to funding, but not only that, it’s about the lack of awareness of the funds which are out there – for both female and male would-be entrepreneurs.

There are also some stark figures and findings, including those in the Alison Rose Review of Female Entrepreneurship.

gap between men and women, and creating a level business playing field, could add an additional £250bn to the UK economy.

The Rose Review, carried out by Alison Rose, deputy chief executive of NatWest Holdings and chief executive, commercial and private banking, found that just one in three entrepreneurs are women, and cast a light on the disparity and challenges facing women of all ages in business, developing ideas, finding the funding, and expanding.

On the ground in Northern Ireland, there are positive signs emerging for those at the very beginning of their entrepreneurial journey. Ulster Bank’s own Entrepreneur Accelerator, headed by Lynsey Cunningham, has already helped a raft of people on the road to becoming their own bosses and driving a concept to fruition – and refreshingly, around 53% of those using the scheme so far are women.

It also predicts that closing the entrepreneurial

TITLE FEMALE ENTREPRENEURSHIP

The Rose Review has outlined a range of areas which can help realign and balance the startup market, including investing in a ‘female entrepreneurs’ code – committing ﬁnancial institutions to the principles of gender equality and transparent reporting of gender funding data. But there seems to be agreement that this sea change can, and should, start right at school – bringing in more hands-on skills and education, as well as fostering entrepreneurship for both boys and girls at an early age. The challenges facing women also raises the issue of diversity, in general, across business and entrepreneurship. It’s fair to say everyone is in agreement that a wide variety of ethnic, religious or sexual backgrounds can only be a positive element for any business or economy. That diversity should also feed into every element and strand of business – from the support at an early stage, to venture capital funding and further company development.

APRIL 2019

While STEM subjects have gotten a bigger push in recent years, the question was posed – why would a school pupil consider starting a business, straight out of school, if it’s not taught, fostered or encouraged? Looking to the challenges facing successful women in business already, there’s one case in which a company owner – boasting a multimillion pound turnover – says she still faces both conscious and unconscious bias. There’s also a strong sense of talking about failure, rather than just success. It’s something most agree can be a positive step in any entrepreneurial journey, and that a ‘fear of failure’ can hold people back from taking any steps at all. In Northern Ireland, the top level of business leaders among our biggest companies is increasingly male-dominated. The Ulster Business Top 100 Companies 2018 showed just two of the businesses on the list were headed by women. That number has actually dropped from six, from just a few years ago.

But there is something of a gradual change happening in Northern Ireland and across the UK as a whole, albeit slowly. According to Dell, Belfast is among the top 50 cities for female entrepreneurship. But there’s still a long way to go. Of course, one of the toughest steps in getting an idea off the ground is funding. Crowdfunder is one organisation helping fuel that, and assists small start-ups in getting backing from everyone from friends and family, to the philanthropic who just want to see an idea succeed. It’s partnered with Ulster Bank parent company RBS, offering up reward-based crowdfunding to help test their business ideas. The conversation always comes back to education, key skills and changing the mindset of young people at an early age. If the next generation of school leavers can leave with a positive entrepreneurial attitude, free from any gender bias, then it could go a long way to balancing the breakdown of men and women in top senior roles in the years to come. ■

RECRUITMENT

Would you do a blind interview? By John Moore, managing director, Hays Northern Ireland

iversity and inclusion in the workplace has never been more relevant than it is today.

In a recent global survey by Hays for International Women’s Day, we asked over 1,100 respondents on a scale of one to five how committed their employer was to achieving gender equality. Close to a third (32%) said their employer was less committed to achieving gender equality, with women (39%) more likely to believe there was a need for improvement, versus 23% of men. Only 45% of all respondents said their employer was committed to achieving gender equality, with men overwhelming (57%) believing this to be the case versus 38% of women. There’s clearly still a long way to go. Most business leaders are well aware of the merit of employing a diverse workforce. Diversity in areas including age, employee background, gender and religion affirms a message of inclusivity within the organisation and to a wider external audience, creating a strong position and Hiring methods are an integral element of increasing diversity among employees, and CVs are one of the many ways in which the process can be improved. Many organisations will judge candidates based on their most recent job listing, potentially overlooking talented and competent applicants without a steady course of uninterrupted career progression. This can particularly disadvantage many women in professional sectors who have prioritised childcare at points throughout their career. Whether you believe it or not, we all have unconscious bias built in to our responses to others. So, if you could eliminate those biases from the process, would you do so? More and more organisations, including many here in Northern Ireland, now recruit based on blind CVs, where information such as age, race and gender is removed to prevent subconscious biases from influencing hiring decisions.

Using competency-based application processes assesses essential soft skills such as communication, emotional intelligence, problem solving and self-motivation, rather than testing specific knowledge, which can be learned more quickly than soft skills. The absence of a CV can change the way you prepare questions and open interviews up to discussions that wouldn’t otherwise take place. Favouring competency-based applications or requiring blind CVs is a sign your organisation is taking steps to fairly assess candidates based on their skills and experience. These methods of talent-based hiring also demonstrate a commitment to overcoming the perceived disadvantage of career breaks which will positively contribute to diverse representation across all sectors. The practice of blind hiring is not without its shortcomings. For instance a candidate’s personal information can only be withheld during the initial screening process. Once a line manager conducts a one-to-one interview there is no way to suppress a candidate’s

gender, ethnicity or age. While applying the principle may result in a wider pool of firstround interviewees employers subsequently be faced with the same diversity challenges, for example, seeking graduates with a first class honours or a high 2:1. At Hays we have trialled blind recruitment at assessment centres for a number internal of appointments. The absence of a CV opened up a depth of enquiry and supporting examples from interviewees where the receipt of a CV might not have encouraged the same level of enquiry and open-mindedness. Demand for transparency around targets and performance is also at an all-time high. So, if your organisation is transparent in their diversity reporting, it proves their willingness to make a public commitment to achieving a fairly recruited workforce and makes them accountable for measuring and reporting their progress. You’ll undoubtedly make some excellent new hires that you may not have appointed if you maintained your traditional processes. ■

Branding & marketing Sponsored by

APRIL 2019

BRANDING & MARKETING

From the black stuff to embracing C social change From an unforgettable ad to sell Ireland’s most famous tipple, to embracing evolving shifting societal sands, Emma Deighan looks at why some of the world’s top brands are taking a different approach to ensure their product and service connects and stays connected to consumers 68

all it trendjacking if you like but tackling current issues impacting society has become a thing in the world of branding. From Gillette’s #metoo influenced ‘We Believe’ campaign stateside to Dove’s ‘Chose Beautiful’, it’s all helped boost the profile of the brands, and positively at that. Then there’s the ‘black stuff’s’ tongue-incheek social branding to promote safe alcohol consumption with the launch of ‘Guinness Clear’, which is essentially tap water but in a branded Guinness glass, to show that the company is not just about creating products for consumers but also that it cares for its consumers. And the may be social branding exercises but they’ve been executed by the top marques in the world with such success that it is enough to surmise that branding, as we knew it, has changed. Mark Sandys, global head of beer, Baileys and Smirnoff at Diageo, described Guinness’s campaign ahead of, and during, the rugby

BRANDING & MARKETING

Six Nations as “responsible”. He said: “With the launch of Guinness Six Nations we wanted to ensure we delivered this important message to sports fans in a compelling way and so Guinness Clear was born. We think the light-hearted approach delivered through our Guinness Clear product launch will drive conversation and put responsible drinking to front of mind throughout the Guinness Six Nations and beyond…”

campaign. And when Proctor and Gamble’s chief brand officer, Marc Pritchard, was asked why the Gillette brand made the move away from its ‘The Best a Man Can Get’ tagline he said: “The answer is simple, consumers expect more from brands than just selling products. They want to know what brands believe in, the people behind them, their values and views, and the actions they’re taking on important issues.”

