Ulster Business-June 2019 by Ulster Business

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Contents 06 News The latest news and exclusives from across the world of Northern Ireland business

37 Manufacturing & Engineering

74 Business Breakfast

Is NI bucking a global manufacturing lull?

John Mulgrew takes Seamus Leheny out for a spot of food in one of Belfast’s newest haunts

14 Cover Story

53 Management Education

77 Motoring

We speak to Clare Kelly of Glandore about a growing business with wellness on its mind

Firms are making sure their employees are getting the right training from within

Pat Burns takes on a Honda hybrid, has a mess around with a Mazda and tackles the T-Cross

20 In Focus

63 Wealth Management

86 Photocall

Museums boss Kathryn Thomson on tough finances and building a commercial venture

You’ve worked hard, now you want to invest. We look at what options are out there

We’ve had lots of positive business news across NI over the last few weeks

23 IT & Technology

72 Interview

86 The Chairman

Is 5G all it’s cracked up to be? We take a look at what’s in store for NI connectivity

Two entrepreneurs are turning their attention to a new top-end pooch snack firm

He’s never worn a pair of wellies in his life, but there’s a first time for everything at Balmoral

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JUNE 2019

EDITOR’S COMMENTS

Right, let’s try this again, shall we?

t’s been another extremely busy few weeks in the world of business, and a mixture of the very positive, with a touch of unease for one of Northern Ireland’s most prominent manufacturers and largest employers.

Oh, and Theresa May is giving it a go, again, shortly before she leaves the front of the political stage and a would-be successor takes up the reins of a stagecoach (keeping up the theme of this idiom) which has been out of control for months, and could still be heading for a ravine in the coming weeks. The deal should be going before the Commons again this month, in an attempt to get some form of plan in place to ensure the stability of the UK economy as a whole, and that trade can continue unabated (or as

impact-free as possible) between Northern Ireland and the Republic. So, who’s in the running to take up the mantle from Theresa? As I write this, the bookies’ favourite is Boris. Yes, that Boris. The man who was one of the forerunners to the convoluted chaos we’ve now found ourselves in. I think the word chaos applies regardless of whether you voted Remain or Leave – what we’ve had to endure from the powers that be since the referendum in 2016 (yes, almost three years ago) has been nothing short of an horrendous inability and incapability of showing leadership. Welcome to this edition of Ulster Business, which is another packed magazine, featuring a cover interview with Clare Kelly of the hugely successful high-end

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

co-working space business Glandore, and I speak to Kathryn Thomson of National Museums NI about tightened budgets and developing some of our most-cherished cultural centres into more commercially viable ventures. I’d like to take this opportunity to wish Sonia Armstrong, Ulster Business manager, farewell and good luck. She’s been with the magazine for almost a decade and it’s been a pleasure working with her over the last year. So, enjoy this edition. The leviathan that is the Ulster Business Top 100 Northern Ireland Companies 2019 will be keeping me busy in the weeks to come. ■ 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 Con O’Donoghue Contact: 028 90 264260 www.ulsterbusiness.com

@ulsterbusiness

Ulster Business Magazine

Independent News & Media Ltd © 2019. 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.

JUNE 2019

NEWS

month IN Stormont numbers stalemate A

2.9%

Northern Ireland’s unemployment rate, according to the latest statistics from the Northern Ireland Statistics and Research Agency. It’s now at its lowest level on record.

£50m

The proposed fresh investment in revamping part of the seafront in Bangor. A new consortium wants to develop the area known as Queen’s Parade.

860

The number of days Northern Ireland has been without a working devolved Government (at the time of writing). A multi-strand talks process has now begun in an attempt to restore an Executive.

£45m

The proposed investment in poultry giant Moy Park’s facilities, including those in Northern Ireland. Boss Chris Kirke was speaking to the Belfast Telegraph at the Balmoral Show.

‘£1bn loss to NI economy’

“double whammy” of a no deal Brexit and continued Stormont stalemate would be a “wrecking ball” and almost three years without an Executive could cost the Northern Ireland economy £1bn, a top business chief has warned. Carolyn Fairbairn, CBI director general, has called on politicians to ensure power-sharing talks do not break down into further stalemate and deadlock.

any longer? We have to hold our nerve and continue to talk about the incredibly corrosive and damaging effect of going over the edge – it can feel seductive, going out clean.”

According to the CBI, new analysis has said that if the Northern Ireland Executive is not restored by the end of 2019, the total loss to economic output here could be approximately £940m.

Ms Fairbairn also told the CBI Northern Ireland Annual Dinner at the ICC Belfast: “Business is crying out for compromise because the cost of failure now would be so great.”

“One of the biggest issues is a complacency that has set in, that we are out of the woods on Brexit,” Ms Fairbairn told Ulster Business.

“This money could help fix roads, eradicate waiting lists in Northern Irish hospitals or transform education in primary and secondary schools. Restoring power to Stormont is the only way to do achieve this. What was once pressing is now desperately urgent.”

“Absolutely nothing has changed aside from the date. That October 31 date will be with us in no time. We don’t have a compromised deal that has been agreed. All the urgency has to be put in one place. “I do think that business needs to be continuing to think about a ‘no deal’ exit.” She said much of the growth this year has been fuelled by businesses stock-piling. “The urgency in all of this, it’s about the here and now, it’s not about what happens in future, it’s about the cost to investment in the here and now.” Ms Fairbairn says a General Election “doesn’t solve anything either” as it “still doesn’t get us a deal”. She said she has sympathy for some who now have the attitude of ‘just get on with it’. “There has been a sense – can this go on

Carolyn Fairbairn

And on the UK’s exit from the EU, she said “the cost of a no-deal Brexit could be equivalent to over 10% of Northern Ireland’s economy”. “Then there is the cost of potential tariffs and the damage of no-deal Brexit for Northern Ireland’s many current strengths as a place to invest.” Adrian Doran, Northern Ireland head of corporate Banking at Barclays, said: “Never before has the need been so great, for the voice of Northern Ireland business to be heard. And it has been heard, very clearly, thanks to the determination of the CBI, working in partnership with leaders in retail, small business, manufacturing, and the many local companies who are the cornerstones of this economy.”

NEWS

Pet snack business unveiled By John Mulgrew

wo technology entrepreneurs are launching a new high-end mailorder dog snack business with plans to grow their fresh workforce further, Ulster Business can reveal. Aaron Taylor and former telecoms boss Scott Ritchie have joined forces to set up Northern Ireland’s first bespoke mail-order pet food business, Snack at Frank’s.

Mr Taylor, one of the co-founders of the Ormeau Baths, has teamed up with Scott Ritchie, formerly of Connect Telecom to set up Snack at Frank’s – an e-commerce subscription service delivering “healthy and nutritious dog treats straight through your letterbox”.

The pampered pooch market is one which is booming – with around nine million dogs in the UK alone, and owners spending more than £250 on food, snacks and clothing.

The pair have already raised £500,000 in funding from angel investors and grown to a team of seven, but Mr Taylor says they are already planning to increase the workforce.

JUNE 2019

“There’s a real community of dog owners and pet lovers online but it’s very fragmented,” he told Ulster Business. “Part of what we’re doing with Franks is to provide a space for pet parents to come together and interact with each other to get tips and advice on how to keep a healthy happy dog and how to make it a key part of the family.” Turn to page 72-73 to read the full interview

NEWS

Quotes THE month OF

Appeal over Belfast apartment scheme refusal By John Mulgrew

D “The announcement that there should be a fresh appraisal of the basis of our rating system is very welcome. This is especially so given that the last major review/consultation exercise was in 2015-16 and the implementation of those reforms came to end with the collapse of the devolved administration.” Dr Esmond Birnie of Ulster University’s Economic Policy Centre after it was revealed there will be a review into business rates here.

“That is a difficult challenge for a museum. We are here for the public benefit and good. The public sector doesn’t have a bottomless pit of money – we have a big estate, and there’s a challenge to use assets better than we have.” National Museums NI boss Kathryn Thomson speaking to Ulster Business after three years in charge of the organisation.

“We want to enhance the outstanding features of the bar and its location, maintaining its traditional integrity for existing and new customers alike.” Andrew Maxwell, director of Clover Group, speaking about its plans to revamp the Fountain Bar at Fountain Street in Belfast city centre.

evelopers are challenging a decision to refuse the green light for a new apartment development in south Belfast, it can be revealed. The Botanic Development Company Limited submitted plans to build more than 30 apartments at University Street, off Botanic Avenue. That included the conversion of the existing building into six apartments, and another building for a further 31. But the application was refused by Belfast City Council earlier this year. However, the developer has now submitted an appeal to the Planning Appeals Commission (PAC) against the decision.

The proposed building would sit close to Fitzroy Presbyterian Church, and was due to include and mixture of two and three-bedroom apartments spread across four floors.

Tech firm headed by Co Tyrone boss ‘valued at $2bn’

Silicon Valley tech firm headed by a Co Tyrone female entrepreneur is now being valued at a $2bn after receiving a fresh round of funding.

Sarah Friar, who is originally from Sion Mills, heads up San Francisco-based social network company Nextdoor. The firm has just landed $123m (£97m) in funding from Riverwood Capital. That brings it valuation to around $2.1bn (£1.7bn). Ms Friar is a former Strabane Grammar School pupil, and was one of the early backers of the Ormeau Baths hub in Belfast city centre. She was formerly chief financial officer for digital payments business Square – a Silicon Valley tech firm which employs 2,000 staff and has expanded into the UK. Ms Friar joined Nextdoor last year, following a

Council planners said the some of the reasons for the refusal included that the scheme could “result in overdevelopment of the site due to its scale and massing” and fails to “maintain or enhance the overall character”.

six-year stint at Square, during which time she helped steer the company as it went public in late 2015. Last summer she urged Ulster University graduates not to be afraid of failure in an address as she picked up an honorary doctorate. “There’s still a fear of failure and less willingness to take risks,” she said. “That’s something that doesn’t apply in California and San Francisco, where people think that in failure you can find your learning… so it might be in the failure of your first business you might find the idea for the real success that becomes your second business.”

NEWS

Food ﬁrm stockpiling £1m of goods in Republic By John Mulgrew

major Northern Ireland food manufacturer has stockpiled more than £1m of goods in the Republic of Ireland amid concerns of tariffs being imposed with a hard Brexit, Ulster Business can reveal. The manufacturer, which has its base here, had stockpiled more than £1m in food stock for its market in the Republic amid border concerns, and is now left with huge levels of products in a warehouse, with the exit from the EU now not likely until Halloween. The issue of stockpiling among Northern Ireland manufacturing is understood to be one of the drivers to the sector witnessing an increase in production and output in the last

Name: Simon Little Business: Danske Bank Position: Head of communications

two months, according to business barometers such as the Ulster Bank purchasing managers’ index. Across the sector globally the growth of the manufacturing sector has slowed closer to stagnation, sitting at 50.7 in January (where 50 is no growth) according to the JP Morgan Global Manufacturing PMI. In the latest Northern Ireland index for April, Ulster Bank chief economist Richard Ramsey said: “As in March, manufacturing remained the only sector to record an expansion in output. Renewed weakness was evident within services, retail and construction. All three of these sectors signalled a signiﬁcant decline in activity in April.”

Richard Ramsey

The Smart Commuter How do you spend your time on board the service? The Glider has free wi-ﬁ and I spend most of my journey catching up on emails and seeing what is happening on social media.

What service do you use? Glider What ticket? Smartlink Why do you choose public transport? I live in Ballyhackamore and work at Danske Bank’s head ofﬁce by City Hall. The Glider passes the end of my road every eight minutes in both directions, dropping me almost literally ‘door to door’. It’s a great service and has been a real boost for Belfast. It is also very cost effective, working out at around £3.10 return each working day. The fact it is good for the environment to leave the car at home is a secondary consideration, but is of course another added beneﬁt.

JUNE 2019

What’s your go-to breakfast ‘on the move’? I don’t eat breakfast during the week and just await arriving at work to pick up my daily morning coffee from the bank’s cafe. Do you have any words of wisdom for anyone considering switching from car to public transport? Margaret Thatcher is alleged to have once said ‘a man who, beyond the age of 26, ﬁnds himself on a bus can count himself a failure’. That she ever actually said this is much disputed, but that doesn’t matter. My point is that this sentiment unfortunately still prevails among many in the business community here. My advice would be to give public transport a go and see how you like it. If we were living/working in any other capital city in the world, regular use of public transport would be second nature.

NEWS

NI economy ‘growing by just 0.7%’ By John Mulgrew

orthern Ireland’s economy grew by just 0.7% during the start of 2019 – the slowest performing region in the UK, according to fresh academic estimates.

According to the Economic Statistics Centre of Excellence (ESCoE), London’s growth topped the list in the first quarter of 2019, with Northern Ireland at the bottom, followed by the North East of England on 0.8%. The estimates are from the ESCoE, which works with the Office for National Statistics to develop methods for ‘nowcasting’ regional growth across the UK regions.

“We can see that growth in the North East of England and Northern Ireland is still estimated to lag well behind the UK as a whole, with London, the South West and Scotland having the highest growth rates,” Dr Stuart McIntyre said. “Comparing these estimates to those released

in February enables us to see how the regional economies have performed in the last quarter. “We can see that our new estimates are notably higher for South East, East of England and South West of England. This suggests that these regions were growing more quickly in 2019 quarter one.”

Manufacturing NI boss appointed to trade board

he head of one of Northern Ireland’s leading business groups has been appointed to represent the region on International Trade Secretary Liam Fox’s Board of Trade.

Stephen Kelly, chief executive of Manufacturing NI, will represent Northern Ireland on the board, and joins around 20 other advisors from across UK business. Dr Fox also presented accolades to firms including STATSports, MJM Marine and First Derivatives as the Board of Trade visited Northern Ireland for the first time. “This is a very historic time for Northern Ireland and the Board of Trade (BoT) is meeting here for the first time in our history,” he said. The BoT was specifically set up to ensure that all parts of the UK are able to share in the prosperity generated by trade. “I am encouraged by the success of Northern Ireland’s ‘export advocates’ and I urge more businesses who have successfully entered overseas markets to join this community and help guide other firms on to their first international sale.”

Stephen Kelly

The other firms being named ‘export advocates’ include CDE Global – which walked away with the top award at this year’s Belfast Telegraph Business Award – Belfast-based Datactics and Deluxe Group from Portadown.

NEWS

SONI appoints new boss N orthern Ireland’s network electricity operator has appointed a new managing director to head up the organisation.

“This is a period of rapid transition for the energy sector across Northern Ireland and SONI is playing a pivotal role as we move to a low-carbon economy.”

SONI (System Operator for Northern Ireland) has taken on Jo Aston, who was formerly director of wholesale energy regulation at the Utility Regulator for more than five years.

Mark Foley, EirGrid Group chief executive said: “Jo’s experience spans all aspects of the utility business, from managing a team of professional designers and directing a large operational workforce, to overseeing the development of public private partnerships.

In this role, she was responsible for the regulation of the Single Electricity Market (SEM) on the island, in partnership with the electricity regulator in the Republic. “I am delighted to join the impressive team at SONI as the new managing director,” she said.

JUNE 2019

“It is a genuinely exciting time for Jo to lead SONI. She has the skills to carry out this role to a very high standard, at an important time, and we are pleased to have her expertise.

Jo Aston

“Jo understands the critical role that SONI plays in developing, operating and managing the Northern Irish power system. I am confident she will ensure that SONI continues to deliver benefits to businesses and consumers in Northern Ireland.”

Bombardier: a tumultuous time for all Bombardier is never likely to be far from the front pages of our daily newspapers here, whether it be good, or bad news – and now, it’s the sale of the company’s Northern Ireland base, writes Ulster Business editor John Mulgrew

n the last four years, a turbulent sector, challenging market conditions, cost-cutting and outsourcing, and a struggling and risky investment in a new market all played a part in a company getting signiﬁcant column inches – and not just in the business pages.

Not too long after the business conversation left the recession in its wake, where seemingly every interview was somewhat tainted by questions about cutbacks, challenging times and cliches about ‘weathering the storm’ – myself included, Bombardier broke its news that 1,080 jobs were going across its sites in Northern Ireland. To its credit, at a regional level, boss Michael Ryan made time for business journalists – oneon-one, perhaps representing the seriousness and scale of the redundancies. What followed was a series of additional cuts – some fuelled by outsourcing, which included a story I wrote in 2016 about the company moving some of its former Belfast-based operations to warmer, albeit cheaper, bases in Morocco and Mexico. Attention was always sighted ﬁrmly towards the performance of its C Series passenger jet

series – the C300 and smaller C100 aircraft. They had heralded a significant advancement in fuel efficient single aisle passenger jets – and a major, and perhaps risky, step in Bombardier’s aircraft division. Its main focus, until then, was in its smaller jet aircraft, business aircraft and turbo-prop Q400s – which are part made in Belfast and used by airlines such as Flybe. The attention of journalists at home, and globally, was on the business securing major orders – or orders of intent. Several included around 90 aircraft from US giant Delta. It received criticism, however, from rivals and aviation buffs for the actual sale price of the fleet – significantly less than the book price, something which is part and parcel of jet sales. This was part of what would become one of Bombardier’s biggest challenges. US rival Boeing challenged the fellow aircraft maker, citing its selling off of the planes at, or allegedly below, market value in the US was unfair, especially given its assistance from governments, including chunky assistance from Canada. It looked like it was going Boeing’s way – a preliminary decision from the US’s Department of Commerce ruling in favour of its native son. However, what followed was something of a

sigh of relief – with the US International Trade Commission ruling in Bombardier’s favour. The firm had been facing a 292% tariff on the sale of its planes to the US. The next step in the journey was French aerospace giant Airbus taking a majority stake in the C Series production, which also brought an end to that brand name, with Airbus fitting the newly acquired lines in as the A220. In May’s edition of Ulster Business, Paul Everitt of aerospace group ADS told me he’s optimistic that the Bombardier and Airbus order book will grow. Brexit wasn’t far from away from Bombardier when it came to the impact on the company’s operations here. Shortly before the vote, boss Michael Ryan wrote to staff to say that the business would be best placed remaining in the EU, while warning in August last year that a ‘no deal’ exit could cost the firm £30m. And so, the next step in the Bombardier journey brings us to the sale of its Belfast operations to new owners. This also impacts thousands of jobs in the supply chain. Of course, the retention and strength of the workforce is front and centre of the concerns raised by unions and political representatives, as it should be. We’ll all be watching closely, with fingers crossed. ■

COVER STORY

Glandore: the family flexible workspace on the rise High-end flexible office company Glandore has expanded rapidly into an all-island family business with further growth on the horizon. Ulster Business speaks to director Clare Kelly about a burgeoning firm which is leading the way in more than just business, but connectivity, co-working and wellness for its members

ighteen years ago and in its early stages of infancy, Glandore began its life in one building at Fitzwilliam Square in Dublin – capable of hosting just 75 members.

years – with capacity for 700 members across its two locations here. However, the family’s connection to the city dates back to 1998, when Michael first bought 24-26 Arthur Street, now Arthur Place.

