Ulster Business - April 2015 by Ulster Business

APRIL 2015 Price £2.30 (€3.75)

Budget time PwC’s experts reveal what George Osborne’s plans mean for you

Family firms: Relative profits?

Business start-up: How to make it big

ISSN 1363-2507

9 771363 250005

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Contents 6 News

23 UB 200

62 Branding & Marketing

Potential new flights to Northern Ireland and jobs at BT and Dunbia

We list the 200 companies which fall just outside the Top 100

Jamie Stinson interviews Mark Gallagher, an F1 veteran who knows the value of the brand

14 Cover Story

36 Enterprising NI

74 Business Breakfast

PwC offer up the inside track of this year’s Budget.

Family firms in Northern Ireland: we find out about their peculiar challenges

Jonathan Dobbin from Barclays Wealth is this month’s diner

18 Viscount Awards

50 Fledgling Freelancer

76 Motoring

Finalists revealed in the most respected business awards of the year

Julie Stewart explains how your business can be liked

Pat Burns takes to the tarmac in the latest executive motoring offerings

20 Taking Stock

52 Business Start-ups

90 Events

Another month and the traders have been making money, but it’s been hard fought

We find out how to boost this lifeblood sector of the economy

The best of the corporate gettogethers of the last month

52 62

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EDITOR’S COMMENT

Eyes on the prize

elcome to the April edition of Ulster Business. This month we’re majoring on some of the most exciting companies in the land in our UB 200 focus, one which takes a look at the layer of businesses which fall just outside our annual Top 100 list. Too small to make it into the ranking of Northern Ireland’s biggest firms yet, in many cases, too big to be called medium-sized, they are a grouping of companies which really are the engine room to the economy here. We’re also dipping into the world of family firms, another sector which makes up a large proportion of the business world here, to find out how they go about avoiding some of the pitfalls which normally impact their ilk. Start-ups are another essential cog in the business world and a group of companies which need to be nurtured so we find out what challenges they’re facing and offer up a few tips from the people who have been there and done that.

On the one hand we’re able to take advantage of an upsurge in the UK and Ireland economies while on the other we’re struggling to come to terms with sharp government spending cuts. Throw the upcoming election and rows over welfare reform into the mix and it’s a confusing and difficult landscape to manoeuvre through. However, the prospect of a cut in corporation tax and the innate resilience and innovation shown by companies across Northern Ireland will ensure our economy matures to the adult stage before long. In the meantime, enjoy the magazine and see you next month at election time.

David Elliott

Publisher Greer Publications 5b Edgewater Business Park Belfast Harbour Estate, Belfast BT3 9JQ www.ulsterbusiness.com Tel: 028 9078 3200

Editor David Elliott

Art Editor Stuart Gray

Manager Sonia Armstrong

Production Manager Stuart Gray

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

Deputy Manager Sylvie Brando

Cover Photography PressEye

Greer Publications © 2015. 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 Greer Publications.

APRIL 2015

Once again we’ve a smorgasbord of content which hopefully covers the most important parts of the Northern Ireland economy, one which is going through an awkward teenager-like period of transition.

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NEWS

A Month in Numbers €145m The amount of financial assistance available from the EU through Horizon 2020 for Northern Ireland companies.

BT creates 78 new jobs

103 The number of companies in Northern Ireland considered “high-growth”, according to Barclays and BGF Entrepreneurs Index, up 5.5% on the year. High growth refers to companies with revenues of between £2.5m – £100m that have increased turnover by 33% over the preceding three years and produced 10% year-on-year growth for a minimum of two years. DETI Minister, Arlene Foster joins Alex Crossan, Managing Director, Commercial Networks for BT Ireland (right) and BT apprentices James Tohall and Ray Alexander.

67,000 The the number of enterprises in Northern Ireland as of March 2014.

295 The number of technology start-ups in Northern Ireland, according the Barclays index.

35,000 The number of people employed within knowledge-based companies.

1984 The year EU dairy quotas were introduced, limiting the amount of milk farmers could produce.

ommunications company BT is creating 78 new jobs in Northern Ireland across all its divisions.

BT is also offering industrial work experience for third level students with ten 48 week placements to begin in September 2015 at BT’s Global Development Centre in Belfast.

They’re part of the pledge the company made last month to create 1,000 graduate and apprentice jobs across the UK. The new posts will mostly be based in Belfast and implemented over the next six months.

“At BT, we firmly believe that Northern Ireland’s future economic success hinges on more young people following careers in science, engineering and IT,” Colm O’Neill, chief executive, BT in Northern Ireland and the Republic of Ireland, said. “Our latest recruitment supports this belief and further emphasises our commitment to supporting the growth of the ICT sector by creating opportunities for people to get the skills, support and training they need to carve out successful careers in Northern Ireland.”

The jobs will comprise 50 full, parttime and apprenticeship positions in customer services and sales, as well as 28 positions in graduate and apprenticeship roles across BT’s technology service & operations division and BT’s commercial networks team in Belfast. Some of the positions will also begin degree apprenticeships which lead to a full Honours degree qualification. Careers ranging from business analysis to software development and technology consultancy will be available at BT as part of the new Government and industry-backed scheme, which integrates degree level academic learning with practical on-the-job training.

DETI Minister, Arlene Foster welcomed the announcement. “This latest expansion is a welcome boost for our Business Services sector which is a key driver of economic growth. BT’s commitment to developing new talent demonstrates the company’s confidence in our skills base.” This recruitment campaign will provide valuable career and training opportunities to local people within the dynamic, growing telecommunications sector.”

NEWS

Airlines propose four new NI routes

our airlines have applied to Westminster for grant aid to start direct flights from Belfast to regional airports in England, as well as one from City of Derry Airport to Dublin. Links Air, Stobart Air, Flybe and City Wings have put their proposals to the Department of Transport for the funding which is available for regional airports which handle less than 5 million passengers a year. City Wings has put forward plans for a double daily return service and single return on Sundays from City of Derry Airport to Dublin. Flybe has applied for funding for a weekday return service from Derry Airport to Birmingham beginning in October 2016. Links Air plans to start a double daily return service, single return on Sundays, from Durham Tees Valley in the north east of England to Belfast from September this year. Stobart Air, which is part-owned by the Stobart group and operates services under other airlines brands, proposes a daily return service to Belfast from Carlisle, from April 2016.

APRIL 2015

Itâ&#x20AC;&#x2122;s not clear whether the services will service George Best Belfast City Airport or Belfast International Airport. The routes are part of a 19-strong list of services which have been proposed for routes across the UK, most of which are accounted for by Flybe. A short-list of the routes which have passed the initial application stage will be made in early May and successful bids will be known in July.

NEWS

Kenny: EU crucial to Northern Ireland economy TechCrunch editor visits north west

ondonderry has reinforced its digital credentials by hosting the first visit of TechCrunch editor at large, Mike Butcher (pictured above). The lecture, organised by CultureTECH and supported by Ilex, the Urban Regeneration Company saw a host of tech entrepreneurs from across the city pack into the North West Regional Science Park to hear from this inspirational speaker. Mr Butcher’s message centred on the web and the fact that the Internet has made it easy for any person to start a company and take it to market from anywhere in the world, and that being based in Northern Ireland is not a barrier to success. Mr Butcher was joined on stage by a number of speakers who have experience of working in the Tech City area of London and were able to give advice to the assembled audience including Mark McKeague, Diarmuid Moloney and Stephen O’Reilly. Mr Butcher also discussed how best to deal with potential funders, as well as potential sources and how to work the media. He also reinforced the need for networking, support and community building, and used the NW Science Park as a good example of this collaborative approach.

Taoseach Enda Kenny speaking at the CBI Annual Dinner.

f the UK gave up its membership of the European Union (EU), Northern Ireland’s economy would be hit hard, according to Taoseach Enda Kenny. Speaking at the CBI Annual Dinner, Mr Kenny said being part of the EU’s structural and agricultural funding has helped fuel growth and employment and attracted foreign direct investment. And he said being part of the EU’s commercial and economic framework has mitigated the island of Ireland’s geographical remoteness. “Membership of the common market has been an obvious boon to Northern Irish exporters and businesses,” Mr Kenny said. “It has brought jobs and investment and put more money in peoples’ pockets.” He said exiting from the EU would be a big setback for the economy here. “Economies like those in the Republic, or in Northern Ireland, can’t afford to go it alone. Economic heft and strength – especially when it comes to negotiating trade deals and creating a vast home market – is to be found in unity, not isolation. That’s why disengaging from the EU would

therefore be – in my view – a retrograde economic step for Northern Ireland.” Mr Kenny called for unity in helping to reform the EU, to make it a more efficient body. “The workings of the EU may not be perfect. It has its faults and its limitations. It frustrates all of us at one time or another. But the positive impact it has had on Northern Ireland, our economies, and the British-Irish relationship has been nothing less than transformative.” The Taoseach also called for more economic collaboration between Northern Ireland and the Republic, referencing a joint trade mission to Singapore last year made up of ministers from Dublin, Westminster and Stormont. And he said proper planning for infrastructure investment is crucial if the island of Ireland is to reach the target of 10m people by 2050 set out by the joint CBI/IBEC All-Island Investment Project. “If we are to turn this challenge into real opportunities we need to work together, in planning and investing in the infrastructure necessary for the medium to longer term.”

NEWS

Belfast counts down to major tech gatherings

elfast will play host to two major technology conferences this summer which will attract more than 5,000 delegates and generate over £7m for the economy. MoneyConf and EnterConf, developed by the organisers of the Web Summit, will take place across a number of venues over four days from Monday June 15 to Friday June 19. Marketing organisation Visit Belfast won the bid for the conferences in partnership with Invest Northern Ireland and Belfast City Council. “We are absolutely delighted that Belfast will play such a major part in the next chapter of the Web Summit’s expansion as Europe’s fastest-growing technology event,” Belfast City Council chief executive Suzanne Wylie said. “This is a landmark opportunity for the city and one which we will grasp with both hands.”

Web Summit founder Paddy Cosgrave (second from left) joins Belfast City Council chief executive, Suzanne Wylie, Peter Harbinson from Invest Northern Ireland, and Gerry Lennon, chief executive of Visit Belfast.

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NEWS

Quotes of the month “Disengaging from the EU would be – in my view – a retrograde economic step for Northern Ireland.” Taoiseach Enda Kenny TD speaking at the CBI Annual Dinner in Belfast warns against a UK breakaway from the EU.

Dunbia creates 209 new jobs at Dungannon plant

“Property prices are recovering and the construction sector is getting back on its feet, but there are issues needing addressed. These include skills shortages in the construction sector and an infrastructure deficit, both of which have the potential to harm the economic recovery.” RICS Northern Ireland Director Ben Collins believes the recovering construction sector needs to address a few underlying issues.

“We met two very significant world brand name companies that have been spoken to by Invest NI over a prolonged period of time. I have …a very firm view that both of those companies will be looking to invest in Northern Ireland with a substantial number of jobs.” First Minister Peter Robinson tells the Assembly his charm has wooed another investor.

“The Chancellor suggested 45% of the savings to come in the next Budget will be from Departmental cuts, 40% from Welfare reform and 15% from a clamp down on tax avoidance/evasion. Finding money for corporation tax reduction against this backdrop will be challenging but, if not that then what for Northern Ireland? The tax base is simply not large enough for the public services we need/want.” Neil Gibson, Economic Advisor to EY, mulls over the Budget.

Minister Arlene Foster is pictured with Jim Dobson, Managing Director of Dunbia Group.

ounty Tyrone meat processor Dunbia is to create 209 jobs over the next three years as part of a £27m investment.

Invest NI has offered £2m of capital grant support to the project and Department of Enterprise Trade and Investment minister Arlene Foster welcomed the investment.

It will be upgrading the production lines at its Dungannon plant and creating an “intelligent boning hall” in an effort to ramp up production and target export markets.

“The new boning hall will help the company achieve improved butchery efficiencies and economies of scale, while the installation of new production lines using the most modern automated retail butchery will increase retail packing efficiencies,” she said.

The plant already employs nearly 1,000 people in the procurement, slaughter and de-boning of cattle and sheep, as well as wholesale distribution and retail packing of beef and lamb. “Innovation has been at the heart of Dunbia’s success and this investment in new production technology will create a centre of excellence for beef deboning,” Jim Dobson, Managing Director of Dunbia Group, said. “It will help us to maintain our position as a leading meat processor in the UK and Ireland and to deliver on our growth strategy over the next three to five years.”

And she emphasised the growing importance of the agri-food sector. “The meat sector plays an important part in our economic success and the sector has continued to grow, despite the downturn. “This kind of investment is significant, not just for the future long-term sustainability of Dunbia, but also for its positive impact on the agri-food supply chain and the red meat sector as a whole.”

Novosco bags over £2m worth of business

SME’s... don’t let interruptions affect you By Jonathan Gilmartin, Professional Risks Centre of Excellence Leader at Willis Insurance and Risk Management

f a fire causes your facility to be temporarily unusable, what would you do next? Would your business be able to pay utilities, wages or any other standing charges without any income? It could take months before the damaged property is rebuilt and stock, machinery and equipment are repaired or replaced. Traditional Insurance does not cover a loss of income when a business must temporarily close.

A survey by the Royal Institution of Chartered Surveyors showed that 80% of UK businesses are underinsured, predominantly by not adding a business interruption extension to their cover. Novosco directors Karen Shearer, Dominic Monkhouse, Patrick McAliskey and John Lennon.

Belfast IT company has won contracts worth £2.1m to provide support services for a housing association in England.

Novosco will also provide on-site technical service engineers and a remote service desk for the Swan Housing’s 300 IT users across 12 locations, as well as the installation and management of a wide area network and associated services. “We were really impressed with Novosco. Their bid was competitive and their knowledge and enthusiasm was evident,” Suzanne Wicks from Swan said. “Their customer service excellence and investment in staff was a really good match for Swan’s culture.” The organisation manages over 10,000 homes across London and Essex and is the latest in series of contracts in the housing association sector which Novosco has won. Novosco managing director, Patrick McAliskey, said its becoming a big part of the business. “The housing association sector has become very important to us, having developed considerable expertise in this area through a number of large contracts with some of the UK’s biggest providers. We are delighted to win the business with Swan Housing and look forward to progressing the contract with their team.” Last year, Novosco secured a significant managed service contract with Manchester-based Northwards Housing, which has 13,000 homes and over 330 staff across more than 30 sites

APRIL 2015

What can be included in a Business Interruption Policy? • Compensation for lost income if the business has to vacate its premises as a result of disaster-related damage covered under a Property Insurance policy. • Compensation for the gross profits that would have been earned based on previous financial records, had the major loss/peril not occurred • Covers operating expenses, such as utilities, that must be paid even though the business is temporarily ceased. • Covers the increased cost of working, including expenses of operating in a temporary location while repairs to the permanent location are completed. Considerations for Business Interruption Insurance • Business interruption insurance cannot be purchased on its own – it must be added to an existing insurance policy, such as property or office insurance. • Purchasers must also determine that the policy’s maximum indemnity period is sufficient to cover the amount of time it will take for the business to recover following a major loss. This includes considering the worst damage or disaster that the business could incur, estimating how long it will take to repair or replace buildings, machinery and stock, and determining the length of time it will take to recover customers and market share. Typical maximum indemnity periods range from 12 months to 36 months, in six month increments. • Price of cover depends on the risk of disaster to the premises. This may depend on the business location, nature of the business and how easily the business could function at an alternate location on a temporary basis.

If you would like further information on this subject contact Jonathan Gilmartin on 028 9032 9042 or via jonathang@willisinsurance.co.uk.

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NEWS

Economy to bounce back as confidence returns

orthern Ireland’s economy will grow at the fastest rate since before the financial crisis, according to a new report from Danske Bank.

The latter has been experiencing significant turbulence from lower global commodity prices and the low euro adding to its burden but after falling 0.5% in 2015 it’s expected to return to growth again in 2016.

It said growing household income will lead to a boost to expenditure and increased confidence, both for consumers and for businesses.

“With these sectors together accounting for nearly 20 per cent of the local economy, small contractions are nonetheless significant,” Ms McGowan said.

“Northern Ireland’s economy continues to perform well on a number of fronts,” economist Angela McGowan (pictured) said. “In particular the labour market is improving, house prices have recovered, credit is flowing again and real incomes are rising.”

And while the overall pictured is positive, there are a number of drags on economic growth, not least currency.

The best performing sectors are expected to be professional and scientific services, ICT, private administration & support

services, wholesale & retail and transport & storage which together with account for nearly one third of growth and create 6,000 jobs this year. Sectors which are expected to shrink are public administration and the education and agriculture.

“There are many tailwinds pushing us in the right direction such as low inflation and rising confidence, but a significant headwind in the form of the strong pound will also place downward pressure on a number of sectors.”

Digital revolution shakes up job market

he digital revolution means onein-20 jobs in Northern Ireland did not exist only 25 years ago, according to new research from PwC. Its UK Economic Outlook found that 5.2% of the total employment number in Northern Ireland is now made up of roles in the digital sector such as software engineers, database administrators and IT support workers, posts which have only emerged since 1990. While Northern Ireland’s digital workforce is growing rapidly, the number of workers employed in the field is slightly below the UK average of 6% and well below that of London at 10%. The report, prepared in association with Dr Carl Benedikt Frey of the Oxford Martin Programme at Oxford University, found the overall Northern Ireland workforce should growth by just under 5% over the next decade – below the UK average of 6% and the fourth lowest of the 21 regions and cities covered in the research.

When it comes to economic output in the current year, PwC’s Chief Economist Dr Esmond Birnie expects GDP (gross domestic product) to grow by just 1.7% in Northern Ireland this year, the lowest of all UK regions and well down on the UK average of 2.5%. “It’s...below our estimate of 1.8% for 2014, suggesting that, while employment may still be growing and unemployment falling, output, exports and productivity all remain elusive and remain well behind most other UK regions.” He also said Northern Ireland property prices had risen by 4.9% in 2014, around half of the 10% witnessed across the UK as a whole. However, he said a fall in energy prices is offering a boost. “There is no doubt that lower oil prices and falling inflation have given a boost to household disposable incomes and

with inflation at 0.3%, most workers have received what equates to a real-terms pay increase. “However, recovery is being driven by jobs rather than productivity and productivity growth will be critical in enabling wages to recover without driving up inflation in the medium-term.”

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PERFORMANCE IN ACTION

Paul Terrington, Regional Chair and Janette Jones, tax partner at PwC.

COVER STORY

Budget 2015 – yet another wake-up call for NI Paul Terrington, Regional Chair of PwC in Northern Ireland, takes a forensic look at the Chancellor’s Budget.

hat would you do with an £11m Lottery win? For most of us that would do very nicely indeed, but when it comes to helping to finance an entire region, £11m doesn’t go too far. Last month’s Budget saw Northern Ireland receive around £11m of new money under the Barnett formula – about a fifth of the £54m the region received in March 2014 and, with the Chancellor’s austerity programme continuing for four more years, there are some tough times ahead. An added challenge was the Chancellor’s repeated references to devolution in the rest of the UK and not merely to Northern Ireland, where corporation tax devolution got a mere two sentences. In contrast, proposals for new measures to support devolution and decentralisation in Scotland, Wales, the English regions and cities across GB, got an entire section of the Budget statement. In fiscal terms the Budget was broadly neutral, but in political and devolution terms, it said a lot. The Chancellor ‘gave away’ around £10.5bn; mostly comprising the increase in personal allowances from 2016-17, tax-free personal savings allowances, increased ISA flexibility, plus the Help-to-Buy scheme. He then proceeded to claw back around £10.5bn through the bank levy and anticipated tax receipts from anti-avoidance measures and

APRIL 2015

surprisingly – pensioners, through taxing annuities and capping the lifetime allowance, which governs how much pension wealth can benefit from tax relief, at £1m. In advance of his sixth and last preelection Budget, the Chancellor promised “no giveaways, no gimmicks” but in a statement liberally peppered with reminders of the coalition’s progress on the economy, jobs, living standards and the pace of recovery, there was more than enough to keep the tabloids awake. One heavily leaked rabbit to emerge from the Osborne hat was the abolition of the annual tax return, with businesses, the self-employed and those within the self-assessment regime to have their information uploaded to the Revenue in new, digital accounts. Purely from a Northern Ireland perspective, the Budget can best be described as useful. Farmers will be able to average their incomes over five years for tax purposes; there’s an exemption on national insurance for employing under 21s from April 2015; no national insurance for employing young apprentices from April 2016; and the cancellation of September’s planned fuel duty increase. These all help employers; young people entering employment, exporters and the farming community, but none are transformational. In terms of content, Northern Ireland got a two sentence, single mention, but it was significant for all that. Having talked

about the coalition’s proposals for national recovery beyond London and the South East, the Chancellor praised and promoted the ‘Northern Powerhouse’. He then announced a forthcoming Transport Strategy for the North (of England), new city deals for the West Yorkshire Combined Authority, Glasgow, Inverness and Aberdeen; pledged that Manchester and Cambridge could keep new additional business rates revenues; and that negotiations are beginning for the Swansea Bay Tidal Lagoon. Then he said: “The legislation devolving corporation tax to Northern Ireland passed the House of Lords yesterday. We now urge all parties to commit to the Stormont House Agreement, of which it was part” and moved on to announce tax breaks and £1.3bn of support for the North Sea oil and gas industries. According to the Chancellor and the Budget statement, devolution and decentralisation are on a roll. The English regions, Local Enterprise Partnerships, cities across Britain, Scotland and Wales are all experiencing an unprecedented level of devolution. If the SNP becomes an electoral force in a new parliament after the May election we can expect pressure to extend the Scotland Act towards ‘Devo Max’ and quite possibly a cut in Scotland’s corporation tax. Little wonder then that Finance Minister Simon Hamilton’s response to the Budget was that, “...the confirmation of public spending reductions into the near future should underscore the importance of pursuing our focus on reforming and restructuring the public sector.” >

COVER STORY

The further public spending reductions the Finance Minister referred to were outlined in the Budget statement and total around £30bn by 2017-18, comprising £13bn from government departments, £12bn from welfare savings and £5bn from tax avoidance, evasion and aggressive tax planning. Looking at the Chancellor’s planned combined total of £25bn departmental and welfare savings alone, the details of which as yet remain unclear, Northern Ireland will have to take its share of the pain there too, hence the Finance Minister’s focus on the importance of reforming and restructuring the Northern Ireland public sector.