It’s a huge move away from a decade ago when Guinness’s surfers’ ad – a recipe of creative and technical power – was all that was needed to wow an audience.

A Proctor and Gamble spokesman told Ulster Business: “We’ve sparked a global conversation and it’s encouraging to hear that the film has made people pause, reflect and even consider what they and others can do to set an even better example for the next generation.”

It shows that today, even a drinks giant as powerful as Guinness knows starting a conversation among its consumers is part of the evolution of branding. There was also, of course, the unforgettable ‘dancing man’ ad – I’d say the bulk of people over 30 could hum the tune. It’s a social dialogue that Gillette famously got involved in too when kicking off a campaign to tackle harassment in the wake of the #metoo

APRIL 2019

She said despite some backlash from the campaign on social media from men who felt patronised and insulted by the message, the uptake was generally positive. “Early survey data from a range of independent sources suggests that very vocal social media reactions do not necessarily

represent the majority opinion, and that consumers overwhelmingly support and applaud the messaging in our film. Men everywhere are already working to re-write the rules on what it looks like to be ‘the best’, and how a culture can come together it make it happen.” Closer to home the people at Tayto couldn’t agree more in connecting with consumers’ concerns. Marketing director, Elly Hunter, told Ulster Business that an authentic bond between brand and consumer is paramount to profit. “In order to be a success, a brand must connect with the consumer on a real level. A brand can have the most innovative campaign out there, but unless it sparks genuine love and happiness, it won’t cement a loyal fanbase.” Also championing environmental issues is NI’s public transport firm Translink, which, ahead of its Glider launch last year, spearheaded a campaign on the streets of Belfast in conjunction with the Department for Infrastructure in a bid to ease congestion. >

BRANDING & MARKETING

Valerie Ludlow

The result was 105 volunteers, 90 cars, two buses, one Glider vehicle and 48 bicycles, gathered in Belfast to demonstrate the advantages of sustainable travel. Did it boost the brand’s image? The figures in its first weeks would suggest so. And Tara O’Rourke, head of Coca-Cola HBC Ireland & Northern Ireland’s Hellenic brands has seen the company’s Deep RiverRock water brand excel since its launch in 1994. She says making noise and a difference is key to getting a brand and its message heard. “A brand needs to be front of mind and have a meaningful point of difference in this competitive noisy world we live in. People lead busy and complex lives, so we have an increasingly small window of opportunity to draw people’s attention to our brand or our latest campaign. To have any cut-through, we need to be really clear about what we want people to recall and what attributes or information we want them to associate with our brand.”

Among its top campaigns have been ‘Water You Wear’, ‘Purer than You’ (purity with attitude), and ‘Think Straight Hydrate’ (wellness with attitude). “It was a combination of these campaign platforms that contributed to Deep RiverRock achieving an AdFx award in 2016 in the ‘long-term effectiveness category’,” Ms O’Rourke said. With the weight of Coca-Cola behind it, the Deep RiverRock team know the branding world too well and Ms O’Rourke adds that when something isn’t working, alternatives must be sought. “It is also vital to ensure spending is being used effectively,” she says. “For example, if a brand campaign is not driving awareness, search, and social commentary better than its competition, then the first step is to find out why. If a brand is already salient, then alternative growth strategies could be considered in order to decide what activities will maintain relevancy and growth.” Beyond the social sphere a host of other

branding methods are changing things up for many companies. Bold is beautiful for many who wish to connect with an increasingly distracted consumer. Valerie Ludlow, chief executive of ASG and Partners is one of those marketing professionals behind bold branding. She worked on client and insurance firm Abbey’s “disruptor” campaign. It’s one that highlights its competitors’ shortcomings, and bravely at that. “Working with ASG & Partners, Abbey Insurance launched a new brand disruption campaign in January 2019,” she said. “Boldly going up against big budget marketing from the major price comparison websites, the new campaign seeks to build an understanding of insurance brokers and what they have to offer. It does so by poking fun at the wellknown (and deliberately stand-out) creative approaches of these bigger brands: the annoying opera singer, the off-the-wall talking animal and his Russian sidekick and the men strutting in heels.” ■

BRANDING & MARKETING

Is your content driving sales? If not, why not? When people are engaged by your content, they will know, like and trust your brand, says Grofuse content director Ian Cullen

ll of you will no doubt be well aware of the ‘know, like and trust’ triad – a fundamental principle of networking. But are you applying this principle effectively in your attempts to win more customers? Achieving ‘know, like and trust’ is a longrecognised pre-requisite to growing sales and retaining customers over a sustained period of time. Therefore, it’s important that your communication with them nurtures these fundamentals. A major element of that communication drive in business today is content marketing or, to put it simply: storytelling. While jumping right in and creating loads of content for your website, social media platform or email campaigns etc, displays admirable work ethic, it will be more beneficial if you first take time to fine tune the information for your audiences. Let’s start by stripping back all of the noise – all the jargon and all the trepidation about the tech used to deliver your content. Let’s start at the beginning – with your customer. Yes, to slightly tailor James Carville’s well-worn slogan from the first Clinton US presidential campaign: ‘It’s the customer, stupid’. If there is one thing to remember when you are storytelling to sell, it’s that the content must be centred on your customer, and not on the perceived ‘brilliance’ of you, your product or your service. Successful content marketing is storytelling that identifies the needs, wants and pain

Grofuse directors, Ian Cullen and Denis Finnegan

points of your customer and then problem solves, educates, inspires or entertains them. Start with ‘who’ your customers are (there may be many personas) and devise content to engage them. Only then it is time to choose content types (news, opinion, explainers etc), formats (blogs, videos, games etc), and where to place them (website, Facebook, LinkedIn).

Content must be “ centred on your customer, and not on the perceived ‘brilliance’ of you, your product or your service

”

It may come as a surprise to many that content marketing is nothing new. It’s been around for centuries – a good early example was ‘Poor Richard’s Almanac’, which was published in 1735 by Benjamin Franklin. His intent was not to sell copies of the book but instead to promote his printing business – a marketing exercise that proved very successful for Franklin. High profile, recent examples were the Lego games and movies which led to increased sales of the children’s toy worldwide.