Fast forward to the present day and it’s an all-island business with an 80-strong workforce across nine locations in Belfast, Dublin and Cork – playing host to as many as 3,000 people.

It’s been at the forefront of attracting some of the leading international foreign direct investment (FDI) to Belfast, working closely alongside Invest NI to bring in cyber-security and technology firms from the US and beyond – first setting up here in 2006.

And it’s very much a family-owned and run business, led by founder Michael Kelly with daughters Clare, Fiona and Rebecca each as directors within the company. Glandore’s high-end flexible working spaces have been up-and-running in Belfast for 13

Glandore offers its members a wide variety of flexible office space, co-working and hotdesking – designed so companies can grow organically. But it’s also focused on bringing its members together, connecting indigenous and international firms, while also considering

Fiona, Rebecca, Michael and Clare Kelly

wellness in the workplace, and improving its green credentials. Clare Kelly is a director of the family business – a qualified occupational therapist and Trinity College graduate, who joined Glandore in 2008. She’s now tasked with focusing on the key marketing and business development elements of the burgeoning company – attracting and retaining members, and ensuring there remains a strong pipeline of clients. “We offer our members a diverse range of services,” Clare tells Ulster Business. That includes short-term hot-desking for small businesses with just a handful of employees, to providing flexible high-end office space

COVER STORY

for companies with dozens, or hundreds of workers.” And while the flexibility allows firms to scale from small numbers to a larger workforce – taking short-term space for as little as just three months – Clare says many of the companies stay for several years, or return to Glandore further down the line in their own business journey. “We also host a range of events, and can bring everyone together through the network of our members. That has allowed us to cater from very early start-ups, right through to the largest multi-national company, or scaling FDI business,” Clare says. “The difference with Glandore is the flexibility.

JUNE 2019

A company may wish to bring in one or two people, and then concentrate on recruitment – but they can then scale with their growth, from say 10 to 40 people. “That flexibility and scale is key. In terms of Glandore, we are offering high quality space, but also offering a range of business services to our members.” Across its two Belfast city centre flexible workspace buildings, Glandore’s expanding network means it can now host around 700 members – with locations at Arthur House and the nearby Arthur Place. It has six locations in Dublin, including the Silicon Docks and Central Business District, and has boasted a long list of foreign direct

investment firms, including Facebook, Twitter, Dropbox and Smartbox, and has also opened its newest office space building in Cork city. Glandore has forged strong relationships with Invest NI – helping provide high-end working environments for rapidly expanding FDI businesses – along with Belfast City Council, the Belfast Chamber and Northern Ireland Chamber of Commerce and Industry. Some of its high profile international current, or former members, include cyber-security experts Rapid 7, digital marketing firm Bazaarvoice and global payments giant Cayan – a company which has now expanded into its Belfast headquarters at City Quays. The quality and bespoke nature of the

COVER STORY

One of Glandore’s Belfast workplaces at Arthur House

offices are part of what helps Glandore stand out from the crowd. Clare says firms are able to specify exactly what they want, with a top-end design and fit-out team on hand to develop a specific working environment for each business.

with the international companies, and actively, facilitate connections between our members.”

for our members to connect with each other, and help in retaining talent.”

That includes an alumni programme, which sees members past and present returning to celebrate their successful partnerships.

“When Glandore was set up by Michael in 2001, he always focused on a high quality working environment,” Clare says. “We take premium office space in premium locations, and there is no expense spared in fit-out.

“We bring back customers from the last 10 years, and representatives from Invest NI and Belfast City Council. It’s about making the connections between the current scaling members and those which have come before,” Clare says.

And while almost every business has experienced some Brexit-related impact, Clare says Glandore has reached its highest occupancy rate in its history – rising to 95% in Belfast.

“We provide a bespoke set up – whether they need a co-working space or a virtual office, for example. We can tailor that for each business. It’s not a cookie-cutter approach.” And while she says design and the aesthetics are important, behind the decor is the IT and security infrastructure to ensure that guests have the very best available to them. “We have always invested heavily in our network, and have our own on-site IT. We have an IT director, manager and team – so there is support even before day one. All of these things are important to firms of all sizes.” For Glandore, it’s not simply about putting guests on seats – there’s much more to the offering. “We have such a diverse mixture of companies in the network and community, and we are able to mix the indigenous firms

“That support is invaluable. It can be very isolating in the those days when you are setting up, so it’s great to have someone you can bounce ideas off.” Glandore goes further still, with the introduction of both the Glandore Wellness Programme and Glandore Green Initiative – the latter focused on creating a greener and more sustainable office space. “We have been working with these companies for several years, and we get a bird’s-eye view,” Clare says. “One thing we have been very mindful of is the need for us to support from a wellness perspective. “We offer a complimentary wellness programme, which started in 2017, long before it became a buzzword. It offers a way

“It has been a very uncertain time and that has impacted businesses across Northern Ireland. There have been some delays in regards to FDI, but our hats go off to Invest NI which still attracting businesses into Northern Ireland.” And while there’s also scope for further growth in Belfast, there’s potential for that demand to move outside Belfast, with a potential to grow into the North West. “The hope is to continue our expansion as an all-island business, having operated on both sides of the border for 13 years, with capacity to grow the businesses in Belfast. “With the likes of Derry, that would be something on the agenda for Invest NI as part of its remit to win investment for outside Belfast. We will take the lead from the councils and from Invest NI, and we will look to see where we can add. If there isn’t space for a business to land, people will go elsewhere.” ■

AGRI-BUSINESS

Farming, food and the challenges facing the new crop It’s a crucial part of the economy and one of the toughest industries in NI. Ulster Business sat down with experts in the field of farming and agri-business for the latest in a series of Ulster Bank DSE dinners to examine the lay of the land

ike other industries which have had to deal with a challenging post-recession economy, changing markets and political upheaval, farming and agri-business is no different.

But, as one of the key components and drivers of the Northern Ireland economy – spanning the generations – it’s embracing technology, modernisation and forwardthinking to tackle the challenges it faces head on.

A host of top industry experts gathered for the latest Ulster Bank DSE dinner in Belfast to have a frank and honest discussion about the state of the industry, those taking a modern approach to the sector, and the changes it faces in the coming months and years. Farming has its own unique set of challenges to deal with, along with those faced by the majority of sectors here. That includes weather and overall volatility in the market. Agriculture and food processing accounts for around 20%

of Northern Ireland’s exports, employs around 100,000 people with a sector turnover of £4.4bn. Cost of set up remains a tricky one for food producers here, at all stages of the cycle – from new farming set ups, through to processing and sales. Looking at the performance of farming, as a whole, in the last year, it’s been filled with ups and downs. And while overall incomes fell in 2018, those gathered heard how it was a ‘game of farms’ – with sectors such as eggs seeing an uplift of more than 7%, while the value of crops, such as potatoes, fell by more than 20%. Looking ahead, and with Brexit around the corner, 2019 is likely to bring a fresh set of hurdles, but hurdles which can be jumped over if there’s enough suitable planning ahead. That could include new tariffs on food, trading delays and essentially establishing new rules for the game, once the UK is outside the EU. But for the agri-sector here, Northern Ireland’s emergence as a top global food destination is helping to further bolster and support the industry – putting the region on the map for a range of products, and entering the zeitgeist. That includes Peter Hannan’s salt-aged beef, which has walked away with a haul of three stars at the Great Taste awards, while Rooney

AGRI-BUSINESS

Fish in Kilkeel has become the first Northern Ireland winner of the Supreme Champion title in the Blas na hEireann – the Irish National Food Awards. Just a few years ago, the Food NI Pavilion at the Balmoral Show – which took place between May 15 – 18 at the Eikon Exhibition Centre – struggled to attract a sufficient number of top end food producers. Now, it boasts a selection of some of the best products the UK, Ireland and beyond has to offer, and has recently had the chance to showcase at London’s food-centric Borough Market.

younger generation gets its say in the future of agri here in Northern Ireland.

have been through the accelerator so far, have been female.

And for those farmers wishing to retire, or pass their business on, the Land Mobility Scheme offers them that chance. The discussion at Ulster Bank heard of a case whereby one farmer wished to retire, and a second wanted to expand – with the farms essentially sitting just across the road from each other.

Those gathered at the dinner heard while 2019 will be tough year, key areas must be tackled head on to ensure the industry prospers. That includes driving efficiencies and modernisation, something which forward-thinking companies such as Farm Compare and SlurryKat – both from Co Armagh – are trying to do.

Those wishing to diversify and expand their own farming business can also look for bank support in order to finance the development, as well as utilising the technologies and advancements available to them.

The former is a price comparison website which helps farmers source the best deal for a raft of areas, including machinery, livestock handling and feeding.

The difficulties faced by the sector include the challenges of developing the next generation of farmers, as many family multi-generational farms are finding the young crop aren’t necessarily interested in following in the footsteps of their parents.

Ulster Bank’s own Entrepreneur Accelerator is already proving a success, and stretching its reach across the sectors, and into agri-business – including working with newly established comparison site Farm Compare.

However, organisations such as the Young Farmers Clubs of Ulster – currently headed by Zita McNaugher – is ensuring that the

It’s also outpacing the environment generally, when it comes to the progression of female entrepreneurs. Around 53% of those who

JUNE 2019

There were also calls to help streamline and improve the processes associated with farming, and other agri-business. That includes increasing the level of digitisation and automation with the Department of Agriculture, Environment and Rural Affairs, as well as speeding up the planning process so farmers can develop and expand quicker, and working closer with the Government to overcome challenges. ■

IN FOCUS

From centres of culture to commercial concerns John Mulgrew speaks to National Museums NI chief executive Kathryn Thomson about challenging finances, cracking the one million visitor mark and support for a Troubles ‘peace centre’

athryn Thomson isn’t shying away from ambition. And part of that aspiration is attracting more than a million visitors to some of Northern Ireland’s leading tourist attractions.

“From my perspective, it wasn’t just by accident, and has been steadily growing. We have taken a long hard look at ourselves, and some of the challenges we face as an organisation.

She’s been at the helm of National Museums Northern Ireland for three years – responsible for the Ulster Museum, Ulster Folk and Transport Museum, and Ulster American Folk Park.

“The world around has changed, preferences and lifestyle. What role do museums play in society today?

And in that time she’s had to deal with constrained finances while growing outside visitor numbers and ensuring the museums are both attracting and creating the best exhibitions, while challenging and embracing societal change. “For me it has been fantastic. I was at Tourism NI for 11 years. This was a different opportunity,” Kathryn says. “In my head, museums were visitor attractions, but now you see that we support the economy, but do a lot more, particularly around areas such as a social impact.” But it’s been a “really challenging” role for the former Tourism NI executive – particularly around a reduction in funding. That’s meant the organisation has had to make difficult decisions around the size of workforce, which is now around a third smaller than it once was. In the last financial year, more than 900,000 visitors passed through the doors of the museums under its wing, and notably, a growing number are from outside Northern Ireland. But it’s a number Kathryn wants to see grow further still, to around 50-55%.

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“Our financial position has been very challenging,” she says. That’s down to reduced funding from Stormont. It has reduced significantly, and we now have around 30% fewer staff – around 230 workers.

pit of money – we have a big estate, and there’s a challenge to use assets better than we have… how you sweat your assets better to support and improve the museums.” Around 75% of funding comes from the Department for Communities, and the rest from admissions, retail catering, venue hire and grants. “The challenge is… yes, we do tell stories, but critically it’s what those collections allow us to do – challenging perceptions and ideas, to build a better future.”

...critically it’s what “ those collections allow us to do – challenging perceptions and ideas, to build a better future

”

“We have had to embrace change, and internally significant structural change. Externally, we have really been much more specific about what we are delivering for society… making it as relevant as possible.” The organisation is a £13.5m business, and Kathryn says there is always a focus on how the organisation can become more commercial. “That is a difficult challenge for a museum. We are here for the public benefit and good. The public sector doesn’t have a bottomless

And with the success of Titanic Belfast, Kathryn’s keen on growing the volume of visitors from outside Northern Ireland. Around 300,000 of those walking through the doors are tourists. “That has been increasing over the last few years. The museum has grown by 8-10% in the three last years.” Helping drive that has been the success of several high-profile exhibitions, including the ‘Troubles and Beyond’, Dippy the Diplodocus and the Games of Thrones tapestry. “In 2010 when we redeveloped the Troubles gallery, it was universally panned,” Kathryn says. “It was primarily picture-led, and didn’t have objects or anything tangible.” But the exhibition that now exists is a different affair entirely. “It was done with strong partnership and collaboration,” Kathryn says. “We had an advisory group and (worked with) Wave Trauma Centre and the Community >

IN FOCUS

Relations Council. We also engaged widely with communities – we have had items loaned by members of the public, and bringing that all together has allowed us to open the gallery and stand over the credibility of what is there.” The museum has also played host to globally recognised art collections and, more recently, a selection of works by Leonardo da Vinci. “We have people looking at what we are doing, a number of international platforms.” Meanwhile, the Ulster Transport Museum has just showcased astronaut Tim Peake’s spacecraft. And in Omagh, the Ulster American Folk park has expanded and grown its annual Bluegrass Festival to connect visitors to the town.

Looking back at Kathryn’s own career, the Bangor-born woman studied in Edinburgh, before travelling, and returning to the UK to work with the then Price Waterhouse, before moving to work with PwC in Glasgow. She then worked for the NHS, before moving back home in 2005 to join Tourism NI, where she finished as chief operating officer in 2016.” As for tourism generally, she says the last 15 years has seen significant investment and growth, fuelled by the work of her former employer, the establishment of Titanic Belfast and Northern Ireland becoming a backdrop for television and film. “Because of our extended role, we will never be a pure tourist attraction – 50-55% out-ofstate and a million (overall visitors) would be a

really good target for us.” An agreed City Deal for Belfast and the surrounding regions means significant funds are being earmarked for another major tourism attracting for the city – telling the story of Belfast and beyond. Asked about the long-proposed idea of a Troubles or ‘peace centre’ at the former Maze prison site, Kathryn is behind it, and says she’s hopeful, although our political process has to deliver. Since our chat, it seems those plans are now well off the table. It’s understood that those behind the redevelopment have removed the ‘Peace Building and Conflict Resolution Centre’ from its plans. ■

IT & technology Sponsored by

IT & TECHNOLOGY

To 5G, or not to 5G?… that is the question U With Belfast now one of the ﬁrst UK cities to trial 5G broadband, John Mulgrew looks at what the superfast connection could mean for businesses across Northern Ireland and whether it’s all it’s cracked up to be 24

pon reading some of the analysis over what impact 5G could have on the business community and how we work and operate, you could be fooled for thinking it’s on the scale of teleportation.

But while there’s certainly a degree of hyperbolic discourse surrounding the roll-out of the next generation of mobile broadband, once a network is put in place – producing potential speeds of 10 times our current 4G technology – it could allow some of our businesses the chance to increase the use

of automation, free up space and move to cloud-based systems and even improve our healthcare.

According to a study from Barclays, the addition of 5G could be worth £283m in additional revenues to the Northern Ireland economy, each year. “The biggest differences are expected to go far beyond improving the way we use existing products like smartphones or games consoles,” Jonathan Rose, Ofcom Northern Ireland director said.

IT & TECHNOLOGY

Jonathan Rose

“The instant connection 5G offers and its capacity to have thousands of devices connected at one time opens up the potential for new, innovative services. “This could bring great benefits. For example, manufacturers could use more automated machinery, providing and reacting to real-time data to improve efficiency. Transport networks, local authorities and other public bodies could use it to improve public services like parking, traffic management and street lighting. “It could also bring revolutionary changes to healthcare. For example, by enabling technology that allows medical students to practise surgery in a connected, virtual reality environment that reflects a real-life experience

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– even enabling them to ‘feel’ the surgery they are training to deliver. “

be one of the very ﬁrst cities that gets that launch,” he said.

For Belfast, it is now one of the trial cities for the connections. BT-owned mobile network company EE revealed the city would be getting it at the end of May – tipped to be 10 times faster than 4G.

“Secondly, with 5G it is an unfolding story. The standards for 5G are still being worked out… thirdly, (it will start) allowing people to connect many, many more devices, to hundreds of millions or billions. (It is) a key enabler of bringing the IoT (internet of things) as that unfolds”.

Speaking to Ulster Business, Professor Tim Whitley – who is managing director of research and innovation for BT – says the 5G rollout is an unfolding story, with the developing and more widespread reach of the connectivity becoming increasingly used in industry. “The ﬁrst phase, the phase we are getting excited about this year, is Belfast is going to

And for those concerned about a lack of even basic internet connectivity in some areas, Tim says “the advent of 5G does not negate or stop the momentum of rollout of 4G”, which will continue alongside it. There have been and still are issues with the >

IT & TECHNOLOGY

Adrian Doran

lack of comprehensive connectivity, generally speaking, across Northern Ireland. The number of homes and offices in Northern Ireland unable to get a decent broadband connection fell by 15,000 over the last year. But around 40,000 homes and offices, or 5% of properties in Northern Ireland, still cannot get the broadband speeds needed to meet a typical household’s needs. According to Ofcom, it defines this as broadband offering a download speed of at least 10Mbit/s, with an upload speed of at least 1Mbit/s. For some outside the main conurbations in Northern Ireland, though, there still might be an air of pessimism about all of this – many still struggling to get solid 4G or any form of significant mobile data coverage, once they start seeing the fields. According to Ofcom’s latest Connected Nations report, published at the end of last year, “good 4G services from all four operators are available (outdoor) across 79% of the Northern Ireland

landmass while voice services from all four operators are available (outdoor) to 88% of the Northern Ireland landmass”. That number drops, however with 57% of premises and 61% of major roads in Northern Ireland classed as having “good” indoor or vehicle 4G coverage.