“Based on the Budget and the response by Labour, we should not assume that the outcome of the general election will unlock substantial extra money for Northern Ireland, so the Executive should be planning now for four very tight Budgets ahead.” The proposed austerity measures outlined in the Budget amount to a real cut in national departmental current spending of around 16% in the period 2015-18 and that will have a read across to the Northern Ireland block grant. Furthermore, it would be wrong to assume that a Labour government would totally abandon Osborne’s plans as, responding to the Budget, Shadow Chancellor, Ed Balls said that Labour “wouldn’t need to reverse any of it” and would pursue a more “sensible” mix of spending cuts and tax increases – but cuts and taxes are on the horizon no matter which party forms the next government. Based on the Budget and the response by Labour, we should not assume that the

outcome of the general election will unlock substantial extra money for Northern Ireland, so the Executive should be planning now for four very tight Budgets ahead. That also means we can’t just respond by cutting services; rather, we need to develop a policy approach that delivers improved outcomes, but at lower cost. In addition, if the political parties won’t or can’t, “...commit to the Stormont House Agreement,” by agreeing on welfare reform, the Executive faces further penalties, the inability to unlock the additional funding committed by Westminster as part of the Agreement and ultimately a financial crisis, as the Executive could face a shortfall of almost £500m on what it needs to balance the 2015/16 budget. It also faces a real threat that the Corporation Tax Bill won’t be ‘switched-on’ as it too, is an integral part

of the Stormont House Agreement, which states that, “...progress of (corporation tax) legislation will proceed in parallel with the implementation of key measures to deliver sustainable Executive finances.” It’s clear therefore, that the £11m which comes to Northern Ireland from the Budget, while useful, does nothing to bridge the funding gap that would emerge if Westminster’s £2bn or so under the Stormont House Agreement isn’t forthcoming. It’s also clear that devolution and decentralisation are firmly on the national agenda. So, it would be a pity if Northern Ireland, the first UK region to actively campaign for the devolution of fiscal powers, was overtaken by regions and cities, enthusiastic about the potential of gaining greater control of their own economic destiny by taking greater control of their own finances.

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Aer Lingus Viscount Awards: finalists revealed and primed for take off

L-R: Alan Taylor, Bob McGowan-Smyth, Gary McDonald, Andrea Hunter, Richard Sherriff, David Elliott and Jeremy Fitch.

butcher, a tailor and both a tanning and packaging maker have made it through the finals of the Aer Lingus Viscount Awards in a toughly-fought competition which has highlighted the wealth of talent in the Northern Ireland business world. Peter Hannan of Hannan Meats, Shelly Taylor from Taylored Workwear, Alyson Hogg from Vita Liberata and Jarek Zasadzinski from Greiner Packaging have been named finalists in the Business Person of the Year category of the awards, which take place in association with Ulster Business. The winner of this and the other categories will be named at an awards ceremony in London held in the Members’ Dining Room of the House of Commons on April 21 where the finalists in Northern Ireland’s most respected business competition will be gathering. Fighting it out for the honour of Best Small Business are energysaving ventilation manufacturer Brookvent, childrens’ program maker Sixteen South and meat supplier Hannan Meats. The finalists in the Best Medium Business are fit out company McCue Crafted Fit, packaging company Greiner Packaging and generator manufacturer AJ Power. Building firm Gilbert Ash has been named a finalist in the Best Large Company while Devenish Nutrition, Hunter Apparel Solutions and Specialist Joinery Group make it through in the Most Innovative Company round, one of the most tightly-fought.

The judges said Exporter of the Year was also a high calibre category with AJ Power again making an appearance in the finals alongside Mash Direct and TG Eakin. For the prize of Overall Excellence, Linwood Health Foods is shortlisted along with TG Eakin. The seven strong judging panel for the awards comprised of Andrea Hunter, Aer Lingus Business Development Manager in Northern Ireland; Jeremy Fitch, Executive Director, Business Solutions Group at Invest NI; Bob McGowan-Smyth, Investment Director at Crescent Capital; Richard Sherriff, Business Editor of the News Letter; Gary McDonald, Business Editor of the Irish News, Alan Taylor, Managing Partner at Arthur Cox and David Elliott, Editor of Ulster Business. Andrea Hunter said the standard of entry was extremely impressive. “The quality of entrants for this year’s Viscount Awards has been staggeringly high and we’ve had the privilege of examining the work of many of Northern Ireland’s most dynamic organisations,” she said. “Some of the companies we looked at were hidden gems, representing all that is good about NI business today. “What they all had in common was tenacity, the ability to diversify to survive and ultimately the dedication and hard work they put in, which is at the heart of all their successes.” The finalists will be flown to London Heathrow from George Best Belfast City Airport courtesy of Aer Lingus for the awards ceremony on April 21.

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Ian Campbell Operations Manager, Ballyrashane Creamery

‘We’re producing a greener product with natural gas.’ Ian Campbell, Operations Manager at Ballyrashane Creamery, explains why they made the switch to firmus energy natural gas from heavy fuel oil: ‘We pride ourselves on being a responsible company and so using a greener fuel was very important to us. By moving to natural gas, we have significantly reduced the company’s impact on the environment. ‘Natural gas has helped us to reduce our carbon footprint which has allowed us to pass on a greener product to our customers. We have cut emissions by around 450 tonnes of CO2 annually.’

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FANTASY TRADING

Taking stock

e’re back! Last month your humble traders took a month off from the business of making money, but it’s time to don the pinstripe suit and get back to the coal face of capitalism.

hoisting young pretender Dylan “The Profit” Armstrong into second place. He proved that every little helps with a tidy profit from Tesco and a not-too-shabby performance with the London Stock Exchange.

A couple of interesting things have been going on in the depths of the portfolio, not least with that standard bearer of youth entrepreneurship Carol Fitzsimons.

At the top of the tree there seems to be no stopping economist to the stars Professor Neil Gibson who has stormed off with a £10,000 profit with easyJet and, this reporter’s sock retailer of choice, Marks & Spencer.

She got hammered by Fresnillio, a Mexican precious metal miner responsible for a heart-wrenching £13,000 loss which easyJet only managed to take a small bite out of. That changed the shape of the leader board, relegating Carol to third place and

But wait, I hear you ask, what of the mentalist? Since the start of this exercise of folly and guess work, David Meade has yet to change his stocks, choosing instead to act as a control experiment and, as it turns out, a warning to the other traders against settling on the dormant approach.

But he’s also back, having taken the early losses on the chin (you’d think he would have known they were coming) and readied himself for a battle of wits.

The rules Each trader starts with fantasy money – £100,000 of it to be exact – to invest as they see fit in two FTSE 100 companies, £50,000 each. After a month we count up what will hopefully be winnings and the traders either stick with what they’ve got or exchange them for new shares. At the end of the year we count up who’s made the most and force them to buy the team and the editor dinner. Simple.

The traders Dylan Armstrong (6) student

CAROL FITZSIMONS, CHIEF EXECUTIVE

DAVID MEADE, MENTALIST

NEIL GIBSON, ECONOMIST

Profit/loss this month: £3,133 Account: £119,705

Profit/loss for this month: -£11,141 Account: £113,539

Profit/loss for this month: £7,865 Account: £85,504

Profit/loss for this month: £10,452 Account: £135,652

Last month: Tesco, London Stock Exchange

Last month: Fresnillo, easyJet

Last month: Anglo American, Petrofac

Last month: easyJet, Marks & Spencer

This month: Kingfisher, Carnival

This month: Centrica, Glencore

This month: Carnival, Prudential

This month: Diageo, Vodafone

ENERGY

The sun will come out – but not tomorrow? Maria Connolly and Andrew Ryan, both Partners at TLT Energy and Renewables, look at the challenges and opportunities for the solar energy sector in Northern Ireland.

Challenges

Andrew Ryan and Maria Connolly

Planning has posed a major problem, particularly for large-scale solar. The planning process in Northern Ireland remains painfully slow compared to GB and the transfer of planning powers to the new Super Councils in April 2015 is creating further uncertainty in how applications will be treated. When developers compare a possible two-year wait compared to six months in England, many will not even consider entering the Northern Ireland market. Grid connection is another hindrance; in areas where grid capacity is low, it can be too costly to develop new connections and due to new policy by NIE, the costs of applying for many grid connections have increased substantially even for small rooftop projects. With grid connection delays, new projects could also miss the April 2017 deadline for receiving current subsidies. At this time, the level of subsidy after April 2017 remains unknown and in this respect we lag far behind GB where the first “contracts for difference” auction under the new subsidy regime has already taken place. Worryingly, large-scale solar did not fare well from this process.

Opportunities Despite these barriers there remains, for the determined developer, significant scope for expansion of solar in the Northern Ireland market. Although residential “rent-a-roof” schemes have difficulties that have yet to be fully resolved, the significant activity witnessed in the commercial rooftop and ground-mounted sectors in England and Wales could well be reflected in NI.

At least for the next two years the subsidies offered through the Northern Ireland Renewables Obligation (NIRO) provide a stable and potentially attractive rate of return. The rates of subsidy are more generous than GB, particularly up to 50kW.

Yes or No? It is clear that while there are opportunities for solar in Northern Ireland, there remains a number of major barriers that are preventing successful roll-out on the scale seen in England. Does the future looks bleak for solar energy? By taking a few actions to ensure any issues are kept to a minimum, we think the future still looks bright; Site selection – there remain many areas where the grid is robust and has capacity for new connections. Early engagement with NIE and a clear understanding of any

potential constraints will help to minimise delays further on in the development process. Public engagement – whilst wind farms, for example, raise concerns over visual impact and noise, do not assume that solar development will not generate objections. Early consultation with local residents will help to minimise concerns early on and speed up the planning process. Also careful preparation of planning applications will minimise delays in processing the applications. Think about the funders – investors and funders often have specific requirements for example in relation to “step-in rights” and on the bankability of the Power Purchase Agreement entered into with an electricity supplier. Ensuring that the legal documents are robust from the outset will also make the project more attractive for funders.

UB 200 The definitive list of the companies in the engine room of the Northern Ireland economy Foreword by David Elliott, editor of Ulster Business

un your eye down the list of 200 companies over the next few pages and you’ll see some familiar names. Viewed in the context of this magazine’s Northern Ireland Top 100 Companies list, they’re the also-rans, those which didn’t quite have the turnover and employment number to make it into the list of the biggest firms here. But that’s doing them a disservice. Individually, there are some fantastic companies doing some fantastic work in some fantastic places over the following pages.

Jonathan Cushley from D&B, who compiled the list, rightly refers to them as “bubbling under”, firms which are sitting just under the Top 100, many of whom are too big to be called medium-sized enterprises, if you go by the strict EU definition. For this exercise we’ve used a ceiling of £60m when it comes to turnover and a cut off for filling company accounts of 23 March 2015. It’s the most up-to-date list available and gives a fascinating insight into the Northern Ireland economy. One of the most impressive aspects of the list is the fact profits have climbed by over 5% over the last year to £375m, a sign of improving margins and innovative processes, perhaps.

There are food producers, builders, shirt manufacturers, utility companies, welders, care home operators… the list goes on and covers all aspects of the local economy.

It’s all the more impressive when you consider the fact it’s accompanied by only a 0.7% increase in turnover to £6.87bn.

Collectively, they made £375m profit, they employ over 38,200 people and turnover a staggering £5.5bn.

Perhaps an insight into how the profit boost has been achieved can be garnered from the number of people working for the UB 200.

Perhaps the Top 100 companies hog the limelight but the 200 which follow really are the engine room of the economy here.

It dropped 8.5% to 38,204 against a backdrop of increasing employment across Northern Ireland.

APRIL 2015

The question now is how the UB 200 perform in the prevailing business conditions. It’s a fascinating time for many of these businesses which are able to take advantage of an upswing in the economies of the UK, the Republic and the world. However, more local issues, particularly the swingeing cuts to public sector spending, have put the brakes on recovery prospects for some companies in the immediate future. For those that don’t rely on the public sector for revenue and for those companies which can ride out this short-term impingement of spending cuts, the rewards should be plenty. Corporation tax devolution looks to be more certain and will provide a big boost to many of the UB 200 which fall into the large company taxation bracket. If they can take advantage of that fillip then this list could look very different in the coming years. Let’s hope for the sake of the Northern Ireland economy it continues to evolve through the entrepreneurial nature of the companies of these shores.

UB 200 1-34 Rank

Company

Turnover (£000)

Pre-Tax Profit (£000)

Net Worth (£000)

Account Date

EM News Distribution (NI) Ltd

59,821

1,911

7,018

31/12/2013

The Old Bushmills Distillery Company Ltd

59,582

20,128

113,558

30/06/2013

Savage & Whitten Wholesale Ltd

58,565

1,017

4,274

31/12/2013

Skea Egg Farms Limited

57,776

2,159

8,923

31/12/2013

Mutual Energy Ltd

57,721

29,141

-90,322

31/03/2014

Powerteam Electrical Services (UK) Ltd

56,701

-9,097

5,182

31/12/2013

Strathroy Dairy Ltd

56,604

160

4,333

31/07/2014

Ballinaskeagh Grains Ltd

56,381

888

3,281

30/04/2014

William Keys & Sons Ltd

56,139

2,896

12,681

31/12/2013

Isaac Agnew (Mallusk) Ltd

55,400

1,066

2,120

31/12/2013

Ryobi Aluminium Casting (UK) Ltd

54,913

2,091

23,621

31/12/2013

Rathmore Estates Ltd

54,828

-789

5,164

31/03/2014

Andor Technology Ltd

54,565

6,332

38,543

30/09/2013

Phoenix Natural Gas Ltd

54,382

5,053

102,200

31/12/2013

Drinks Inc. Ltd

53,907

2,252

10,713

31/03/2014

Graham Asset Management Ltd

53,233

2,668

7,905

31/03/2014

C.J. Upton & Sons Ltd

52,806

-509

5,001

31/12/2013

United Feeds Ltd

52,660

1,755

3,080

31/03/2014

Vaughan Engineering Group Ltd

51,454

-1,019

3,899

31/03/2014

Woodside Haulage (Holdings) Ltd

51,362

1,000

16,908

31/03/2014

Lagan Asphalt Group Ltd

51,354

-9,094

32,274

31/12/2013

Tennent’s NI Ltd

51,349

5,541

11,096

28/02/2014

Lagan Cement Group Ltd

51,290

-1,003

21,998

31/12/2013

Multichannel Solutions for Entertainment (MSE)

51,280

1,035

4,875

31/03/2013

Henry Group (NI) Ltd

50,864

1,039

16,621

31/03/2014

Severfield (NI) Ltd

50,742

1,142

21,363

31/03/2014

Hilton Meats (Cookstown) Ltd

50,584

1,089

2,122

31/12/2013

Herbel Ltd

49,407

-5,961

31,292

31/12/2013

Motis Ireland Ltd

48,551

1,449

527

31/12/2012

Galen Ltd

47,861

5,707

17,676

30/09/2013

Heatons (NI) Ltd

47,543

2,895

10,955

30/04/2014

Heron Bros. Ltd

47,498

1,618

52,227

28/02/2014

Roadside Motors Ltd

47,114

382

5,782

30/09/2013

Regency Carpet Manufacturing Ltd

46,090

-135

4,973

30/06/2013

Figures researched and compiled by D&B T: 0845 601 2677

UB 200 35-68 Rank

Company

Turnover (£000)

Pre-Tax Profit (£000)

Net Worth (£000)

Account Date

Henry Brothers (Magherafelt) Ltd

45,848

1,167

14,932

31/03/2014

O’Kane Food Service Ltd

45,295

-252

-3,481

31/12/2013

Property Management Services (NI) Ltd

44,995

531

5,672

31/12/2013

Desmond Motors Ltd

44,960

1,748

31/12/2013

Haldane Fisher Ltd

44,494

743

4,402

31/12/2013

B.H.C. Ltd

44,368

2,529

13,007

31/03/2014

Eurostock Food Group Ltd

43,948

497

5,392

31/01/2014

N.I.I.B. Group Ltd

43,400

12,064

23,752

31/12/2014

Kainos Software Ltd

42,967

8,035

16,646

31/03/2014

Kelman Ltd

42,964

11,380

43,252

31/12/2013

James Tolland & Company Ltd

42,840

718

2,721

31/05/2014

Almac Pharma Services Ltd

42,428

1,684

16,892

30/09/2013

The McAvoy Group Ltd

41,646

-1,813

710

31/12/2013

Bemis Healthcare Packaging Ltd

41,418

9,707

21,595

31/12/2013

Unilin Distribution Ltd

41,229

2,086

8,225

31/12/2013

Avondale Foods (Craigavon) Ltd

41,128

3,757

18,834

31/03/2014

Donnelly Bros. Garages (Fermanagh) Ltd

40,696

-112

1,073

31/10/2013

North West Silos Ltd

40,675

168

1,682

31/07/2013

352 Medical Ltd

40,371

1,686

3,361

31/03/2014

Veterinary Surgeons Supply Company Ltd

40,098

628

4,500

31/08/2014

Copeland Ltd

39,626

2,537

14,367

30/09/2014

DY0 Films Ltd

39,436

-7,492

30/11/2013

Charles Tennant & Co (Northern Ireland) Ltd

38,988

1,928

11,474

31/12/2013

Delta Print and Packaging Ltd

38,685

2,564

10,580

30/06/2013

Ben Sherman Group Ltd

38,593

-5,137

18,133

31/01/2014

Harry Corry Ltd

38,498

-364

5,718

28/02/2014

Bettercare Keys Ltd

38,378

-53

-6,237

31/03/2014

United Molasses GB Ltd

38,194

695

790

31/07/2013

Lagan Homes Ltd

38,078

-3,719

6,143

31/12/2013

Donnelly Bros. (Belfast) Ltd

37,935

2,941

31/10/2013

Murdock Builders Merchants Ltd

37,350

684

5,805

31/12/2013

Carnbane House Ltd

37,289

10,578

27,636

31/12/2013

Citybus Ltd

37,078

109

-585

30/03/2014

Evron Foods Ltd

37,073

276

6,412

31/08/2013

Figures researched and compiled by D&B T: 0845 601 2677

APRIL 2015

UB 200 69-101 Rank

Company

Turnover (£000)

Pre-Tax Profit (£000)

Net Worth (£000)

Account Date

C&J Meats Ltd

36,984

-131

30/11/2013

Bryson Charitable Group

36,870

-871

11,890

31/03/2014

Calor Gas Northern Ireland Ltd

36,828

5,643

6,879

31/12/2013

John Woods (Lisglyn) Ltd

36,451

869

8,982

31/07/2013

John McQuillan (Contracts) Ltd

36,254

744

10,229

31/03/2014

Foyleside Ltd

36,203

2,181

12,788

31/07/2013

Ithaca Alpha (NI) Ltd

35,685

8,683

81,617

31/12/2013

Doherty & Gray Ltd

34,978

137

2,024

31/03/2014

John Hogg & Co. Ltd

34,962

1,645

26,102

30/04/2014

Dennison Commercials Ltd

34,923

1,398

6,743

31/12/2013

United Wine Merchants Ltd

34,922

846

8,058

31/12/2013

Hampden Group Ltd

34,752

18,075

3,673,057

01/03/2014

O’Hare & McGovern Ltd

34,487

3,159

27,226

31/12/2013

Millar Tractors Ltd

34,149

-265

5,215

28/02/2014

UTV Ltd

34,078

6,435

13,963

31/12/2013

Strategic Investment Board Ltd

33,309

19,540

31/03/2014

Greiner Packaging Ltd

33,295

2,066

9,603

31/12/2013

Prestige Insurance Holdings Ltd

33,277

265

-18,089

31/03/2014

O’Reilly’s Wholesale Ltd

33,211

586

-1,325

28/02/2014

Western Building Systems Ltd

33,192

2,115

14,605

30/04/2014

M-B Truck and Van (NI) Ltd

32,932

330

3,316

31/12/2013

Portview Fit-Out Ltd

32,839

2,171

30/11/2013

W.D. Irwin & Sons Ltd

32,838

-543

381

30/03/2014

T B F Thompson (Garvagh) Ltd

32,814

303

1,586

31/12/2013

Decora Blind Systems Ltd

32,482

2,336

10,358

31/12/2013

Moyle Interconnector Ltd

32,478

31,587

64,759

31/03/2014

Diesel Card International Ltd

32,426

1,211

3,189

31/03/2014

CDE Global Ltd

32,159

1,646

6,323

31/12/2013

Independent Fertilisers Ltd

32,076

601

1,086

31/07/2013

Moyola (Cellars) Ltd

32,057

1,749

23,682

30/10/2013

Hastings Hotels Group Ltd

32,057

2,024

32,227

30/10/2013

100

Harland and Wolff Group Plc

32,023

-4,395

-1,663

31/12/2013

101

Montgomery Transport Ltd

31,923

830

16,778

30/09/2013

Figures researched and compiled by D&B T: 0845 601 2677

UB 200 102-134 Rank

Company

Turnover (£000)

Pre-Tax Profit (£000)

Net Worth (£000)