Grofuse Masterclass Series: SEO Masterclass: ‘Effective SEO to Win More Customers’ Where: Catalyst Inc, Queen’s Road, Belfast When: Wednesday, April 10 (10.00am -11.30am) Fee: £45 (excluding VAT) per delegate. Register today: At www.eventbrite.co.uk; by email at hello@grofuse.com, or call 028 71 228820

The glory of content marketing today is that small organisations can punch way above their weight, even in a saturated market by dedicating resources to sound online campaigns. Equipped with user-focused, content-led websites – which are built around the needs and intent of customers – and strong digital marketing know-how, organisations can reap huge rewards. To find out more about how to grow sales using strong content marketing/PR or for information on results-driven, content-led website design/development, digital marketing, graphic design or motion graphics, get in touch with the Grofuse team today. ■

PROFILE

A word from

The Wise The column with an ear for experience...

Name: Graham Lapsley Position: Head of private banking, Danske Bank How did you start out in business? Banking has always been in my blood as my father joined Belfast Banking Co Ltd (later Northern Bank Ltd) in 1957. As a boy I remember being in Northern Bank branches ‘helping out’ when my father was completing regular evenings doing overtime. This was an environment that I was familiar with, although I didn’t ever think I would make banking a career. In 1981 I found myself in Limavady branch and thoroughly enjoyed branch banking at a time when there were no computers, no autobanks and lots of staff. I’ve benefited from lots of different roles at the Bank in my career, each bringing its own challenges. I left my role as head of personal credit last year to take up my current position as head of private banking. What have you found the most challenging during your years of business, so far? On a personal level changing job roles always brought new challenges. Change is a constant which I accept and while I’ve worked in Danske Bank for 38 years I have had senior roles in branch banking, wealth management, business banking, risk management and now private banking. As an area manager in branch banking, I found the leadership of the transition from Australian ownership to Danish ownership in 2006 a huge challenge. This change was as exciting as it was challenging as we benefited from huge investment and the Dane’s leading edge technology. I didn’t go directly from school to university, but I’ve been lucky enough to have had employer support to complete a business studies degree and a masters’ degree in executive leadership. I’ve also attended business schools in Boston, Lausanne and London, with each giving me new tools to add into my skill set. How would you describe your management style? I am energetic and enthusiastic. I love working with our relationship managers and customers to build a financial solution. I am very results

oriented and prefer a direct style. I am very self-aware (most of the time) and have a positive outlook. What would you change if you could go back and do it all again? I’m not sure that I would change anything. I’ve learnt from my mistakes and that made me a better banker in the long term. Perhaps my ambition in my early career took me into roles that didn’t match my skill sets, but I did take away vital learnings from these experiences Have you done it all on your own? Absolutely not. My wife Sonya and family have always been a great support and this enabled me to have a good work/life balance. I have a strong network personally and professionally, which is mutually supportive. I’ve also been lucky enough to have worked with many leaders who have greatly inspired me. What’s more important, your product or your people? In private banking, without a doubt our people. We are a people business and our strength in private banking rests with the professionalism of the private banking team. We offer premium relationship management to our private banking customers, supported by leading edge digital solutions. Our customers value our expertise and the ability to meet up in person to discuss financial plans. What makes your business stand out from the competition? There are numerous competitors in the marketplace, but we are the biggest private banking relationship management team in Northern Ireland. Danske is also the leading corporate and business bank in Northern Ireland, and many of these customers have their personal needs looked after by my private banking team. What piece of advice would you give to a 20 year old you? You’ll never be judged on what happens to you, but you will be judged on how you react to it. And you won’t get the experience you need, until the day after you needed it. ■

Motoring By Pat Burns

Sponsored by

MOTORING

The effortlessly exuberant eight

he new 8 Series Coupe opens a new chapter in BMW’s history of making iconic sports cars. With outstanding performance, striking design, luxury and advanced equipment technology, the BMW 8 Series is one of the most exciting new models to emerge in recent years. The primary development objective for the new BMW 8 Series was thrilling driving dynamics. Body, powertrain and suspension were consistently honed to achieve the best agility, precision and poise expected of a top-class sports car. In the process, remarkably powerful engines were combined with the BMW xDrive intelligent all-wheel-drive system.

The M850i xDrive is a true sporting ﬂagship. Under the bonnet is a 530hp V8 twinturbocharged petrol engine. This is the latest generation of BMW’s award-winning 4.4-litre eight-cylinder and has been radically revised. Two twin-scroll turbochargers with charge air cooling, high precision injection, Valvetronic fully variable valve control and double VANOS variable camshaft timing all form part of the M Performance technology, whose extensive

overhaul has given a substantial boost to maximum output, torque and efficiency. The changes serve up an enthralling blend of power delivery and an equally impressive soundtrack, which is enhanced by the flapcontrolled sports exhaust system. The driving performance control switch can be used to activate an extremely sporty and a distinctly comfort-oriented powertrain set-up. In the Sport and Sport plus modes, accelerator response as well as the V8 engine’s power delivery and acoustics – which take on a particularly distinctive note in the Sport plus setting – are all configured for a dynamic driving experience. The M850i xDrive Coupe accelerates from zero to 62mph in just 3.7 seconds. The combined fuel consumption of 29.1mpg and the combined CO2 emissions of 221g/km show that the increase in the eight-cylinder engine’s power has gone hand in hand with improvements to its efficiency too. The diesel version, the 840d xDrive Coupe produces an impressive mix of pulling power

and excellent fuel economy. The 3.0-litre sixcylinder in-line diesel with BMW TwinPower Turbo technology delivers a maximum output of 320hp and peak torque of 680Nm. The engine employs multi-stage turbocharging technology and its performance characteristics permit relaxed cruising at low engine speeds, while also enabling the car to sprint to 62mph from rest in only 4.9 seconds. Average fuel consumption comes in at a frugal 46.3mpg, equating to CO2 emissions of 160g/km. The system of emission control incorporating BMW BluePerformance technology comprises a particulate ﬁlter, an oxidation catalyst, a NOX adsorption catalyst, as well as an SCR catalyst with AdBlue injection for further reduction of nitrogen oxide emissions. Both engines use an improved version of the eight-speed Steptronic Sport transmission. The transmission features a launch control function for accelerating from a standing start with maximum power and traction. Prices start at £76,270. ■