It is really encouraging “ to see that Belfast has been hand-picked as one of the first UK cities to benefit from the roll-out of BT’s EE 5G network later this year

”

“Voice services (indoor) from all four operators are available in 80% of premises in Northern Ireland and 78% of major roads (in vehicle),” Ofcom says. But on the issue of 5G, Adrian Doran, head of corporate banking at Barclays in Northern

Ireland, believes the rollout brings a huge opportunity for Northern Ireland. “We are seeing massive potential for business growth, which ultimately delivers a positive knock-on effect for the whole region. “It is really encouraging to see that Belfast has been hand-picked as one of the first UK cities to benefit from the roll-out of BT’s EE 5G network, however our research indicates that businesses do not yet clearly understand how this could benefit them in the long-run. “Some of the key sectors investigated: manufacturing, professional services and business services are high growth sectors in Northern Ireland so it’s easy to see the potential benefits 5G could bring to our local economy. “To ensure Northern Ireland can realise the full potential of an accelerated rollout, the Government, mobile operators and other corporate partners – including financial institutions – have a job to do to raise awareness amongst businesses so they can harness the economic benefits of 5G.” ■

IT & TECHNOLOGY Brian Conlon

Proﬁts soar at Newry giant First Derivatives

ewry-based software giant First Derivatives has seen sales crack the £200m mark for the ﬁrst time as pre-tax proﬁts also soared by almost 40%.

The listed firm, which has 15 offices across the globe, saw a 38% surge in pre-tax profits to £16.7m, on the back of a 17% rise in revenue to £217.4m for the year to February 28, 2019. First Derivatives employs around 2,400 people. Last year the company announced plans to add another 1,000 staff. The results come shortly after the firm announced that its founder Brian Conlon is undergoing treatment for cancer. The chief executive has said he will remain in his position with support from group chairman Seamus Keating. First Derivatives chief operating officer Adrian Toner said: “Brian is having a tough time, like anyone who is dealing with cancer. But anybody who knows Brian realises that

he is mentally very strong and determined and he continues to be actively engaged, leading the executive management team and driving the company forward. “We see no reason why that can’t continue during the period of his treatment.” The latest set of results for the Newry firm show it continues to expand rapidly in virtually all sectors. The company’s software, which it built to help financial institutions to quickly process and understand large amounts of data, has been increasingly adopted in other sectors, with revenue from ‘other markets’ up by 85% to £9.3m over the year. For some time we have been trying to grow outside of capital markets and the banking world.” Formula One racing team Aston Martin Red Bull was one of the high profile examples of how First Derivatives software has been deployed. Mr Toner said the consistent double-digit growth recorded by the company is a

testament to the quality and breadth of the services it offers. He said the company’s chief goal is to establish itself as the leading capital markets practice in the world. “We are ruthlessly committed to delivering upon our strategy,” he said. But he added that the diversiﬁed markets would help it grow in future years. “There is more and more data being created every day and the ability to store that data and run complex analytics and convert it into information that allows better decisions to be made, and to do that faster than any other competing technology in the world, that’s the competitive advantage for First Derivatives.” He said that while Brexit remains a “frustration”, the group’s global nature and its presence in the Republic means it won’t derail its business. However, people movement is a concern. “We have quite a number of people who are EU nationals and non-EU nationals working for us. That mobility of labour will present a challenge to us,” he said. ■

IT & TECHNOLOGY

Laura Brophy, accounts administrator of APS Materials Inc, Siobhan Marley, business development director of Pinnacle and Victoria Lacey, financial controller of APS Materials Inc

Pinnacle Sage solutions helps Waterford firm serve European market

n Irish manufacturer says it has increased its levels of business control and development into European markets thanks to utilising a Sage solution implemented and supported by Pinnacle. APS Materials, Inc, a US firm which has its Irish base in Waterford, provides many of Europe’s largest medical manufacturers with spray coatings for orthopaedic implants, ranging from dental implants to surgical joint replacements

Around 95% of the firm’s work is for the tightly regulated bio-medical industry and exceptionally high quality standards must be maintained at all times. Raw materials coming in from suppliers and finished coatings used in clients’ products must be traceable for a minimum of 30 years, up to a lifetime in some cases. Its financial controller, Victoria Lacey says last year the company went out to the market for a replacement enterprise resource planning system. “We were entering a growth phase and needed a robust software system that could be tailored to our requirements and

would also be straightforward to use,” she says. A Sage 200cloud solution from Pinnacle offered a winning combination of a flexible, easy-to use-solution, supported by responsive technical experts. She said she found Pinnacle easy to work with right from the start. “They listened carefully to our requirements and what our business is about. Everything soon fell into place and that’s proved to be the Pinnacle way of working. Even now, it amazes me just how quickly Pinnacle people ‘get’ what we’re trying to do.” Following the successful implementation, completed in just 12 weeks, Sage 200cloud has streamlined and improved business processes. Speaking about one example, Ms Lacey said: “We used to enter a series of numbers at seven different stages, with all the risk of inaccuracies creeping in. Now the data is entered just once and flows through the whole manufacturing process, saving valuable time and improving data integrity.” “Through our Sage business management

solution, we’re eliminating the inefficiencies that tend to creep into any business over the years, and we’re also reducing our use of paper – that was a major objective for us. Everyone feels smarter and sharper with Sage 200cloud. Our quality manager and production operators can see the standard of traceability information coming through from Sage in the tailored reports they receive. Victoria praises the support the business received from Pinnacle both during and after the implementation: “We find the support desk team extremely knowledgeable and helpful. They’re always quick to resolve any queries, and we’re never made to feel we’re asking a silly question.” “With Sage 200cloud and Pinnacle’s support, we’ve advanced a generation in applying technology to improve our processes and are creating a modern agile business.” ■ To read the case study in full on how APS Materials, Inc powers its business with Sage 200cloud visit https://www.pinnacle-online.com/case-studies

REGULATION

A&L Goodbody responds to tighter measures for NI firms With the regulatory grip on companies continuing to tighten, corporate law firm A&L Goodbody (ALG) has developed a unique team of market-leading regulatory law specialists in Northern Ireland

“H

aving seen an increased focus on regulatory law coming out of the recession, we believe this trend is only going to continue in the coming years as tighter measures are introduced pre and post-Brexit,” partner Micaela Diver says.

“As a leading corporate law firm, it’s incumbent upon us to stay ahead of the curve in the regulatory space; to quickly get on top of new legislation and controls that emerge; and to equip our clients with the legal expertise and advice they need to stay on the right side of regulation. “In recent years, we have focused on building an unrivalled team of specialists in what we have identified as the most current and relevant facets of regulatory law.” The Regulatory team at ALG covers a number of major areas of regulation, each led by a sectoral expert in their own right. According to Micaela, this has positioned

ALG as the ‘go-to’ firm for indigenous and international firms in Northern Ireland seeking advice on how to prepare for, comply with and even challenge regulation where necessary. “There is no doubt that regulatory authorities are focusing on the local market and taking more of a stand,” she said. “This isn’t something that’s going to go away – if anything, regulation is going to become more apparent and will have a much greater impact on businesses, both within the regulated sectors and generally. “With regulators’ remit continuing to grow, this places a real onus on Northern Ireland firms to put in place the necessary measures to ensure they are compliant. Unsurprisingly then, we’re seeing a notable increase in demand for our service. “Given the breadth and depth of expertise covered by our Regulatory team, we are advising a growing portfolio of companies across all sectors and industries on a wide range of matters.”

Commercial – GDPR & Brexit Jonny Hacking is an associate in the firm’s commercial and technology team, working with clients to ensure they are compliant with their obligations under the GDPR, and to assist with their preparations for Brexit. “With the GDPR having been in effect for almost twelve months, clients are reporting an increase in subject access requests,” he said. “We’re advising them on the management of their responses, as well as their continued general compliance with their transparency and accountability obligations. We’re also reviewing and advising on data breach response plans to ensure that these are fit for purpose and providing GDPR training for clients’ staff. “In terms of Brexit, while the deadline has been extended, a no deal Brexit remains a distinct possibility. As such, we’re working with both indigenous and international companies to support their Brexit preparations and the necessary steps to take as part of an internal operational review. This includes analysing their

REGULATION

the individuals, governance arrangements and processes within firms across the sector from mature, incumbent institutions to new, often tech-driven, entrants. “We’re working closely with firms to ensure that they have both considered and, where necessary, implemented regulatory requirements, and that they can evidence this in such a way that satisfies the regulator and produces positive outcomes for their clients. “Set against a backdrop of uncertainty as the UK leaves the EU, it is fair to say that the overall compliance challenge for regulated financial services firms and the senior personnel within those firms has never been more acute. However, for firms that are able to respond to the challenge by adopting effective compliance processes, the opportunity to gain completive advantage exists.”

The Regulatory team at A&L Goodbody: Ciaran O’Shiel, Micaela Diver, Jonny Hacking, Orla Kelly and Chris Jessup

existing supply chains, commercial contracts and data flows and determining how these may be impacted by Brexit.” IP, media and data disputes Ciaran O’Shiel is an associate in ALG’s litigation team, specialising in IP, media and data disputes. He said: “We are seeing more and more crisis instructions with a focus on data related issues often requiring regulatory involvement. Given the introduction of the GDPR last year, which has led to a greater awareness of individuals’ privacy rights and appetite to enforce these, we expect this trend to continue. “We have been working with clients to minimise the risk of a data incident by ensuring they have the right technological and security measures in place. Carrying out an audit is a good starting point to identify the most vulnerable areas of the business, before putting in place the correct policies and procedures. Providing training around effective implementation is equally crucial.

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“In all data disputes, a quick, reasoned and effective response is crucial to mitigating any adverse effects,” he continued. “More often than not, it will be clear from the outset whether the dispute will be a difficult one. In that case, and particularly in light of the enhanced deadlines for reporting breaches and handling requests, it’s worthwhile seeking advice from a data specialist at an early stage before a crisis develops.” Financial services regulation “The way in which financial services firms do business, and the expectations of clients and regulators continue to develop quickly,” according to Chris Jessup, an associate specialising in financial services regulation. “In particular, financial regulators continue to evolve their approach to ensure that regulation keeps pace with technological innovation and stakeholder expectations. “Overall, we are seeing regulators such as the Financial Conduct Authority (FCA) intervene more frequently. There is a particular focus on

Public and regulatory “Public and Regulatory covers a broad range of sectors and issues, with many of the issues we encounter relating to the daily running of a business,” Micaela Diver says. “Our team specialises in competition, state aid and export/trade law advice – all of which will be impacted significantly by Brexit, specifically in relation to legislative regulation and compliance. “There is no doubt that Brexit will trigger legislative reform; businesses need to make themselves fully aware of the possible implications and impact on their market. If this is a concern for your business, we are best placed to advise on the options or compliance with these changes – or even to challenge proposed changes. “With the transition of EU law into domestic law, we expect that there will be gaps in the legislation which will be subject to public law determination before the Northern Irish courts.” ■

To contact a member of the Regulatory team at A&L Goodbody, please call 028 9031 4466 or email mdiver@algoodbody.com

RECRUITMENT

Workplace wellness is more than a passing trend By John Moore, managing director, Hays Northern Ireland

ellness programmes are very much in fashion amongst larger employers across the UK and increasingly here in Northern Ireland, where its not uncommon to hear about inoffice yoga sessions, mindfulness training and nutritionists visiting regularly to offer advice.

This trend has come about not just because these programmes are the nice thing to do but because they also make good business sense – research has shown that employee wellbeing and organisational performance are very closely linked. When employees have good physical and mental health, they generally feel more satisfied in their job and so their employers see better productivity, reduced absenteeism, lower staff turnover, and gain a reputation as a good place to work. Northern Ireland has a long-standing issue with low productivity in the economy, so anything that helps address it should be welcomed. But studies suggest that while many employers are offering wellness programmes, as many as 40% of employees choose not to take part and that has led to a new trend – compulsory wellness programmes. But while companies may have good intentions in mandating participation in wellness activities to reach those most in need of help, their efforts can backfire if not explained and embedded in the culture properly — disrupting trust, heightening tensions and allowing cynicism to grow in the workplace. My experience locally is that the biggest converts to wellness initiatives tend to be employees who are already fit and healthy. If staff are given freedom to make their own decision to participate and are empowered to make suggestions on what sort of things these

initiatives should include, they will, in theory, be more bought into the process. Hays’ ‘What Workers Want’ survey last year found that around 60% of an individual’s decision when looking for a new role is based on issues other than pay, with company culture – which includes work-life balance and wellness – a key factor. But if they’re forced to participate in wellness activities, could those who were already self-motivated begin to feel like it’s a chore? Will those who participate against their will take a compliance-based approach and do the bare minimum to tick a box? Will they resent programmes they might otherwise find valuable? When an employer decides what’s important for employees it is a significant use of power, so if they are mandating wellness this has to be done carefully if it is not going to impact your employer brand. On the flipside, if a wellness programme is a token gesture or implemented just to look good and win a few HR awards, it will have less impact than if it is part of your wider culture. The most successful wellness programmes work because everything else about being at work is in alignment too. There’s no point having meditation, yoga or resilience classes if managers are still overworking people. One way in which employers have increased participation is through incentivisation. Several big employers provide financial incentives for each of the training courses it offers under its wellbeing programmes. Others have moved a greater proportion of their wellness options into employees’ flexible benefits pot – forcing them to use them or lose them. Some have made mental health

checks part of annual reviews or onboarding exercises. Mental health conditions affect one in six working age people in any given week, according to the mental health charity Mind, so a positive work-life balance should be a priority for all. Leaders have a responsibility to champion positive mental health and if the tone is set at the top you stand a far greater chance of creating a culture that is understanding and supportive of employees. There can still be a stigma around mental health and it is perhaps here that a compulsory element to wellness could be useful. Mandating essential elements such as resilience building for senior leaders and people in high-stress jobs could help protect against depression, absence and low productivity. For most organisations, the key is to take a balanced approach, making wellness something that staff feel they own. Whatever approach you decide to take, doing nothing on wellness is no longer an option. ■

Manufacturing & engineering Sponsored by

MANUFACTURING & ENGINEERING

Manufacturing: is NI bucking the global slowdown? Global manufacturing and industry stalwarts such as Germany are feeling the slowdown. So, why are Northern Ireland’s makers and engineers bucking the trend? John Mulgrew takes a look at our top performers and what may be skewing the ﬁgures

f there’s been an industry yet to be tainted by the ill-effects of the run-up to Brexit that I, or other journalists haven’t written about, I’d be very surprised.

The latest economic metrics and predictors have been tarred by the three years of uncertainty and political instability. But, according to the latest purchasing managers’ index (PMI) from Ulster Bank, manufacturing here has seen an uplift – unlike the other sectors. Globally, however, the growth of the

manufacturing sector has slowed closer to stagnation, sitting at 50.7 in January (where 50 is no growth) according to the JP Morgan Global Manufacturing PMI. “At the moment, exports are falling in German manufacturing,” Richard Ramsey, Ulster Bank chief economist said. “Northern Ireland and the UK compare favourably to the German powerhouse, and countries such as France and Italy.” He says that nine out of the 30 nations which are recorded by PMIs show manufacturing is falling.

For Northern Ireland and the UK as a whole, Brexit-related stock-piling is certainly a factor. Let’s say you’re a cross-border business and you could be burdened by World Trade Organization (WTO) tariffs on your exports to the Republic in the event of a hard exit. What do you do? You produce more, and warehouse in your export market. Graeme MacLaughlin, relationship director, Barclays in Northern Ireland, said the “underlying state of health of UK manufacturing continues to be obscured by stockpiling, albeit down from the last

MANUFACTURING & ENGINEERING

survey’s record high, as Brexit uncertainty still thwarts investment intentions”. Ulster Business has revealed in this magazine that one major manufacturer, which has its base here, had stockpiled more than £1m in food stock for its market in the Republic amid border concerns – and is now left with huge levels of product in a warehouse, with the exit from the EU now not likely until Halloween. “Continuing increases in inventories of both inputs and ﬁnished goods have exacerbated the slowdown in growth of new orders and given the loss of momentum in exporting

JUNE 2019

activity, with growing signs that overseas markets are looking to alternative suppliers, the sector needs some degree of clarity on the future relationship with the EU sooner rather than later,” Graeme MacLaughlin said. Looking at what organic factors and positive stories which are fuelling the increase in manufacturing, Richard Ramsey says the success stories and expansion of ﬁrms such as CDE Global and Terex could be among those contributing. “They seem to be in expansion mode. But they are ﬁrms which are more exposed to

the US, which is growing strongly. I would imagine those focused on eurozone are maybe experiencing that fall in demand.” Stephen Kelly, chief executive of Manufacturing NI, told Ulster Business that “in the past year, our ﬁrms have been busy”. “The economic conditions have been right. A purple patch indeed. Admittedly Brexit stockpiling has driven demand for many and as that begins to wash through the system in the coming months (before the next deadline) and with slowing of international and domestic demand, then now is the time to ensure >

MANUFACTURING & ENGINEERING

Kieran Hegarty, president of Terex Materials Processing with Invest NI boss Alastair Hamilton as they unveiled the creation of 100 new jobs earlier this year

we have the right conditions to ensure that this success is sustained. “By value, our engineering sector remains our most important. The extraordinary growth of the export focused sector in Mid Ulster, South Derry and West Tyrone contributes huge levels or employment and wages but as labour and skills have become more difficult to secure, firms have begun to spread out. CDE’s investment in Monkstown and Terex’s announcement for the North West demonstrate their commitment to creating more jobs here instead of overseas. “There has been much speculation about the demise of our manufacturing over recent years but the sector continues to confound its detractors. Employment levels, despite high profile closures, are back to 2009 levels with exports at record levels and orders at home remaining strong. Our sector is larger and more important than manufacturing in the rest of the UK. Through direct and supported jobs, one

in four local families rely on a manufacturing wage with our rural economy and community depending on manufacturers to bring both wealth and work. “Our award-winning food firms feed families at home and abroad with a greater number securing supply contracts with the UKs and Ireland’s largest buyers. Indeed news that Dale Farm had secured a supply contract with Greggs is further evidence that there is more growth possible for this critical sub-sector of manufacturing. “Often overlooked is our strength in building products. From Specialist Joinery and Carella fitting out the best of corporate offices to Smyth Steel and Macrete making the bulk of the new Tottenham Hotspur stadium, regarded as the best in Europe, in factories here before shipping on barges to London. “We’re also leading the move in construction from site build to factory built homes, schools, hospitals and offices at the McAvoy Group and Fasthouse. We have even seen a beautiful table

made by Terry Design from Portadown in 10 Downing Street. “Whether it is a critical spring on the Mars rover, or a defibrillator in the Oval office or indeed the fact that one in 10 people on the planet this year benefiting from a Randox test, products made in Northern Ireland are making a difference and making a huge economic contribution. “It is therefore critical that we cherish and celebrate our great firms who are making great products with great people in every postcode area. We must create the conditions that allow them to be free to make a success of their business and their community. As for the current and future “disruptor”, Richard Ramsey says while Brexit is the largest, the impact of Trump on the global economy, could have an impact on business here. “The thing is, it’s to what extent (of an impact) there is when there is a trade war. Trump is increasing tariffs on China, then he focuses on the EU – how does the EU retaliate?” ■

MANUFACTURING & ENGINEERING

Propel your business to the next level with Sage 200cloud and Acorn IT Solutions

eading Sage Partner Acorn IT Solutions are helping some of Ireland’s leading companies achieve business growth with market leading business management software.