102

Account Date

Germinal Holdings Ltd

31,907

2,974

24,462

30/06/2014

103

Dillon Bass Ltd

31,604

144

30/06/2013

104

Beverage Plastics Ltd

31,477

1,214

12,854

31/12/2013

105

Crossgar Foodservice Ltd

31,395

-2,102

2,683

29/06/2013

106

Autoline Direct Insurance Consultants Ltd

30,997

435

393

31/12/2013

107

McBurney Refrigeration Ltd

30,942

672

7,618

31/12/2013

108

D McGranaghan Ltd

30,727

319

2,908

31/12/2013

109

Mallaghan Engineering Ltd

30,615

1,717

8,416

31/12/2013

110

Hotpursuit Enterprises Ltd

30,614

2,645

619

30/06/2013

111

Frylite Ltd

30,492

1,869

7,582

30/03/2014

112

Keystone Lintels Ltd

30,348

8,718

31/12/2013

113

Walter Watson Ltd

30,243

445

7,919

31/12/2013

114

Liberty Information Technology Ltd

30,231

5,387

10,527

31/12/2013

115

Component Distributors Group Ltd

30,154

665

3,131

31/12/2013

116

Wilsons of Rathkenny Ltd

29,771

758

7,837

31/12/2013

117

Smyths Toys NI Ltd

29,589

444

-2,108

31/12/2013

118

Camden Group Ltd

29,558

152

5,069

31/03/2014

119

T.G. Eakin Ltd

29,533

19,077

19,499

31/03/2014

120

Ballyrobert Service Station Ltd

29,450

211

1,250

31/12/2013

121

CFG Holdings Ltd

29,371

545

31/03/2014

122

H & A Holdings (NI) Ltd

29,288

3,812

19,688

31/05/2014

123

David Prentice (Cars) Ltd

29,254

-1,597

867

31/12/2013

124

Belfast International Airport Ltd

29,169

182

81,769

31/12/2013

125

LW Surphlis & Son Ltd

29,077

140

1,833

30/06/2014

126

SERE Ltd

28,992

527

1,534

31/12/2013

127

Bedeck Ltd

28,935

3,316

5,827

30/09/2013

128

S.E.R.E. Holdings Ltd

28,897

378

773

31/12/2013

129

A.J. Power Ltd

28,794

2,088

6,017

30/06/2014

130

Eurostock Foods NI Ltd

28,732

234

2,757

31/01/2014

131

J.K.C. Specialist Cars Ltd

28,673

103

3,496

31/12/2013

132

BSG Civil Engineering Ltd

28,618

5,010

24,012

31/12/2013

133

M.J.M. Marine Ltd

28,576

1,414

5,847

31/12/2013

134

Dunbia (Crewe)

28,443

-400

30/03/2014

Figures researched and compiled by D&B T: 0845 601 2677

APRIL 2015

UB 200 135-167 Rank

Company

Turnover (£000)

Pre-Tax Profit (£000)

Net Worth (£000)

135

Account Date

Huhtamaki (Lurgan) Ltd

28,438

3,287

11,047

31/12/2013

136

Shelbourne Motors Ltd

28,281

362

4,777

31/12/2013

137

Praxis Care

27,987

104

8,319

31/03/2014

138

O&S Holdings Ltd

27,403

4,614

12,917

31/12/2013

139

BAM Contractors (NI) Ltd

27,295

423

1,451

31/12/2013

140

Terumo BCT Ltd

27,226

2,012

6,686

31/03/2014

141

Thompson Aero Seating Ltd

26,935

6,112

10,945

31/03/2014

142

O&S Doors Ltd

26,904

4,166

6,936

31/12/2013

143

Johnson Brothers (Belfast) Ltd

26,661

322

7,939

31/12/2013

144

Gaffer (NI) Ltd

26,605

1,456

6,496

31/12/2013

145

McMullen Facades Ltd

26,472

-43

31/03/2014

146

Patmond Energy Ltd

26,354

1,388

5,396

30/06/2013

147

Kilrea Service Station Ltd

26,155

805

7,819

31/03/2014

148

Multi Packaging Solutions Belfast Ltd

25,911

4,685

48,458

29/12/2013

149

Magowan Tyres (NI) Ltd

25,790

738

6,574

30/09/2013

150

Precision Liquids Ltd

25,741

585

1,331

31/07/2013

151

A.& F.A. Dundee Ltd

25,731

2,566

-1,355

31/08/2013

152

Edwin May Ltd

25,702

1,476

30/09/2013

153

NIE Finance Ltd

25,520

31/12/2013

154

T &A Kernoghan (Holdings) Ltd

25,517

146

4,248

31/03/2014

155

Kilwaughter Chemical Company Ltd

25,299

6,583

27,740

30/04/2014

156

Morgan Transport & Distribution Ltd

25,272

584

2,626

31/10/2013

157

Total Produce Belfast Ltd

25,175

730

8,863

31/12/2013

158

Wineflair (Belfast) Ltd

24,934

683

10,329

30/09/2013

159

Concentrix Europe Ltd

24,821

3,160

7,153

30/11/2013

160

Capper Trading Ltd

24,816

926

7,306

30/06/2014

161

Breezemount UK Ltd

24,795

1,481

2,857

30/09/2013

162

T. MET Ltd

24,718

644

16,523

31/12/2013

163

T &A Kernoghan Ltd

24,666

332

789

31/03/2014

164

Agnew Autoexchange Ltd

24,553

386

2,145

31/12/2013

165

North Down (Belfast) Ltd

24,527

430

1,847

31/08/2013

166

John Mulholland Motors Ltd

24,502

687

5,664

31/12/2013

167

Romatech (NI) Ltd

24,499

597

289

31/03/2014

Figures researched and compiled by D&B T: 0845 601 2677

UB 200 168-200 Rank

Company

Turnover (£000)

Pre-Tax Profit (£000)

Net Worth (£000)

168

Account Date

Maurice Flynn & Sons Ltd

24,170

-329

1,191

31/08/2014

169

Wombat Technologies Development Ltd

24,086

141

4,592

31/12/2013

170

Dennison Trailers Ltd

23,962

-124

4,750

31/12/2013

171

K. Hughes & Co. Ltd

23,916

929

3,427

31/12/2013

172

Ulster Independent Clinic Ltd

23,799

1,250

32,820

30/04/2014

173

Springvale EPS Ltd

23,731

1,652

4,912

30/06/2014

174

Herbel Restaurants Ltd

23,535

7,001

15,028

31/12/2013

175

JMW Farms Ltd

23,384

1,595

4,834

30/09/2013

176

Sisk Healthcare (UK) Ltd

23,370

2,478

6,159

31/12/2013

177

Kilmona Holdings Ltd

23,120

6,984

9,952

30/06/2013

178

Richmond Marketing (NI) Ltd

22,909

935

1,649

30/09/2013

179

Menarys Retail Ltd

22,881

-1,114

-446

31/01/2014

180

I.C.B. Emulsions Ltd

22,716

1,361

2,013

31/12/2013

181

Fiveways Shop & Service Station Ltd

22,481

1,946

9,351

30/04/2014

182

Clanmil Developments Ltd

22,399

31/03/2014

183

Lagan Technologies Ltd

22,182

2,514

17,497

31/12/2013

184

BA Kitchen Components Ltd

22,091

1,719

7,187

31/03/2014

185

James F McCue Ltd

22,020

608

4,429

30/11/2013

186

Fleet Financial Ltd

22,006

803

1,982

31/12/2013

187

Andrews Holdings Ltd

21,747

5,837

30/09/2013

188

J.H. Turkington & Sons Ltd

21,624

2,491

4,170

30/12/2013

189

Hilton Meats (International) Ltd

20,758

588

412

31/03/2013

190

Radius Plastics Ltd

19,987

1,681

4,983

31/12/2013

191

SSE Renewables UK Ltd

19,870

-10,808

-3,479

31/03/2014

192

Belfast City Airport Ltd

19,771

1,231

26,201

31/12/2013

193

Pat Kirk Ltd

19,769

210

3,258

31/12/2013

194

North Down Grain Ltd

19,569

270

3,018

31/10/2013

195

Agnew Corporate Ltd

19,506

683

1,166

31/12/2013

196

Willowbrook Foods Ltd

19,454

232

5,002

31/01/2014

197

A&M Commercials Ltd

19,397

625

1,876

31/05/2014

198

The Baird Group Ltd

19,389

253

8,157

31/12/2013

199

Four Seasons (No 10) Ltd

19,378

2,879

8,694

31/12/2013

200

Hursley Properties Ltd

19,212

-3,507

-69,687

31/07/2013

This list contains some trading companies of holding companies

Figures researched and compiled by D&B T: 0845 601 2677

APRIL 2015

UB 200 ANALYSIS

Profits jump for UB 200 Jonathan Cushley from D&B, which compiled the Ulster Business list of the 200 companies “bubbling under”, casts an eye over the group’s financials.

015 sees the second publication of a complementary listing to the Ulster Business Top 100. In this listing of “bubbling under companies” we are looking at those with the potential to be recognised in future as Ulster Business Top 100 Northern Ireland businesses.

Jonathan Cushley

Companies eligible for inclusion within the listing would expect to have filed mid/late 2013 and 2014 accounts. In a couple of instances 2012 accounts have been utilised as the companies have extended their financial years.

Turnover For over 25 years D&B and Ulster Business have been providing statistics on the Top 100 Northern Ireland businesses ranked by turnover, this listing is prepared to show the wealth of business “talent” in Northern Ireland which sits below the Top 100 threshold which in 2014 was approximately £63m. The listing has been compiled using the same sources as it’s big brother and allows the reviewer of the data to dip below the normal Top 100 turnover threshold.

Sales within the 2015 listing moved slightly up 0.7% when compared to the businesses in the 2014 list, from £6.82bn to £6.87bn.

Profitability

For the purpose of this listing, a threshold of £60m turnover was designated and the cut off for filing of company accounts for inclusion in the listing was circa 23/03/15.

Bushmills Distillery takes the number two spot in the UB 200 list.

The success of any business cannot look solely at sales but in the generation of profit. In the Ulster Business 200 listing, the group of companies posted a total profit of £375m and a margin of 5.5% on their turnover. The profit figure of £3754m compared extremely favourably to the figure reported in 2014 of £162.6m. Of

UB 200 ANALYSIS

the 200 companies, 27 businesses posted pre-tax losses for their last financial year compared to 34 in the 2014 listing.

Net Worth (Shareholder Value) The third measure of a company’s overall success used to compile the “Bubbling Under 200 listing” is the company’s value to its shareholders. In its simplest form, it is the shareholders’ funds (issued capital) + retained profits – intangibles. The value of the companies to their shareholders is currently £5,573.7m compared to a previous year’s figure of £5,177.7m – an increase of 7.6%. The net worth figure for the listing remains somewhat distorted by the significant net worth attributable to Hampden Group Ltd (80). Within the 200 businesses, a total of 15 are showing a negative net worth figure, down from 18.

COUNTY/REGION

VOLUME OF “200 COMPANIES”

Antrim

Armagh

Belfast

Down

Fermanagh

Derry-Londonderry

Tyrone

Total

200

In the instance of the current listing the 200 companies have an average credit score of 65 out of 100 (63 out of 100 in 2014) confirming that in the majority of cases businesses should be considered of good financial standing. Three companies within the listing have not been assigned a credit score.

Credit Risk In the 2013 edition of the Ulster Business Top 100 D&B have commented for the first time on the perceived credit risk within the top listing. This risk measurement allows suppliers to companies to ascertain risk of payment either on an individual case by case basis or by analysing their full portfolio of clients whether domestic or globally based.

Employees The 200 companies employed a total of 38,204 people down significantly from 41,779 when compared to the previous listing – a decrease of 8.5%.

Geography

majority of the companies, the table above shows the geographic split of the listed companies across Northern Ireland – Belfast being provided its own classification.

Reader Notes Financial Information has been gathered using D&B’s Investigate Market Research & Analytics Tool. Both D&B and Ulster Business magazine are aware that due to various group structures some companies may have been included in the current listing whilst also having parent operations within the Top 100. In the majority of cases adjustments to the Listing will have been made.

As would be anticipated, Belfast hosts the

About D&B D&B provides the information, tools & expertise to help Customers to Decide with Confidence. D&B enables customers to have instant access to objective, domestic & global information whenever and wherever they need it. Customers use D&B Risk Management Solutions to manage credit exposure, D&B Sales & Marketing Solutions to find profitable customers and business partners and also utilise D&B Supplier Management Solutions to assist in managing supplier relationships both efficiently and profitably. More than 90% of the Global 1000 rely on D&B as a trusted partner to enable confident business decisions. Number four on the UB 200 list are Skea Eggs. Pictured is Harold Richmond, Skea Eggs Agricultural Director with Beth Ford and John Rudoe, Sainsbury’s, announcing a supply deal to the supermarket last year.

APRIL 2015

For more information please visit www.dnb.com/uk or email cushleyj@dnb.com

SMEs

Putting our shoulder to the wheel for SMEs By Neasa Quigley, Joint Head of the Corporate Team at Carson McDowell.

ow is the time for Northern Ireland’s medium-sized businesses to stand up and be counted. That was the call to action which business organisation CBI Northern Ireland made to the local business community at its recent annual dinner. Its logic is that with public sector cuts starting to bite, the small and mediumsized firms who make up most of our local business sector are the ones who will have to drive the economy forward. Expounding the need for confidence, capital and capabilities, the CBI noted that the region’s medium-sized businesses generate more than £16bn a year and employ 15 per cent of the workforce. As such, they will have a massive influence on the speed with which we rebalance our economy towards the private sector. We often hear grumbles that Northern Ireland has too many small businesses and not enough world class companies. While it’s true most Northern Ireland firms are small, my experience is that our larger companies such as Chain Reaction Cycles, Wrightbus, Terex and Fane Valley, all of which started as small businesses, stand on a par with their counterparts in similar sectors anywhere in the world. We just need more of them. The onus for all of us in the professional services sector should be to support the growing number of successful SME businesses that exist in Northern Ireland and help them to expand and develop from the SME category into large international players.

Neasa Quigley, joint head of the corporate team at Carson McDowell, is joined by Employment and Learning Minister, Dr Stephen Farry, and Kirsty McManus, Director of Ulster University’s SME Centre.

To play our part in helping Northern Ireland’s SME businesses to prosper and grow, Carson McDowell has recently committed to becoming a patron of Ulster University’s SME Centre. The SME Centre was established in 2012 as the first point of contact for business owners to reach the best support. It aims to help business owners, microbusiness managers and social enterprises with employment, finance, management training and business development queries. The centre also provides funded short term courses and events to help business owners progress their skills. We recognise that SMEs are the backbone of the local economy which is why we want to do what we can to support them. With 120 staff, Carson McDowell is itself an SME, and we work with large and small

companies on a daily basis, providing them with advice to enhance their growth ability. In recognition of this work we were announced as the winner of the ‘Corporate Law Firm of the Year’ category at the Insider Media Dealmaker Awards 2015 and named Northern Irish Law Firm of the Year 2014 by The Legal 500 United Kingdom – the leading independent guide to law firms in the UK. It’s clear from the list of the Top 200 SME businesses included in this edition that we have real strength and depth when it comes to the companies and organisations that make up the Northern Ireland economy. With the right guidance and expertise, allied with access to the finance they need to grow, I’m confident we’ll see our SME sector continue to thrive in 2015 and beyond.

For more information contact us on 028 9087 7142 info@workerspensiontrust.co.uk www. workerspensiontrust.co.uk

Your Auto-enrolment solution

Small businesses need to be prepared for auto-enrolment

By Iain Ferguson, Workers Pension Trust

mall businesses across Northern Ireland will be under pressure to meet new UK pensions legislation with staging dates for auto-enrolment approaching.

Auto-enrolment was introduced by the government in October 2012 making it compulsory for all employers to enrol eligible workers into a qualifying pension scheme. Put simply, the new pension reform means that, by law, businesses must automatically enrol all employees who work in the UK, are aged between 22 years old and state pension age and earn more than £10,000 per year, into a qualifying pension scheme. Over the past two years, the initial wave of large companies in Northern Ireland implemented auto-enrolment. Now it is the turn of small businesses with less than 50 employees. Pensions experts have predicted difficulties for small businesses, with 20 per cent of small employers and 43 per cent of micro-employers unaware of their staging date (the legal date that business must comply with auto-enrolment). Each company has a unique staging date depending on the size of their workforce. It is estimated that there are 5,000 businesses in Northern Ireland with 10-49 employees who will have to comply between January 2015 and mid2016. A further 27,000 local businesses with 1-9 employees will need to comply from mid-2016 to the end of 2017.

employers. These letters are in addition to the ones that employers receive 12 months before their staging date. Some larger companies which haven’t complied have faced fines. Mr Ferguson said: “The regulator is not intending to catch employers out, but if you have chosen to ignore your duties, it will use its powers where necessary to ensure compliance.

Workers Pension Trust Worker’s Pension Trust (WPT) is an occupational, trust based pension scheme open to all businesses in Northern Ireland. The scheme enables employers to meet their auto-enrolment requirements and is open to all businesses regardless of their size – from one employee to several thousand. Iain Ferguson, Business Development Manager, WPT commented: “The purpose of WPT is to make autoenrolment easier for companies across Northern Ireland. For many firms, auto-enrolment is one of those things that keeps getting pushed further and further down the to-do list. It can be difficult to know just where to start and easier to put off until another day! The reality is however that this is legislation and firms can face fines if the process isn’t implemented by their staging date.

Choosing the right pension provider can help ease the burden and make the process much simpler and more manageable. Business owners should look at the provider’s experience of running similar schemes, the guidance and support offered; including how the message will be communicated to employees, the mechanics of how the scheme will operate and its flexibility. Workers Pension Trust is a local not-for-profit organisation and the only Northern Ireland-based full auto-enrolment solution available to all businesses across the UK. WPT’s pension scheme is suitable for all employees across all income brackets and is based on more than 30 years’ experience delivering multi-employer pension schemes. Workers Pension Trust provides a free auto-enrolment delivery programme tailored to the requirements of each individual business.

Regulator Reminder

For more information on auto-enrolment and your responsibilities as

To assist small companies with their awareness of the staging date, the Pensions Regulator is now issuing letters to all

an employer, please visit www.workerspensiontrust.co.uk, or contact Iain Ferguson on 028 9087 7142 or iainf@workerspensiontrust.co.uk.

TECHNOLOGY

Benefits of IT managed services for your business Stephen McCann, Managing Director of P2V Systems, looks at some of the benefits you can reap by using IT managed services.

T managed services can be quite an ambiguous area. Essentially, it means outsourcing some or all of the IT functions of a business to a third-party provider. This can include things like email, security, backup and help-desk services. The managed services provider (MSP) will provide IT support and remotely monitor and manage specified IT functions.

and plan your ICT strategy. This will enable you to have a clear roadmap, allowing budgets to be set, capital expenditure accounted for and growth planned for.

Up-to-date task management The MSP can take responsibility for everyday support activities to protect the business and aid business continuity. This includes monitoring the network, devices and applications, antivirus management, backups, security patching and routine scheduled maintenance.

There are many benefits in choosing managed services for your business, some of which are explained below.

Substantial IT cost savings and improved budgeting By using managed services, revenue expenditure on IT services and support can be greatly reduced. Furthermore, if you need additional IT staff but canâ&#x20AC;&#x2122;t afford or justify this on a full-time basis, a managed service is the perfect solution as you only pay for exactly what you need, when you need it.

Improved security The MSP can build a more secure and robust infrastructure providing greater protection. Typically mechanisms will be put in place to handle access and change control. This can provide a detailed log of when your system was accessed, by whom and what they did.

Flexibility A managed service is flexible to fit around the business needs. Whether providing full IT support or supplementing existing IT staff for particular services, it can operate on a

Stephen McCann

fixed-term or on-going basis. As a scalable service, costs are only incurred for the level of support required at any given time.

Expert support The support provided from a managed service can bridge a skills gap that would otherwise cost a lot of time and money in training to address in-house, especially for one-off or short-term projects. It is also a great option for enabling IT staff to get on with other, less mundane tasks and projects where their skills and inhouse knowledge can be better placed. It can also provide back-up for project work, holidays or sick leave cover.

ICT strategy An MSP can work with you to develop

As IT staff are often busy with other issues, these tasks are not always carried out, putting systems and data at risk. A managed service can ensure these tasks are always up-to-date.

Reduced downtime and problems An MSP can monitor the IT infrastructure for potentially problematic events and remediate these before issues arise. This process can often foresee imminent failures and trigger an action to prevent these from occurring. As a result, downtime and the associated problems are minimised.

Best-of-breed technologies A business can adopt the latest technologies such as cloud and security services as the expertise required to support them can be provided by the MSP. The MSP can also monitor the infrastructure to ensure no hardware or software becomes obsolete.

Enterprising Flags, firebombs & Northern flashbacks Ireland

ENTERPRISING NI

Levelling the playing field for family businesses John Simpson asks whether the Northern Ireland economy is helped or hindered by its large proportion of family businesses.

he public message – usually generated and scripted by employees of public agencies, banks, business organisations and the civil service – is that more people should be encouraged to start up their own businesses. Unkindly characterised as ‘Do as I suggest, even though I am not doing it!’ That said, the spirit of enterprise, or entrepreneurship, is a worthy and unchallenged ambition and can sometimes be very rewarding. In that framework there is usually an added endorsement of the merits of the reliance in Northern Ireland on a large number of family owned businesses. The term family-owned business should not be interpreted too narrowly. Usually this description should be broadened to include, first, businesses where ownership is in the hands of one person or a small group from the one family (siblings and close relatives) or, second, businesses where a small group has come together to co-operate and share in providing the initiative and initial capital. Most family businesses will be incorporated entities. The exception (and often poorly advised) would be the unincorporated enterprises that are typically the one person sole trader. The debate about family business, even using this wider concept, takes different forms. For existing family businesses, the debate asks whether the business environment is

as helpful as should be expected. Of course, that opens the way to arguments about the logic of any special measures to give these businesses extra incentives and, if so, the basis for any favourable discrimination. Arguably, family businesses start with some advantages compared to the larger business with many shareholders, whether listed on the stock market or simply through private participation. A family business with able leadership can be more flexible, can redeploy resources and can explore diversification or consolidation more quickly and with easier decision making. Of course, they also face diseconomies, usually from smaller size. More frequently the discussion focuses on encouraging a greater number of family business start-ups. Successful business start-up is not an easy step. Many attempts fail within a very short period. Encouraging too many ill equipped people to start a business and then stagger and fail is logically flawed. Start-ups need to pass some kind of credibility test: credible in the basic competence of the initiator and credible in terms of the type and complexity of the product or service that is to be sold. Northern Ireland has a complicated history in the record of encouraging business start-ups. There are, proportionately, fewer recent startups than in other regions. The low number of start-ups contrasts somewhat with the retention rate. There are fewer start-ups but a smaller proportion fail in the early years.