MOTORING

Volvo’s Cross Country runner

olvo has released pricing and specification details of the new V60 Cross Country, a more rugged, all-wheel-drive version of Volvo’s new mid-size premium estate car that is designed and engineered to tackle tougher driving conditions. The new Cross Country maintains the V60’s cool, contemporary Scandinavian styling, but expresses its special character with the addition of robust bodywork protection elements. As well as having permanent all-wheel drive as standard and an extra 60mm of ground clearance, the V60 Cross Country also gets hill descent control and an off-road drive mode setting. Hill descent control automatically controls the car’s speed down a steep slope, while the off-road setting alters the operation of the constantly variable all-wheel-drive system and the responsiveness of the engine, gearbox and accelerator pedal to help when negotiating tricky terrain below 25mph. The V60 Cross Country’s equipment specification includes many features that enhance its all-round practicality and surefooted performance, including front and rear parking sensors, automatic LED headlights with

active high beam, a powered tailgate and hill start assist. Inside, the class-leading luggage space is every bit as large and conveniently shaped as in the regular V60. A range of accessories – including ski, kayak and bike holders – are available for those with adventurous lifestyles. The rest of the interior is zen-like and uncluttered, with optimum temperature and air quality maintained by the dual-zone climate control with CleanZone system, fitted as standard to every model. In common with all other V60 versions, the Cross Country benefits from Volvo’s Sensus multimedia system, enabling quick and easy control of a wide range of vehicle functions, satellite-navigation, entertainment and information systems through a central nineinch touchscreen. Volvo On Call is also provided, giving access to a range of services via a dedicated smartphone app (such as the ability to heat or cool the car’s cabin, or lock and unlock the doors remotely), as well as instant connection to emergency services in the event of a collision. Safety provisions include Volvo’s top

technology, including City Safety with automatic emergency braking, which is capable of detecting and helping you avoid potential collisions with pedestrians, cyclists and large animals as well as other vehicles on the road ahead. The V60 also benefits from oncoming collision mitigation, a world-first safety technology that detects vehicles travelling towards you and applies the brakes automatically to limit the severity of any potential impact. The V60 Cross Country is available with a 190hp 2.0-litre D4 diesel engine, one of Volvo’s new family of highly efficient Drive-E powerplants, matched to an eight-speed automatic transmission. Prodigious torque – a maximum 400Nm from just 1,750rpm – supports flexible and relaxed performance, giving the kind of pulling power that’s ideal for secure progress on lower-grip surfaces. It also endows the Cross Country with a braked towing capacity of 2,000kg. Using the standard 18-inch wheels, the benchmark efficiency figures are 55.4mpg combined cycle fuel economy, with CO2 emissions of 135g/km. The on-the-road price is £38,270. ■

MOTORING

ProCeed forward with Kia A

s part of an expanded Ceed model family, the new ProCeed will play a significant role in Kia’s ongoing European growth. The Korean manufacturers’ two bestselling models here are the Ceed and Sportage and the new ProCeed widens the appeal even further. The ProCeed has a much sportier feel to it than an estate and is more of a ‘shooting brake.’ It presents an alternative to the traditional three-door hatchback and marries its imposing proportions with a compact footprint that hints at its outright agility. With the DNA of a coupe, the ProCeed is lower and longer than both the Ceed five-door hatchback and Sportswagon. Yet, it combines its striking visual presence with a dash of versatility, giving it a unique raked-back silhouette unlike anything in the family car segment. The ProCeed provides couples or young families with the space and versatility of an estate, combined with a sportier swept-back design. Inside has an equally sporty feel

APRIL 2019

and is fitted with a flat bottomed leathertrimmed steering wheel as standard, and – for models equipped with Kia’s dual-clutch auto transmission – drivers can change gear with new metal alloy steering wheel paddles. The line-up features three engines, all freerevving, highly efficient turbocharged units that offer immediate acceleration and a broad spread of torque. The ProCeed ‘GT-Line’ is available with a choice of two engines. The petrol option is the brand’s all-new ‘Kappa’ 1.4-litre T-GDi power unit, which produces 138bhp. The engine’s turbocharger ensures its 242Nm torque output is available over a wide 1,500 to 3,200rpm band, making it responsive in a wide range of driving conditions. It is fitted with a gasoline particulate filter to reduce tailpipe emissions, ensuring the Kia ProCeed goes beyond the requirements of the Euro 6d TEMP emissions standards. Offered with a six-speed manual transmission as standard, there is the option of Kia’s seven-speed auto Dual-Clutch Transmission (DCT).

The diesel option available is the all-new ‘Smartstream’ 1.6-litre CRDi (CommonRail Direct injection) diesel engine. With a power output of 134bhp, the 1.6-litre Smartstream engine can be paired with a six-speed manual or seven-speed auto Dual-Clutch Transmission (DCT). It produces 280Nm when paired with the manual transmission, and 320Nm with the sevenspeed auto Dual-Clutch Transmission (DCT). The ProCeed GT-Line S is only available with the 1.4 T-GDi engine and is paired with the seven-speed auto Dual-Clutch Transmission (DCT). Marking the return of Kia’s high-performance GT model, this model is powered by a 1.6-litre T-GDi engine. Producing 201bhp and 265Nm, it is the most powerful engine in the line-up. The GT sees the introduction of Kia’s sevenspeed auto Dual-Clutch Transmission (DCT) for the first time, enabling quick-fire gear shifts with the metal alloy steering wheel paddles. Prices start from £23,835. ■

Entrepreneur OF THE month JASON McKEOWN, NEUROVALENS

How is business? It is an exciting time for Neurovalens as we have just secured an additional investment of £4.6m from London, Cambridge and local VCs which will be used to grow Neurovalens and will be reinvested into R&D. This allows us to deliver on our company vision to bring new products to market that non-invasively help to improve the lives of those who suffer from neurological issues. How did you get started in the industry? I began practising as a hospital doctor with a specific focus on neurology at a range of hospitals throughout the UK. It was during this time that Dr VS Ramachandran, who is primarily known for his work as a neuroscientist, invited me to the University of California, San Diego to study neuroscience and neuromodulation. During my time at the University of California, San Diego I focused on neurostimulation and how it can be used to treat neurological issues. Through studying this I realised the enormous potential of developing non-invasive neurostimulation and the incredible impact it could have on the lives of billions of people across the world and so I started Neurovalens to achieve this goal. Typically, who are your clients or customers? Long term, our aim is to provide prescription medical devices into the healthcare space such as the NHS or health insurance providers in the US. However, because our technology is very low risk this opened a unique opportunity that has already allowed us to sell into the consumer health space. Our first product, Modius, launched in August 2017 and is focused on making weight loss easier by reducing appetite and cravings. Our main customers are therefore those who are actively interested in losing weight. We are also making great progress with our second product which will help to improve a person’s sleep and is planned to be available later in 2019.

Do you enjoy what you do, and what in particular? Yes, I love what I do. Creating and developing products that have the potential to make such positive difference in the lives of billions of people across the world is a really exciting space to be operating in. In particular, I enjoy the balance between business and medicine. This ranges from being in Belfast signing global distribution contracts one week to meeting patients at our lab in California the next. What is the most difficult part of your job? Although the company has grown significantly over the last few years, I would still consider Neurovalens a start-up. This means that my days are very busy and long, particularly as I am often operating in two different time zones. I have found that I do have to sacrifice a lot of my personal time with friends and family in order to put the needs of the business first which can be very difficult. What are the challenges facing your sector, and the economy in general? Obviously, there is an element of the unknown with regards to Brexit which is a challenge. However, as a business we are as prepared as we can be and so I am confident it won’t impact us too much. Overall, the health industry is changing a great deal at the moment, as the lines blur between consumer health & wellness and traditional medical treatments. This is an area that we are currently navigating and is very exciting but more importantly it will provide improved health globally. π

APPOINTMENTS

Matthew Irwin has been appointed to the position of field service technician at NTD. He will be responsible for installing time management systems and access control. NTD has appointed Mags McKee to the role of part-time sales administrator within the ID solutions department, and will be responsible for the administration of sales within this growing sector of NTD. John Cochrane has recently been appointed to the position of IT support technician at NTD. His responsibilities include helpdesk support together with software installation and configuration of time management systems.