Macrete, fresh from supplying the concrete structures for the new Tottenham Hotspur stadium, uses Sage 200cloud with some of Acorn’s own manufacturing modules from the ‘Inspired’ range to manage their business. Steven Anderson, IT manager at Macrete said: “Sage 200 has enabled us to gain complete visibility over our operations allowing us to massively streamline our processes and increase our productivity.” Another recent Sage 200cloud Acorn project is at Multihog, a manufacturer of multi-purpose utility tractors for the aviation industry. Multihog has recently invested in Sage 200cloud and Dallan McHugh, the firm’s financial controller, said: “From our investigation we felt that Sage 200 was the best software to ensure our business is equipped to keep up with our rapid expansion plans.”

Roger Gribbin, Dominic McMullan, Deaglan Lowry and Tom McGlone of Acorn IT Solutions with Dallan McHugh, financial controller, and Gary Bolger, head of procurement from Multihog

for a growing business, it can also support large-scale organisations such as FP McCann, one of the UK’s largest manufacturer of precast concrete solutions.

For those organisations involved in food or drink manufacturing, legislation ensures that full traceability is required. Sage 200cloud enables full visibility across the supply chain, from suppliers to customers, as stock and materials can be tracked in multiple locations with full batch and serial number functionality.

Clare Loye, company accountant at FP McCann, said: “Sage 200 has proved to be a powerful and stable product that performs well across our many sites. Acorn IT Solutions and Sage are at the core of this and are an integral part of our daily business operation.”

One such manufacturer to adopt Sage 200cloud in the food industry is Wafer Enterprises in Derry, which started life as an ice cream cone manufacturer and have now evolved to incorporate all areas of the ice cream industry.

Sage 200cloud is a modular-based businesswide software solution for mid-sized companies with more complex requirements who want to grow their revenue, reduce their costs and increase profitability. It helps customers manage their finances, sales and business insights all in one easy solution. It allows its users to manage their business on

While Sage 200 can provide a solid platform

the move as the power of desktop meets the freedom of the cloud. Sage 200cloud supports manufacturing businesses, whether they are involved in oneoff job costed manufacturing, or high volume repeat production manufacturing. Key features of the software include effective functions for bill of materials, works order processing, material requirement planning, estimating, shop floor data capture and graphical planner. Based in Kilrea and Dublin, Acorn IT Solutions is one of the largest fully accredited Sage Business Partners in Ireland, providing Sage business management and accounting software to businesses across a range of industries. Acorn also offer a suite of bespoke software developments and provide Sage support and training. www.acornitsolutions.com | 028 7964 4975 | info@acornitsolutions.com

MANUFACTURING & ENGINEERING

Immigration in the manufacturing industry As one of the key sectors in Northern Ireland and the UK as a whole, Cleaver Fulton Rankin takes a look at manufacturing and what changes to immigration laws could mean for the workforce here

he UK is the ninth largest manufacturer in the world, employing roughly 2.5 million people accounting for 14% of overall business investment. The sector creates jobs year-on-year and is heavily reliant on migrant workers from both the EU and elsewhere. The Government is under increasing pressure to reduce migrant labour in the UK, providing a serious challenge to the sector. Non-EU nationals applying for permanent residency in the UK will need to be paid at least £35,800 per annum. This has implications for the lower paid (but not necessarily lower skilled) workers in the sector and may make it more difficult to recruit and retain lower paid non EU nationals on a permanent basis.

The above is an obstacle for manufacturers bringing employees from an overseas office to Northern Ireland to work on short term projects. Brexit will undoubtedly impact the sector. The sector will struggle with any policy to limit the free movement of people.

Issues may arise in sourcing the required labour force and trading with partner countries such as the Republic of Ireland. Migrant workers total 30% of all workers employed in the UK. Changes in the labour market as a result of Brexit may lead to wage spikes because of the decreased availability of EU workers. Immigration legislative changes within the sector Immigration law changes regularly. The latest Immigration White Paper on the future immigration system for 2021 outlines the possibility of EU workers requiring formal employment visas similar to the Tier 2 system with a minimum salary level of £30,000 each year. This would have serious repercussions on the workforce in Northern Ireland, particularly within the manufacturing and agri-food sectors. The Home Office recently launched the EU Settlement Scheme in late March 2019 pushing employers and employees alike to register on the new scheme for either ‘pre-

settled’ or ‘settled’ status. EU citizens living in the UK will have until June 2021 to apply for ‘pre-settled’ or ‘settled status’. Pre-settled’ status will apply to EU citizens who have been in the UK for less than five years. ‘Settled’ status will provide permanent residency for EU citizens who have lived in the UK for five or more continuous years. What manufacturing employers should consider? Three potential ways to keep on top of sponsorship duties include: 1. Registration on EU Settlement Scheme Consider having all EU passport holders registered onto the new EU Settlement Scheme for either ‘pre-settled’ or ‘settled’ status. There are no Home Office fees to complete this process.

MANUFACTURING & ENGINEERING

Kathryn Laverty, Conor McCrory, Aimee Donaldson, Aaron Moore, Aisling Bryne and Kathleen Gillespie

2. Keep compliant records The Home Office can visit a business premises to perform an audit without notice and will assess your compliance with sponsorship duties. Keep accessible records for all sponsored migrants or EU employees. 3. Undertake proper right to work checks Always, obtain, check, and copy the original document permitting the individual to work in the UK. Do this for every worker, not just migrants. Then proceed to sign and date the copy. Penalties The sanctions available to the Home Office are high with a possible £20,000 fine (per illegal worker). Prison sentences for employing an illegal worker have recently increased to five years. Liability can arise from knowing or having reasonable cause to

JUNE 2019

believe that a person does not have a right to work in the UK. The Home Office can issue an ‘illegal working closure notice’ and can close business premises for 48 hours. This can be extended to 12 months with a Court Order. Concluding remarks Manufacturing is extremely important to the UK economy in terms of exports, employment and business investment. Recent legislative reforms have made employing migrant workers more difficult. It is clear there is a manufacturing skills shortage in the UK. To help the UK secure its place as a top global manufacturer, companies must be able to hire the right people for the right jobs. A collaborative approach is required between companies and the Government to identify important areas of skill shortages and implement workable policies to protect the manufacturing sector. ■

The Manufacturing team Cleaver Fulton Rankin’s multi-disciplinary Manufacturing team, led by Aaron Moore, director, act for a diverse range of clients within the manufacturing sector including Decora Blind Systems Ltd, Ulster Carpet Ltd, Millicent Pharma Ltd, Lakeland Dairies and Northern Ireland Plastics. The team understands the issues and challenges faced by manufacturing companies. We do not only advise on the latest immigration developments outlined in this article, our team brings together lawyers from across all legal disciplines who work collaboratively to provide proactive solutions in areas including supply and distribution chains, commercial contracts, mergers and acquisitions, financial transactions, IP and technology, product liability, commercial real estate, employment, and others.

TALENT

Justin Rush with Lady Chanelle McCoy and EY’s Neil Gibson

Alan Braithwaite (RADAR), Shona Jago-Curtis (Jago Communications), Gareth Walls (A&L Goodbody), Ruth Logan (EY), Justin Rush (Abacus Talent Group), Emer Hinphey (Thinkpeople Consulting), Thom Kenney (SmashFly)

Emer Hinphey, managing partner, Think People

ore than 350 top delegates have turned out for the second Powered by Talent event in Belfast.

Following the success of the inaugural event, Powered by Talent 2019 united even more businesses from the professional services sector, focusing on a company’s main asset, its people. Hosted by Justin Rush of Abacus Talent Group, with EY as headline sponsor, the morning at ICC Belfast kicked off with all delegates attending powerful keynote addresses from Rob Williams, EMEA director of Insights at Indeed.com, and Debra Searle MBE, solo Atlantic rower and diversity speaker. And breakout sessions enabled attendees to enjoy a full range of interactive sessions from the likes of A&L Goodbody, Thinkpeople Consulting, EY, Jago Communications, Abacus Careers, Pearson and Diversity Mark NI, with powerful keynote presentations from Dr Louise McCullough, winner of ‘SAS Who Dares to Win’ 2019 and Thom Kenney, chief executive of SmashFly. “Powered By Talent was designed for businesses eager to maximise return on investment from talent and engagement initiatives, and I believe everyone has learnt a lot today. It is exciting to see so many businesses focused around attracting and retaining the top, highly skilled people here in Northern Ireland,” Justin Rush said. The headline sponsor of the event in 2019 was EY with additional support from SmashFly, A&L Goodbody, Think People Consulting, RADAR Careers and Jago Communications. ■

The A&L Goodbody team at Powered by Talent

EY Ireland’s chief economist Neil Gibson

TALENT

Hundreds turned out for the second year of Powered by Talent at ICC Belfast

Ciaran McCallion of Allen & Overy with Justin Rush, Abacus Talent Group

Thom Kenney of Smashfly

Dr Louise McCullough, winner of ‘SAS Who Dares Wins’ 2019

Lady Chanelle McCoy speaking at Powered by Talent

Stuart John, managing director of Abacus Careers

Keynote speaker Debra Searle

Guests at the second Powered by Talent event at ICC Belfast

Shona Jago-Curtis of Jago Communications

JUNE 2019

RECRUITMENT

Strong values at the core of great recruitment

any employers talk-the-talk when it comes to company values and how they align to their recruitment processes. Sounds great right? How many can hand on heart say that they walk-the-walk? Here are my thoughts on how to leverage ‘real’ company values to achieve improved business performance.

Link your company values to your recruitment strategy Naturally, as businesses grow and hire staff, the pendulum of importance swings towards essential criteria linked to a job specification, often favouring the person who ticks all or most of the boxes. Introducing a process that allows you to also assess characteristics and core values of employees will mean you’re more likely to ensure the people you hire will perform better. Poor leadership = poor performance Company values are a central part of an organisation’s identity and when staff feel these values are breached, frustration can set in. Leaders who demonstrate that they conduct business in a way that is ‘in sync’ with company values are respected. Leaders show the way with their actions. Disengaged staff can be costly to a business. If your culture isn’t right then you run the risk of your key staff members, the one’s that live and breathe the same core values, becoming unsettled. As identified in the 2019 Abacus Careers Salary Survey, 43% of employees will leave a company if better job opportunities are presented and team morale is low. Communicate values effectively Once the leadership team has agreed the core values, staff should be made aware of what they are and why your organisation truly believes they must be at the heart of the business. Provide examples and highlight why it will work. You must obtain buy-in.

Stuart John

Communicate values regularly and check in with your staff throughout their journey with you, as their career progresses their personal values may also vary slightly.

effort to ask questions that identify how applicants display certain values. Competency based questions that focus on this will, in turn, help your business to succeed.

Haven’t identified your company values yet? A good place to start is to identify your top performers, trusted employees and key staff within the business, and ask them to state their most important values. Chances are they will be more or less in line with those of the leadership team. When hiring new staff, make a conscious

Ultimately, a settled workforce means less time spent dealing with absenteeism, attrition and the resulting poorer performance that can be associated with discontent. ■ Stuart John is joint managing director of Abacus Careers and can be contacted at stuart@abacus.careers

A word from

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

Name: Ashok Songra Position: Chief executive, 3fivetwo Group

How did you start out in business? I was fortunately asked to become a partner in a medical consulting rooms business I was working out of already as a consultant maxillofacial surgeon. That was in 2005 and we officially launched 3fivetwo in 2006. What have you found the most challenging during your years of business, so far? Managing a business through severe downturns in a company which had grown rapidly and being responsible for the livelihood of hundreds of staff you employ. You have to react quickly to restructure the workforce, keep operating costs down and diversify into other related sectors which for us were healthcare training, medical insurance, optometry and hearing services. The quality of our staff and perseverance stabilised the business alongside the diversification of revenue streams and more focus on excellent private healthcare, continued the growth of the company. How would you describe your management style? I prefer the strategy decided and agreed to be delivered by respective directors and senior management with a lot of autonomy. I like to keep an overview with many reports from various managers and directors. I have always believed in the mantra ‘work on the business rather than in the business’. What would you change if you could go back and do it all again? Nothing really. The whole experience has been part of a learning curve and has strengthened my understanding of our business, enabling us to scale up to deliver care in multiple specialties to thousands of patients in a safe and clinically efficient manner.

JUNE 2019

Have you done it all on your own? Definitely not. I have a very good business partner and co-founder, Suresh Tharma. Together with our fantastic directors and senior management team we have worked collectively to successfully grow the business over the years. How would you like your business to be remembered? I would like the business to be remembered as a leading quality provider of healthcare services for both the private and public sectors ensuring that we are the preferred choice for patients and healthcare professionals. I’m also very proud of the fact that we are the only private healthcare group on the island of Ireland to have hospitals in both Northern Ireland (Kingsbridge Belfast) and the Republic of Ireland (Kingsbridge Sligo), as well as a presence in London. We are always looking at new ways to be innovative by introducing new technology and clinical procedures. Our recent investment will enable the provision of more services in imaging, orthopaedics and specialist services. such as cardiac surgery, and the expansion other specialties, extending our reach to the rest of the UK and other parts of the world. What piece of advice would you give to a 20-year-old you? Keep faith in what you want to achieve in life as Einstein said ‘our imagination is preview of life’s coming attractions’.

INTERVIEW

Around the island in two dozen distilleries 50

INTERVIEW

Emma Deighan speaks to Jack McGarry and Sean Muldoon, the Belfast pair behind the world-famous Dead Rabbit bar in New York, about the journey their latest book took them on

ar owners Sean Muldoon and Jack McGarry very much come as a pair.

It’s easy to understand why the two north Belfast men are inseparable when they return from their home in New York and recall their adventure in getting where they are now. They are the founders and operators of The Dead Rabbit in New York City’s financial district, named the Best Bar in the World. But the journey towards opening their globallyrenowned cocktail bar did have its hard times and setbacks. That included two-and-a-half years of living on the breadline to secure their dream – while a hurricane thrown into the mix also delayed the opening by a further four months. The Dead Rabbit finally launched in 2013. Fast-forward six years and Sean and Jack are fresh from travelling around Ireland to detail the best whiskey establishments here in a book entitled From Barley To Blarney: A Whiskey Lover’s Guide To Ireland. “We’ll never make a penny from the book,” says Sean. “But that wasn’t the reason for it. We did it because we wanted to do it.” That statement is indicative of the success the two men have achieved in six years. They’ve gone from living on $8 burrito deals while building their empire, which now includes a second bar – a Cuban-themed establishment called Blacktail – to taking time out to soak up the whiskey hotspots of Ireland. While launching the book in Dublin recently, Sean and Jack pledged $10,000 (£7,700) to mental health charity, Aware. The choice of charity came about from an affinity the pair have with young people suffering from mental health issues here. Jack, in particular, has never shied away discussing his own experiences with

JUNE 2019

depression. “Having grown up in Ardoyne in north Belfast, where rates of depression and suicide are very high, we are very aware of the issues impacting the lives of people back home – and how mental health problems, if left untreated, can devastate families and communities. Over the years, I have had my own battle with depression and mental health. “I’m fortunate that I have been able to access the support and services I have needed to aid my recovery, but not everyone is that fortunate.” Sean says: “We come from nothing, absolutely nothing, and we were penniless. But we have made it. Everything could change but we hope that it doesn’t and we hope to be an inspiration to these kids who are in these neighbourhoods.” Harking back to their younger years, when both worked their way around the Belfast bar circuit, Jack and Sean compare and contrast the US mindset with that in Belfast. Jack, who has one sister and studied at St Mary’s Grammar School in west Belfast, was first introduced to the bar scene when his uncle gave him a job at the Hunting Lodge on the Stewartstown Road. “I started there when I was constantly asking my parents for a lend of money, money that you’re never going to end up paying back. “I think my mum had enough of it one day and said ‘if you want something you need to go out and get a job’. I think I wanted a pair of trainers or something stupid, so my father’s cousin, Sean Campbell, was running the place. My father spoke to him and I’d just received my National Insurance Number and that’s where it started.” Jack then moved to Tatu on the Lisburn Road, where “I first saw cocktails being made” and developed a passion for the hospitality trade, inspired by former colleague Kieran Breen.

It was while working at the Merchant Hotel that he met Sean. “Sean showed me a few cocktail books and I went deeper and deeper into it. And that was how it started. That relationship developed into being business partners,” Jack says. Sean’s background is similar and both of them have always shared ambition and drive. As well as The Dead Rabbit and Blacktail, they’re also looking to the city of New Orleans for the location of another Dead Rabbit – or even a bar which “links Cuba with Ireland”. They both love their life in New York. Jack is currently dating an American woman and plans to stay in the US, while Sean hints that he may return home to enjoy his retirement years. “I would definitely come back and retire here. I’m still very Irish and very connected to here and it’s only after seeing the whole length and breadth of the country during the whiskey tour that I really realised how much I love this country,” he says. From Barley to Blarney, a Whiskey Lover’s Guide to Ireland is a portrait of 22 of Ireland’s distilleries and their bottlings, 50 of its renowned pubs, as well as recipes for 12 original Irish whiskey cocktails. It involved Jack and Sean travelling to all four corners of Ireland with fellow Irish native and Irish whiskey expert Tim Herlihy. It was written by Conor Kelly, who also wrote The Dead Rabbit: Mixology & Mayhem. It wasn’t a smooth ride, the pair admit. It was a two-month-long whirlwind tour in a VW bus driven by Jack’s father. They logged over 4,000 miles, visited 111 pubs and every single working whiskey distillery on the island. ■ If you, or anyone close to you, is affected by any issues in this article, contact the Samaritans free on 116 123 or Lifeline on 0808 808 8000

TITLE CHARITY

Ken Brundle, chairman of Praxis Care with Andy Mayhew, chief executive, Praxis Care and Nevin Ringland, patron Praxis Care

Praxis Care appoints new chief executive as founder retires

eading learning disability and mental health charity, Praxis Care, has announced the retirement of its chief executive, Nevin ringland – after 39 years at the helm.

progress, and secondly, meeting and working with the staff, listening to and feeling the passion in their voices with regards to the work they do caring for and supporting service users to live fulfilling lives.”