The institutional arrangements to encourage or incentivise a larger number of start-ups have had something of an unhappy history in the last decade. The arrangements and responsibility are now better managed and, in addition, this function is transferring to the newly created local authorities. This is now a new challenge to the new local authorities.

“A family business with able leadership can be more flexible, can redeploy resources and can explore diversification or consolidation more quickly and with easier decision making. They also face diseconomies, usually from smaller size.” Encouraging a larger number of start-ups creates a specific policy question. Should all proposals with adequate foundations be encouraged on the basis that more is better than fewer? Alternatively, should any assessment criterion be introduced which tried to protect existing businesses for whom the new arrival will be a competitor? Logically, assistance to a start-up should be

ENTERPRISING NI

Jim, Alice, and Robson Walton who own Walmart, the world’s biggest family company.

generic and avoid any claim of distorting local competition. The emphasis on family ownership as a favourable characteristic should be treated with caution, both for the family involved and for the business sector where the family business is located. The traditional success story usually identifies the foresight of a founding shareholder who builds a profitable venture which, over time, can build a larger business base by increasing market share, finding new goods and services to add to the scope of the business or expand by buying and linking with another business. Many family businesses are only too familiar with the critical comment: from clogs to riches in one generation and back to clogs in another. Family businesses hold no guarantee that genuine endeavour will ensure continuing success. Too frequently, family businesses are perceived as usually being small and, in parallel, lacking ambition to grow. In contrast, another feature

APRIL 2015

of successful family businesses is that they attract buyers who will pay handsomely but take the business out of local control. The recent example of the growth and sale of Andor Technology is both a success story in that it rewarded its family of founders and a concern because it is now part of a big national commercial organisation.

“Successful family businesses are much in evidence. Perhaps the ambition should be to encourage more to start and to grow.” Using the concept as defined here, there are, even in Northern Ireland, many large family businesses. High in any list of profitable family owned businesses are Eakin Holdings and W&R Barnett. These two firms contrast in many ways.

Eakin Holdings is of recent vintage and built with much credit going to Tom Eakin, the founder, now joined by some of his family. W&R Barnett has a longer history primarily as an importer of grains used in animal feed manufacture but has grown by acquisition of other grain handling subsidiaries and more recently by the acquisition of a large molasses business in Britain. Both could well attract the interest of possible take-over enterprises. Also high in the league of businesses within a family type ownership there are many other success stories. The list might include (without suggesting any order of significance) Norbrook Holdings, even now without the presence of the late Lord Haughey, Lissan Coal, Randox Holdings, Cooneen by Design, Nicholl’s (Fuel Oils), Ulster Carpets and John Graham. Successful family businesses are much in evidence. Perhaps the ambition should be to encourage more to start and to grow.

ENTERPRISING NI

Giving NEDS the nod Non-executive directors shouldn’t be overlooked. For companies of all sizes, they can offer experience, knowledge, contacts and ideas, according to business software company Sage.

to day, does not engage in office politics and retains their independence. In addition, a NED will have witnessed changes sweep over the business sector in the past. All of these factors mean they will have the ability to advise with confidence and make unbiased decisions in the interests of the business.

Connections that count

any people will have heard of the term non-executive director (NED) but few fully understand what they are, much less what they can potentially do for a small or growing business. It’s assumed by many small business owners that NEDs are the things of big businesses or major corporations, but recruiting the right NED can help a small business gain experience, knowledge, contacts and ideas as well as constructive criticism – all of which cannot fail to be of value to a company regardless of its size. So... what are the benefits of NEDs?

Got the t-shirt A NED can fill a gap in a small business owner’s experience or can add industry

knowledge of a specific sector the business is targeting. Whatever the reason a NED will be an experienced business person with a respected background who has probably helped a number of businesses find their feet, grow or survive tough times. And, if a NED is faced with a situation they’ve never dealt with before, they’ll know someone who has.

Think outside the box A NED doesn’t work with a business full-time and won’t be concerned with day-to-day issues but will instead look at the bigger picture. What is the direction of the business? Are targets being met? What environmental changes might affect the business? Which competitors to watch out for and what are the plans to keep ahead? A NED doesn’t work with the business day

A successful business is a connected one and a great way of making connections is through networking. However, for a small business it can be time consuming and can often prove difficult to build a trusted network of contacts. A NED, in many cases, can offer an address book of relevant contacts to go along with their own experience. This could be suppliers, distributors or potential customers to help boost business or a marketing guru or potential partner to add a new dimension to your business.

Keeps the management team in check Many boards become the victims of bad habits; missed agenda items, conversations being side tracked, and opinions being discounted. The introduction of a NED will not only help to keep things on track but can help alleviate tensions and ‘put out fires’. Time is important for small businesses and meetings need to be specific and to the point. In fact, NEDs can round off a board by not only providing experience and knowledge that other directors may not have, but by being able to take a more objective view of issues affecting the business and offering a wider sense of the possibilities for growth.

ENTERPRISING NI

Trust the family C

onsumers are twice as likely to trust family businesses compared to those listed on the stock market. That is the finding of a YouGov poll carried out on behalf of the Institute for Family Businesses (IFB) which revealed that 55% of people believe family businesses represent trustworthiness. And more than half believe family companies have stronger values than other firms. Two thirds say they make an important contribution to the UK economy. IFB Director General Mark Hastings said that puts them at an advantage. “Trust is a critical issue for businesses,” he said. “Family businesses not only score well for trust, but have an advantage over other companies. “Strong values are the key to what makes family firms different. Living those values is giving family firms an edge over listed companies. Family businesses pride themselves on carrying strong family values throughout their business practices – maintaining trust is essential when your name is above the door. The IFB said family businesses employ more than nine million people in the UK, contribute over a quarter of UK GDP and pay more than £84bn in tax each year. “They are the backbone of the economy and number many of the UK’s largest and most successful companies,” Mr Hastings said. “Now is the time for Government and other businesses to work more closely with the sector and help put trust back into business.”

APRIL 2015

Matthew Broderick, Sean Connery and Dustin Hoffman in the 1989 movie Family Business.

The most important factors in business trust, according to the survey, are: • Quality of products and services (94%) and staff (93%). • Value for money (90%). • Strong values (88%) and company heritage (73%). • Commitment to the local community (71%). • Being UK-based (65%). • Having won awards for its products/ services (65%). • Being a family business (55%) and being owned by the same family for generations (54%).

ENTERPRISING NI

The Family Constitution – key to prosperity and growth By Maybeth Shaw, Partner at BDO

ery simply, a family constitution is a confidential document which outlines the family’s vision and agreements to the ownership and management of their family business – a door to the past and a key to the future. The Family Constitution sits right on the interface between family and business – the success of that relationship so often determines the prosperity of the business and of the family. As the business and family grow, it is imperative to look at this relationship – crystallising, resolving and establishing the values and principles that underpin and support the family’s relationship with the business. The very process of preparing a family constitution is a key ingredient to this relationship being successful, and reviewing it is the recipe to keeping it alive. Whilst each family businesses constitution will be different there will be a number of areas it typically addresses. These include the family’s code and responsibility in terms of ownership, leadership, vision and strategy, governance, management, performance and employment. Formulating a family constitution is a hugely significant part of the overall process (most actually state that it is more important than the actual document) and if it is to be successful, a major commitment is necessary from everyone involved. Readying the family for the process, gaining commitment to it and managing expectations are fundamental to the process from start to finish. The process can sometimes be incredibly difficult and mostly always emotional for the family. On occasion the process can be brought to a halt because it has opened a ‘Pandora’s box’ of complex emotive issues and disputes that need to be resolved in advance of finalising the constitution. It is an ‘all or nothing’ process. Many families enter this process with trepidation, in fear that the process may force the family to uncover and confront difficult issues which have until then been avoided. Nevertheless it is those family businesses that very quickly realise the value and importance of carrying out such a process to ensure the future of their business, and their family. They recognise the process can result in: • the family being unified in its approach to the business; • establishing a precedent of development for the next generation of family members in the business; • management knowing what the family expects of it in terms of the way the business is run; and

Maybeth Shaw

• a document that plays an important role in valuing and including those family members who are neither shareholders in their own right nor employees of the business. As the family grows, the business develops and the economy fluctuates, family attitudes may change. While the Constitution stands as a reminder of the family’s guiding principles it should not be viewed as cast in stone. It is important to keep the Constitution under review. The journey that each family goes on in drafting a family constitution is powerful in its’ own right and gaining consensus on key issues helps to drive the business forward with agreement on areas that could otherwise cause debate and unnecessary angst. Family businesses that have succeeded in passing the business through a number of generations embrace the need for professional governance structures to be in place, and the family constitution can be an integral part of this structure. If you have any queries in relation to the above article please don’t hesitate to contact Maybeth Shaw or Cathy Booth at BDO on 028 9034 9009 or alternatively email: maybeth.shaw@bdo.co.uk or cathy.booth@bdo.co.uk

“Helping family businesses prosper across generations - its what we do” BDO Northern Ireland : Family Business Specialists

At BDO Northern Ireland we understand Family Owned Businesses are unique and recognise the challenges they face. That’s why we have a dedicated team to work closely alongside their business,creating structures and processes which protect the integrity of the family and the business. Our work touches all aspects of the business and family systems from transitioning ownership & financial planning, to strategic development and education of the family. For more information contact: Maybeth Shaw or Cathy Booth on 028 9043 9009. BDO Northern Ireland | Supporting Family Owned Businesses For 25 Years www.bdoni.com @bdoni

Proud sponsor of the 2015 Family Firm Institute (FFI) Conference in London BDO in Northern Ireland is authorised and regulated by the Financial Services Authority to conduct investment business.

ENTERPRISING NI

Start-up loans for small businesses Gordon Gough, Chief Executive of Enterprise Northern Ireland, explains how the local enterprise agency network is helping entrepreneurs in Northern Ireland to access start-up finance.

Gordon Gough

ince our launch in 2000 as the umbrella organisation representing Northern Irelandâ&#x20AC;&#x2122;s 32 local enterprise agencies, Enterprise Northern Ireland has played a significant role in stimulating economic growth and private sector job creation. There is a local enterprise agency in every council area in Northern Ireland, all delivering a range of business services to help people set up and grow their businesses.

â&#x20AC;&#x153;Start-up Loans provides mentoring and financial support to start-up businesses that cannot access traditional business finance... ENI has dealt with over 1,000 enquiries resulting in over 233 loans.â&#x20AC;? Enterprise Northern Ireland members contribute to the development of the Northern Ireland economy through the provision of a continuum of support, helping those people who want to start a business through to business owners who want to take

ENTERPRISING NI

Jordanstown Sports Clinic owners, Nathan Hanley and Ross Glendinning.

their business to the next stage. As I talk to small business owners across Northern Ireland I get a real sense that access to finance is a key issue. That’s where Enterprise Northern Ireland members can help with our Start-up loans. Start-up loans provide mentoring and financial support to start-up businesses which cannot access traditional business finance. Since the scheme commenced, Enterprise Northern Ireland has dealt with over 1,000 enquiries resulting in 233 loans being dispersed at a value of over £1,100,000! Enterprise Northern Ireland start-up loans are unsecured personal loans for the purposes of starting a business. Loans of up to £10,000 are repayable between one to five years at a current fixed interest rate of 6%. In addition, loan recipients receive up to fifteen hours mentoring support from their local enterprise

APRIL 2015

agency. Start-up loans also provide access to a range of exclusive offers from various corporate partners. To request an application pack or for further details call the Enterprise Northern Ireland office on 028 7776 3555 or visit www.eniloans.com. Enterprise Northern Ireland in partnership with the Community Development Finance Association (CDFA) is an official Delivery Partner of The Start Up Loans Company. For more information about The Start Up Loans Company visit www.startuploans.co.uk. For more information about the Community Development Finance Association visit www.cdfa.org.uk

Case study: Jordanstown Sports Clinic

recent start-up business to benefit from Enterprise Northern Ireland Start-up Loans is a specialist sports injury clinic owned by two rival Irish League Premiership footballers. The business which is jointly owned by Nathan Hanley who plays for Crusaders and Ross Glendinning who wears the Linfield colours helps treat and prevent sports injuries by using an innovative cryotheraphy device called a CET Cryospa. Start-up loans provided them with working capital and the ability to invest in research and development.

INTERVIEW

P&L surgery Question – I’ve moved my IT system to the cloud but have a tired phone system which needs updating. Is there a reliable way of harnessing the cloud to my phone system as well?

eteorologically, the idea that a cloud would prove popular in Northern Ireland seems

unlikely.

However, when it comes to telephony, the cloud is providing a ray of sunshine in an otherwise dull landscape. VOIP – voice over internet protocol – isn’t a new phenomenon, having been around in various guises for a number of years, but questions around the reliability of broadband infrastructure as well as the technology surrounding the practice mean it’s struggled to gain a solid foothold, until now. BT said it has purposefully taken its time in introducing BT Cloud Voice to the market, as head of BT Business Paul Convery explained. “In terms of what we’re offering, this isn’t a brand new technology but we knew it was critical to get it right,” he told Ulster Business. “BT has taken it’s time to make sure the service is ready and fit for purpose.” The service in question – BT Cloud Voice – is a virtual phone system hosted in the cloud, one which does away with the

need for a BT phone line, necessitating only a BT Business internet connection. It has all the features of a traditional phone system but without the hardware or the need for the associated maintenance. “The technology is remotely held and accessed as opposed to the traditional box which would be required for running a phone system for a small or medium-sized enterprise.” The benefits of such a system are multiple. As there’s no need for a “box”, there’s less capital outlay and if you need to make changes to the way your phone system runs you don’t need to call out an engineer but can either carry it out yourself or have an engineer carry it out remotely from the BT Cloud Voice IP Communication Service Hub or the BT Cloud Voice local dedicated support team.

“One of the things customers have asked us for over the years is the ability to widen their geography,” Paul said. “The likes of oil companies are able to have a nongeographical number which can be advertised locally. Meanwhile, those firms which want to have a GB presence can add a London or Manchester number easily.” Users can also easily redirect inbound calls to whatever number you’re using as well as amalgamating both your office and mobile numbers via a handy app, functions which help even a one-person band appear more like a multinational company. Such functions can even be carried out on the move via the app, one which allows immediate access to the system. And if your business is in expansion mode, new users can easily be added to the system without any disruption to your day-to-day business.

In addition, the system can allow you to be local to everyone, no matter where you’re based.

When it comes to support, BT said it listened to customers when researching the service.

Clever technology means your phone number could have a London area code, or one from Manchester or Newcastle upon Tyne or from Edinburgh.

“The need for local support was flagged up so we have a 24/7 customer support team in place, one where you’ll have end-toend service. The first person you speak to

Paul Convery

INTERVIEW

will handle any queries. They’ll be able to immediately look at your system and rectify any problems with the minimum of fuss.” Paul admits BT are far from being the first carrier to offer such a service but said the time it has taken to make sure it has the right product to answer customer needs for functionality and, as importantly, reliability, is testament to its quality. Certainly business users who have already signed up have been impressed. “One of our customers brought his digital media company back to Derry from GB,” Paul said. “He was able to answer tenders on the US east coast and found he was more responsive than the media houses in Manhattan.” “Generally the response has been pretty overwhelming. We’re very encouraged by the level of reaction so far.” And it’s only likely to grow, according to Paul. “I see it as the future. The infrastructure is in place and Northern Ireland has a competitive advantage that places it ahead of nearly every other country in the world.”

APRIL 2015

COMMERCIAL PROPERTY

Return of the cane toad By Martin McDowell, Managing Director, Osborne King Commercial Property Consultants

n a previous article written for Ulster Business, I likened several government strategies to the mistake made in Australia when the cane toad was introduced to tackle the problem of cane beetles. In principle it was a good idea, but in practice it became Australia’s largest environmental mistake. To this day the cane toad remains a pest and one of the few animals around the world which residents are actually encouraged to eradicate where possible. The analogy’s reference point to Northern Ireland business remains the “Modern Government Lease” and the detrimental effect it has had on office and investment values alongside creating a scenario where development of new facilities is simply not viable. In a recovering economy, one which is heavily based on inward investment and attracting service companies to locate here, why are we seeing no development? Invest NI is being rightly lauded for its encouragement of and success in attracting new service sector jobs to Northern Ireland; over 6,000 have been announced in the year to March 2015, but there is a serious flaw in the plan. Where are these companies going to locate? There is currently only one office development under construction and we will be waiting

at least another couple of years before anything sizeable comes out of the ground in the city centre. Delivering a viable grade A project requires a minimum rental level of around £18 per square foot, and yet on the INI website I find the following statement: “Prime office rents are among the lowest in Western Europe. New, purpose-built and fitted-out office space costs are easily affordable with Northern Ireland maintaining the lowest net-rent in the UK. Office space is going for £12.50 per sq ft in the Greater Belfast area”.

“There is currently only one office development under construction and we will be waiting at least another couple of years before anything sizeable comes out of the ground in the city centre.” Quite simply this is ludicrous and highlights the limited commercial understanding within the public sector. Until it wakes up and

realises that development is required, accepts that rental levels need to be viable and that quality product must be delivered, many of the previously announced job opportunities will be slow to come on stream. Another huge “cane toad” moment came recently when we again experienced political brinkmanship surrounding welfare reform. From a business perspective we are poised to receive a huge economic boost with a reduced corporation tax rate which will be a real incentive to inward investment. Such investment is the key to advancing the Northern Ireland economy, creating jobs and improving citizen wealth. However, despite prior agreements, we arrived at another deadline/impasse/peace process defining moment/stand-off, with our political leaders looking backwards as opposed to seizing the opportunity to present the stability Northern Ireland needs for its future. As I consider public sector ”cane toads” I cannot ignore the impact of the influx of giant international equity providers who have been buying up the local banks’ debt. Whilst the positive side of recapitalising our banks is obvious, the effect of these opportunistic raiders will be felt for years to come. The profits made will leave Northern Ireland and we all know that reinvestment is difficult enough without all value being sucked away to a corporate boardroom in another

COMMERCIAL PROPERTY

jurisdiction. These funds follow the world market and descend on a region, extract maximum value and then move on with little thought for the consequences in their wake. One of the true advantages to being an independent practice is the ability to look out for clients’ interests as opposed to being governed by the demands of a corporate shareholder. The interconnectivity between multi-national corporations tends to mean that local business needs get lost in the drive to meet a wider corporate strategy. Our experience is that deals get done that bear little relevance to local circumstances, and in the longer term will mean that indigenous businesses will struggle to compete on a level playing field. The big equity players are not here for the long

haul; they are here for a limited spell and then will be gone. We need our local banks to continue their recovery in order that they may again take the lead in supporting well thought out local development activity and help move us forward. At Osborne King we are fortunate to have retained a solid client base but moving projects forward remains our biggest challenge. We need our politicians, public sector and financial institutions to see the true potential of investing now for all of our futures. We need to move away from flag waving politics and create the enterprise culture that will develop our economy further. We need a reduced rate of corporation tax to create a positive commercial advantage over other regions and accelerate our economic growth. We

need a simple change to rating policy which will exempt new development from vacant rating liability until first letting is achieved. We need the newly integrated councils to deliver planning decisions quickly and effectively allowing development proposals to be pursued. We need some seriously joined-up thinking between government departments and agencies to encourage the private sector to further invest in projects. In short we need our politicians to stop posturing and prevaricating and actually get on with delivering the “peaceful” future we have been promised for the last 21 years. It is only with a strong economy that other issues will be successfully tackled. Let’s finally eradicate a few cane toads in Northern Ireland!

“We need to move away from flag waving politics and create the enterprise culture that will develop our economy further. We need a reduced rate of corporation tax to create a positive commercial advantage over other regions and accelerate our economic growth.”

APRIL 2015

PROFILE

Ulster University Business School

Distinguished Alumni Margaret Byrne, Chief Executive of Sunderland AFC, is the second to be profiled in the Ulster University Business School Distinguished Alumni series.

What is your current role? I am CEO of Sunderland Association Football Club, a role I have held since 2011. It is a wide-ranging and varied role, involving driving and overseeing the football club and its many departments, both on and off the field. How did you choose this career field and what has been your path? I initially studied Consumer Studies at the Ulster University Business School. After completing my course, I then moved to London to undertake a Postgraduate Diploma in Law. I qualified as a lawyer, working in a law firm for two years, before moving to Sunderland AFC, where I assumed the role of club secretary and in-house lawyer as I wanted to experience carrying out an in-house legal role. When I joined Sunderland AFC, in-house legal teams were not common within football, however most clubs now have specialist teams in place to deal with the complex legal and contractual issues within the industry.

Margaret Byrne, Chief Executive Officer, Sunderland AFC BSc Hons Consumer Studies, Ulster University Business School.