Bryan Hickland has been appointed as sales executive by NTD. The former surveyor/junior sales officer for Energystore will be responsible for new access control business. Stephen Mackie has been appointed marketing and brand manager for the Mount Charles Group. Before joining the company, he worked predominantly in the hospitality sector. Joanne McDermott is a management accountant for The Mount Charles Group. She has more than 30 yearsâ&#x20AC;&#x2122; finance experience spanning both public and private sectors.

Emma-Jane McKee is the internal auditor for the Mount Charles Group. She is a qualified Chartered Accountant and a member of the Institute of Chartered Accountants in England and Wales. Neil Jamieson has been appointed as a project manager for the Mount Charles Group. He has more than 20 yearsâ&#x20AC;&#x2122; business improvement and project management experience. Emily Holland has been appointed to the role of assistant accountant for the Mount Charles Group. She will be responsible for supporting the monthly management accounts process and the preparation of the year end audited financial statements.

APPOINTMENTS

Matthew McKinley has been appointed executive development chef for the Mount Charles Group, with responsibility for creating and developing catering solutions for clients. Albert Parkhouse takes up the role of part two architectural assistant with White Ink Architects, having spent three years with a London architectural practice working on large scale masterplanning and residential projects. Lucy Ashe has been appointed as an architect with White Ink Architects. She gained 13 years’ experience working with leading architectural practices in London where she developed an extensive portfolio of work.

Wesley Brownlee joins the White Ink Architects team as an architect. He has more than 10 years’ experience, primarily gained with architectural practices in London. His experience encompasses a wide range of work in retail, residential and commercial. Scott Howes has been appointed public engagement and education manager at W5. He will head up the team of educators at the centre to promote learning opportunities for children and adults in science, technology, engineering and maths. Vickerstock has appointed Peter Quinn as a senior consultant within its growing construction division. Peter specialises in recruiting within infrastructure and civil engineering.

Matt McRoberts is now digital marketing executive at Hastings Hotels. He is responsible for managing the Hastings Hotels’ websites, digital advertising, email campaigns and liaising with business partners across all seven hotels. James Manley has been appointed as senior consultant at Vickerstock. Mr Manley has a wealth of experience and will manage health, safety and environment recruitment across Northern Ireland. Tourism Ireland has announced the appointment of Ciaran Doherty to the new position of stakeholder liaison manager for Northern Ireland. He will work collaboratively with colleagues in Tourism NI and other agencies.

APRIL 2019

PHOTOCALL

1. The IoD NI marked International Women’s Day by hosting 450 business leaders at its Women’s Leadership Conference. Pictured is event host Susan HayesCulleton along with IoD NI chairman Gordon Milligan, IoD interim director general Anna Daroy, Lisa McLaughlin of Herbert Smith Freehills, Sophie Cornish, and and keynote speaker Professor Sue Black. 2. Victoria Crozier of fit-out firm Portview as the company was crowned as one of Ireland’s Best Managed companies in the Deloitte Best Managed Companies Awards programme, in association with Bank of Ireland. 3. Helping mark 10 years of ‘global greening’ Tourism Ireland’s Niall Gibbons is pictured launching its new book, called Ireland’s Greening of the World, charting the tourism body’s successful PR campaign.

4. Southern Regional College (SRC) has launched a new, modern training restaurant and kitchen which has been transformed following a £600,000 investment. Pictured is SRC chief executive, Brian Doran, broadcaster David Meade with Michelinstarred chefs Alex Green and Barry Smyth. 5. Ulster and Ireland rugby players Ilse van Staden and Stephen Ferris with Tony Hanway, chief executive of Virgin Media Ireland opening the new offices in Belfast. It’s investing £65m in ultrafast broadband, which will connect to 300,000 homes and business in Northern Ireland.

PHOTOCALL 6. Mervyn Stewart has been announced as the Retailer of the Year by Skoda UK.The award was presented by singer-songwriter and Skoda Brand Ambassador Paloma Faith. Pictured is Stephen Stewart, managing director, with the team. 7. The Great Light and Titanic Walkway have attracted more than 170,000 visitors in their first year, giving the city’s offering as a maritime heritage destination a major boost. Pictured is Titanic ARC resident, Jennifer Rydqvist and pug Weenie. 8. Brian Dolaghan, executive director of business and sector development, Invest NI with Denis Lynn of Finnebrogue after the firm announced it is to create up to 125 jobs following its £17m investment in a new nitrite-free bacon facility.

9. Mid and East Antrim Borough Council in partnership with LEDCOM has teamed up with Larne Football Club to urge wouldbe entrepreneurs to utilise the Go For It Programme. Pictured is Gavin Clements, Larne Football Club, Gail Kelly, David Gillespie of LEDCOM and Graham Kelly of Larne Football Club. 10. Danske Bank has become the first company in Northern Ireland to join the ‘The Valuable 500’. It seeks to get 500 companies across the world to sign up to a movement that supports disability being part of wider equality, diversity and inclusion business strategies. Pictured is chief financial officer Stephen Matchett and Donna-Marie Gill.

APRIL 2019

PHOTOCALL

11. Marking the countdown to Portrush hosting the 148th Open Championship is Aine Kearney, Tourism NI director of business support and events, young golfer Sevie Trowlen, Adam Keefe, head coach of Belfast Giants and Ireland hockey player, Shirley McCay. 12. Londonderry spot Soda & Starch Pantry and Grill, has been named in Sunday Times’ Ireland’s 100 Best Restaurants 2019. Pictured marking the achievement is head chef Raymond Moran and Ciaran O’Neill, who also runs the Bishop’s Gate Hotel in the city. 13. Tayto has launched its largest-ever TV, digital and promotional campaign as part of a major £1m brand rejuvenation programme. Pictured launching the scheme is Tayto’s marketing director, Elly Hunter.

14. Kellie Armstrong MLA and Megan Fearon MLA at the first in a series of peace and reconciliation events organised by The Next Chapter, an EU PEACE IV funded project which targets women in Northern Ireland and the border regions of the Republic of Ireland. 15. James Hagan, founder of Hagan Homes with Tiffany Brien. The homebuilder is providing £3,500 of sponsorship for Tiffany Brien’s cycle kit as she takes on The Great Rugby Cycle 2019.