Nevin founded the charity in 1980 and has led Praxis Care through periods of transformational change which has provided an increased number of individuals with complex needs across Northern Ireland, Republic of Ireland, England and Isle of Man, with the care and support they require to lead fulfilling lives.

Ken Brundle, chairman of Praxis Care, announced that the governing Board of Praxis Care has unanimously agreed to appoint Nevin as patron of Praxis Care, to help ensure continuity of its brand and values:

Praxis Care is the largest complex needs charity in Northern Ireland and over the next several years will become one of the larger charities across the UK and Ireland. The charity currently employs 1,500 staff and is set to increase its workforce to 3,500 over the next four to five years. Nevin Ringland said: “There are two big things which stand out for me over the past 39 eight years with Praxis Care; meeting service users and listening to their unique stories and

“We are delighted that Nevin has agreed to continue his work as a patron of Praxis Care. Nevin will be continuing with several projects including the development of Praxis Care’s 50,000 sq ft new Central Office in Belfast and the establishment of the Praxis Care Innovation Think Tank, in partnership with Queen’s University of Belfast. The Think Tank will research and develop Praxis Care’s housing, care and support models which will consolidate Praxis Care’s position as a leader in areas of work. Ken Brundle said the Board is delighted

to confirm that Andy Mayhew has been appointed as the new chief executive for Praxis Care. Andy had previously been a director of care for the charity over a 10 year period and will now oversee the major growth plans which are now well underway. Andy Mayhew said: “I am delighted and privileged to be given the opportunity to lead, what I believe to be, a superb organisation with exceptional values. I would like to pay tribute to Nevin’s achievement in building Praxis Care from nothing, to be in such a strong position today. I think we as an organisation are so well placed to achieve our mission, which is to help as many people as possible benefit from our support and lead fulfilling lives. Nevin’s leaving is a big loss for Praxis Care, however our mission remains the same, our strategic direction is unchanged, and above all, the Praxis Care values are enduring.”■ For more information visit us at www.praxisprovides.com

Management education MARCH 2019

MANAGEMENT EDUCATION

The future train of thought? Developing from within Skills shortages are one of the biggest challenges facing NI businesses today. In response many of our largest organisations are taking future employment issues into their own hands. In this feature Emma Deighan looks at the companies training from within

n the one of the latest economic surveys, a large percentage of businesses questioned said recruitment difficulties have been a persistent and growing issue with around 77% of service sector firms and 74% of manufacturers professing to facing challenges recruiting skilled and professional/managerial staff.

Three in five of NI Chamber members went on to say they anticipate Brexit to further impact on their ability to attract the right workers here. Just under half of members believe that their business is currently experiencing a skills gap and just over half (51%) believe that there is a serious mismatch between the skills people have and actual job requirements which is severely hampering business and economic growth here. It’s a growing concern and without the security of the right talent pool companies are now developing the best people to work for their business from within. In-house training is becoming more commonplace as a means to safeguard a future workforce and their management team. And not only is it acting as a solution to skills shortages but it’s now become something of a recruitment asset for those on the bandwagon. Professor Gillian Armstrong, director of

business engagement at Ulster University Business School has been building partnerships with businesses to develop educational products that support career development and the university is tailoring them to each of its partners. She has coined it ‘pracademics’ – practical academics. She said the partnerships allow the university to provide “highly relevant and progressive programmes that genuinely support career development”. “Through a progressive approach to business engagement across the Business School, we are taking a critical role in identifying and responding to clear signals in the NI skills market, but also increasingly within Ireland and GB. “We are doing this in four ways – companies feeding into curricula, making sure they get the skills they need; a network of senior executives coming in as visiting professors to mentor staff and students; working with other forward-thinking educational partners in the US and China; and ensuring value for the business community through a commercially focused advisory forum. What we want to really do is have graduates leaving the business school going into businesses where they can make an immediate impact.” The Business School has been evolving to accommodate the bespoke needs of firms here

MANAGEMENT EDUCATION

“disrupting traditional learning models” but ensuring real results for companies. One such firm that has benefited from this is PwC which, with Ulster University, launched an MSc in professional services operational delivery, the first of its kind in the UK, earlier this year.

Business School, said the course is a response to a “fast changing world” allowing both businesses and education establishments to work together to get “in touch with the needs of the modern economy”.

Fifteen employees from PwC’s Operate business will be the first to benefit from the course.

He said: “This partnership will ensure that we equip our employees with the ability to accredit their experience in operational delivery and help future-proof our firm.”

Ian McConnell, the PwC partner responsible for Operate and a visiting professor with the

Deloitte is another name that has partnered up with Ulster University. Jackie Henry,

JUNE 2019

senior partner, has been forward thinking when it comes to training up her workforce of the future. She and her team have designed two new talent programmes; a graduate academy and BrightStart programme – a higher apprenticeship for school leavers. “The thinking was that if we can attract 18-year-olds who were curious and open to learning in technology and service areas we could bring them in and offer them a good start in their career,” she said. “We knew it would be an important alternative to university and so we decided to partner with Ulster University to provide a parttime degree. We pay the successful >

MANAGEMENT EDUCATION

Jackie Henry of Deloitte

candidates and we pay the university fees.” The company was also the first to offer the Assured Skills Academy Model here with the Department of Finance. Its model specialised in data analytics. Today it’s delivering its 18th academy across a range of disciplines including cloud robotics. It’s an industry-spread realisation that training from within spawns many benefits, not least safeguarding future mangers. And it’s long been around. Financial firm FinTrU is another name on the corporate map taking action into its own hands. With a team of 300 and plans to recruit more staff it’s taking no chances with skill shortages. Its Academy X, the 10th training scheme of its kind, has taken a range of graduates from non-financial backgrounds to allow them to forge a career in a fast-growing sector that is evolving quicker than the output of skill personnel.

And Henderson Foodservice has reaped the benefits of its in-house development programme. It was rewarded recently at the Belfast Telegraph Business Awards where it took the category for Excellence in Development of Management and Leadership. Zoe Young, people development manager at Henderson Foodservice said training up from within meets the firm’s current and future business needs. “Our key approach in terms of people investment has been a focus on our employer brand in attracting and maintaining talent, the development of leadership and management skills of our senior staff and the development of employee skills and capabilities,” she said. “In terms of new staff we revised our ‘onboard’ process and introduced mentors to support new recruits. “For existing staff and in consultation with the senior leadership team, managers and

employees we created a three-year training plan which aligned with our immediate business priorities but also future-proofed our capabilities long-term. “New elements introduced include executive leadership workshops led by Queen’s University Belfast, a four-tiered ‘leadership pathway’ and a bespoke coaching programme helping sales managers and their teams reach targets. “We have invested substantially and already are seeing a return on our investment. Employee engagement rates are at an all time high and this is reflected in our achievement in 2018 of an Investors in People Gold Award. Turnover of new employees with less than 12 months service has improved by 30% representing a significant saving in terms of recruitment costs. In terms of ‘bottom line’ performance Henderson Foodservice secured a record turnover in 2018 of £119m.” ■

UNEMPLOYMENT

NI unemployment hits another record low A fall in Northern Ireland’s unemployment to a record low of 2.9% is to be welcomed but the ﬁgures don’t paint the entire picture for the overall performance of the economy here, it’s been claimed.

ﬂatters” Northern Ireland’s labour market performance.

“To achieve a step change in our local economy, a radical reboot of economic policy is needed. Reforming business rates, investing in infrastructure and skills and training are vital for any incoming Stormont Executive.”

“An outsider looking at a headline unemployment rate of 2.9% would be forgiven for thinking that Northern Ireland was in some sort of labour market The figures for the nirvana,” he said. “Clearly, the reality Meanwhile, as many as first three months is somewhat different.” Northern 700 job vacancies and of 2019 show the Ireland’s economic inactivity 140 apprenticeships Number of jobs on unemployment rate rate did fall to 26.5% between were on offer at a offer at event in dropped by 0.9% January and March, one of major event held by Current Ballymena in the last quarter, the lowest rates on record. But Mid and East Antrim unemployment taking the Northern it’s still the highest among the UK Borough Council and the rate in NI Ireland rate well regions. Department for below the UK average Communities, in Ballymena. of 3.8% during February, “That means over one-quarter of the local and even further below the Republic’s rate of working-age population are neither in work More than 30 employers attended from 5.4%. The percentage of people in work also or looking for work,” he said, adding that across a range of sectors, including hit an all-time high of 71.3%. the 71.3% employment rate was the second industry, care, engineering, hospitality and lowest of all UK regions. construction, as well as support organisations Northern Ireland’s unemployment rate and apprenticeship providers. is now below the US (3.6%) and And Retail NI chief executive Glyn Germany (3.2%). Roberts said while they are Mid and East Antrim Borough Council chief But Ulster Bank chief “encouraging statistics... executive Anne Donaghy said: “Through economist Richard Ramsey we should be far from partnership initiatives like this with the said while it’s arguably complacent”. “Our levels of Department for Communities, we will one of the most important economic inactivity remain ensure that employees, businesses and The percentage of measures for an economy, stubbornly high and while entrepreneurs continue to get the support people in work he warned that the headline our employment rate is they need to succeed.” ■ here unemployment rate “significantly increasing, we still have room for improvement,” he said.

2.9%

71.3%

700

NEWS

Danske Bank posts £24.7m profit for first quarter

anske Bank has posted pre-tax profits of £24.7m during the first quarter of the year – a more than 60% rise on the same period a year earlier.

Corporate lending to Danske Bank customers fell by 30% during the first quarter of the year as Brexit uncertainty meant customers put off investment, chief executive Kevin Kingston said. Profit before loan impairments was up 3% to £23.1m.

larger customers to delay planned investments until later in the year”.

But corporate lending was down, Mr Kingston said, “with the heightened uncertainty around Brexit during quarter one persuading some our

However, overall business banking lending, of which corporate lending is part, had increased by 8%, mainly to existing customers.

Kevin Kingston

The chief executive said many business banking clients had been pursuing growth plans, but that others were extending their borrowing to prepare themselves “for any economic challenges that could be associated with the Brexit process”.

Mixed bag for NI property market

emand for retail space in Northern Ireland has fallen for the fifth successive quarter while the office market here has seen a four-year high, it has emerged.

According to the latest RICS (Royal Institution of Chartered Surveyors) and Ulster Bank Commercial Market Survey, a net balance of 64% of respondents pointed to rising tenant demand for office space. Overall, a balance of 22% said occupier demand has increased across the sectors, generally. However, the volume of retail space has increased, and demand fallen once again, meaning retail availability is at its highest level since the end of 2014.

Brian Henning

“In line with this, enquiries from investors about retail opportunities fell according to the balance of respondents, while enquiries about office and industrial property were reported to have increased,” the report said.

“In contrast, the struggles of retail continue, with rising availability and the weak outlook for rents a real concern for the sector and for town and city centres across Northern Ireland.”

Brian Henning, chairman of RICS in Northern Ireland, said: “The office sector in particular appears to have withstood the most recent test of Brexit uncertainty, with surveyors remaining relatively positive about the sector despite external challenges.

And Gary Barr, relationship director, commercial real estate, Ulster Bank, said: “The structural changes in retail are well-known and continue apace – and Northern Ireland is no different in this from elsewhere in the UK.”

Wealth management

MARCH 2019

WEALTH MANAGEMENT

Investment: where to put your money Taking a risk, or playing it safe? ISA, a cellar of vintage wine or a stake in a new start-up? Ulster Business looks at the raft of options open to the would-be investor

ou’ve had a good year, or years. Your business is proﬁtable, you’re hiring, landing new contracts and reaping the rewards of a successful private venture. But what do you do to turn that cash ﬂow into a long-term worthwhile investment?

For the vast majority of people over the course of their lifetimes, savings, ISAs, bonds, and maybe a second investment property, or

properties, are as much as anyone is likely to have to consider. But there are investment opportunities of all sorts out there for individuals with deep enough pockets – and some of them are more interesting than others. Let’s start with those. “Residential and commercial property ownership remains a popular investment and we have even seen a number of our clients investing in vintage cars, wine and art

as an alternative to the traditional investment choices,” Chris Marshall, senior private banker at Danske Bank said. “In addition to the traditional investments in global equities, ﬁxed income and cash, our clients are also seeking further diversiﬁcation through uncorrelated alternative investments such as precious metals and commodities with the use of exchange traded funds allowing investors to gain access to a wide

WEALTH MANAGEMENT

uncorrelated returns. For this reason, we will continue to be positioned overweight in absolute return funds at this stage in the cycle.” And looking at equities as investment he says “while we believe we are now late in the current cycle, global growth in 2019 is projected to be 3.7%; maintaining a sustainable economic backdrop with few signs of overheating”. “The expansion may still have room to run, but there is ample reason to be highly selective and focus on quality. Sectors, such as consumer staples, utilities and healthcare, tend to perform better late in the cycle when economic growth is slowing or weaker.

range of non-traditional investments.” There are investments such as precious metals – anyone following gold prices in the last decade will know about the peaks and troughs experienced there. Then there’s the almost swapping in value of platinum – revered as the most expensive and sought after metal, more so than gold – with palladium, of which the majority of world’s supply goes into making catalytic converters.

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Michael MacGrath, associate director, global investment selection, Davy Private Clients says “we remain overweight to alternatives with allocations to absolute return funds, gold and real assets”. “Absolute return funds are intended to produce their own returns, independent of major equity market returns. They are not speciﬁcally intended to hedge against equity market declines, but instead to generate

“With this in mind, we have positioned our equity allocations more defensively. We believe that repositioning the portfolio towards stocks with quality characteristics is warranted given the current late cycle economic conditions. To reﬂect this, we added two global equity funds to our portfolios, both of which are focused solely on building portfolios of high quality stocks. We have also increased exposure to the sectors we believe will perform better during periods of slowing growth, including healthcare. “At a sector level, portfolios are positioned overweight healthcare and consumer staples, >

WEALTH MANAGEMENT

Chris Marshall

while underweight financials, industrial and energy.” Danske’s Chris Marshall says when discussing alternatives to simply holding cash “the general view from our clients appears to be that their overall risk tolerance is down and the spread of investments they may wish to consider is conversely up as they try to hedge against a possible hard Brexit and a market that also looks high”. “Tax planning remains key to many of our client’s investment strategies and this leads to the use of ISAs, collectives, offshore planning bonds and pension wrappers although the appetite for EIS (enterprise investment schemes) and VCT (venture capital trust) as tax planning investments appears to have fallen.” Of course, it’s about a balanced portfolio, taking in the risk averse elements, thinking longer term and perhaps including risk diverse and alternative investments, according to Ed Raymond, head of Michael McGrath portfolio

management UK at Julius Baer. And it’s about assessing the level of risk a client wishes to take. “For a balanced portfolio, you could start with a neutral position and then take views on the market, according to what risk (you would wish to take),” he said. “We have a global approach in terms of our equity thought process. “Each client has their own set of circumstances, what they are trying to achieve, their investment objectives, how much of their total assets we are looking after, and the view on risk in general.” He said around half of clients tend to balance their portfolio, with around a third in growth or higher risk areas, and fewer in the more defensive end. But is Brexit playing any sort of part in impacting how customers are utilising their investments? “The way we run portfolios, is we tend to take a medium to long-term view,” he said. “They should have at least five years plus. Short term markets are driven by political turmoil (for example), and ultimately what we are trying to do is invest on that long term basis.” ■

WEALTH MANAGEMENT

Managing money in retirement: living too long or not spending enough By Jayne Gibson, managing director of Insight.Out Financial

here are two main conundrums facing advisers and clients managing money through retirement. Firstly, and certainly most importantly, is running out of money during your lifetime, which has obvious connotations for lifestyle and the ability to manage on state pensions. At the opposite end of the scale is dying with too much money, which would indicate that our retiree has not had as much enjoyment from their retirement funds as they could have had.

need to maintain an acceptable lifestyle, and how much you want to fund the lifestyle you aspire to. In addition, it is important to take into account spending patterns.

An important factor to take into account is how long you are going to live. We all know that’s what eventually lies ahead of us all, thankfully, we generally don’t know when this will be. The concern here is that if we assume too short of a time scale running out of money is a real possibility, and too long means you have not had full benefit of the money. Your own state of health, and that of your partner should be taken into account, as well as family history as these are indications of longevity, or any factors that may shorten life expectancy.

Overriding all of these factors is your capacity for and tolerance to loss. In simple terms this is the amount of risk you can afford to take, and the amount of risk you are prepared to accept. If you have other assets in addition to your pension, this could indicate a high capacity for loss as you are not wholly reliant on just one asset. If you only had one source of income, then any falls in value would have an impact on the sustainability of your income – your capacity to absorb these losses would be much lower.

‘How much do I need?’ is another very important question. How to judge the sustainability of income is not a simplistic matter. The starting point is how much you

With regard to any planning strategy there is only one guarantee that stands the test of time, and that is that things will change. Economics are cyclical and we only have to

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In general, more money is preferable in early retirement when you have the gumption and capacity to do all the things you have been looking forward to during your working life. Later in life we start to slow down and naturally don’t spend as much, and further down the line we have the spectre of care costs.

look back over the last 10 years to see how markets can change rapidly. Also, life has a habit of throwing in the odd curve ball just to set the cat among the pigeons every now and again. It is important to understand that there is no one size that fits all, it is important to have an individual plan that works for you, and to review this on a regular basis to make sure it is adaptable and able to deal with life’s little idiosyncrasies. ■ Insight.Out Financial offers independent financial advice and is committed to upholding high professional standards. We provide lifetime financial planning, and this can include pension transfer advice, investment planning, financial and tax planning, personal protection, and business financial planning. Our aim is to help clients to understand and achieve their financial goals. Insight.Out can be contacted on 028 9590 2280 or by email: info@insightoutfinancial.com. The company is located at 137141 Holywood Road, Belfast, BT4 3BE and can be found online at www.insightoutfinancial.com

Colin Neill of Hospitality Ulster, Sue Gray, Department of Finance, Glyn Roberts, Retail NI and Julie Galbraith, DWF partner

BUSINESS RATES

Major review into Northern Ireland business rates

here will be a full review of Northern Ireland’s business rates system, a top civil servant has revealed.