What have been the highlights of your role so far? The highlight for me so far in my role was when the club went to Wembley last season in the Capital One Cup final. It was the first time in 22 years that the club had reached a cup final and I was very proud to be CEO on such a historic occasion. What did you study at the Ulster University Business School? I studied and obtained a BA in Consumer Studies at Ulster University Business School, with a Diploma in Industry Studies. What are the key lessons you learnt whilst at the Ulster University Business School? The course was made up of a wide range of modules, covering topics from management, consumer law and marketing to food development. Every module had elements that were both useful and valuable to me as I looked to progress in my career. I particularly enjoyed consumer law and management which is why I subsequently continued my studies in law. How important are the networks you made through study to your work life now? I made many good friends at Ulster University Business School, who I can still call upon for advice and support as required. The football club has set up its own external events company – 1879 Events Management – and I have been able to utilise some of the modules

undertaken in my degree to comprehend the workings of this new company. Do you have any current links with Ulster University Business School and if so, how valuable are these in your day-to-day work? I am looking forward to taking part in the Ulster University Business School Alumni 40th Anniversary celebrations this year – including the Ruby Lunch on 20 November at Titanic Belfast – a great opportunity to build on my relationships with past and present students and staff. What, or who, was your most memorable time or person at Ulster University Business School? The person I remember best from my time at Ulster University Business School was Dr Chris Strugnell. He engaged with students during lectures in a unique way and I really enjoyed his style of teaching. I remember thinking how difficult the final year was, but spending a year on a work placement gave me the drive to want to achieve a good degree. Who do you most admire in the business world and why? I have always admired Hillary Clinton. She is a very strong, driven and intelligent woman who has reached the very top in her field, but she also has a philanthropic side to her, undertaking humanitarian work and supporting global initiatives, which is something to be applauded.

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SELF EMPLOYMENT

The Fledgling Freelancer By Julie Stewart

t is a fact of life, everyone wants to be liked. From aardvarks to accountants, reptiles to retailers, community is what keeps us going. When it comes to business, despite the old saying that ‘business is business’ it isn’t. It is personal. Businesses want to be liked too, especially in markets where social media plays a growing role. So what do you do? You set up a Facebook page, update your LinkedIn, tweet like a flippin excited canary. If you are smart you give this task to the most educated and street smart of your employees. You spend weeks coming up with content to engage and entertain, desperately checking your stats to see who looked at it, to see how likeable it was. You feel like a teenager, trying to catch the eye of the hot one at the school disco, but this time your prey is customers. Or their purses. And you are happy with the way it is going. Expanding reach no longer means trying to get the button done up on your work slacks after a week of business lunches, and then your little beating business heart breaks – you see the competition. Damn them.

So let’s pretend they are in the hospitality trade. Their timeline is filled with badly lit photos that tell you nothing other than there appears to be a glut of flammable fabrics in fashion. Their posts look like they were written by someone with a slim grasp of spelling and grammar and their Twitter is awash with meaningless re-tweets. So how do they get so many followers? Drum roll please, the sad truth is they buy them.

This has happened to me too. I’ve banged out bangin (as the kids would say) content, building relationships online with wonderful loyal customers, spreading the word of the brand like an evangelist and then I spy a similar business in a similar area and they appear to have over 400,000 followers! What the what? How does it happen when they are just so, so rubbish. The population of Belfast isn’t much more than that and there is no way they all love taking shots of indiscriminate alcohol from a pretty thing in fancy dress in a tiny club every Tuesday.

The internet is awash with shady deals to boost your followers on all platforms for pennies, and even celebrities are getting in on the act. Recently Instagram had a purge of these fakers, wiping thousands of pretend people from the pages of Bieber to Beyoncé. Even those who you’d think would be above that sort of thing are not immune. Everyone’s favourite American auntie Oprah Winfrey was even found to have only 26% of her followers deemed real, live people by a survey by StatusPeople. Awk Oprah, how could you do it?

Ok, so everyone lies on the internet. Everyone has that ‘friend’ on Facebook who claims to have an extremely successful and glamorous life when you know they secretly read selfhelp books on a Saturday night and their job sucks their soul. The same applies to business accounts. Promotion is important, but so is honesty. So when you find yourself stalking your rivals and worrying that they seem so much more popular than you, just take a deep breath and remember they may be spoofing (official business-speak there). Channel your inner Father Ted and say “down with this sort of thing!”. Yes, keeping an eye on the competition is vital for businesses, but look beyond the number of followers. A fake person only has fake money and no matter how hard you want to spin it, you can never lodge that in the bank. Julie Stewart is a social media consultant and copy writer and can be found at www.littlesocialtlc.com

Flags, firebombs & flashbacks

Business Start-ups

BUSINESS START-UPS

Patrick McAliskey, managing director and co-founder of Novosco.

Taking the plunge Plenty of people want to start their own business but the process of actually taking the first step can seem very daunting. Jamie Stinson speaks to a couple of entrepreneurs who’ve been there, done that and got the t-shirt.

uitting your job and taking the plunge to set up your own business is an intimidating prospect, filled with the fear of whether it will be the right or wrong decision. There are many reasons why entrepreneurs take that first step, but not having to answer to someone else and being your

own boss is guiding motivation for many people to set upon that journey. This was the reason why Bill Wolsey, managing director of Beannchor Group, decided to buy his first pub. “I naïvely thought that if I ran my own business I would be master of my own destiny,” he explained.

Wolsey’s hospitality empire began in Bangor almost 40 years ago, and now extends to over 50 pubs, restaurants, and bars, and includes Merchant Hotel, Little Wing pizzeria chain, and the National Grande Café. Patrick McAliskey, managing director and cofounder of cloud services provider Novosco, echoed this, as it was the controlling of his future was what he craved. “I wanted to control my own destiny, and I set myself some big targets early on in life which drove me to start and grow a business. McAliskey left his job in FG Wilson to found Real Time Systems Limited (RTSL) in 1994, and in 2007 it merged with 4sol to

BUSINESS START-UPS

form Novosco, one of the leading lights of Northern Ireland’s tech sector. It was seeing the success of FG Wilson, that provided McAliskey with the belief that firms from the province can compete on the world. He said: “It was when I was working for a large Northern Ireland company that I really decided to put my dreams into action. The business I was working for had been started a by a local entrepreneur who had grown it into a world-leader, and his story helped motivate me to set up my own company and to strive to do the same.” As more and more companies from the province become successful it shows potential entrepreneurs that they can do it too. Fiona Boyd-Armstrong, who founded Shortcross Gin in Crossgar with husband David in 2012, said in recent years there is more confidence among Northern Ireland entrepreneurs to compete on the world stage. “We are now showing just how innovative and high quality our offerings are, be it food and drink, or technology and services.”

McAliskey added when he started competing for major contracts he was tentative, but quickly realised his company was as good as his rivals. “At Novosco, we’ve been able to take the skills and experiences that we developed in Northern Ireland to the GB market and to win large contracts competing against multi-national companies. We were a bit unsure when first taking this step, but we soon realised that we were at least as good as anyone else in the market. I genuinely believe there are lots of Northern Ireland companies who could do this too; they just need to believe that they can.” Wolsey’s advice for people setting up their own firm is to “work hard but only stay in the business as long as you enjoy it. Honesty and integrity count for everything.” If you are setting up your own business it’s important to show people why you believe

the business will be a success, McAliskey said. “Word-of-mouth is a very powerful thing, and if you passionately believe in what you are doing and speak passionately about it, other people will buy into what you are saying and help spread the word.” >

“Wolsey’s advice for people setting up their own firm is to “Work hard but only stay in the business as long as you enjoy it. Honesty and integrity count for everything.”

Bill Wosley, managing director of Beannchor Group.

Mr McAliskey believes it is important to take big risks in business, and showing belief in your ideas is something too many firms in Northern Ireland can be guilty of having a lack of. “Be brave, take big risks early in your career as you may live to regret it if you don’t. Also, don’t be afraid to recognise your key strengths and to make the most of them. I think more local companies could be using their skills and experiences to win business outside of Northern Ireland, but just underestimate themselves a bit.”

“At Novosco, we’ve been able to take the skills and experiences that we developed in Northern Ireland to the GB market and to win large contracts competing against multi-national companies.” APRIL 2015

BUSINESS START-UPS

There are many new opportunities for potential entrepreneurs than has the case been in the past. The days of begging the local bank manager may not be as common a sight as peer to peer lenders and crowdfunding websites like Kickstarter have been instrumental in giving people access to new investors.

David Boyd-Armstrong and wife Fiona, co-owners of Shortcross Gin.

Invest NI have played a role in helping fledgling businesses take those early steps, whether that be through grants or by providing advice and expertise. Its programmes include the Regional Start Initiative, which offers advice and training, and Propel, which helps high growth firms turn their ideas into practice.

“The grant awarded through the GAP programme has helped us (Shortcross Gin) through the early stages of our business growth. Setting finance aside, Invest NI has provided help and support on a wider number of services from IPR to marketing and export.” Oonagh Hinds, Invest NI’s Executive Director of Regional Business, explained its role: “We have a strong entrepreneurial spirit in Northern Ireland and have supported over 13,000 businesses to get started over the last five years. Stimulating entrepreneurship remains an important challenge as we seek to rebuild the economy. From young people at school, to growing social enterprises or those pursuing their business idea as an alternative career, Invest NI along with its delivery partners and local councils is providing the direction and advice to help entrepreneurs achieve their full potential.”

Shortcross Gin received a £42,000 grant from Invest NI to help the business to grow. Co-owner David Boyd-Armstrong explained how the investment helped the business get going: “The grant awarded through the

GAP programme has helped us through the early stages of our business growth. Setting finance aside, Invest NI has provided help and support on a wider number of services from IPR through to marketing and export.”

Business tips from Northern Ireland’s entrepreneurs: • Take risks, you could end up regretting it. • Have confidence and belief in your idea. • Maintain honesty and integrity. • Try and be patient. • And most importantly, make sure you enjoy it.

BUSINESS START-UPS

Granting your business wish? Grants can be a great way of helping to boost your business but can be more complex than they first appear. Virgin Startup, the not-for-profit start-up funding and resource company, asks whether a grant is right for your company.

rants can be a huge help to businesses starting out. As well as not needing to be paid back, the kudos of being supported by a governmental or business body can help boost your confidence and your reputation. However, as with anything, sometimes things can be a bit too good to be true. While you might initially think “FREE MONEY!”, a little digging might reveal that you need to match the amount with your own money, or that you can only use the money for a certain thing, or that your business isn’t even eligible. However, there’s no denying that grants can be really helpful to some businesses. Here’s a guide to knowing whether a grant is the right option for you.

What is a grant? There’s a really bewildering array of grants out there – it’s impossible to count, but at any time there’s likely to be several thousand, offered by a variety of sources. Put simply, grants are non-repayable sums given to a business, usually towards a specific project or to be used for a specific cause. They can also take the form of vouchers or subsidies for elements such as training or marketing.

How much funding is available? Some fields, such as the arts, have seen big funding cuts in recent years and so competition for grants has never been more fierce. Others, such as renewable energy, are

APRIL 2015

seen as priorities and so there is more money available, and potentially less competition.

Do you have time to apply? Grants are very competitive – something about free, non-repayable money and access to resources gets cash-strapped businesses really excited. However, this does mean you have to make an important decision: does the time you’ll spend making your application fantastic balance out against the likelihood of being selected for a loan? What the bodies giving grants will ask for will differ from organisation to organisation, but there will be three things you’ll almost definitely have to provide: a business plan, a proposal for how the money will be used, and a financial plan demonstrating this use. Creating these grant applications will take time, as each one will need to be personalised to the grant you’re applying for. Be honest about how well-suited your business is to the grant, as otherwise there’s no point in spending the time applying for it – you can use that time elsewhere. Make sure that your business meets all the criteria (size, location, industry, conditions) and don’t wilfully ignore guidelines such as these in the hope they’ll be overlooked due to your dazzling business – they won’t.

What conditions are you willing to work under? Grants generally come with conditions that state how the money needs to be used. This could be anything from only allowing the money to be spent on a new project, stipulating that a certain percentage needs to go towards

a specific cost (eg project outcome rather than living costs), or asking you to use part of your working time and grant money towards something that benefits the wider public, such as providing a workshop.

“Put simply, grants are non-repayable sums given to a business, usually towards a specific project.” Before applying for a grant, think about how these conditions will impact the benefit you’ll get out of it. If you need the money for something completely different and the grant money won’t be able to be put towards it, even if you do win the funding it will essentially be useless.

Are you able to match the funding? It’s rare that a grant is able to be the only source of funding for a project. If you win a grant you often have to match the same amount with your own funds, and grants tend to be smaller amounts too. Think about where the rest of your funding will come from. Options include your own savings, investment, a Virgin StartUp loan or crowd-funding. All ways of raising the additional funding come with their own demands too, so think carefully about how this will impact upon your resources and timescale.

BUSINESS START-UPS

Entrepreneurs get ready for propulsion

Internationally experienced entrepreneur Raomal Perera, who recently presented his insights and expertise to the Propel 2014/15 group as part of a Propel Lean Startup Masterclass; is pictured with Propel participants Fiona McLaughlin of Pingster and Luca Montorio of PeppUp Limited.

group of Northern Ireland entrepreneurs have made it through to the next stage of Invest NI’s Propel Programme, aimed at getting their businesses on the global stage.

talent and belief in a great business idea. Through the help of Propel, the aim is that their horizons will be broadened, their goals focused and their skills honed, as they turn an idea into an investor-ready business.”

A record 80 applicants have been whittled down to 35 following a four-week training and development period and they will now embark on the next stage of the programme.

Now in its fourth year, the Invest Northern Ireland Propel Programme has helped 84 new companies access over £10.2m of investment, creating more than 260 jobs.

It involves a 10 month series of development workshops, one-onone mentoring and “facilitated” mentoring. Each of the participants will also have access to a shared workspace at the The Hub in Belfast’s Commercial Court and £20,000 of financial support.

Profile

“Propel nurtures creative and dynamic entrepreneurial talent from within Northern Ireland to support and grow our local economy,” Niall Casey, Director of Skills and Strategy at Invest Northern Ireland said. “The 35 entrepreneurs in this year’s group represent a diverse range of sectors and backgrounds – from online retail and sensor technology; to craft beer production and security software. That mix is reflective of the sheer diversity of talent here today.

One of the entrepreneurs progressing to Phase 2 of Propel 2014/15 is Darren Nugent of County Tyrone Pokertree Brewing Company. He said: “Propel represents a huge opportunity for everyone involved to fine-tune their business strategy and get access to some of the most experienced mentors on the island of Ireland. It will certainly be challenging but I am confident the benefits will be huge. Personally, I feel the programme marks the start of an exciting chapter for Pokertree, during which time I hope to build a Northern Irish brand with global appeal.”

“Each of these participants share common attributes – innovation,

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Property One announces expansion plans

Rugby star Ian Humphreys is pictured with, Emily Conlon (left) and Alex Fleck (centre) from Property One.

roperty One, a residential property company based on the Lisburn Road, Belfast, has announced a significant investment in the company’s sales department, designed to ensure it can meet the growing demand being experienced as a result of the sustained upsurge in the Northern Ireland property market. Alex Fleck of Property One discusses: “The Ulster University House Price Index has indicated that house prices are up over 8% in 2014, and official figures show that the number of transactions are currently at their highest for seven years. We are definitely seeing that reflected in the increasing amount of sales business we are doing.” Alex adds: “This sustained, growing confidence in the Northern Ireland market reinforced our view that the time was right to expand our sales department. It is a significant step, but we are confident that by extending our expert team, we can continue to consistently deliver an exceptional standard of service to our extensive client base. From our innovative approach to sales and

For additional information on Property One log onto www.propertyone.co.uk Tel: 028 9068 3020 or e-mail: info@propertyone.co.uk 433-435 Lisburn Road, Belfast BT9 7EY

lettings, to our trusted property management service and industry leading block management division, our people deliver expert advice in a down to earth manner that our clients really value. “Property One has been able to grow consistently through the highs and lows of the local property market. When we started in 2003, we employed five staff, now we employ 17. We already service over half a billion pounds worth of property across our various departmental portfolios and as a result of this investment, we envisage that this figure will grow as our sales department continues to expand.” Alex concludes: “To date, over 90% of our business has been generated through word of mouth and repeat business, which is a statistic we are really proud of. Most of our staff have been with the company for many years, as have most of our clients. This enables us to build long term relationships which really benefit both parties. We believe that by continuing to exceed customer expectations and by innovating in every area of our business, we can maintain our success.”

SUBSCRIPTION OFFER Dine FREE at Malmaison with Ulster Business

Malmaison Brasserie on Victoria Street provides a perfect setting for business lunch or dinner. The surroundings are unique and stylish and can offer allocated booths to you and your clients for seclusion to conduct your meeting. Coupled with iconic dishes prepared with a modern twist and served with passion and personality as well as a mouth watering wine list, you will certainly impress your guests. Malmaison use local ingredients carefully selected and prepared by Head Chef Stephen Jeffers. This infusion of

bistro classics with locally inspired cooking, creates a very memorable dining experience. As a business destination, Malmaison Belfast also offers two stylish meeting rooms with wow-factor as standard. Your meeting or private event should be pure theatre with absolutely no dramas. Our team are dedicated to providing amazing hospitality and putting the show back into your business. For more information or to make an enquiry, please call Julie Lynch on 028 9022 0204 or email: jlynch@malmaison.com.

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NEWS

Golden rules for salary-savvy employers By John Moore, Managing Director, Hays in Northern Ireland

he news that CPI inflation has hit zero per cent may offer some better news for employees and employers.

John Moore

Timing: Wait for the right moment, either after you have impressed with your work or when salary reviews are pending.

For employees, falling prices means they feel as though they have more in their pocket at the end of the month. For employers, this alleviates the pressure on wages and they can better control their fixed costs.

Negotiate: Be professional and be open to compromise. So work out a bottom line which would be acceptable, but do also consider alternative perks such as an increased bonus instead of a salary increase.

So now is a good time to pause and consider how best to address the issue of pay rises when it inevitably occurs in the future. For employees, broaching the topic of pay rise is often stressful. According to the Hays UK Salary & Recruiting Trends 2015, 66% of employees in Northern Ireland are unhappy with their salary, of whom only 8% take the appropriate steps to successfully negotiate an increase.

Research: Compare your salary package to similar positions and build a business case that fits the context of your company’s salary culture.

Salary negotiations can be a bit of a taboo topic but do not need to be. For both employee and employers, increased pay should be based on the actual value of work delivered. For candidates who believe they have added value to an organisation, the three golden rules of the salary-savvy are: research; timing; negotiation.

Ultimately, employers will act in the best interests of their business – so be patient and mindful of the overall context within which your organisation operates.

For more information visit www.salaryguide.hays.co.uk/northernireland

Understanding energy costs for business with their supplier. However, local natural gas company, firmus energy, produces a detailed monthly energy Index. This tracks global developments in the wholesale energy markets across oil, gas, coal and electricity and how these may impact prices in Northern Ireland.

John French, Director of Regulation and Pricing

racking and understanding the reasons behind the price fluctuations in the energy market is not for the faint-hearted. It is not just a simple calculation based on the normal commodity matrix of supply and demand – there are many factors which influence the peaks and troughs of this unpredictable product. Few companies have the luxury of a dedicated energy manager who can watch the markets and choose the optimum time to strike a price

John French, Director of Regulation and Pricing for firmus energy explained: “Of the four main commodities, oil and electricity are the most dominant in Northern Ireland followed by natural gas and coal. Acknowledging the different contribution of each commodity, the Index tracks the monthly global price movements and produces an overview and insight into the global wholesale energy market. It also includes a detailed narrative to explain the drivers behind these movements, such as geopolitical tensions or weather events, and provides an outlook that attempts to anticipate where prices are going next.” The firmus energy Index is designed to capture the underlying fuel costs that make

up Northern Ireland’s overall energy bill. The wholesale prices of the four main fuels are tracked month by month to produce one composite number which shows how the collective charge for energy is changing. At the beginning of 2010, the Index was given an initial value of 100. At the start of 2014 it had reached 134 and by end of the year, had fallen again to 85. Essentially this means that the wholesale cost of energy in Northern Ireland had risen by 34% over the intervening four year period, and then fell sharply towards the end of the year. It is now picking up again with February’s firmus energy Index standing at 91. As we are so dependent on imported fuels, the Index sheds valuable light on the global factors, forces and events that are shaping wholesale prices and can be a very useful guide for companies. For more information visit www.firmusenergy.co.uk

Flags, firebombs & flashbacks

Branding & Marketing

Mark Gallagher

BRANDING & MARKETING

Lessons from the fast lane Belfast-born Mark Gallagher tells Jamie Stinson how life in the Formula One pits can teach businesses how to get into pole position.

he glamorous world of formula one may seem a million miles away from a small business in Northern Ireland, but Mark Gallagher believes there are many things all firms can learn from the sport. After working for three decades with some of the greatest racing drivers of all time, including Michael Schumacher, Damon Hill, and Jenson Button, Gallagher (53) is now helping businesses streamline their operations. He gives motivational talks to firms, big and small, about what they can learn from the sport. The author of The Business of Winning, about the business lessons from formula one, believes the keys to running a successful formula one team can be applied to any type of business. Despite the sport being a billion pound industry and the glitz and glamour that goes with it, a formula one team is effectively an SME like any other, Gallagher said. “Well first of all Formula One is an industry, roughly worth about £5bn annually, and then each of the teams is an SME engineering company often employing up to 700 full time staff. We design, manufacture and operate a high technology product – it just happens to be an F1 car – and we compete against our opposition on a Sunday to win business

APRIL 2015

from our sponsors, technical partners and other customers Monday to Friday.” Gallagher was born in Belfast and attended St Malachy’s College in the city, and has always dreamed about racing. “As a young boy growing up in Belfast in the 60’s and early ‘70’s I became interested in rallying, and racing. I loved the noise, spectacle and the fact that this was a sport of people and technology,” he explained.