PHOTOCALL 16. Pictured celebrating 10 years of the Fitzwilliam Hotel are long serving employees Marian McGreevy, James McAteer, Caroline Snowden, Stephanie Sheerin and Terry Brady with Janine Gelston, director of sales and marketing and Cian Landers, general manager. 17. The Air Ambulance Northern Ireland is to receive some essential support during 2019 from soft drinks company Boost. Pictured celebrating the launch of the partnership is Boost’s Francine Matthews and Kerry Anderson, head of fundraising at Air Ambulance Northern Ireland. 18. Loughview Leisure’s Chris Kearney pulling the first pints at The Doffer pub in Ten Square Hotel, following the completion of a £20m investment in the city centre spot.

19. More than 400 business representatives have attended Translink’s inaugural supplier engagement event at Titanic Belfast delivered in partnership with InterTradeIreland. Pictured is Tranlink’s chief financial officer Paddy Anderson with InterTradeIreland’s chairman Ken Nelson MBE and Translink’s Tricia Massey. 20. Lisa Sweeney, Neueda with Queen’s hockey players Emily McStea and Erin Getty. Neueda hosted a special event for members of Queen’s University Belfast Ladies’ Hockey Club centred around professional development.

APRIL 2019

THE CHAIRMAN

The Chairman What hasn’t happened this month? With all the nonsense around Brexit, Titanic Belfast and other venues were a much-needed distraction from the politics

here’s nothing quite like Hospitality Ulster’s Top 100 to get the month started with a bang. A loud one.

It was a return to Titanic Belfast for the soldout showcase of the top pubs, restaurants and hotels that Northern Ireland has to offer. It’s far from the Chairman’s first time at this annual bash. Without looking at the till receipts, I’d imagine a fair chunk of cash was dropped at the bar. Hosted by the team, including Colin Neill, Joel Neill, Charlotte Fogarty and chairman Mark Stewart, it drew in some famous faces, as usual. And in a change to his usual tux and holding court at many a function, business editor Gary McDonald swapped his dictaphone and tie-clip for his pipes – entertaining the crowd with the McDonald Memorial Pipe Band. Irish rugby legend Brian O’Driscoll was joined by broadcaster Adrian Logan on stage to talk about his career and many successes on the pitch. Also turning out in style were Tori Shaw, Alison Campbell, Martin Breen and Jenevieve Devenny, while Karina Rocha and Anna Crawford of Howard Street were there to pick up their award, along with Bob McManus of the Sunflower Bar.

And it was Press Eye’s own snappers Kelvin Boyes and Darren Kidd making sure the entire night was captured in full.

Turning to a bit of cinematic culture, Lee Cronin unveiled his new Irish horror film Hole in the Ground, at the Queen’s Film Theatre. It’s a little bit of The Omen, The Shining, and The Babadook in terms of chill and feel – definitely worth a visit to the cinema.

Over to something a bit more serious – but still nestled in the bow of Titanic Belfast – it was the turn of the Chartered Accountants Ulster Society, for its annual dinner. And chairman Niall Harkin reiterated the general business sentiment around both the Brexit debate, and our more than two years without an Assembly. “The biggest concerns which our members have are around customs administration, customs duties and supply chain distribution. I believe that those concerns should not be ignored,” he told those gathered. “Brexit was, and is, too big an issue not to have strong input from a local, devolved government. It is now over two years since we had a functioning Executive and Assembly. “As it stands today Northern Ireland has no Programme for Government, we have no plan for Brexit and we have no shared vision for Northern Ireland. Every day of delay is a further step backwards.” Those turning out for the event included Barry Smyth of sponsor the MCS Group, Zara Duffy, head of Chartered Accountants Northern Ireland, guest speaker Dr Janet Gray MBE and Rory Clarke of Danske Bank. And Kelvin Boyes was there once again. I swear, I see him more often than my own mother.

Elsewhere, Ten Square officially unveiled its new Doffer bar – which is located beside the city centre spot. Those turning out included the Sunday Life’s Geoff Frazer and Ulster Business editor John Mulgrew – although our paths never crossed. Strange, that. It’s like Batman and Bruce Wayne, or Clark Kent and Superman. Kelvin was there, too.

The Chairman and early starts. It’s always a difficult relationship, but it does one good to occasionally rise and get the day well underway while most others are still in their scratchers. Better Belfast, organised by Justin Rush of Abacus Group, brings together business leaders, stakeholders and media to discuss a range of topics and issues. On this occasion, Allstate NI’s new headquarters beside Lanyon Place train station played host. There were a few familiar faces, including Allstate’s Chris Henry, Fergal McFerran from Stonewall and Emma Hunt of Mills Selig. Speaking on this occasion, it was the turn of Christina Bates, chief financial officer at Allstate NI. She was also joined by Belfast City Council’s director of economic development, John Greer, Michelle Baird and Jessica Hutton of the Ulster Orchestra, and Disability Action’s Anne Reid. ■

THE CHAIRMAN

Niall Harkin speaking at the Chartered Accountants Ulster Society Annual Dinner Tori Shaw, Alison Campbell, Martin Breen and Jenevieve Devenny at Hospitality Ulsterâ&#x20AC;&#x2122;s Top 100

Barry Smyth, Zara Duffy, Dr Janet Gray MBE, Niall Harkin and Rory Clarke

William Van Der Kells, master-at-arms, with Brian Oâ&#x20AC;&#x2122;Driscoll

Anne Reid of Disability Action at Better Belfast

Karina Rocha and Anna Crawford of Howard Street

Lee Cronin at a sceening of his film Hole in the Ground

APRIL 2019

Bob McManus of the Sunflower Bar

Christina Bates of Allstate NI at Better Belfast

Busy schedule of IT events in Northern Ireland

here’s a lot happening in IT at the moment, and a leading organisation is running local events to support

that.

The Northern Ireland branch of the British Computer Society (BCS) – the Chartered Institute for IT – is committed to making IT good for society and ensuring that people have positive experiences with technology.

The main purpose of these sessions, which are hosted by Farset Labs in Belfast, is to bring together people with a broad range of interests.

Matt travels the world helping business people to understand and adopt blockchain technologies. After the event, he delivered his talk to HND students at Belfast Met.

‘Exploring Augmented Reality in the Tourism Industry’ This event was held in October last year in the Montalto Estate, Ballynahinch. We wanted to show the local tourism industry how AR could enhance their businesses.

‘The Ethics of AI’ Artificial intelligence is another key technology that is already shaping our world.

Huge advances are being made in areas including augmented reality (AR), artificial intelligence (AI) and blockchain technology – but there are massive challenges as well. Nearly every day you hear about online abuse, cyber crime and the misuse of social media.

The main speaker was Dr Nick Whitelegg, a university lecturer who has developed a unique AR system for hill walkers called HIKAR. Nick configured HIKAR so that attendees could walk round the estate and see AR in action.

It’s an exciting time to be involved in IT, and BCS is on a mission to strengthen that. It’s helping to promote ethics, facilitate collaborations and keep standards high in the industry. Here are some examples of what BCS organises.