Sue Gray, Permanent Secretary of the Department of Finance, announced the full review into the taxation system for companies here, during a Local Government conference, with Retail NI and law firm DWF, at Titanic Belfast. The reform and re-examination of business rates has been one of the core concerns among the retail and hospitality sectors for the last few years. It’s one of several key business issues which had been kicked down the road due to the ongoing impasse at Stormont. The news has been welcomed by Retail NI and Hospitality Ulster. In a joint statement, the groups said: “Both our organisations are delighted that the Department of Finance have announced this review into non-domestic rates. We have consistently lobbied for this over a number of years and are pleased that our joint call has been heard.

Following years of campaigning and a concerns that a two-year Stormont impasse could stymie it forever, there will now be a full review into business rates here which is a major burden for our members. “In this review we will be outlining significant changes to rates, including our proposals for a targeted approach to small business rates relief, a revamp of the rates hardship fund, green rates rebate for business who invest in carbon neutral technology and greater relief for new start businesses. “At the last UK Budget, the Chancellor gave independent retailers and hospitality businesses a third off their rate bills in England. We want nothing less than this for our members in Northern Ireland.” Ms Gray says that “in recent years significant changes have taken place in our high streets and town centres”. “It is critical from a business perspective, as well as a government funding perspective, that our rating system is capable of responding to this wider process of change. That’s why I am announcing a full and comprehensive review of business rates.

“In an environment where we are working without ministers, there are limitations to what we can do by way of policy change. But we need to be ready with updated advice for incoming ministers for their return to office. This fundamental review is therefore a critical part of this process.” And Aodhán Connolly, director of the Northern Ireland Retail Consortium, said: “We wholeheartedly welcome the announcement of this review and it is a credit the Permanent Secretary’s drive to make positive change. “The fact that retail is 12% of the economy and pays a quarter of all business rates is simply not sustainable especially give the seismic structural changes going on in the industry. “This review must look at all aspects of the system. There must be equity in any new system that allows for a widening of the tax base and an audit of the plethora of exemptions some of which have been in place since the 1930s.

“We must create a rating system which “While this is not an end in itself, it is a means to an end. This review provides us with a roadmap for radical change to an antiquated and not fit for purpose system of business rates

generates the funding our public services need while supporting businesses in all sector and enabling economic growth right across Northern Ireland.

“If we don’t get business rates right, we risk further shop closures which will not only cost jobs but leave a gaping hole in NI finances.” ■

CITY DEAL

£105m Derry deal green light

Ulster Business looks at the reaction to a green light for a long-awaited £105m City Deal for Derry and the Strabane area – with £50m and a further £55m for a new ‘inclusive future fund’  Brian McGrath, Londonderry Chamber of Commerce “This funding is hugely welcome and provides a solid platform upon which to grow and enhance the competitiveness of the city and region and attract further significant exciting new companies, business prospects and investment.”  Tina McKenze, Federation of Small Businesses (FSB) “The FSB has been a strong advocate for City Deals for both the Belfast and the Londonderry city regions, and has engaged with government on this issue, therefore we very much welcome the announcement that more than £100m in funding is to be committed.”  Aodhán Connolly, Northern Ireland Retail Consortium “The announcement of this new City Deal is a welcome boost to our second city and to

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the North West as a whole. This is particularly good news for our retail industry not only because the new high quality jobs will increase the discretionary spend in the city, but as the focus on the digital economy is reflective of our industry’s huge investment in that field. We are willing to play our part particularly in supporting young people to get the skills they need to start their career path.”  Karen Bradley, Secretary of State for Northern Ireland “This £105m investment package is a major boost to the economic potential of the region and will help strengthen the foundations for greater prosperity and a stronger, more united society. The new Inclusive Future Fund recognises the unique circumstances facing the region and will help create new opportunities for the whole of the community, especially for young people. As Secretary of State, I am deeply committed to building a dynamic, prosperous, outward-looking

Northern Ireland that works for everyone, irrespective of community background.”  Glyn Roberts, Retail NI “This is a very welcome investment not just in the Derry and Strabane City Deal but for the Northern Ireland economy as a whole. While the £105m funding package is progress, we have a lot more work to do to ensure delivery of the transformative potential of this City Deal for economic renewal and regeneration of the North West”  Deirdre Hargey, Outgoing Belfast Lord Mayor “This announcement of a second City Deal for the north is very welcome indeed. It will provide a significant boost for the North West’s economy, creating jobs and supporting projects designed to tackle deprivation and develop young people’s skills.” ■

Diversity success for Ulster Bank

usiness leaders have gathered at an event to highlight the importance of prioritising gender diversity in the workplace.

The event was hosted by Richard Donnan, the head of Ulster Bank in Northern Ireland. Ulster Bank was awarded the ‘Gender Diversity Charter Mark’ in May 2018 after their application was assessed by the Diversity Mark NI Independent Panel. Former PSNI Deputy Chief Constable Judith Gillespie CBE is one of the Independent assessors and actively participated at the event by providing valuable insights with the group. Mr Donnan spoke about the bank’s positive transformation since prioritising diversity and

Richard Donnan and Christine White

inclusion, and shared that one of the many benefits has been a 30% plus increase in its staff engagement survey. Christine White, head of business at Diversity Mark said she was delighted to be making strides to tackle workplace disparity with more than 40 organisations now signed up for a Gender Diversity Charter Mark. Membership is open to organisations of all sizes, and at all stages on their diversity journey.

To find out how your business could benefit from membership visit www.diversity-markni.co.uk or contact Christine White christine@ diversity-mark-ni.co.uk

Work starts on £50m City Quays 3

ork is starting on a £50m office development as part of Belfast Harbour’s growing City Quays development.

City Quays 3 will become Northern Ireland’s tallest office building – a 16-storey development which could hold as many as 1,800 people. Construction firm Farrans has now officially been appointed to deliver the scheme. Ulster Business first revealed the firm would be developing the building in August last year. The building is due to be completed by the end of 2021. It will sit alongside City Quays 1 and 2, the AC Hotel and newlycompleted £17m car park. “City Quays 3 is one of the largest strategic investments ever undertaken by Belfast Harbour and we’re delighted to award the contract to a local construction company,” Joe O’Neill, Belfast Harbour chief executive said.

“In addition to supporting 500 local construction jobs, the office will build upon City Quays success by providing strategic accommodation to meet demand for grade A city centre office space.”

Glenn Gilmore, regional director, Farrans Construction, said “the award of this prestigious contract, within the heart of the City Quays waterfront scheme, re-establishes our relationship with Belfast Harbour Commissioners”.

AWARDS

Richard Donnan, Ulster Bank, alongside Brendan Maynes from CDE Global, Belfast Telegraph editor Gail Walker and CDE boss Tony Convery

CDE Global wins top gong at awards

o Tyrone manufacturer CDE was crowned the Outstanding Business of the Year at the 2019 Belfast Telegraph Business Awards, in partnership with Ulster Bank.

The company, which is based in Cookstown, employs a UK and international workforce of 650 and designs equipment and solutions for quarries, mines and recycling operations. It has operations in eight regions and exports to more than 90 countries with a particular focus on the US following the opening of its North America headquarters in Cleburne, Texas, in September 2018.

leadership and ground-breaking contribution to Northern Ireland’s agri-food industry. For more than 20 years he has grown an organisation that is recognised as a leader in its field – researching, developing and manufacturing innovative animal nutrition products which are sold to international markets. Almost 500 of Northern Ireland’s brightest and best businesspeople attended the black-tie event at the Crowne Plaza Hotel, hosted by BBC NI presenter Mark Simpson. It is the third year the Belfast Telegraph has

Over the last 25 years, it has designed and installed almost 2,000 sets of wet processing equipment across the world. The company also marked a year of record revenues in 2018. The judging panel praised the business’s exceptional growth in international sales and its sustained and strategic expansion into new export markets worldwide. The Lifetime Achievement accolade was won by Owen Brennan, executive chairman of Devenish Nutrition, for his inspirational

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NI Chamber’s Ann McGregor and CDE boss Tony Convery

partnered with Ulster Bank for the Business Awards, with trophies and highly commended certificates presented across 13 categories. New for this year’s awards was an on-stage Dragon’s Den-style elevator pitch, with five shortlisted entrepreneurs presenting a live oneminute business pitch as to why they should win a £4,000 prize package to help expand their start-up business. The winner, voted by guests attending the awards ceremony, was Stephen Beck of Zero Waste Biotech. And outgoing Invest NI chief executive Alastair Hamilton delivered an economic analysis of the NI economy. Richard Donnan, head of Ulster Bank in Northern Ireland, said: “Once again, the Belfast Telegraph Business Awards, in partnership with Ulster Bank, attracted a very high calibre of entries from an impressive range of companies, ranging from inspiring start-ups to some of Northern Ireland’s biggest businesses. Sarah Little, publishing director of Independent News & Media NI, said: “We’re thrilled that such a wide range of businesses from all sectors joined us for a fantastic evening to mark all their achievements.” ■

INTERVIEW

Pair putting pampered pooches in prime position Serial entrepreneur Aaron Taylor and former telecoms boss Scott Ritchie have joined forces to set up Northern Ireland’s first bespoke mail-order pet food business. Aaron Taylor spoke to Ulster Business editor John Mulgrew

he pampered pooch market is one which is booming – with around nine million dogs in the UK alone, and owners spending more than £250 on food, snacks and, er, clothing, it’s a sector certainly work exploring for an entrepreneur.

Aaron Taylor, one of the co-founders of the Ormeau Baths, has teamed up with Scott Ritchie, formerly of Connect Telecom, to set up Snack at Frank’s – an e-commerce subscription service delivering “healthy and nutritious dog treats straight through your letterbox”. The pair have already raised £500,000 in funding from angel investors and grown to a team of seven, but Aaron says they are already planning to increase the workforce. It’s based around a subscription model, with customer paying around £20 a month – receiving a selection of dog treats, twice in that period. But Aaron says it’s much more than that, with plans to make Snack at Frank’s a business centred around entertainment and the “experience”. He says the first target is 1,000 subscribers, before heading towards the 10,000 mark – thus allowing the business and concept to expand further, commercially. The firm says that “initial market testing and customer feedback has identified a market that is disenchanted with the current offerings within it and a desire to see products that are healthy, nutritious and convenient”.

“There’s a real community of dog owners and pet lovers online, but it’s very fragmented,” Aaron told Ulster Business. “Part of what we’re doing with Frank’s is to provide a space for pet parents to come together and interact with each other to get tips and advice on how to keep a healthy happy dog and how to make it a key part of the family.” The pair have significant experience in their own sectors, with Scott Ritchie the man behind the successful Connect Telecom – sold to investors last year – and Aaron having run several technology start-ups, Ormeau Baths and an international technology event in Belfast. Aaron started the Ormeau Baths alongside Jon Bradford, with co-founders Mark Dowds and Steve Pette. He was key in developing the eco-system in Belfast, building the space, as well as bringing in the Ignite accelerator and attracting in the firms which have brought it up to 90% capacity today. “The guys are well able to continue on themselves,” he says. “I felt it was time for a change, but it’s being left in good hands. It’s bringing in enough money to keep it sustainable, and I think it’s time to focus on myself again. “It’s been an incredible opportunity – sourcing the designers, the coffee shops and working in different areas to get the best people to fill the space.” And on the new venture, which Aaron hopes

to be up-and-running by September, is currently recruiting marketing and design staff to join the team. “The reason we did this is we saw a gap in the market – there are some firms (doing this) and cottage industries,” he said. “The dog snacks will be nutritionally balanced, and the products underpinned by high quality, according to Aaron. “For us, it’s also about the experience, underpinned by high qualty food – education and entertainment, all built around the idea of a fun puppy. “We deliver straight talking goodness that enhances the health and happiness of our family pets,” Aaron says. “Our main target market is based on dog owners within the UK with expansion planned into Europe over time. It’s a fast growing market with almost nine million dogs in the UK alone with dog owners spending over £250 each month on dog food, snacks and clothing. “We know that customers want convenience and a personal experience that’s unique to them and their dog. The business provides that by delivering regular boxes of nutritious dog treats, twice a month, that have been curated and tailored to each dog, allowing pet parents to get on with the job of spending time with their dogs, while we regularly source and deliver the tastiest and most nutritionally balanced dog snacks right to their door.” ■

INTERVIEW

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INTERVIEW

Breakfast Business

eamus Leheny – like his colleagues in other business groups here – has become an increasing household name in the last few months, as Brexit has shone a spotlight onto the key areas of industry most at risk from the UK’s exit from the EU. OK, household name might be a stretch (that’s the business journalist in me talking) but the policy manager for the Freight Transport Association in Northern Ireland has spent an increasing amount of his time airing his industry’s concerns across both print and broadcast media. Before we talk member numbers and Brexit, I should note we’re taking in the latest breakfasting spot in the heart of the city centre, which probably isn’t inspired by the Van Halen song of the same name. Panama is tucked in behind Invest NI and the former Ewart’s Warehouse building, just a few metres from the Park Inn hotel. It’s all very hip – hanging lighting, concrete and wood. It’s a bright space which boasts a breakfast menu which is trying hard to strike a balance between the traditional and the healthy. Amid the range of fresh juices, from berrybased to wheatgrass, alongside traditional caffeinated beverages, there’s porridge, granola and a ‘baked’ breakfast. I opt for the ever-popular avocado on toast, while my guest opts for the special of Eggs Benedict. The fatty avocado is cut with some acid and zest, along with tomatoes and two – slightly overdone – poached eggs, resting on two slices of decent bread. It’s hearty, balanced and clean. “Our membership is getting to peak numbers, and the industry is pretty strong at the moment,” Seamus says.

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The FTA represents around 370 business across Northern Ireland, but the wider organisation is responsible for 17,000 throughout the UK as a wholesale “We have had a lot of new members joining us. On the back of Brexit… I think people want that security blanket, to have someone to call upon. A lot of it is through word of mouth.” In his 10 years with the organisation, Seamus says ﬁrms are putting their heads above the parapet, working more collaboratively and addressing the challenges facing their industry as a whole. Back to the industry, and Seamus has had concerns about the various – and often erroneous – comments and suggestions being put forward as a way of tackling or going up against the problems associated with the border, and how that impacts on trade. I should note, he says around 13,000 lorries cross the border back and forth each day. This is a big issue. The main issue for Seamus around Brexit is the issue for added delays at the border and the impact of increased paper work, and capacity with staff. It’s not a new point, but with the latest October deadline on the horizon, it has yet to be addressed. “A third (of the transported goods) is agrifood. If you crash out without a deal, all that agri-food is subject to the sanitary checks,” Seamus says.

BREAKFASTEER: SEAMUS LEHENY, POLICY MANAGER FREIGHT TRANSPORT ASSOCIATION IN NORTHERN IRELAND BREAKFASTING VENUE: PANAMA, MCCLINTOCK STREET, BELFAST “We worked out it would be around nine loads a day, from GB to Northern Ireland. “With the freight market, we see the bigger picture, and maybe a lot of other people didn’t see it. The majority of freight that comes across are not products that people buy in the shops. It’s intermediate goods. “So, 70% of goods coming in to Northern Ireland from the Republic – it’s items used to make products that they then resell. So, when people say ‘GB is our most important export market’ that is right, but what we are actually putting on the supermarket shelves – those pies we make in Northern Ireland, are made up of bits and pieces of things from across the island of Ireland.” On that note, the pair of us were knocking back caffeinated mainstays of Americanos and ﬂat whites like we’re preparing for a back-toback midnight release screening of the latest Marvel ﬁlm. And with that, back in to the late morning sun for another day of business. ■

The bill Avocado and eggs Eggs Benedict Americano x3 Flat white Total

“The European red line has been the integrity of the European food market. They have to know what food is crossing the Irish border. That’s what they had proposed with the backstop. They have said ‘we will give the UK a most-favoured status, like New Zealand has, and we would only want to check say 1% of food’.

£8.50 £8.50 £7.80 £2.70 £27.50

PROFILE

Entrepreneur OF THE month BRIAN CLARKE FOUR STAR PIZZA

How is business? Business is going great. We have continued the momentum from last year into 2019 with all of our KPIs and store expansions right across Northern Ireland. We have aggressive targets for the year and lots of work still to do though. How did you get started in the industry? By complete fluke. Our parent company has a hospitality management and ownership background so that has been the industry that I have traditionally worked in. However, seven years ago there was a fantastic opportunity to acquire Four Star Pizza. While it took a little time to understand the industry the fundamentals are still the same – offer quality at a value price and look after your customers. Roll the clock on seven years and we all feel part of the industry. Typically, who are your clients or customers? Our customers are discerning about their pizza, they care about quality ingredients and fresh, local produce. All of our dough is made fresh, instore every day by our highly trained ‘doughologists’, to create our unique pizza bases. Our dough is sourced locally from Neill’s Flour in Belfast.

Do you enjoy what you do, and what in particular? I love it. The pizza industry moves with pace and there is zero tolerance from our customers for substandard product or service. As a result we need to be at the top of our game, every day. This means that we are constantly coming up with new initiatives to engage our customers such as our recently launched loyalty program which rewards our customers with free pizza when they order from us online. What is the most difficult part of your job? We have nearly 60 stores across the island of Ireland and it is vital that whichever store you choose to buy your pizza, you are guaranteed the same fantastic pizza. This isn’t easy but we put in a lot of effort to make sure it happens. What are the challenges facing your sector, and the economy in general? To be honest we never rest on our laurels and regardless of the external environment we believe in continuous improvement, ensuring that we excel in the fundamentals of our business: serving great pizza, delivered with a smile. ■

Motoring By Pat Burns

Sponsored by

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MOTORING

Honda’s first hybrid SUV

onda has just launched its first ever hybrid SUV here – the CR-V. The CR-V’s hybrid system uses intelligent ‘multi mode drive technology’ (i-MMD) combining two electric motors, a two-litre petrol engine, lithium-ion battery and a fixedgear transmission to deliver high levels of refinement, responsiveness and efficiency. It is available in both FWD and AWD formats. It uses cutting edge technology for a seamlessly smooth drive and the whole car exudes top quality materials, refinement and the reliability that comes with the Honda name. It has also achieved the highest level safety rating from Euro NCAP and boasts a host of driver safety aids. It is a superb car to drive unlike other hybrids that feel heavy due to the weight of the batteries and electric motors but the CR-V feels light and responsive. The longer wheelbase means the interior is much more spacious which adds to overall luxury car feel of the CR-V.