“You need to empower your team and make sure that people don’t merely take responsibility for their task or function, but they take ownership of it and really deliver for you.” “The precision in racing really appealed, and from there I became interested in Formula One which was helped at the time by having a local hero – John Watson – racing and

winning with teams such as McLaren, Penske and Brabham. Indeed at Brabham John was the team mate of Niki Lauda, and Niki was my sporting hero as a teenager.” The Queen’s University graduate started as a journalist in the sport before working for Formula One teams Jordan, Red Bull and Cosworth. In 2005 he founded Status Grand Prix team which races in the Formula One feeder series GP2 and the Le Mans series. One of most important aspects of business Gallagher learned from the greats of the sport was they were very clear in what they wanted to do. “The top leaders have a very clear strategy, with ambitious targets and deadlines to match. They surround themselves with the very best people, then lead by communicating their vision very clearly and gaining alignment. Success becomes all about developing a successful strategy – often one which has the ability to flex when necessary – and getting everyone behind it and pushing in the same direction.” Gallagher added: “You also need to empower your team and make sure that people don’t merely take responsibility for their task or function, but they take ownership of it and really deliver for you.”

BRANDING & MARKETING

Mark Gallagher with Patrick Head (left), Founder and Technical Director of the Williams F1 team.

The attributes for a successful business are the same across all sectors, Gallagher explained. Companies have come to him to help find ways to streamline, and see if the business can get more from less, a concern that has been more pertinent in recent years. He said: “People are looking for help in getting the most out of their businesses in terms of performance, efficiency and delivery. We all work in a world which has suffered the effects of the recent down-turn, but although businesses may have less income, investment or budgets than a few years ago, everyone wants growth and success. “So how do you get more out of less? Formula One may seem the last place to turn to, but we have been through a huge period of change and correction, so we know how to maintain performance when things have been knocking us back. We are also extremely customer centric, and the nature of our customers in Formula One has changed too, to holding on to those valuable existing customers as well as adding new ones is a key learning.” While the scale between businesses does create certain differences, areas like

innovation and technology, are something all businesses have to deal with.

“Most often I find myself talking about team work, collaboration and leadership – companies really want to gather insights about what it takes to win in a highly competitive environment, and how to get the very best out of their employees.” Gallagher said: “I speak to businesses large and small because what you find is that although the scale and complexity of businesses does vary, there are certain common themes and attributes which

are important to all businesses today. Innovation, for example, and how we can use technology to maintain or develop our competitive proposition. Coping with change, and the fact that every business is constantly being affected by external factors whether from the behaviour of competitors, customers or legislators.” “Most often I find myself talking about team work, collaboration and leadership – companies really want to gather insights about what it takes to win in a highly competitive environment, and how to get the very best out of their employees. Whether you run a car wash or CocaCola, there are insights to be gained from a sport like Formula One.” How the sport has used the explosion in new technologies is something all firms can borrow, he said. “Over the last 20 years we have witnessed the information technology revolution in the sport, and more recently the digital revolution which means that while companies all over the world are beginning to understand the power of Big Data, we are already enjoying the benefits of that within the sport.”

Importance of public relations for building a brand By Samantha Livingstone, Rumour Mill PR

are dealing with crisis communication. Like the saying, “too many cooks spoil the broth”, in the same way, allowing many people to communicate with the press on the company’s behalf can lead to ambiguity and disconnect in the communication. For example, Malaysia Airlines has been widely criticised for its communication during the initial days after the MH370 Malaysia Airlines crisis. Maintain Uniformity It is of utmost priority to maintain uniformity in the message sent out by the company. Many companies lose their focus and try to elaborate too many “selling USPs”, which dilute the messaging and leave the target market confused. This may especially be observed in companies which have several product lines. You must know what your brand stands for, come up with its USPs, and communicate about the same through your marketing and corporate communication initiatives.

ublic relations can serve as a vital tool for building a brand, provided you know how to implement it strategically. Rumour Mill PR has a few pointers that lay down the importance of public relations for building a brand. A public relations department in an organisation or its outsourced PR agency can be an effective catalyst in building a brand. The right strategies can help in influencing the brand perception of the target market in a positive way. While the right steps will help enhance the reputation, failed strategies can even hurt your brand’s image adversely. Hence, it becomes all the more important that you are completely aware about certain PR strategies which will encourage your target market to have a positive brand image. Here are a few vital tips in this regard: Pitch the Right Stories Gone are the days when mere advertising on its own was able to promote a brand’s product and services. People will not be impressed if you are an engineering conglomerate with many years of presence which has provided innovative solutions. What will matter the most is how your product or service connects with people at a human level. For this, you must generate stories for print and online publications with a human interest angle. Have a Dedicated Spokesperson Every organisation should have a dedicated spokesperson when it comes to addressing the press. This is even more vital when you

Good News, Share it At Once Whether it is a new quality certification, new contract or best employer award, or just good news, you must capitalise on it to get maximum mileage. If you delay communicating the news, its importance will fizzle out. Use Social Media Wisely Social media is like a double-edged sword. If you use it wisely, it will be a great PR device; however, one mistake and your brand’s image will get affected drastically. When a Reddit user posted an image about JCPenney’s teapot that resembled Hitler and The Telegraph tweeted about it, they remained calm and responded with light-hearted messaging on Twitter. They not only averted a social media PR scandal, but used it to their advantage that resulted in excellent sales. At Rumour Mill PR, we take our bubbly enthusiasm and translate it into client work that’s fun, approachable, and full of personality. We’re known for big ideas, smart, resourceful campaigns; seamless events and for delivering game-changing results. Get in touch today, if you want us to add a new dimension to your brand communications, online and offline – call 028 9068 2185 or email: hello@rumourmillpr.com or visit www.rumourmillpr.com

BRANDING & MARKETING

Get off my brand You’ve worked hard to build up a trusted brand but how do you go about protecting it? Rachel McAllister from Carson McDowell shares a few legal thoughts on the issue.

onverse, one of the world’s leading footwear brands, has initiated proceedings against 31 companies, including Sketchers, H&M, Ralph Lauren and Wal-Mart, for copying the design of its Chuck Taylor All-Star shoe. Converse is seeking damages together with injunctive relief which, if successful, could mean the removal of all ‘copycat’ shoes from the marketplace and destruction of all such shoes in production. However it isn’t just the big brands that need to be on the lookout for trade mark infringement. As the internet continues to evolve and expand, so too do the risks to your business. Here are some practical ways to help protect your brand online and, in doing so, protect your reputation and business.

Use it The more you use your brand, the more the public will associate you with such branding. Even where you have not registered your brand, a degree of protection is afforded in common law by passing off rights provided that you have built up a sufficient trading reputation with your brand.

Register your intellectual property If you don’t register your trade mark, someone else can. Trade marks may take the form of words, logos and even shapes, such as the famous Coca-Cola bottle. Where your application is successful, registration will give you the exclusive right to use the trade mark in the particular class against which it was registered. A trade mark also develops a value as your business grows and is an asset to your business which can be sold. Using the © and ™ symbols on your website may also deter potential infringers.

Rachel McAllister

Marks & Spencer, Virgin and Ladbrokes all found that their domain names had previously been registered by a cybersquatting company. In the absence of regular searches, you may not be aware that potential business is being diverted away from you.

Deal with infringers Unauthorised parties who use your trade mark can damage your brand, reputation and business. It is important to act quickly. The longer you leave it, the more it looks like you have accepted the infringement. In some cases, all that may be required is an email to notify the infringer or a cease and desist letter. It may be possible to take an action against the infringer for passing off.

Search for infringers Cybersquatting is registering, selling or using a domain name with the intent of profiting from the goodwill of someone else’s trade mark. It is prevalent on the internet. It is important to monitor so that you are aware when your branding is being used by others. Consider using a ‘watchdog’ service to monitor the trade marks registry, Companies House and different domain name registries.

APRIL 2015

Use the dispute to your advantage Instead of bringing down the weight of the law on an infringer, another possibility is to licence the infringer to use your trade mark for a fee. This will bring further revenue to your business and will also allow you to control the use of the trademark by anyone to whom you provide with a licence.

BRANDING & MARKETING

On the campaign trail Marketing your brand takes careful planning, says Victoria Hutchinson, Digital Account Director at Ardmore. She sets out some pointers to make sure your campaign makes the cut.

Agree what you want to achieve – together

Victoria Hutchinson

Getting any campaign off on a sound footing is vital, but surprisingly, many can get this part badly wrong. It is essential to listen and understand exactly what is wanted and needed by all relevant stakeholders. Creating a successful project is about understanding the key objectives, knowing the audience you want to target, and ensuring there is a shared understanding of what is required. To do this, it’s crucial to set ambitious but clear goals for everyone involved – the client and all team members.

Agreeing what ‘integration’ means early on With so many potential avenues to follow, there is no guarantee that each campaign will require the use of every platform available. Whether a project is initiated via social media or in print, there can be a variety of support mechanisms introduced across digital or traditional advertising as well as through marketing and/or PR. Dependent on the channels engaged, a watertight outline of the roles and responsibilities for each team member is crucial to allow for the smooth execution of activity and the functions necessary for successful completion. No one should work in silos, and every project undertaken is reviewed regularly and managed meticulously to ensure the best outcome.

consumers is essential. Doing your homework beforehand, with relevant market research, will allow you to know your audience profile. With this comes a firm understanding of who they are, where they are, how they live their lives, how they consume their media, whether on or offline, and, most importantly, what will appeal to them.

Get the right people in play Having a ream of amazing ideas cannot guarantee a successful campaign. However, they do need developed and finely tuned in order to be brought to life. To do that, it is imperative to have the right people on board to ensure everything works in a cost-effective and efficient manner. A multi-skilled, talented team who can bring expertise to their individual elements whilst complementing and supporting the work of the other team members will make all the difference between your campaign missing the mark or having a real impact with key audiences.

Know your audience Relevance is everything, and the steps needed to make sure your message reflects the target demographics’ wants and needs as

Today’s information-hungry consumer simply wants to be engaged and as platforms continue to evolve, the options are many and varied. Consistently innovative messaging across multiple platforms that reinforces strong brand identity and voice is paramount to developing and sustaining a positively memorable presence in the minds of your consumer.

Evaluate, measure and repeat! At every stage of the creative process, it’s important to ensure a high level of effectiveness in order to maintain excellence and consistency. While an impactful end result is the ultimate aim, this can only be achieved if each stage is thoroughly monitored and evaluated, on an ongoing and impactful basis.

Dinner made easy

SPAR’S enjoy local dinners are made by local supplier Daily Bake, based in Armagh.

Eating local foods is better for you, for the environment, for your taste buds and (most importantly) it offers better value. Sourcing local food also means we continue our support for local suppliers – and that’s good news for our economy. That’s why we’ve partnered with Northern Ireland’s finest local farmers and producers to offer a new range that you’ll just love. You can be confident that SPAR’s enjoy local range will provide you with tasty food that’s home grown and at a price you can afford. From potatoes to pancakes, mash to mushrooms, steak to scones, SPAR’s enjoy local range includes 126 fresh and chilled products. So, remember… shop local… support local… enjoy local.

AWARDS

International outlook for Irish News awards

he Irish News Workplace and Employment Awards are going global for 2015. The initiative – which recognises the topperforming companies and organisations across every sector of the field of employment – was formally launched in Titanic Belfast, which will host the gala awards dinner on June 17. And as well as a number of the awards categories being revised, this year sees the introduction of a completely new category, the Global Team Award. It showcases the best Northern Ireland has to offer on the international stage, and also focus on the impact foreign direct investment companies are making locally. “We always try to introduce fresh elements to our programme, and the Global Team Award will certainly be a particularly prestigious trophy,” said Irish News editor Noel Doran.

Pictured at the launch of the Irish News Workplace & Employment Awards 2015 in Titanic Belfast are (l-r): Noel Doran, Irish News editor; Professor Deirdre Heenan, Pro Vice Chancellor, Ulster University; Jim Livingstone, Sales and Business Development Manager, H3 Health Insurance; Alan Egner, Commercial Sales & Marketing Manager, Power NI; Judith Owens, Deputy CEO, Titanic Belfast; William Hamilton, Managing Director, Liberty IT and Anna Beggan, Partner, Tughans.

The launch was attended by Minister for Employment and Learning Dr Stephen Farry and representatives from the initiative’s main business partners – Tughans solicitors, Liberty IT, Power NI, H3 Health Insurance, the Department for Employment and Learning, Ulster University and Titanic Belfast.

employees, entrepreneurs and leaders of the future, locally and internationally.”

both the Career Inspiration Award and Best Place to Work Award in 2014.

Dr Farry said: “Awards such as these are an excellent way for businesses to showcase their enterprises and gain recognition for their successes during what has been a prolonged period of economic difficulty. “They are also a positive way for organisations to recognise and reward their staff, and let existing and potential new customers know about the quality of their products and services.”

“As a relatively young company we needed to gain access to young ambitious talent in a sector where the jobs market is hugely competitive,” Ms Woods said. “So winning two Irish News Workplace & Employment Awards at the first time of asking proved an incredible boost to our organisation in terms of morale and pride, and was an independent acknowledgement of how we are performing.”

Mr Doran added: “We are delighted that Ulster University has joined us for the first time as a partner. “The University’s collaborative approach to offering students relevant experience and opportunities prepares students and graduates to make informed choices about their future career direction. “Ulster University is supporting young people to fulfil their potential and to become the

Guest speaker at the launch – which was hosted by BBC present Karen Patterson (she will again be compere at the awards in June) – was Denise Woods, of Automated Intelligence which claimed

Entries for the awards close on April 28. For your 2015 entry pack and awards information visit www.irishnews.com/wea or follow the build-up on Twitter at @IrishNewsWEA

NEWS

CICM unveils Royal Charter

Coleraine company win “Made in Northern Ireland” Award

L-R: Dr Stephen Baister FCICM, President; Bryony Pettifor, Chair; Philip King FCICM, CEO; and Dr Laurence Howard, The Lord Lieutenant of Rutland.

t has been a very exciting start to 2015 in the world of credit. The Chartered Institute of Credit Management (CICM) has formally been granted a Royal Charter.

The Lord Lieutenant of Rutland, Lawrence Howard was in attendance to formally unveil the Royal Charter granted to the Chartered Institute of Credit Management. Speaking at the ceremony, Lawrence Howard said this was the first time he had presented a Charter as Her Majesty The Queen’s Representative: “To attain a Royal Charter in this day and age is a truly great privilege and the amount of work that must have been done by the chief executive, Philip King, and his staff is tremendous.” The Chartered Institute of Credit Management is Europe’s largest credit management organisation, and the second largest globally. The Institute was granted its Royal Charter on 1 January 2015. The trusted leader in expertise for all credit matters, it represents the profession across trade, consumer and export credit, and all credit-related services. Formed over 75 years ago, it is the only such organisation accredited by Ofqual and it offers a comprehensive range of services and bespoke solutions for the credit professional as well as services and advice for the wider business community, including the acclaimed CICM/BIS Managing Cashflow Guides (www.cicm.com). The Charted Institute of Credit Management has a branch based here in Northern Ireland. The branch has a number of credit professionals who regulary meet throughout the year and are in continuous communication sharing up to date information within the world of credit and also are a source of mentoring for all young professionals entering an exciting career in credit! For more information please contact Catherine Bradford on 07549 537067 or email: kate.bradford@shs-services.com

Mark McQuillan (Managing Director) and Helen Boyd (Director of Administration) receiving the “Made in Northern Ireland Award” in the Medical and Life Sciences Category, from John-George Willis, Partner and Head of Corporate Development at Tughans. Nicobrand will go forward to compete in the national “Made in the UK Awards” in July 2015.

icobrand has won Insider Media’s Made in Northern Ireland Award. The Coleraine-based company specialises in the manufacture of active pharmaceutical-grade nicotine and other nicotinebased active pharmaceutical ingredients for inclusion in smoking cessation products such as chewing gum, transdermal patches and inhalers. Nicobrand has also developed a range of high quality products for supply into the burgeoning electronic cigarette market. “The award is a testimony to all the hard working individuals who have contributed to the company’s success for over 30 years” said Mark McQuillan, Managing Director.” In nicotine we have a very unique resource, which combined with our strong regulatory pedigree from the US FDA and UK MHRA, leaves us well positioned to serve our customers. We are delighted to have won this award and we look forward to the continued development of the nicotine business here in Coleraine.” The company, which is part of the multi-national pharmaceutical company Actavis, is known as a pioneer in the global nicotine business and employs 25 people from its base just outside Coleraine. The award celebrates the most innovative and impressive manufacturers of the past year and was presented by Insider Media, in association with Tughans.

PROFILE

Name: Wilbert Moore Position: Managing Director, Moore Concrete Ltd

A word from

The Wise How did you start out in business? I started the business 35 years ago by manufacturing precast concrete cattle slats from single moulds in premises belonging to my father on the outskirts of Broughshane in Co Antrim. Initially I did everything myself: from manufacturing and selling. It was hard work, as anyone who has spent time working with concrete by hand will testify. My vision was to grow the business as a centre of precast manufacturing excellence. What did you find the most challenging during your years in business? The objective from day one was to grow the business on a sustainable basis. I never had a problem with seeing the bigger picture: the real challenge was that of getting the best from the people employed and to ensure that everyone involved got the training they required to help improve their skills base. In tandem with that, I recognised from an early stage the need to invest in the facilities that would be required to allow Moore Concrete become â&#x20AC;&#x2122;best in classâ&#x20AC;&#x2122;, from a manufacturing perspective. How would you describe your management style? We work as a team. My role is to encourage all members of staff to challenge themselves in everything that they do. The company now employs 120 people. I know everyone on a first name basis. My door is always open if issues arise. I also strive to make every member of the workforce aware of the fact that their input into the business is very much valued and appreciated. What would you change if you could go back and do it all again? We could well have done without the downturn in the economy back in 2008/09.

APRIL 2015

The column with an ear for experience...

We were hit quite badly by the combined recession within the farming and construction sectors at that time. Obviously, these were issues that we had no control over. In terms of developing Moore Concrete, I feel that we should have put more focus on the opportunities for sales growth within the civil engineering sector at an earlier stage in our evolution. Had we done this, I feel that the impact of the recession would not have hit us so badly. However, looking forward I believe the UK is primed to invest heavily in its road and rail infrastructure. As a company, we are now well placed to meet this requirement from a precast manufacturing perspective. Have you done it all on your own? I established the business myself, but have always received the total support of my wife Florence and other family members. I would also commend the input of the many people who have worked with Moore Concrete over the years. In a number of cases they have been with the business from the very early days. Without their help, we would not be where we are today. How would you like your business career to be remembered? My aim from the outset was to establish a centre of manufacturing excellence in the Ballymena area. And, up to a point, we have attained this. But the scope to build on what we have achieved thus far is immense. Almost three quarters of our manufacturing output is exported to the rest of the UK. Again we can build on this for the future. What piece of advice would you give a 20-year old you? Go for it! The world is a truly exciting place to be doing business in at the present time.

REVIEW

Business

Breakfast

With Jonathan Dobbin, Barclays Wealth

The column which doesn’t have time for lunch

reakfasting on St Patrick’s Day might seem like a rash decision but this column has faced tougher challenges. While the semi-public holiday had this month’s diner Jonathan Dobbin and your scribe careering up and down Holywood High Street as if they were in the opening scene of a Fast and Furious film, we eventually found an establishment open and willing to serve us a coffee. It wasn’t Homebird Café which we had hoped to review, nor our second choice The Yard – it was 7.30am and they were quite rightly having a St Pat’s lie-in – but instead Caffé Nero which might not get points for its independent nature but does get points for perseverance. Happily for you that means you don’t have to hear any culinary ramblings – you know what a Caffé Nero coffee and pastry taste like, surely? – and we can instead get on with finding out a bit more about the Director of Barclays Wealth in Northern Ireland. A slight north coast lilt gives away Jonathan’s Castlerock heritage which even a number of years in Scotland haven’t eradicated.

and part of the Gerrard Group which was taken over by Barclays in 2003. Jonthan built up the wealth management business for the organisation throughout Scotland and the rest of GB in those early days but he also had half an eye on the potential of Northern Ireland. “The lightbulb moment was when we were acquired by Barclays,” he said. “That changed our model from traditional stockbroker to global wealth manager. “It was at that point I knew we had something which truly differentiated us from the traditional stock broking firms as we were able to manage multi-asset portfolios, offer wealth structuring, inheritance planning, cash planning and have the facility to lend.” After a couple of years of “on-the-groundresearch” the decision was made to open an office in Belfast, a process which was made easier given Barclays Corporate had already established its office in Northern Ireland and was able to offer Jonathan a base. He managed to persuade two others – financial planner Glenn Branney and private banker Jonathan Sloan – to move back to Northern Ireland from London and from there the business grew.

He moved to Glasgow to study an International Business and Spanish degree at the university and after graduating and taking a year to explore the far corners of the world, returned to take up a job in the treasury department of the National Australia Bank.

“While the offering is compelling, convincing investors in the early-to-mid-2000s that their infatuation with bricks and mortar didn’t spread their risk properly was a tough sell, although that was about to change.”

From there it was on to Greig Middleton, at the time the UK’s largest stockbroker

That change – the credit crunch – has been well documented and arrived at what seemed

like an inauspicious time with the collapse of Lehman Brothers occurring only a week before the Barclays Wealth office opened. In actual fact, the offering quickly found a willing customer base. “The office opening proved to be well timed. There was a lot of nervousness about banking in general and we were seen as a safe haven for assets.” As well as being a deposit for cash, the office also facilitated multi-asset investment and it’s that side of the business which has grown considerably over the last few years. The obvious question to ask a man with Jonathan’s expertise is where to invest now? While He can’t give specific advice, he can give a few pointers. “For those with sufficient risk appetite and a time horizon of five years, we still prefer equities over bonds and corporate bonds over government bonds with cash our least favoured asset class at present.” “Within equities we like continental Europe which, despite having recovered strongly recently, still offers reasonable upside. We‘ve just seen Europe embark on quantative easing and that’s going to help re-inflate the EU economy.” With that nugget of advice it’s time to go, Jonathan to the office and Ulster Business to the keyboard. The markets don’t close for St Patrick’s Day.