The event was run in association with DigitalNMD, an initiative by Newry Mourne and Down Council and local regional colleges. At the event, Tourism NI announced a £200,000 fund to help develop Immersive Technologies.

‘Explain Like I’m Five’ These are regular events that have led to a number of successful collaborations. In each event, speakers take a concept of their choice and deliver it to an audience of non-experts.

‘Understanding Blockchain for Business: Beyond Crypto Currencies’ Blockchain is about much more than just crypto currencies, and it presents many opportunities.

Each speaker has a maximum of seven minutes to explain the subject, followed by a short Q&A. No slides are allowed, but the use of visual aids is heavily encouraged, while beer, soft drinks, pizza and fresh fruit help the process along.

BCS supported Belfast Met to run this event which was aimed at the local business community and involved a number of expert speakers. They included Matt Lucas of the IBM Global Blockchain Team and Professor Chris Speed of the University of Edinburgh.

In January, BCS president Chris Rees discussed the main ethical issues involved in AI, including the consequences of not addressing them. Now is the time for the conversation and Chris’s talk was the perfect introduction for our next event. ‘The 2019 Turing Talk – Why we need to train unbiased AI’ In Northern Ireland we have a very active Artificial Intelligence community and this event in February was part of the NI Science Festival in conjunction with IET. Dr Krishna Gummadi of the Max Planck Institute for Software Systems delivered the main talk. AI involves learning-based algorithms, and they are already being used by organisations to make decisions about how they serve us. This has raised concerns about the potential for bias and unfairness in the algorithms. The talk addressed some of the key issues and how we might deal with them ‘Improving Outcomes in Medicine’ Another recent event involved putting doctors and developers together, and letting them generate ideas to use technology in medicine. Two interesting concepts emerged that involve AI. The next stage is to meet up in a few months to check on progress. ‘Ethics in IT – Why safeguarding should be a pillar in our profession’ This event in March featured Jim Gamble QPM who is a former police officer and chief executive of the Child Exploitation and Online Protection (CEOP) Centre and now managing director of INEQE.

Jim Gamble, Rachel Steenson, Daniel Aldridge and Ian Stuart at the IT safeguarding event

This is a very important topic, and Jim highlighted the critical role that the tech community has to play. BCS members believe in making IT good for society, and so this was a particularly significant meeting. ‘Empowering Female Talent’ Many women work in IT, and BCS is committed to fully supporting and empowering them. To that end, an ‘Inspiration Day’ event is being planned. The aim is to create a space for potential leaders from different sectors to learn from each other, promote collaborative working between sectors, and contribute to a healthy tech sector in Northern Ireland. IT Professional of the Year Awards The annual award ceremony will be held in June, as part of Digital DNA. Once again, there will be three categories: IT Professional, Young IT Professional and IT Educator of the Year.

Kieran Swail, Michael Savage, Karen McClure, Marie Ward, Paul Kelly BCS NI, Dave Vincent, Tourism NI, Dr. Nick Whitelegg BCS, Michael Forster

The event will showcase the achievements of IT professionals throughout Northern Ireland, and the winners will be the embodiment of the BCS vision as the Chartered Institute for IT. Northern Ireland has a thriving IT sector, with around 1,200 companies employing 30,000 people. The BCS Northern Ireland branch wants to ensure that everyone’s experience with technology is positive, and organises an active schedule of events to support that aim. To get in touch, email Rachel Steenson, chair of BCS NI at chairni@bcs.org

APRIL 2019

Chris Rees, president of the BCS and chair Rachel Steenson

TECHNOLOGY

It’s back, and it’s

bigger... It’s Samsung’s latest and largest Galaxy S to date, with Apple and Huawei in its sights. Adrian Weckler gets hands on

t’s all about the screen. I thought the biggest thing I’d appreciate about Samsung’s new Galaxy S10+ was the third ultrawide-angle camera on the back. But after a week using it, the biggest upgrade turns out to be its display. Samsung has increased the screen-to-phone ratio to 93%, very nearly the entire front of the handset. It means you get a gorgeous, super-high definition 6.4-inch screen in a frame that fits more easily in your pocket and is slightly easier to operate one-handed. Samsung has done this in two ways. First, the fingerprint reader is now no longer a button (either front or back) but sits ‘ultrasonically’ under the screen. Second, Samsung punched two small holes in the top right hand of the display for the cameras, rather than having them sit up there separate to the screen. While some may crib about the flow of the display being disrupted (when watching a

TECHNOLOGY

video, for example) because of this ‘punched’ hole, the benefits far outweigh the drawbacks. And we need to mention the quality of that screen. It’s pretty incredible. Technically, it has a maximum brightness of 1,200 nits, which makes it really robust in outdoor sunshine. But the colours positively sizzle on this device. (If you’re trying one out, pick any HDR video on YouTube to see what I mean.) It looks gorgeous too. Physical aesthetics are an underrated feature in phone design. Apple has always understood their importance with devices like the iPhone 4 and the metal on the iPhone Xs. Here, the overall look and feel of the S10+ is gorgeous. The back of the phone comes in a choice of either ceramic or ‘prismatic’ finishes. My test model is the latter, giving off a pearlescent hue. This is also the lightest large-screen phone I’ve used in some time. That matters, too, especially when you carry it in a pocket. (The S10’s corners are also more rounded than, for

APRIL 2019

example, its Note 9 device. This is helpful in not shredding pocket lining.) Long-time readers will know that I value a phone’s cameras highly. The S10+ adds something hugely useful – an ultrawide lens. That means you can now shoot at the regular (26mm), 2x optical zoom (52mm) and new ultrawide (12mm) focal lengths. And at any point in-between. The quality and resolution of those rear cameras (12 megapixels except for the 16-megapixel ultrawide lens) is exceptional. DxOMark, which is used as a metric for phone camera quality, rates the S10+ camera at 109, its joint-highest. If I have one slight niggle, it’s that the 12mm ultrawide lens may actually be a little too wide: in my testing so far, the photos from it aren’t quite as sharp as the 16mm ultrawide lens on Huawei’s Mate 20 Pro. I also miss a proper HDR night mode, which Huawei’s top cameraphones have, as well as Google’s (otherwise bland) Pixel 3.

But otherwise, this is a top cameraphone. Samsung has added a second front-facing camera to add nice depth of field to selfies. The Galaxy S10+ has one of the biggest batteries on the market, at 4,100mAh. In general, this has seen me through a heavy day’s usage, although Samsung’s power optimisation isn’t quite as good as Apple’s – the Xs Max, which has a much smaller battery, lasts almost as long with the same usage patterns. That said, under the hood is a very beefy engine with 8GB of ram in my test unit. While mine has 128GB of storage, it actually comes with up to 1,000GB of internal memory, expandable to a whopping 1,512GB if a memory card is added. There is also a constituency that will be delighted that Samsung has decided retain the 3.5mm headphone jack. If I was to pick a downside, it’s that Samsung has ditched facial recognition as a primary unlocking mechanism. This is a pity as, on the S9 and Note 9, it had just become somewhat reliable. ■

TRAVEL

History and a family experience in Normandy 96

TRAVEL

Cormac Bourke takes in what Normandy has to offer, from its modern and ancient history to an altogether more family-friendly attraction

t is remarkable the things that you will undertake with surprising success when you simply have no other choice. These are often things that you would have immediately ruled out as impossible in the not too distant past.