The drive selector controls for the new Honda CR-V Hybrid are positioned in the centre console, with a design that uses a compact switch-style transmission selector rather than a conventional lever. A ‘sport’ mode, which can be activated by the drive selector, enables a more responsive throttle input for the hybrid system. If there is sufficient charge in the battery, a short-range pure EV mode is also available at the touch of a button, providing a zero-emissions range of around 2km depending on the driving conditions and battery charge. Ahead of the steering wheel sits an all-new instrument binnacle, featuring a large fullcolour seven-inch TFT-LCD Driver Information Interface (DII) central display, flanked by battery charge status indicator. The CR-V Hybrid’s petrol engine produces peak power of 143bhp at 6,200rpm, and combines with a powerful 181bhp electric motor with torque of 315Nm. The petrol-electric

powertrain can propel the CR-V Hybrid from zero to 62mph in 8.8 seconds in FWD guise, and in 9.2 seconds for the AWD model. The top speed of the hybrid is 112mph. The front-wheel drive CR-V Hybrid has achieved CO2 emissions of 120 g/km (NEDC), with official average fuel economy of 53.3 mpg. The four-wheel drive CR-V Hybrid achieved CO2 emissions of 126 g/km and average fuel economy of 51.4mpg. The CR-V Hybrid is equipped with a deceleration paddle selector system, which allows the driver to adjust the car’s rate of deceleration using paddles behind the steering wheel. By pulling back the paddle on the left side of the steering wheel (indicated by a minus symbol), the rate of deceleration is increased. Regenerative braking is utilised throughout the deceleration stage. Clever, stylish and economical, the CR-V Hybrid has something for everyone. Prices start at £29,105. ■

MOTORING

New three scores a 10 I

wouldn’t have thought the Mazda3 needed any improving as it’s such a rewarding car already, but the new model is the first of the Japanese firm’s next-generation vehicles and reflects the very latest in Mazda’s engineering, design and manufacturing.

Available initially with either a 122ps 2.0 litre Skyactiv-G petrol or 116ps diesel engine, the model line-up sees a choice of five trim levels: SE-L, SE-L Lux, Sport Lux, GT Sport and GT Sport Tech. Mazda’s innovative Skyactiv-X Spark Controlled Compression Ignition engine and the saloon model will join the range later in the year. Specified with a level of standard equipment never seen before on a Mazda hatchback, the new Mazda3 features high-end technology such as a windscreen projecting colour headup display with traffic sign recognition, radar cruise control and LED headlights across the range. Every model in the line-up also features navigation, Apple CarPlay/Android Auto and an advanced eight speaker audio system. From SE-L Lux onwards highlights include a

reversing camera, smart keyless entry, heated front seats, while Sport Lux sees the highclass cabin enhanced with additional chrome detailing, a frameless rear view mirror and rear privacy glass. The GT Sport sees the introduction of black leather seats with power adjustment, a heated steering wheel and Bose audio, while the range-topping GT Sport Tech features a suite of additional active safety equipment, including a 360 degree camera and driver attention alert with interior camera. With the exception of the flagship GT Sport Tech model, which is matched exclusively with the 122ps Skyactiv-G engine, all trims are offered with both diesel and petrol engines, while a choice between manual and automatic gearboxes is offered across the entire range. The first car based on Mazda’s next generation of Skyactiv-Vehicle Architecture, the new three takes things to the next level when it comes to handling, ride comfort and refinement. Every element from the seat, body, tyres and suspension has been developed with a human centred approach to ensure that Mazda’s ‘Jinba

Ittai’ sense of oneness between car and driver is more finely balanced than ever before. Under the bonnet, for improved efficiency the Skyactiv-G petrol engine now features a cylinder deactivation system and Mazda’s M Hybrid 24V system. This mild-hybrid system improves fuel economy by recycling recovered kinetic energy. A belt-driven starter generator converts the energy and supplies it to the cars electrical equipment. Inside, the stylish cabin environment takes a minimalist approach with every aspect of the cockpit laid out in perfect horizontal symmetry with the driver to deliver both ergonomic simplicity and beautiful design. Mazda’s focus on Japanese mastery inspired craftsmanship is evident in both high-class materials found throughout the interior and the impressive build quality. All models feature a seven-inch colour TFT driver instrument display, while the latest version of Mazda’s MZD-Connect infotainment system features a larger 8.8-inch central display, improved navigation and a revised multimedia commander control dial, to name just a few of the enhancements. Prices start at £20,595. ■

MOTORING

Le Chic Mystique

SA Peugeot Citroen’s upmarket brand, DS Automobiles, has just launched a new premium B segment SUV, the DS3 Crossback. In true French DS style, the small SUV features distinctive sculptural styling and certainly stands out from the crowd. Initially available with the choice of petrol or diesel engines, later in 2019 there will be an ‘E-Tense’ model launched as a BEV – Battery Electric Vehicle.

The DS3 Crossback is built on Groupe PSA’s new ‘common modular platform’ (CMP) that combines exclusive technologies and takes refinement to a new level. The DS3 Crossback performs well as both a city car and a long-distance road car and features some interesting technology including the DS matrix LED headlights, first featured on its larger sibling, the DS7 Crossback and flush door handles which deploy automatically. The folding flush-fitting door handles are both elegant and modern. Premiered on the DS X E-Tense concept car, this technology

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is new to this sector. The principle is simple: the door handles pop out when required. The rest of the time, they fold flush into the vehicle sides. Moreover, with proximity keyless entry and start, the magic takes place as the key holder approaches the car. Within a radius of 1.5 metres, the car unlocks and the four handles deploy automatically so the driver and passengers simply get in and drive away. Similarly, the door handles retract and the vehicle locks automatically as they walk away from it. The interior is centred on a fully-digital driving display that helps create a sense of refined comfort, and there is a rich array of safety equipment and driver assistance functions. The DS3 Crossback is for all those looking for a car with instant appeal that is stylish, high-tech, comfortable and dynamic. It is equipped with ‘active city brake’, a new generation of emergency braking which is able to identify cyclists or pedestrians, even at night. It is new to this segment, thanks to a new-generation radar that extends the range of recognised emergency braking conditions.

As a result, in the event of an emergency, the DS3 Crossback can brake without action being taken by the driver, whether it’s day or night. For those who choose petrol, DS3 Crossback is available with a choice of powerful and efficient award-winning PureTech engines with outputs of 100hp, 130hp and the new 155hp. With 200-bar, direct-injection and stop and start technology, they ensure reduced fuel consumption and CO2 emissions. The 100hp PureTech has a sixspeed manual gearbox, while the 130hp and 155hp get the eight-speed electronicallyselected automatic transmission (EAT8). For customers preferring diesel, the new BlueHDi 1.5-litre engine with Stop & Start technology produces 100hp with a six-speed manual gearbox and provides power and efficiency with optimised CO2 and NOx emissions to the latest WLTP-compliant Euro 6.2 standard. Prices start at £21,550 for the Elegance PureTech 100 manual. ■

MOTORING

Mr T-Cross

ust a few years ago, VW were suffering from a lack of SUVs, but they have more than caught up with this ever-expanding part of the market.

The newest member of Volkswagen’s tough, practical SUV family, and Volkswagen’s first small SUV is the T-Cross. It is priced from £16,995 in entry level S trim.

system with VW Connect; rear LED tail lights and automatic headlights. Standard-fit front assist with the city emergency braking system and ‘predictive pedestrian protection, as well as lane assist with blind spot plus lane keeping system and hill start assist offer one of the highest levels of driver assistance in the class.

The T-Cross, the fifth and most compact Volkswagen SUV to date, sits below the T-Roc in the brand’s fast-growing SUV line-up and above the Polo in the full range of Volkswagen passenger cars. It’s slightly longer than the Polo too. This versatile and practical urban-friendly SUV is offered in S, SE, SEL, and R-Line trims.

In addition, an eCall system adds peace of mind and reinforces the message that connectivity is high on the new T-Cross model’s long list of talents. All T-Cross versions also benefit from the car’s sliding rear bench seat as standard. This particularly practical feature offers exceptional flexibility – providing the choice between enhanced rear leg room or a bigger load area of up to 455 litres.

Entry level S trim models get 16-inch alloy wheels, while the entire T-Cross range gets electrically adjustable and heated door mirrors as standard, in addition to an eight-inch touchscreen ‘composition media infotainment’

The SE examples are equipped with 17-inch alloy wheels, black roof rails and front fog lights with cornering function; a leathertrimmed, multifunction steering wheel; and a variable boot floor. Tech highlights include

adaptive cruise control, app connect and a driver alert system. Prices starting at £18,795 RRP OTR. Two petrol engines are available now – 95 PS and 115 PS variants of Volkswagen’s 1.0-litre TSI unit, available with a five or six-speed manual, or a seven-speed DSG gearbox, depending on the engine and specification. Both engines have impressive torque available from low revs – the 95 PS version delivering 175 Nm from just 2,000 rpm, and the 115 PS version serving up its 200 Nm across the same 2,000 rpm to 3,500 rpm band. VW are on to another winner here. The T-Cross looks better in the more exotic colours and the quality is all you would expect from a Volkswagen though the some of the plastics used on the interior look a little cheaper than other models. A diesel version should appear later in the year and there are also plans for a 4Motion T-Cross R. ■

APPOINTMENTS

Down Royal Racecourse has appointed Shane Webb as head groundsman. Mr Webb has more than nine years’ experience in the industry, having worked as racetrack groundsman at The Curragh Racecourse. Graeme Bennett has joined the team at IPC Mouldings as general manager. He brings his expertise of managing multi-functional departments to provide business and engineering operations to the firm. McAvoy Group has appointed David Clark as manufacturing director. Mr Clark joined McAvoy in 2012 and now takes overall responsibility for offsite manufacturing across the group.

Smarts Communicate has appointed Jennie McCurry as a communications director. She was previously the driving force behind successful integrated campaigns for brands such as Vodafone, Diageo and Unilever. Andrew Webb is now chief economist for Grant Thornton. Mr Webb will lead Grant Thornton’s economic advisory services to the firm’s broad base of clients across Ireland. Connor Kelly has been appointed robotics engineer for Re-Gen Robotics. He will be responsible for operations during the robotic tank cleaning process.

Una Warnock has been appointed as senior portfolio manager at Whiterock Finance. She previously worked at PwC for over 13 years specialising in business restructuring and debt advisory. Claudine Owens has been appointed portfolio manager at Clarendon Fund Managers. She spent 12 years working in corporate and business banking where she managed a varied portfolio of business clients. Stuart Gaffikin has been appointed investment manager at Clarendon Fund Managers. Having worked at Bank of Ireland and BDO, Stuart’s new role will see him manage and deliver investment opportunities to a wide range of Northern Ireland-based SMEs.

APPOINTMENTS

James Power has been appointed tanker and site supervisor for Re-Gen Robotics. He will be responsible for tanker operations, site set-up and supervision. John Lavery has been appointed associate director, economic advisory at Grant Thornton. With 13 years’ experience as an economic and policy advisor he will provide advice and insight to a range of public and private sector clients. Vicki Newell has been appointed contract manager for Re-Gen Robotics. With 11 years of industry experience, she will be responsible for the robotics integrated management system and project management of contracts.

Ceara Gallagher has been appointed as the new head of the Royal College of Speech and Language Therapists in Northern Ireland. She has over 23 years’ experience as a highly specialised speech and language therapist. Mike Pyle has been appointed senior mechanical engineer for Re-Gen Robotics. Mr Pyle has more than 15 years of experience working in the petrochemical industry. Ashleigh Allen has been appointed financial director at ASG & Partners. She has been with the company since 2006 previously holding the position of group financial controller.

Belfast commercial property business Osborne King has appointed Tracey McMullan as accounts administrator within the credit management team. Michael Harris has joined Osborne King as a consultant providing architectural services in connection with new building projects. Mr Harris has more than 35 years’ experience. Alice McGill has joined Osborne King as accounts administrator within the credit management team.

JUNE 2019

PHOTOCALL

1. Diane Anthony, Mace assistant brand manager and Alastair Patterson, Mace regional manager with Declan Cunnane, NI Chest Heart and Stroke, after parent firm Musgrave NI raised almost £152,000 for the charity. 2. Aubrey Irwin, Tourism Ireland with Indian film star Aamir Khan at Titanic Belfast. The actor spoke to fans as part of the Belfast Film Festival. 3. Ciaran Doherty, Tourism Ireland stakeholder liaison manager, Northern Ireland, pictured at the second of Tourism Ireland’s Glass of Thrones installations at the Waterfront Hall in Belfast. 4. Members of the Belfast Kayaking Academy test out Ireland’s largest water sport, activity and accommodation resort, which is based in Carryduff outside Belfast.

5. Pictured ahead of the ‘Positive Thinking: Leadership for a New Reality Conference’ in Madrid are Richard Gillan, chairman, Chartered Accountants Ulster Society, Zara Duffy, head of Chartered Accountants Northern Ireland and Shaun McAnee of Danske Bank.

PHOTOCALL 6. Nuala Murphy, founder of Lean In Belfast with Mairead Mackle, Sinead Sharkey-Steenson, Rachel Thomas, Lean In co-founder, Gayle Alexander, Lisa Strutt, Rhoda McIntire and Lorraine Nelson following an event in Belfast. 7. Danske Bank’s chief financial officer, Stephen Matchett presents the Danske Bank Accountancy Award to Bryony Gray at the bank’s headquarters at Donegall Square West in Belfast. 8. NIE Networks managing director Paul Stapleton with budding engineers of the future Eva Hume and Charlie Hume launching the company’s presence at the Balmoral Show 2019.

9. Adele McIvor of the Workspace Group celebrates the major transformation of its telecommunications network with sales and marketing director at Rainbow, Stuart Carson.

10. Roger Percy from Percy Group, Grainne McGarvey from IRP Commerce, Paul Haslam from Web Bureau and Kevin Traynor from eComm Live, pictured following the event, which took place at the Life Church in Belfast.

JUNE 2019

PHOTOCALL

11. Stena Line’s Elaine McShane, Euan C Morton and Anna Hazzard, Stena Line Belfast Giants players Tyler Beskorowany, Darcy Murphy, Blair Riley and Curtis Leonard pictured as it offers one fan free travel by car for every away game next season. 12. Deirdre Graffin of Belfast International Airport, Mark O’Connor of Marcon and Gavin Annon of Mount Charles as Marcon is awarded the contract to deliver a new collection of restaurants at the airport. 13. Richard Primrose of Bank of Ireland UK, George Rankin of ASDA, David Cairns of NFU Mutual, Cherrie Kenny of the Livestock and Meat Commission, and David Brown of the Ulster Farmers Union launch the Bank of Ireland Open Farm Weekend initiative.

14. Pictured announcing a new threeyear partnership between Deloitte and Simon Community NI is charity chief executive Jim Dennison along with Peter Allen, impact partner at Deloitte Northern Ireland. 15. Liam Hannaway of Newry, Mourne and Down District Council, Michael Scott, firmus energy managing director, Niall Martindale, firmus energy, and Tanya Hedley from the Utility Regulator for Northern Ireland viewing firmus energy’s plans to bring natural gas to Camlough.

PHOTOCALL 16. Michelle O’Hare, Gareth Tinnelly and members of the Tinnelly Group Lottery Syndicate celebrate their EuroMillions win of more than £253,000 at the demolition company’s headquarters in Newry. 17. Leona Kane celebrates the latest chapter in her business journey which will see her Broighter Gold Rapeseed Oil stocked in a chain of supermarkets across Dubai. 18. Tourism NI has awarded Irish Tour Tickets five stars for its Game of Thrones tour of film locations. Pictured at Carnlough Harbour are Samantha Corr, George Grimley, Rachael Diamond and Tommy Muldoon.

19. Julie Galbraith and Ken Rutherford of DWF Belfast and Glyn Roberts, chief executive, Retail NI as they announce a series of seminars delivered by global legal business, DWF.

20. Professor Alastair Adair, Ulster University, Suzanne Wylie, chief executive of Belfast City Council and Susan Mason, RICS Northern Ireland regional manager launching the Northern Ireland Commercial Property Investment Review 2018.

JUNE 2019

PHOTOCALL

21. Kerrie Irvine of Deloitte with previous participants of the Deloitte Assured Skills Academy, Laura Jane Speers, Alexander McInnes and Rachel McMullan with Ann Williamson from Department for the Economy, as they launch another 48 positions. 22. Pictured releasing a new report which highlights demand for an increase in employment perks within the professional sector to compete on global scale are Stuart John and Damien Farrell, managing directors, Abacus Careers. 23. Jenny McNally is setting up her own hypnotherapy business, alongside support from the Go For It Programme in association with Lisburn and Castlereagh City Council. She is pictured with Patricia McPolin from the council.

24. Lucy Pye, store manager of Samsonite and Chris Nelmes, centre manager of The Boulevard announce the arrival of the worldâ&#x20AC;&#x2122;s leading luggage manufacturer to the centre. 25. Alastair Coulson, managing director of Lotus Property, pictured as the firm secured two lettings at one of its Dundee properties, West Port House.

PHOTOCALL 26. Pictured at the launch of the Mid and East Antrim Borough Council jobs fair are Rachel Doherty, GES, Nick Agnew, Department for Communities; outgoing Mayor of Mid and East Antrim, Lindsay Millar and Charlotte McClean, Galgorm Resort and Spa. 27. Stacey Lyons has turned her cake making hobby in to a new business, with support from the Go For It Programme alongside Fermanagh and Omagh District Council. She is pictured with Rodney Malone, Fermanagh Enterprise Limited. 28. Leona Barr, centre manager, The Junction and Craig Stewart, senior asset manager, Lotus Property announce the arrival of three new food and beverage offering.

29. Tourism NI unveils the shortlist of nominations for the 2019 Northern Ireland Tourism Awards, in association with Diageo. Pictured are Julie Flaherty, outgoing Lord Mayor of Armagh, Banbridge and Craigavon Borough Council and John McGrillen. 30. ASDA Cookstown store community champion Janice Gibson hands over a cheque for the Magherafelt Food Bank to directors Jimmy Evans and John Fulton, Jenny Thompson, project manager, Rob Lawrence, CAP Debt Centre manager and Tanya Linton.

JUNE 2019

THE CHAIRMAN

The Chairman Dusty brown shoes played a part in the latest excursion as did a few awards and early starts

ave you ever walked around a cattle shed? I’d managed to make it this far without being up close and personal with a five foot tall beast with a penchant for relieving itself in front of you without the least bit of shame.