David Elliott

Flags, firebombs & flashbacks

Executive Motoring

By Pat Burns

Sponsored by

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Tailored FOR CONTRACT HIRE THINK FLEET FINANCIAL

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EXECUTIVE MOTORING

Suzuki’s new City car

he Celerio, Suzuki’s all-new global compact City car is priced at just £7,999 for the highly equipped SZ3 model and £8,999 for the SZ4. Suzuki is well known as the small car experts and the Celerio offers an elevated driving position, interior space that surpasses most conventional A-segment cars as well a class leading luggage capacity of 254litres. Standard specification highlights for the Celerio SZ3 includes six airbags, ESP, air conditioning, alloy wheels, DAB Radio, CD Tuner, USB, Bluetooth connectivity and remote central locking. The even higher equipped SZ4 model adds polished alloy wheels, rear electric windows, front fog lamps, body coloured door mirrors and chrome front grille.

The Celerio offers low CO2 emissions of 99g/km and 65.7mpg on the EC combined cycle from its 1.0-litre three cylinder 68PS engine. In the summer a new engine will be available offering even higher combined fuel economy of 78.4 mpg and CO2 emissions that fall to just 84g/km thanks to the introduction of Suzuki’s new Dualjet engine technology. This engine will also incorporate a stop start facility when stationary. During design, Suzuki set out to maximise interior space within a compact body. By going back to basics in development and reviewing the body structure, Suzuki has succeeded in delivering a roomy and comfortable interior within a compact body. Also available in the summer will be Suzuki’s newly developed Auto Gear Shift (AGS). This system features an Intelligent Shift Control Actuator positioned at the top of the transmission that operates the gearshift and clutch automatically. With AGS, the driver can enjoy the effortless driving of an automatic, particularly in City traffic, but without any loss in fuel efficiency or increase in CO2 emissions that would normally be the case with a conventional torque converter equipped automatic transmission. A unique feature of the Suzuki AGS is a low speed ‘creep’ facility which allows the car to move in gear without the accelerator being applied, ideal in slow traffic and when parking.

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EXECUTIVE MOTORING

Lexus a winner in the midsize crossover market

he NX is Lexus’s first mid-size crossover designed for battle with the Audi Q3 and BMW X3. Sharply styled and offering typical Lexus quality and refinement, the NX will open up new opportunities for the brand in an expanding and popular part of the premium car market. Five equipment grades will be on offer, all demonstrating Lexus’s continued commitment to luxury, comfort and the application of advanced, user-friendly technologies. NX is the first model to feature Lexus’s Pre-Crash Safety system and Adaptive Cruise Control as standard on all versions. Other “firsts” for a Lexus include a wireless charging tray for easy charging of mobile phones and other devices and the first application of a new Remote Touch Interface with a touchpad control. Further features include a new Panoramic View Monitor, a comprehensive multi-

information display (incorporating for the first time a G-sensor and boost meter on NX 200t), head-up display, blind spot monitor and Rear Cross Traffic Alert. The NX 300h S, the entry point to the range, will be available with front-wheel drive only; all other NX models will have all-wheel drive, equipped with a second electric motor on the rear axle. Featured for the first time in a Lexus SUV, Drive Mode Select allows you to choose between different modes to suit different driving conditions or driving styles, for example prioritising efficiency around town, or sharpening performance when negotiating the open road. Normal Eco and Sport modes can be selected simply by turning a dial on the centre console. Throttle response, suspension damping force and the level of steering power

assistance may each be adjusted, according to the setting chosen. As a full hybrid, the NX 300h can be driven for short distances in full electric vehicle (EV) mode with zero tailpipe emissions and fuel consumption, activated by pressing a button located next to the Drive Mode Select dial. The NX 300h’s is also one of the safest cars in its class. The independent crash testing organisation Euro NCAP has given the luxury hybrid crossover a top five-star rating for the effectiveness of its measures to protect adults and children inside the car, and pedestrians. In its report on adult occupant protection, Euro NCAP highlighted the maximum points score the Lexus achieved in its side barrier impact test, demonstrating the good protection it provides for all critical body areas. On-the-road prices start at £29,495 for the NX 300h S.

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EXECUTIVE MOTORING

Style, comfort and economy from new V40 which results in the front of the car being able to be lower and sleeker looking. The sleek exterior profile is complemented with colour co-ordinated door mirrors and a roof spoiler. Volvo’s classic V-shaped bonnet has bold edging with wide shoulders that stretch from just behind the headlamps. At the end of the rear door it sweeps into an integrated “hook”, a design legacy from the P1800 coupé of the seventies.

he V40 badge has been gracing Volvos for twenty years and the new 2015 model sets high levels of handling, fuel efficiency and safety in a stylish five door hatchback design. The new V40 has a sleek exterior profile with an instantly recognisable front and rear. Daytime running lights are set into the lower corners of the front end, giving a “blade design” appearance. The roof silhouette is wedge shaped and contributes to the lean-forward stance. Rear tail lamps are positioned high, for maximum visibility, and follow the curves of the car. Safety, as with all Volvos, has not been overlooked. The V40 comes as standard with City Safety and the world’s first pedestrian airbag. Along with a host of other safety features, it ensures Volvo’s reputation for safety leadership continues. These safety features have resulted in the V40 having the highest overall score in Euro NCAP’s tests and the fitment of City Safety as standard has resulted in the car benefitting from lower insurance ratings

APRIL 2015

The design led interior of the V40 is obvious to see from the moment the driver sits in the driver’s seat. With clear, readable instruments and intuitive controls that bring a large car feel to a small car layout. after being tested by Thatcham on behalf of the Association of British Insurers. The 2015 model year V40 is fitted with Sensus, Volvo’s infotainment system, designed to give great connectivity, security and personalisation. Fitted as standard with DAB radio and Bluetooth, it offers handsfree mobile connectivity, along with music streaming from a compatible device. The seats fitted to the V40, along with the rest of the range, continue to be known for high levels of comfort and support, a Volvo trademark. The rear seats offer the same level of comfort with two sculptured seating positions, however there is room for three, all with three-point safety belts. The use of new and ground-breaking technologies such as the pedestrian airbag has allowed greater freedom for Volvo’s designers. Other models in the range are built with a pre-designed gap between the bonnet and the top of the engine for pedestrian protection, however in the V40, the new airbag allows for this gap to be reduced

The instrument display offers excellent legibility in all light conditions, can prioritise information in emergency situations and also allows the display to be personalised. The three settings in the V40 are Eco, Elegance and Performance. Depending on the mode, different information is displayed according to the driver’s needs. The instrument display also includes navigation instructions. The floating centre stack is the centrepiece of the V40 cockpit. It was inspired by Swedish furniture and the depth of the stack gives the effect that it “floats”. It’s larger at the top and tapers down to help increase knee room for the driver and front passenger. The V40 can be equipped with an “extra” floor in the load compartment, making the floor flat when the rear seat is folded. In addition to the two permanent hooks, the extra floor integrates hooks for grocery bags. Between the upper and lower floors there is a concealed storage area. Prices for the V40 range start at £20,740.

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EXECUTIVE MOTORING

585bhp AMG 63 four door Coupé

s another exciting interpretation of a fourdoor coupé, the commanding AMG 63 Coupé SUV meets the highest of standards in terms of performance, design and comfort. The powerful heart of the vehicle – the AMG 5.5-litre V8 biturbo engine – is rated at 585hp which will be the only version available here. The prerequisite for a highly dynamic on-road driving experience comes courtesy of the suspension, which has been designed for a sporty performance. The high-performance SUV coupé comes with the AMG ride control sports suspension with active roll stabilisation, Active Curve System and the Sports Direct-Steer system. The 4MATIC all-wheel drive with rear-biased power distribution promises to deliver what distinguishes every AMG vehicle: driving performance. The new GLE 63 Coupé combines the sportiness of a coupé with the strengths of an SUV. High agility, distinctive engine sound and typical sports car acceleration are combined with poise and tremendous pulling power. The five transmission modes of Slippery, Individual, Comfort, Sport and Sport Plus, deliver fundamentally different driving dynamics. Be it the response of the engine, the shift strategy of the transmission, ESP thresholds, power assistance for the steering or characteristics of the dampers: the system networks all the control systems, generating different sets of parameters for distinct driving experiences.

The AMG 5.5-litre V8 biturbo engine develops 585hp and 760 Newton-metres in the S-Model. The 8-cylinder powerplant, which is assembled according to the “one man, one engine” philosophy, delivers the familiar powerful performance: thus, the GLE 63 Coupé accelerates from 0 to 62mph in 4.2 seconds, returns 23.7mpg (combined) and emits CO2: 279g/km as well as complying with the EU6 standards. Prices will be announced at the car’s launch in June.

All new Tucson due in the Autumn means that there is an excellent exterior-to-interior dimension ratio, optimising the space that is provided for passengers and luggage. Comfortable and airy inside, the interior also delivers a substantial 513 litres of luggage capacity with all seats upright. The introduction of new technologies means the new Tucson is one of the most comprehensively equipped vehicles in its segment when it comes to safety features. These include an Autonomous Emergency Braking system with three operation modes: pedestrian, city and inter-urban – which triggers automatic braking whenever it detects an unsafe closing speed with a person or vehicle in front, from low to high speeds.

yundai has unveiled its all new Tucson compact SUV, a vehicle that will shift brand perceptions through its bold and athletic design and extensive use of new technology throughout. The all new Tucson is built on a completely new platform that endows this C-SUV with generous interior dimensions. Clever packaging

The new Tucson will be available with one of the widest powertrain ranges in its class. These include two petrol engines: 132 PS (1.6-litre GDI) or 175 PS (1.6-litre T-GDI) – plus three diesel options: 115 PS (1.7-litre), 136 PS (2.0-litre standard power) or 186 PS (2.0-litre high power). The new turbocharged 1.6-litre T-GDI petrol engine with 175 PS, delivers maximum torque of 265 Nm from 1,500 to 4,500 rpm and is offered with a six-speed manual or the seven-speed dual- clutch transmission (7DCT).

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EXECUTIVE MOTORING

John Mulholland takes top Škoda award

andalstown’s John Mulholland Motor Group has been named as the UK’s number one Škoda dealership. The dealership, which earlier this year completed a £1m refurbishment, beat off 135 other Škoda retailers to claim the prestigious crown at a gala awards ceremony in Seville, Spain. “We’re blown away at clinching this accolade,” company owner John Mulholland said. “It’s a monumental achievement for the dealership and underlines the incredible work everyone here has put in over many years.”

John and his wife Alicia were flown first class to Dubai, where Škoda’s UK Managing Director Alisdair Stewart hosted them to a VIP bash at the luxury, seven-star Burj Al Arab hotel where Škoda board member Werner Eichhorn personally presented John with a plaque to commemorate gaining the accolade of No. 1 dealership in the UK. From there they were whisked off to the Škoda UK Retailer of the Year awards in Seville hosted by Claudia Winkleman from the hit BBC1 show Strictly Come Dancing.

This marks an unprecedented success for the Northern Ireland motor trade and is the first time that Škoda have awarded their top accolade to a dealership from the province. “We’ve managed to see off every single dealer, from every big city across the UK, including a number of major plcs like Arnold Clark and the Ridgeway Group. Škoda judged us on every key metric, from new and used car sales through to customer service, to parts, after-sales, return on investment – indeed they go through their dealerships with a fine tooth comb.”

Alisdair Stewart, MD, Škoda UU, presents the UU Dealer of the Year Award to John Mulholland. Also pictured is Claudia Winkleman who compered the awards in Seville.

Goldblatt McGuigan drive a cautious note over Budget 2015 Northern Ireland economist John Simpson also presented his postbudget analysis and observations at the event, which was attended by more than 100 of Northern Ireland’s leading business minds. Philip Miley said: “Overall, this year’s budget was favourable for Northern Ireland’s motorists. After a sharp fall in petrol prices, the cost of motoring for the average motorist in Northern Ireland has dropped significantly, while businesses – those with longer to travel – have already reaped greater savings as pump prices slipped back towards 100 pence per litre.

L-R: Paul O’Connor, Senior Tax Manager at Goldblatt McGuigan; economist John Simpson and Philip Miley from Fleet Financial.

harles Hurst Group, Northern Ireland’s largest car retailer, recently joined forces with accountancy firm Goldblatt McGuigan to present a major review of George Osborne’s Budget for 2015. The event was hosted by Charles Hurst Lexus at Boucher Road, Belfast. Key points from the UK coalition government’s sixth – and final – budget were covered in a breakfast session delivered by Paul O’Connor, Senior Tax Manager at Goldblatt McGuigan, who outlined his firm’s assessment of how this year’s Budget Statement might impact upon businesses and individuals in Northern Ireland. Respected

APRIL 2015

“Little of this, however, was down to the UK government of course, though it is pleasing to see confirmation that the fuel duty increase, planned for September, has been scrapped again for the fifth-year running. However, given that the UK continues to levy the highest level of road tax in the EU, I seriously doubt that many motorists will celebrate this. While it might work to keep prices down a little, the fear remains that petrol prices will begin a more sustained rise before the end of 2015, which could make this cost-saving measure look very small in comparison. “Osborne’s announcement to increase annual road tax from April 1 by the current rate of inflation is disappointing – this can prove a hefty cost for the average motorist, particularly those driving a much older car. That said, there is now a significant volume of drivers who pay either a low amount of road tax or no road tax at all, so, for them, this move matters little.”

APPOINTMENTS

Sarah McAndrews has been appointed Service Delivery Manager at eircom Business Solutions NI. Sarah is responsible for a number of key Government and Enterprise customer projects. Gleb Strure has been appointed NOC Engineer at eircom Business Solution NI. Gleb joins eircom as network support and troubleshooting Engineer at eircom’s Network Operation Centre. Steven Grimason has joined eircom Business Solution NI as Business Development Manager. Steven will manage relationships within the public sector throughout Northern Ireland.

Alistair Smith has been appointed Business Advisor at LEDCOM (Local Economic Development Company). He will be working closely with LEDCOM’s customers, partners and stakeholders. Brian Cumming has been appointed Investment Director at Clarendon Fund Managers. Brian has 10 years international business and corporate development experience with a further ten years in venture capital fund management. Andrew Mearns has joined Lambert Smith Hampton as a Surveyor. Andrew is MRICS qualified and is a RICS registered valuer.

Oliver Johnston has been appointed Graduate Surveyor in the Professional Services team at Lambert Smith Hampton. Shane Cooke has been appointed as a Graduate Surveyor in the Property Management Department team at Lambert Smith Hampton. Irwin’s has announced the appointment of Michael Murphy as Chief Executive. Previously Commercial Director, Michael will be responsible for strategic direction and leadership.

APPOINTMENTS

Derbyshire-born Steve Jackson joins Ardmore Advertising as Strategic Planner bringing with him two decades of experience in agencies across the UK. University of Ulster Marketing graduate Andrew McCormick has been appointed Account Manager at Ardmore. Andrew will work with Ardmoreâ&#x20AC;&#x2122;s leading clients. Theresa Hannon joins the Account Management team at Ardmore, bringing a wealth of agency experience to her new role. She will be responsible for the continued strategic development of her portfolio of clients.

Senior Media Manager Mark Thompson, who has been with Ardmore for eight years, has been appointed Media Director. The former journalist will lead the Media Department. Lorraine Tierney has been appointed a Paralegal in the property department of Belfast law firm Cleaver Fulton Rankin. She has been with Cleaver Fulton Rankin since 2014. Jolene Kelly has been appointed as Digital Marketing & PR Executive with RNN. In her role, Jolene will be managing an all-Ireland portfolio of clients.

Gareth Morrison has been appointed as Managing Director of The Lava Group. Gareth graduated from Dundee University. Professor Louise Cosby has taken up the position of Head of Virology in the Veterinary Sciences Division of the Agri-Food and Biosciences Institute (AFBI). Neil Linton has joined the Wealth Management Department of BDO NI having worked as a financial adviser in Law Society (NI) Financial Advice Limited for 13 years.

APRIL 2015

PHOTOCALL 1. Strangford Lough’s scenic surroundings are set to become home to Northern Ireland’s newest art gallery, ‘The Kathryn Callaghan Gallery’ at Lisbarnett Studio, this week. The gallery will showcase the work of Lisbane artist Kathryn Callaghan. Pictured is Kathryn Callaghan working on her latest canvas.

2. Damien Barrett, Susan Browne and Philip Mehaffey from Henderson Foodservice present the company’s £20,000 donation to Ellen Hillen (second from right) from the Northern Ireland Children’s Hospice.

3. Richard McCorry (left) and Josh Kirk, both four years old, test drive some JCB diggers ahead of the opening of the JCB Young Drivers Zone at Junction One Outlet and Retail Park.

4. Two Northern Ireland-based business people are taking on the challenge of the New York Marathon this November. Peter Dixon, Key Accounts Manager at Bridgestone, and David Sleith, a pilot with Air Contractors who flies longhaul to the US under the Aer Lingus banner, are pictured in training for gruelling run.

5. Connect Telecom recently received an EFQM Gold Star Customer Service Award. Pictured from left to right are Stephen Dalton from Capita, sponsors of the awards, Matthew Brown, Managing Director Connect Telecom, Sarah Mathews, Marketing Manager Connect Telecom, David Sterling, Permanent Secretary of the Department of Finance and Personnel.

PHOTOCALL

6. Arthur Cox presented the first in a series of seminars on the new Public Contract Regulations last month. Pictured are William Curry, Aaron Boyle (Arthur Cox Dublin), Alan Bissett (Arthur Cox Belfast), Patrick McGovern (Arthur Cox Dublin) and James Flanagan (Arthur Cox Belfast).

7. Fivemiletown-based Scottâ&#x20AC;&#x2122;s Bakery has secured supply contracts with Asda for its range of sweet treats. The deal will see ten lines appearing in Asda stores across the UK. Pictured are Product Manager for Scottâ&#x20AC;&#x2122;s Bakery, Elaine Hollywood and Brian Conway, Local Buying Manager for Asda NI.

8. Ulster Bank Senior Agriculture Manager, Cormac McKervey launches a farm safety competition that Ulster Bank is running in partnership with the Health and Safety Executive NI and the RUAS, with pupils Eoin McCollum of Cross and Passion College, Ballycastle, and Grace Wilkinson of Ballycastle High School.

9 APRIL 2015

9. Northern Ireland Chamber of Commerce and Industry (NI Chamber), is inviting businesses to join them for a Spring Networking Conference and Business Showcase. Pictured is Richard Willis, Events Manager at NI Chamber and Des Brown, Director of Marketing & Customer Operations at firmus energy.

10. Harry and Bobby Connor, have launched The Extra Click. Pictured are Lisburn Lord Mayor Andrew Ewing; Harry Connor Extra Click; Chairman of Economic Development Department Allan Ewart and Bobby Connor.

PHOTOCALL 11. Oonagh Boman is pictured with founder and owners of Domina Debora and Sonia Dal Sasso at the official Irish and UK Domina Launch in The Cabaret Club, Belfast.

12.The Danske Bank Accountancy Award 2014 was recently presented to Philip Hegarty. Philip is pictured receiving his award from Stephen Matchett, Chief Financial Officer, Danske Bank and Paul Henry, Chairman of the Chartered Accountants Ulster Society.

13. Launching AuditPlus, a solution in audit compliance from Belfast company Audit Comply, at Titanic Belfast were Ruth Coils, Ballyrashane Creamery, Kevin Donaghy, AuditComply and John Miller, Invest NI.

14. Participants of the second Deloitte Data Analytics Academy are celebrating their graduation from an intensive nine-week training course. Pictured are Dr Danny McConnell, technology partner at Deloitte in Belfast (seated at centre), Briege Arthurs, Chief Executive of South Belfast Partnership (back row, third from left) and Deloitte Digital South Champion, Máirtín Ó Muilleoir.

15. Pictured from left are Nicole Ross, Home Sweet Home Candles; Jason Campbell, Gemat Sign Company and Michael Crymble, Geoff Castles Boiler Services. They’ve been named the regional winners of the Grow Global Export programme.

PHOTOCALL

16. Telford Opticians has invested £100,000 to open a new branch in Bangor, creating three new posts. Part of the investment was funded by Danske Bank. Telford Optician owners Len Telford and William Stockdale with Austin Coll, Business Manager, Danske Bank.

17. The Association for Project Management NI Branch recently hosted a lunch briefing for corporate members. Pictured from left are Gerry Coghlan Chairman APM NI Branch, Sara Milne from Group IT at Lloyds Banking Group and Tricia Moon, APM’s Membership Development Manager.

18. Ulster Bank Senior Agriculture Manager, Cormac McKervey launches a farm safety competition that Ulster Bank is running in partnership with the Health and Safety Executive NI and the RUAS, with pupils Eoin McCollum of Cross and Passion College, Ballycastle, and Grace Wilkinson of Ballycastle High School.

19. Ewing’s, a supplier of fresh fish, smoked salmon and seafood to many top restaurants and hotels, has been assisted by Invest Northern Ireland to improve profitability and overall competitiveness by harnessing the latest information technology systems. Pictured (left) is Crawford Ewing, Ewing’s, with Olive Hill, Invest NI.

19 APRIL 2015

20. Michael Graham, Head of Private Client, at Belfast law firm Cleaver Fulton Rankin with Ulster Orchestra’s lead violinist, Danny McCann-Williams, celebrating the law firm’s sponsorship and support of the orchestra’s programme of events and concerts.