Faced, however, with that most interesting challenge known as ‘no other option’, it is often surprising what can be achieved with a degree of organisation, determination and application. And driving. Why was there no other option? The whole adventure stemmed from the string of difﬁculties that Irish Ferries encountered last summer, when the arrival of their new vessel — the WB Yeats — was hit with a lengthy delay. The problems led to unexpected travel routes to — and from — the destinations of many holidaymakers. Hopefully many of them — like us — ended up in adventures we might not have taken otherwise in a sort of traveller’s law of unintended consequences. Normandy was the destination, a region of lush meadows and rolling farmland in northwestern France. It is steeped in history. Its name famously comes from the Viking north men who raided and then settled there from 820AD onwards and became known as the Normans. They, as every Irish schoolchild knows, then settled in England and ultimately arrived in Wexford around 1169. The 70m-long Bayeux Tapestry depicting the Norman conquest of England in 1066 is still on display in the city that gave it its name. Nearly two hours away to the east, the city of Rouen, the capital of the region, is where Joan of Arc was burnt at the stake in 1431. Perhaps the highlight of the region is the remarkable Mont-Saint-Michel, an epic island monastery

APRIL 2019

topped with a soaring Gothic abbey, in a bay where Normandy and Brittany meet. The island has been the site of fortifications since ancient times and the monastery was in place from the 8th century, meaning it has effectively been there since before the Vikings arrived. As we were coming from Brittany, Mont-SaintMichel was the first place in Normandy we visited. It is exceptionally well run with a clear system — park your car, shuttle bus out to the island, take the bus back. You can walk if you want or take a horse-drawn carriage, though even on a hot day it looked chilly on the horses. The streets are very narrow, cobbled and packed but the further you go up the less touristy and souvenir-based the shops and restaurants. Leaving Mont-Saint-Michel behind, on we drove to our ultimate destination. We had spent our first night in France in a Eurocamp campsite in Domaine des Ormes, Dol-deBretagne on the way between Roscoff and Normandy. Our longer-term home in France — well, for 10 days at least — was to be at Center Parcs Les Bois-Francs. It was a big place and a beautiful setting: 854 cottages and a hotel on a 310-hectare forest, near the town of Verneuilsur-Avre and just 90 minutes from Paris by car. For the record, Center Parcs Europe and Center Parcs UK and Ireland — which is opening its new facility in Longford later this year — are two different companies, but there are, I’m told, very clear similarities. We liked the idea of the recognisable and reliable brand. Normandy weather is traditionally not as warm as other parts of France so the indoor aqua dome was important — though, as it turned out, we ended up there in the middle of a heat wave. The absence of air conditioning in our chalet was not a good thing in 35C heat — but, living effectively in a forest, neither were

we as uncomfortable as you might expect. The kids club activities included football. Get the app and you can book remotely, otherwise you have to queue at the sometimes very busy desk. You can also use this to book the other paid-for activities like the tree top exploring (with a huge safety net) which some of the four tried out, or the paddle boats or crazy golf. It would have been a missed opportunity to spend time in Normandy and not visit its historically famous beaches, the scene of the D-Day landings in 1944. It might sound like a solemn backdrop for a family day out but the children were fascinated by much of the memorabilia and the memorials and the grimness passed them by. It was not what I had expected but then what had I been expecting? The remarkable bravery and loss of life was so intense on D-Day and the days that followed that somehow you expect it to be baked into the air and onto the sand, a sort of permanent human scar on the landscape. Typically after the fact, on the ferry from Caen to Portsmouth I bought D-Day by Stephen E Ambrose. Ambrose is also the author of Band of Brothers, a book focussed on a company of US paratroopers who fought in several of the key battles after the invasion of Normandy. That work was made into the eponymous 2001 US miniseries by executive producers Tom Hanks and Steven Spielberg. Perhaps it’s a lesson on why history must be taught and remembered and that the importance of events — and the sacriﬁces that have been made — can only truly be realised and remembered in our own minds, recalling things are really impossible and are achieved when there really is no other choice. And however incongruous it might be, it’s a great lesson to reminded of. Even in the middle of a majestic family holiday. ■

MY DAY TITLE

Uncovering the 9-5

Name: David Dunlop Position: Director, Morgan Document Security

7am I’m not much of a morning person and I don’t eat breakfast so I’m usually straight up and out. Our office isn’t far from home so I’m lucky not to have a heavy commute. 8am I am usually at my desk by 8am and the first thing I do is put the kettle on and make a coffee. I’ll check my emails for anything urgent that’s come in overnight. 8.30am Every morning I’ll meet with the operations team: the folk in the warehouse who make the whole place tick. We have two sites in Belfast where we store documents for a broad range of clients including health trusts, legal practices and car dealerships, among many others. We have a fleet of bright yellow vans which you’ll see scurrying through the traffic every day, bringing documents to and fro. We have a really efficient barcode scanning and tracking service which means that a client can request any box or any file, any time, and we will bring it to them. Everything is scanned out of the warehouse, signed for and scanned back in when it’s returned from the client’s premises. The morning ops meeting looks at the jobs we have on, customer requests, schedules and rosters of work, van routes, deadlines and any issues. 10.30am Back to check the emails, which is mostly managing customer service. We’re a small management team so my role includes being operational head at our HQ, as well as overseeing customer relationships and business development. I’m in touch with customers on a regular basis either by email, on the phone or out and about in their offices.

12.00pm I head out for a business development meeting with a long term customer interested in our digital document storage. We have introduced digital innovations in the last 18 months, including document scanning and digital cloud storage to help businesses to go paperless. Enquiries about the services we provide (document storage, document scanning, digital storage and shredding), mean I’m out and about quite a bit providing solutions to different needs. 1pm Lunch is usually grabbed from a shop and eaten at my desk – usually a pasta salad or a sandwich and more coffee. 2pm A Board management meeting. As a third generation family business, I sit on the board of Morgan Document Security and another family business, Melville Morgan Funeral Directors. Together as a Board, we look after the overall business needs

of both companies, from finance and HR, to contracts, insurance and business development. 5pm I’ll usually clock off just before 5pm so I can pick the kids up. By the time we’ve done homeworks (my daughter is in P6 and already starting to look ahead to AQE preparation), had our tea and they’ve had their bath, it’s bedtime. 8.30pm If I’m working on a project or there’s a new business contract being tendered for, I might bring work home to look at it in peace and quiet, but generally by this time of night I’m ready for the sofa. I’m not a big TV watcher but I am a Liverpool fan, so if they’re playing, I’ll be watching. 11pm I’m normally in bed by 11pm and I might watch something on Netflix for a short time before I go to sleep.