But Balmoral beckoned again this year, and sun was (largely) blazing for the annual Ulster Bank-sponsored event at Eikon at the former Maze Prison size outside Lisburn. It all started out with a quick dander through the crowds to the civility of one of the larger marquees for the Ulster Bank lunch. The Chairman was joined by Ulster Bank boss Richard Donnan along with Niall Caldwell, Chris Harrison and Claire McKee. Some of the guests included sponsors, stakeholders and stalwarts of the agri-food sector, including Fane Valley’s Trevor Lockhart and Dale Farm chief Nick Whelan, along with scribes such as the Belfast Telegraph’s Margaret Canning, Gareth McKeown of the Irish News and Agriland’s Rachel Martin. BBC business correspondent Clodagh Rice also hosted an industry discussion with

speakers such as Ulster Bank senior agriculture manager, Cormac McKervey, George Mullan, managing director of ABP Northern Ireland and David Keeling, chief executive of Keelings Retail. But, it was time to go out to brave the crowds, and occasionally (frequently) questionable footwear. For those of you pausing for breath there, a sharp intake, momentarily, as to whether the Chairman bowed down to pressure and swapped his black leather Loakes for a pair of dusty brown boots, you can rest easy. No such thing occurred. Across the way, K&G McAtamney, the Ballymena-based father and son butchers, took home the Overall Supplier of the Year award at the annual Henderson Wholesale Fresh Innovation Awards 2019. Gordon McAtamney was joined by Neal Kelly, Henderson Group and broadcaster Jo Scott. The second day of the show saw Secretary of State Karen Bradley take in what the show has to offer. She was joined by Ulster Bank’s Dan McGinn and Richard Donnan, and among the producers met Anita McCann at her Rossi’s Ice Cream business stall. Ulster Bank provided space in its market at the Balmoral Show to entrepreneurs from its Entrepreneur Accelerator programme as well as small business customers. Ulster Bank’s Catherine McMullan was snapped at the start of Ulster Bank’s Food Trail. Some of the other food stalls included Jack Morton with his Jack’s Fudge business.

It was the turn of the Belfast Telegraph Business Awards to

showcase some of Northern Ireland’s best and brightest in the private sector. The Chairman was joined by a selection of the cream of the crop of the world of business, including Osborne King property supremos Richard McCaig and Gareth Howell, alongside Deloitte’s Jason Starbuck and Symon Ross – former scribbler, Ulster Business editor and now corporate PR man. Leading proceedings was the BBC’s Mark Simpson – a former Belfast Telegraph man himself, who as usual helped steer the evening in the right direction. Among the winners, Owen Brennan – the man who has grown Devenish Nutrition into the huge business it is today – was given the Lifetime Achievement Award, alongside Richard Donnan and Sarah Little, publishing director of INM NI.

Now, we’ve talked about early starts before. In this instance, it was for an important cause as Allstate played host to Stonewall’s networking breakfast to mark International Day Against Homophobia, Biphobia and Transphobia. The organisation has been boosted in Northern Ireland thanks to the appointment of Fergal McFerran as the man on the ground here. A host of business leaders and guests joined him, alongside Allstate boss John Healy, and a top panel of speakers. That included Jill Minne, strategic HR director for the Northern Ireland Civil Service – who has also just won an IoD director award – along with Patricia Foy of the PSNI, and Paul Gillen, partner at Pinsent Masons

Finally, the Titanic Hotel in Belfast played host to the launch of Ulster Bank’s new Back Her Business, which is a female-only crowdfunding platform. Roseann Kelly of Women in Business joined Alison Rose, NatWest, and Lynsey Cunningham to launch the new initiative. ■

THE CHAIRMAN

Robert Wallace from Ballynahinch pictured during the Balmoral Show

Clodagh Rice is pictured at the Balmoral Show with speakers Cormac McKervey, George Mullan and David Keeling Cattle judging taking place at Balmoral Park during the first day of the Balmoral Show

Gordon McAtamney joined by Neal Kelly, Henderson Group and broadcaster Jo Scott

At the Balmoral Show are Anita McCann, Dan McGinn Secretary of State Karen Bradley and Richard Donnan Jill Minne, Paul Gillen, Patricia Foy and Fergal McFerran

Richard Donnan, Owen Brennan and Sarah Little at the Belfast Telegraph Business Awards

Mark Simpson pictured at the Belfast Telegraph Business Awards in association with Ulster Bank

JUNE 2019

Roseann Kelly, Women in Business, Alison Rose, NatWest, and Lynsey Cunningham launching Back Her Business

TRAVEL

Breaffy House: Tall tales from the Riverbank Barry Egan takes in the grand surroundings of Breaffy House in Co Mayo, and all that the area has to offer

t’s not often this happens. My wife and I had been in a very fancy helicopter earlier (with our pilot Captain Anthony Curran), and now as our two young kids are being minded in the play centre, we’re below the radar. Or at least downstairs in the 19th century cellar of the luxury Breaffy House Hotel in Co Mayo, having a private, bespoke wine tasting, guided by a man who knows his wines. Once upon a time, the passageways beneath the old house led to a room full of guns and rifles. These days it is the subterranean home of some exceedingly exquisite wines that my wife and I have partaken of. Not too liberally, but sufficiently to have a slightly guilty feeling that we are doing something in the late afternoon that perhaps we shouldn’t be doing.

It would have been rude not to, of course, because they have 28 Decanter Gold Medal Wines from the Bordeaux, Cote du Rhone and Loire Valley regions. Couples come down here to get engaged or to toast their wedding. Aoife and I came down to have a few glasses and perhaps get away from the children for an hour. “Before we converted it last September the old cellar was originally the gun room during the time of the Browne family during the 18th and 19th centuries,” Wilson Bird, the hotel’s general manager, told us. “It’s an experience

you won’t get anywhere else. You cannot help but be impressed by it.” Our four-year-old daughter was possibly the only person not impressed when we returned after our time away. To make up for our absence, we took the child and her 15-monthold brother for an urgent ice cream in the bar and then to the playground in front of the hotel and let them play to their hearts’ content. It was a glorious sunny evening. I’m not just saying that. There was real heat in the sun that evening. It was like our own private heatwave in the west. So, we had an unforgettable dinner al fresco in the courtyard. Our daughter was able to have a nibble of her dinner, then run back to her new pals on the swings and the roundabout and the crazy golf, before returning to have another nibble of her food. Basking in the sun, her mother and I enjoyed the most relaxing evening together. The good weather continued the next day. We took the kids on the 8km greenway bike ride from Castlebar to Turlough. With a child apiece on the back of our bikes, it was an enchanting journey along the Castlebar River, mostly, to the National Museum of Country Life at Turlough. We passed swans, lambs, cows and horses variously in green fields, on riverbanks, by lakes and in woodlands among some other beautiful Irish countryside on our trip.

There was a steep hill with a swing gate at the top; we were exhausted when we made it to the National Museum of Ireland. Alas, the cafe was closed (admittedly it was Good Friday) and our daughter was not impressed. This meant no treat for sitting for an hour in a child seat in a trolley on the way there. This also meant we had to turn around straight away and do another 8km back to Castlebar town for a late lunch. It was worth it when we found The Pizza Brothers – a pizza restaurant down an alleyway in Humbert Mall – before having a nosey around Castlebar. (My daughter was amused that Castlebar in Gaelic – Caislean an Bharraigh – means “Barry’s Castle”.) We visited the 18th century Christchurch (built in 1739), and then, the Mayo Memorial Peace Park in Garryduff, which recalls and honours the men and women of Mayo who served and died on UN operations, as well in the world wars of the last century.

TRAVEL

Breaffy House

The following day, we visited one of the most striking houses in the world, Westport House, for a few hours of bliss. What’s not to be blissed out about when you see the house (with its gorgeous rooms) to say nothing of the lake, the gardens and that view of Clew Bay and the Atlantic Ocean. Our daughter was in awe that in the 16th century an actual pirate queen, Grace O’Malley, ruled on that sea. Equally in awe was her mother when we enjoyed Victorian afternoon tea in the formal drawing room. About 4pm, we returned to Breaffy House, had a swim with the kids in the hotel pool, then got ready for dinner. There was a little playground outside our window (we were staying in Breaffy House’s three-star sister hotel Breaffy Woods), so our daughter happily played on the swings. When we made it to Breaffy House’s Mulberry Restaurant for dinner, the hotel was bustling.

JUNE 2019

It wasn’t always so. In the recession the hotel went into decline, having been a second home for wealthy foreign tourists in its 1980s and 1990s heyday. Sadly, it went into examinership and then receivership in 2011. But since 2014, under new owners, it has risen like the proverbial phoenix from the West of Ireland ashes.

“

It was like our own private heatwave in the west. So, we had an unforgettable dinner al fresco in the courtyard

”

Which is why on a balmy Saturday night, the four-star hotel is playing host to some swanky clientele from far and wide (hence the helicopter rides offered to guests) to enjoy fine wines and food to match in The Mulberry Restaurant. Fancy clientele or not,

this was the night that our two kids kicked up. Our one-year-old son wouldn’t sit in his baby seat and roared when I tried to feed him, and his big sister wanted to play in the playground in the sunshine with her new mates. I sat on a chair in the playground with a cheese board and a glass of wine, supplied by my new best friend sommelier Alessandro Pasqua, and watched the kids at play. My wife enjoyed her delightful meal. I could actually see her spooning down the last of the cheesecake as I lifted the baby on to the swing and watched his sister whack the ball in the crazy golf towards a window. Not to disturb my wife’s after dinner drink at the bar, I put the baby in his buggy and took him and his sister for a walk on the fairy trail set in the hotel’s 90-acre estate. Who says women do all the work? Only joking — my hard-working wife is a Mayo-mazing saint. ■

TECHNOLOGY

The top five business laptops that put in the extra hours 1

Lenovo Thinkpad X1 Yoga Price: from £1,399 For a long time, ThinkPad laptops have been a staple for a particular type of business laptop user. It’s not that they have any single technical feature that definitely trumps what’s on offer from rival brands. It’s just that ThinkPads put them all together so compactly and competently. This element has changed very little since the brand was transferred from IBM to Lenovo a decade or so ago. The keyboard, in particular, has always been a

ThinkPad strength. On the X1 Yoga, you can again see why. There’s just the right amount of give on the backlit keyboard. In essence, this is a high-end business laptop for people who still want the option of using things they’re used to. The battery on the 2019 model is likely to be better than last year’s too. You should comfortably get seven or eight hours from this, up from the five or six I got on the 2018 model. But the X1 Yoga also has a nontraditional 14-inch touchscreen that flips all the way around, making it a good portable screen for presentations or movies in your off-time. It rotates right around to on its 360-degree hinge to give you an option either of a long tablet or a screen that stands upright. As far as connections go, it has two USB-C (Thunderbolt) ports, either of which can be used to power the device. There are also two regular USB ports. There’s no SD card port, which is a bit of a shame, but there is a 3.5mm headphone port.

Dell XPS 13 Price: from £999 Dell’s XPS range of laptops has, for some time, been a top three business machine contender. It absolutely has to be considered if you’re looking for a slim, light, powerful, welldesigned work machine. Dell was one of the first to slim the bezels down and the latest model has all but eliminated the screen’s bezel to a hair’s breadth. This means that what is supposed

to be a 13-inch laptop takes up no more space than a 12-inch or 11-inch laptop, with consequent transportation advantages.

TECHNOLOGY

There are two main configurations of this laptop – a touchscreen and non-touchscreen version. There used to be a considerable price difference between the two, although this gap has narrowed considerably. The model I’ve chosen here is the touchscreen variant and has good power configurations, starting at an Intel i5 chip, 8GB of RAM and 256GB of internal storage memory.

comes with an Intel Core i5 processor – it’s not configurable with a Core i7.

Microsoft Surface Pro 6 Price: from £790 A few years ago, one might have considered Microsoft’s Surface Pro range as ‘tablets’. But they’re much more aptly considered business laptops, albeit very portable ones that have a heavy emphasis on touchscreen activities.

Battery life is good to excellent, at well over seven hours’ use. The backlit keyboard is decent but there are limited connection ports, with one USB-C, one Thunderbolt and a 3.5mm headphone port.

Apple MacBook Air 13 Price: from £1,119 Apple’s MacBook Pro is usually the model chosen by Mac users as a business laptop, but the company’s new MacBook Air is arguably now as good at a lower price.

Apple iPad Pro 11 From £769 Increasingly, Apple’s iPad Pro range of tablets is a useful alternative as a business laptop. I can vouch for this as I use it now more than I do other Windows or Mac laptops for work. This is partly because of its extreme portability and speed. The iPad Pro starts up immediately and can fit in places that most laptops simply can’t. It also has a better battery life than most laptops and can be charged using an ordinary mobile charging cable and plug (or portable power pack). There has also been just about enough evolution in iOS (split screen multi-tasking, drag-and-drop functionality) to make it fast when dealing with work applications.

Its 12.3-inch high-definition LCD display (2736x1824) is superb. The kickstand on the back of the device is one of the best on the market, too, as it adds unrivalled flexibility in positioning the machine on your lap or on a table. And if you’re watching movies or presentations, the speakers on this are more than adequate.

The upgraded 2019 laptop’s main design difference is that the ‘bezels’ are far thinner, meaning that the new MacBook Air is 17% smaller, despite having the same size screen. It is also marginally lighter (1.25kg) than the previous model. The new laptop also has a Touch ID fingerprint sensor and Apple’s ‘butterfly’ keyboard. The latter feature has not always proven to be popular with Mac owners – there is a litany of issues that people have had with the butterfly keyboard on the MacBook Pro. It remains to be seen whether Apple has ironed out those issues with the new machine. There are only two connection ports, both of which are USB-C (or ‘Thunderbolt’ as Apple refers to them). There’s a considerable amount of power available under the hood of the new MacBook Air, with up to 16GB of RAM and up to 1.5TB of storage. The laptop

JUNE 2019

Like its predecessors, the Surface Pro is a touchscreen Windows 10 laptop that comes without a keyboard. While its specifications go all the way up to 16GB of RAM, a Core i7 processor and 1,000GB of storage, the model I had was a lower-to-mid-tier configuration, with a Core i5 processor, 8GB of RAM and 256GB of storage. Because it’s a Windows laptop, it includes a USB-A port in case you have things such as memory keys that you still need to draw on or save things to. It also features a minidisplay port. Sensibly, there’s also a 3.5mm microphone port. While it doesn’t have an SD card slot, there is a microSD card slot. This could be handy for anyone who needs to take footage from a camera, a drone or even a phone. There’s also a five-megapixel selfie camera and an eightmegapixel rear camera.

The iPad Pro comes in two sizes – 11 inches and 12.9 inches. The main upgrades from the last model are USB-C instead of Lightning (as a power and data connector) and Face ID instead of a Touch ID home button. There’s also a new Smart Keyboard Folio case, which is a bit sturdier and faster than the last iPad Pro Smart Keyboard. Unique among its peers, storage is now on par with almost any laptop: my test model had a whopping one terabyte (1,000GB), making up somewhat for the lack of USB storage file transfers that you normally have with other laptops. (Although the switch to USB-C from Lightning may open up more productivity and compatibility functions on the device.) That new ‘liquid retina’ display (which is roughly the same design as the new iPhone Xr) serves it well, too — videos and photos are rendered pretty spectacularly on it. So it’s a worthy upgrade to the iPad Pro 10.5 and brings Apple’s pro tablet ever closer to a genuine laptop replacement for more people. ■

Uncovering the 9-5 NAME: Emma Meehan

POSITION: Chief executive, Down Royal Racecourse

6.30am I get up ahead of my husband and two children and take a minute to pop the kettle on and brew a pot of coffee before getting myself ready for work.

suppliers, sponsors, media and stakeholders, plus internal meetings with the team to review everything from sales to portable toilet provision – the diversity of what I oversea certainly never gets boring.

8pm The kids head to bed where I read them a story. On a good night they will be in the land of nod by 8.30pm, or I could still be lying horizontal coaxing them to sleep by 9pm.

7.15am I lovingly wake my husband and two children. Not an easy task as I’m usually met with ‘endof-the-world’ screams, and that’s just from my husband. After I wake them from their slumber, I wash and dress my children – Oliver (5) and Sadie (3).

1pm Lunch, is it? Since taking over the running of Down Royal Racecourse on January 1 this year I don’t recall ever taking a lunch-break. Usually a tuna wrap finds its way onto my desk

9pm I’m back downstairs and getting uniforms ready, bags packed and my clothes laid out for the next day.

from one of my lovely staff and it’s enjoyed in between fielding emails.

8am I pack the car with the kids’ school items and ensure that my portable coffee cup is full and ready for the journey before I head off to Down Royal Racecourse via my children’s’ childminder Nora.

4.30pm One last check of the track and an overall site check with the team is crucial, especially ahead of a race meeting. Every time we do a walk round, we all see different things that need attention or that could be improved.

10pm After cleaning the house, I’m usually ready to put the kettle on and watch some TV with my husband. At this point we usually catch up on our respective days and plan childcare for the coming weeks.

8.15am I’m on the road, free flowing up the A1 towards Down Royal with coffee in hand. The 25 minute commute is the only time during my working day that I have to contemplate life and the tasks in hand for the day ahead.

5.30pm I’m back on the road again to start my next job as ‘mummy.’ Although I’ve clocked off physically from Down Royal, I never switch off mentally – my mind is still ticking over and calls are still being fielded, sometimes well into the evening.

9am I arrive at Down Royal with a planned course of action, firm in the knowledge that my plan is destined to go out the window as I have to react as and when things present themselves over the course of the day. 9.30am If there are no emergencies in the office, I normally start my day with a race track check. Although people think it’s only used 12 times a year, every day is crucial in ensuring the track at Down Royal Racecourse is in tip top condition for race day. Once reviewed, I meet with the grounds team to go over action points and priorities for the day. 11am Back at my desk, I catch up with all my messages before attending meetings with

6pm I collect my children – sometimes met with cherry smiles and sometimes with tears if the day has been too much for them. We arrive back home at 6.10pm. 6.30pm I start helping Oliver with his homework whilst trying to encourage Sadie to be quiet so that Oliver can concentrate. 6.50pm I start dinner and generally have everything rounded up on the food front by 7.30pm.

11pm Time for bed. I need a good night’s sleep before it all starts again. It’s a man’s world; that I am sure of.