PHOTOCALL 21. Students from Belfast High School’s Young Enterprise team Source which sells hand-crafted henna candles. They’re pictured with Education Minister John O’Dowd.

22. Northern Ireland Food and Drink Association (NIFDA) Board members met with the EU Commissioner for Agriculture and Rural Development Phil recently. Pictured from left are Dr David Dobbin CBE, NIFDA Chairman, Phil Hogan, EU Commissioner for Agriculture and Rural Development and Michael Bell, NIFDA Executive Director.

23. Cllr Tim Attwood (SDLP), Sammy Wilson MP (DUP), Dennis Rooney CBE (Chairman), Cllr Paula Bradshaw (Alliance), Danny Kinahan MLA (UUP) at an RICS hustings event in the Mac, Belfast.

24. Flybe cabin crew Linzi Ferguson and Christina Johnston pipe in Flybe’s summer schedule and the 10th anniversary of the airline’s services from George Best Belfast City Airport to Aberdeen.

25. The Northern Ireland Football League have agreed an extension of their partnership with Danske Bank as title sponsors of the Premiership.Danske Bank CEO, Gerry Mallon holds the Gibson Cup alongside NI Football League Managing Director, Andrew Johnston.

CONFERENCE

Summit success Tourism, travel and hospitality experts in Belfast for Tourism Summit.

elegates attending the Tourism Summit, organised by the Northern Ireland Hotels Federation with support from First Trust Bank, welcomed the news that the industry, which is the fourth largest employer in the UK, is set to grow by 15% in Northern Ireland by 2020. The event took place at the Hilton Hotel Belfast.

The keynote speakers were joined by industry panellists to explore topics including cutting VAT and the challenges and opportunities for tourism. Representatives from each political party were on hand to outline their commitment to the sector post-Westminster election.

Keynote speakers Ufi Ibrahim, Chief Executive of the British Hospitality Association and Rohit Talwar, global futurist.

L-R: Danny Kinahan MLA, Margaret Ritchie MP, Jonathan Bell MLA, Janice Gault (Chief Executive, NIHF), Naomi Long MP and Phil Flanagan MLA.

Mark Henry (Tourism Ireland), Rajesh Rana (Andras House and NIHF board member) and Stephen McNally (President IHF and Dalata Hotels).

Susie McCullough (Tourism Northern Ireland), Mandy Patrick MBE (NIHF), Doreen McKenzie (Knock Travel, NIFTTI & ABTA) and Janice Crowe (Belfast Waterfront and Ulster Hall).

Brian Gillan (Head of Business Banking, First Trust Bank), Arlene Foster MLA and Mandy Patrick MBE (President, NIHF).

L-R: Professor Deirdre Heenan (Ulster University), Brian Gillan (First Trust Bank), David Gavaghan (Visit Belfast) and Uel Hoey (Belfast International Airport).

APRIL 2015

EVENTS

CanapĂŠs and cocktails The cream of the last monthâ&#x20AC;&#x2122;s business events.

The Speckled Hen wins Best New Business Award sponsored by Lisburn Enterprise Organisation.

L-R: Prof Neil Gibson, Jamie Delargy, Michael Hall, Neville Crowe and Rob Heron.

Decora Blind Systems Ltd wins Best Business Growth Award sponsored by associate sponsor Hanna Thompson Chartered Accountants.

Michael Hall from EY.

PJ Brogan wins Excellence in Customer Service (Retail) Award sponsored by Lisburn City Centre Management.

L-R: Michael Hall, Rob Heron, Neville Crowe and Prof Neil Gibson.

Lisburn City Business awards

EY Budget Breakfast

Lagan Valley Island hosted the 2015 Lisburn City Business Awards. Now in their 10th year, the Awards are organised and managed by Lisburn City Council in association with Hanna Thompson Chartered Accountants, and recognise outstanding businesses in the Lisburn area.

Business advisors EY held their Budget Breakfast Briefing in The MAC Belfast the day after the budget. Neil Gibson, economic advisor to EY and experts from EY evaluated the key outcomes of the Budget and what they mean for the Northern Ireland business community.

EVENTS

Chowing down at the NIFDA awards The Ramada Plaza Hotel in Belfast was the venue for the NI Food and Drink Awards 2015, sponsored by Ulster Bank.

Howard Hastings of Food NI (left) presented the Peopleâ&#x20AC;&#x2122;s Choice Winner to David Thompson and Ross Thompson of Punjana for their Original Brand Tea.

The Ulster Bank Best New Product, Small Company was presented by Ulster Bankâ&#x20AC;&#x2122;s Ellvena Graham to Lindsay Skinner of Punjana Tea for their Thompson Family Signature Tea.

The Best Event/ Initiative for Promoting Quality Local Food and Drink, sponsored by DARD was presented to Howard Hastings (left), Food NI for the NI Food Pavilion at Balmoral Show 2014 by Noel Lavery, DARD Permanent Secretary.

The Ulster Bank Best New Product, Medium Company was presented by Head of Ulster Bank NI, Ellvena Graham (right) to (l-r) Martin, Jack and Tracy Hamilton of Mash Direct for their Vegetable Burger with Spring Cabbage.

The Ulster Bank Outstanding Contribution to the NI Food and Drink Industry was awarded to Richard Wright, BBC Radio Ulster Farmgate by Ellevena Graham, Head of Ulster Bank Northern Ireland.

Noel Thompson BBC, DEL Future Leaders Award winner Jack Hamilton of Mash Direct and Mervyn Langtry of DEL (right).

The Invest NI Service Sector Award was presented by DETI Minster Arlene Foster to Anna Taggart of Yummy Bakes NI for their Lemon & Coconut Yummy Cake. The Ulster Bank Best New Product, Large Company was presented by Ellvena Graham (r) to Paul Johnston (l) and Elaine Willis of Linden Foods for its Pork Saltimbocca.

APRIL 2015

TECHNOLOGY

Behind the tech

By Adam Maguire

Fitbit Surge

he wearables market has been getting a lot of media attention in recent weeks, largely thanks to Apple, but Fitbit is one of those companies that has been quietly working in the space for many years.

With its Watch, Apple has taken the ‘small computer on your wrist’ approach to the technology – but for Fitbit, the focus has always been around fitness. The Surge is a clear example of this – it has a GPS tracker and heart rate monitor to help map a user’s activity levels through the day. It also monitors sleep and syncs the information wirelessly so people can easily review what they’ve done on their smartphone or PC. This stripped back approach – along with a monochrome screen – helps it to run for a week or more without a charge... compared to the less-than-24-hours that Apple’s Watch offers. But the Surge is not for everyone – it’s hardly the prettiest device in the world, and it’s a tad chunky on the wrist. At £199 – just £100 less than Apple’s cheapest alternative – it’s hardly bargain basement stuff either.

Apple MacBook Pro 2015

pple’s insanely thin new MacBook took all the limelight at the company’s recent event, but some important upgrades to its Pro line make it a compelling alternative. Measuring just 1.3cm at its thickest point and weighing a mere 2lbs, you can understand why the new MacBook gained so much of that attention. But at 1.8cm thick and 3.5lbs, the MacBook Pro can’t exactly be called bloated. It also has a lot to offer within that slightly larger frame; including a faster processor, better battery life and bigger screen. It also comes with the same amount of RAM, the same novel trackpad that responds to a user’s precise touch and some incredibly fast storage space too (less of it than the MacBook, it should be said). It also manages to do all of this for £50 less – so if you don’t mind that little bit more bulk in your bag, this could be the laptop for you.

TECHNOLOGY

Samsung Galaxy S6

aving soared rapidly to the top of the smartphone market, Samsung’s sales have been struggling lately. The company will hope its new Galaxy S6 will be the thing to stop the rot and bolster sales. Samsung has been coming under pressure from all sides lately, losing market share in both the premium and entry levels of the smartphone space. Responding to this is no easy task either, as it must find a way to differentiate itself from rivals without turning to gimmicks (as it has done in the past). With the Galaxy S6 it seems to have struck that balance. It has worked to make its already strong camera even better, while also improving the quality of the screen. Perhaps most importantly,

it has also shown a renewed seriousness about design – both in its software and hardware – which is something the company has traditionally tended to slack on.

Microsoft Surface 3

icrosoft’s Surface line has always struggled in a headto-head against other tablet devices – but as a laptop replacement, it suddenly becomes very interesting. The new Surface 3 aims to push this advantage home by blurring the line between the two product categories even further.

The key question is whether they have done enough to attract customers and – critically – convince existing Galaxy owners that now is the time to upgrade.

The most noticeable shift that Microsoft has made with its latest version of the Surface is to put the full version of its Windows operating system on the hard drive – as opposed to the limited version that previous models tended to ship with. In order to help this along the company has also opted for a stronger processor, but it has managed to do all of this in a thinner and lighter frame than before. The screen has been made slightly bigger, while its ratio has shifted to match the ‘Pro’ alternative. Various accessories – like the clip-on keyboard cover and pressure sensitive pens – have also been borrowed from its bigger brother. Hybrid devices can often be the worst of both worlds, failing to solve any problems while creating new ones to boot. With the Surface 3, though, Microsoft may have actually found a sweet spot that will make it relevant in the touchscreen world.

APRIL 2015

BUSINESS TRAVELLER

Melita Williams, founder of Bespoke Northern Ireland game Apps. I’m a bit of a philistine on the App front, but I am officially obsessed with my Kindle and Twitter. Have you ever unexpectedly run into someone you know from home in a far flung destination? No, but a lot of the Business Tourism workshops are held in Irish Embassies, where we take ‘the island of Ireland’ to the venue. Local diaspora are often in attendance, as well as potential clients. They get very excited about home and love my marketing presentations on Northern Ireland and Belfast and all the latest news with regards new hotels, venues, and tourism products. What do you enjoy most about working internationally? I love the enthusiasm that international Business Tourism and incentive agencies genuinely have for this country. I love marketing and selling Northern Ireland to the rest of the world – especially as economically, every Business Tourism client or delegate is worth three or even four times that of a leisure visitor.

How often do you travel and why? At least once a month and mostly to Europe. I meet conference, meetings and events clients or buyers at trade shows, usually organised by Tourism Ireland and Visit Belfast. Other than your phone, what are the three things you couldn’t do without when travelling for work? My Kindle is first in the bag, along with a small notebook for scribbling when the phone/laptop have to be switched off pre-take off and landing – it’s great for any ‘Eureka’ moments. I recently bought a new treat – a powered portable organiser by Knomad. Have you found a good way to work while you are on the move? My Priority Pass. I’m a big fan of the new Aspire Lounge at Belfast City Airport. I’m still getting to grips with the Siri voice recognition function on my iPhone for notes ‘on the go’ that automatically turn into text. What would be your top tips for anyone embarking on a job that involves a lot of travel? Get your admin systems in place – have a dedicated folder on your computer to file your flight details, hotel bookings, confirmations etc so that you can find them last minute. Set up your ‘nearest and dearest’ on Skype or What’s App so that you can still keep in touch without coming home to a horrendous phone bill. What’s your favourite App for passing the time? I use a French and German language App for work, but I don’t get

What’s your favourite city/country in the world and where has disappointed you? I worked in Auckland and really loved it in terms of variety of cultures, proximity to beaches and the flat white coffees. I attended a sales mission with Tourism Ireland to South Africa last year and I found Johannesburg disappointing. Even though we know about the security issues in the city, it really did stop us from getting out and about and made for rather a limited hotel-bound experience What do you look for in a good hotel? Free WiFi, friendly concierges with a wealth of local knowledge. I’m also especially pleased when I see shampoo and conditioner in the bathroom and chocolate in the mini-bar! What’s the best airline you’ve flown with and the best hotel you’ve stayed in? Air New Zealand and Emirates. More locally I’m a big Flybe fan – as long as it’s not too gusty! There is a super hotel in Mauritius called Paul and Virginie Hotel and Spa. Officially it’s a 3 star, but it’s so friendly, relaxed and offers great water sports. The view from The Jumeirah Beach Hotel of the Burj Al Arab Dubai isn’t bad either! Do you speak any languages and if so, have they been of use on business trips? Basic French, some Spanish and I am planning to learn German. In my line of work I’m lucky as Business Tourism professionals have an amazing grasp of English. My native Welsh comes in handy around rugby season.

TRAVEL

Airport schools go behind the scenes at The MAC

Safe Travels This month we chat to Dr Clive Patterson about the benefits of visiting Lisburn Travel Clinic prior to travel abroad.

Pictured helping P6 Victoria Park pupils with their works of art is Paula Bittles of George Best Belfast City Airport.

eorge Best Belfast City Airport teamed up with The MAC to offer their adopted schools behind the scenes access to the popular arts venue’s awe-inspiring galleries.

Pupils from two of the airport’s adopted schools – St. Joseph’s Primary School and Victoria Park Primary School – were treated to a ‘Gallery Challenge’ workshop where they honed in on an inspiration of their choosing. Led by local artists Katrina Sheena Smyth and Charlotte Bosanquet alongside The MAC’s education team, the children gained invaluable insight into how to recreate some of their favourite art forms and design their very own masterpiece. Paula Bittles from Belfast City Airport, said: “Belfast City Airport is committed to providing even the youngest members of our community with invaluable and memorable experiences to help expand and nourish their intellectual and social development. “With that in mind, we are absolutely delighted to be working with The MAC to provide these children which such a fabulous opportunity.” Mrs Gillian McDougall, a teacher at Victoria Park Primary School, said: “We would like to say a huge thank you to both Belfast City Airport and the entire team at The MAC for their warm hospitality and for giving the children a truly unforgettable experience.” As part of the airport’s community engagement initiatives, the Belfast City Airport has invested more than £180,000 into a number of local groups and projects which aim to strengthen community relations, sport, social development, environmental responsibility and education through its Community Fund. For more information contact: communityfund@belfastcityairport.com

APRIL 2015

All too often people book trips and are unsure of the precautions they should take prior to travel or what vaccinations are needed for specific countries. The recent Ebola outbreak, the cases of malaria in Belfast, and the tragic death of the young lady in the Royal Victoria Hospital from rabies, have focused all our minds on the need for travel health education and up-to-date immunisation planning. Here at Lisburn Travel Centre we offer a ‘one-stop-shop’ service on behalf of GP’s throughout Northern Ireland, offering all travel advice and vaccines (private and NHS), including Yellow Fever, as we are a registered Yellow Fever Centre. Initially we were aware how busy treatment rooms can be and so we developed our dedicated clinic in line with guidelines from the Department of Health and the Health Board. There are morning, afternoon and evening appointments, bookable by telephone only (028 9250 1281). Upon arrival with one of the dedicated teams of specialist travel health nurses, we offer a consultation and risk assessment of all travel and health details. This enables us to give the best possible and most up to date information about what is required or recommended for the areas you are travelling to. We understand it can be difficult to absorb the information you receive, so we provide a take-home information pack for every traveller. The nurse can take the time to advise which immunisations are recommended and also if the vaccines are available on NHS prescriptions or private-only. ALL vaccinations can be administered at the clinic at that appointment (courses of vaccines may require repeat appointments over subsequent weeks). Please note that groups can also be catered for, and charitable organisations are usually given a discounted rate. So, if you’re planning the trip of a lifetime or a visit to a high risk country, please contact Lisburn Travel Clinic on 028 9250 1281 for more information. You can also browse our website at www.lisburntravelclinic.co.uk. Dr Clive Patterson is the Medical Director of Lisburn Travel Clinic.

Lisburn Travel Clinic Lisburn Health Centre Linenhall Street, Lisburn BT28 1LU Tel: 028 9250 1281 Out of Hours: 028 9250 1281 www.lisburntravelclinic.co.uk

SPORT

Golfing success: how NI businesses can tee up marketing opportunities

By Geoff Wilson, board member of CIM in Ireland

orthern Ireland is currently at the epicentre of world golf. We have the world’s number one player Rory McIlroy, the new captain of the European Ryder Cup team Darren Clarke and former US Open winner and Ryder Cup player Graeme McDowell. Royal Portrush and Royal County Down are among the top ten links courses in the world and we have the Irish Open in Newcastle in May. It is a real success story but the question is how can local businesses take advantage of this unique situation? Well, for starters our businesses should start to gear themselves for specific golf-related marketing campaigns and promotions. Whether you are a restaurant, hotel or in retail you should consider how you can promote your brand on the back of the Irish Open. Small companies should try to find an innovative tie up with local organisations involved in the golf industry. Maybe create your own golf-themed event or campaign around the Open. Try to make contact with local sports consultants to see how your business can get involved. Can you work with a local golf club or an amateur or professional player to promote your campaign? For those businesses around the Newcastle area, make sure your product and customer service is top class in order to impress and entice visitors back once the tournament is over. Spend time on training your staff and don’t forget to capture customer data!

For those businesses who see no direct link with golf, what about running customer or staff competitions or hosting a VIP event for your top customers around the Irish Open? Geoff runs his own Sports Consultancy, working with clients such as FIFA. He is also on the board of SportNI. You can follow Geoff on twitter @geoffwnjwilson or Linkedin at www.linkedin.com/in/geoffwnjwilson

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TECHNOLOGY

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Business Diary

May 2015

date

event

venue

CONTACT

12 May 09:00 - 17:00

An Estimators Introduction to the NEC3 Organiser: CEF

CEF Offices, 143 Malone Road, Belfast BT9 6SX Cost: £250 +VAT Members Cost: £333 +VAT Non-Members

Contact Kathryn Webb on 028 9087 7143 or email: KathrynW@cefni.co.uk

13 May 08.00 - 11.00

How to Become a Digitally Literate Director Organiser: IoD

Riddel Hall, 185 Stranmillis Road, Belfast BT9 5EE Cost: £50 +VAT Members £100 +VAT Non Members

To book contact IoD Northern Ireland on 028 9068 3224 or visit www.iodni.com

14 May 07:30 - 09:00

Breakfast Seminar – Presentation by Gerry McGinn, Chairman of the Strategic Investment Board Organiser: Sales Institute of Ireland

Hilton Hotel, Belfast Cost: FREE for Members £45 for Non-Members

For further information call 028 9061 5010 or email: info@bespokenorthernireland

14 May 09:30 - 10.30

Variation of a Contract Organiser: Labour Relations Agency

Labour Relations Agency, Head Office, Belfast BT1 2LG Cost: FREE

For further information visit www.lra.org.uk/index

20 May 12:00 - 14:00

CBI Lunchtime Briefing with Finance Minister, Simon Hamilton MLA Organiser: CBI

Ramada Plaza, Belfast Cost: FREE for Members

21 May

7th Annual Women In Business NI Conference Organiser: Women In Business

Hilton Hotel, Belfast Cost: £80 +VAT Standard/Member £100 +VAT Non Member

For further information or to book visit www.womeninbusinessni.com/events

22 May

GroceryAid Ulster Grocers’ Ball Organiser: GroceryAid Charity Committee

Culloden Hotel, Belfast Cost: £1,500 per table of 10

For further information or to book email: markbeckett@greerpublications.com

For more information email: anthea.savage@cbi.org.uk

If you would like to promote an event or conference please contact Sonia Armstrong (soniaarmstrong@greerpublications.com)

MY DAY

Uncovering the 9-5

10am Every day is different for me so after team meetings I am either out of the office at meetings with our Action Renewables Association members or attending promotional photo calls for some large projects we have worked on, like the recent ROC Accreditation for the increased capacity at the AFBI Hillsborough anaerobic digester and biogas combined heat and power (CHP) system.

12.30pm I usually bring my lunch to the office with me, and my colleagues and I try to get away from our desks to eat. We don’t allow meetings in our boardroom from 12.30pm – 1.30pm so that staff members can catch up over lunch and take a proper break from their work.

1.30pm In my role as business development manager I spend a lot of time researching new opportunities and new markets for us to expand into. A lot of my time at the moment involves researching the Scottish market where we are hoping to expand our service of offering accreditations to non-domestic customers applying to the Renewable Heat Incentive scheme.

Name: Nicola Branagh Position: Business Development Manager, Action Renewables

Action Renewables is also the Secretariat of The All Party Group on Renewable Energy and we run meetings throughout the year to inform MLAs and Ministers of the benefits of renewable energy. We usually hold the meetings in the afternoon so that the MLAs are free to attend. Our latest meeting, held at Camphill Community Group, Clencraig, addressed the topic district heating schemes. The atmosphere at Camphill is amazing and their whole ethos and way of living is inspiring.

5.30pm 6.45am The alarm goes off and I hit snooze for an extra 15 minutes of sleep before tackling the busy day ahead. I try to spend some valuable time with my dog, feeding and walking him, before leaving him on his own while I’m at work. I have my morning routine down to a science and can get ready to be out the door in 20 minutes, by 8am. I car share with some of my colleagues who live nearby, and we get into the office at around 8.30am.

8.30am After making my obligatory green tea, I sit down to my emails and plan out my long to-do list for the day, and I think it’s the best way to stay organised when every work day is different. We usually hold team meetings once a week, but in the run up to big events and particularly our Action Renewables Association awards luncheon I call two meetings a week. Our team meetings are mainly to discuss what activities each department has going on and bounce new ideas off one another.

Everyone usually leaves the office around 5.30pm and we car share home when possible. A lot of my colleagues actually cycle to and from work, and I would love to cycle to clear my head – but unfortunately I live slightly too far away! After I get home, I feed the dog and take him out for another walk before I think about dinner. He’s a golden lab and loves to get out for a run in the fields close to my house.

7.00pm If my boyfriend is feeling generous he will cook for me and have dinner ready by the time I get back with the dog. We both try to eat well, so some nights we will have soup or roast chicken, but other nights we will order pizza. It really depends on what mood we are both in and how busy our days were. I put my feet up and relax with my boyfriend and the dog or unwind by reading a book and having a bath. I don’t watch a lot of TV but will watch an hour or so before bed. After winding down for the evening I try to get to bed before 11pm to ensure I’m rested up for another busy day at Action Renewables!

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