Ulster Business - October 2015

OCTOBER 2015 Price ÂŁ2.30 (â‚Ź3.75)

Ready to build Bank of Ireland UK and the strengthening foundations of the Northern Ireland property market

Food, Drink & Agriculture: Crying over spilt milk?

Health at Work: The importance of minding your head

ISSN 1363-2507

9 771363 250005

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A&L Goodbody is proud to be named Northern Ireland Law Firm of the Year

We would like to thank our clients who are central to our success

To find out how we can assist your business, please contact: Mark Thompson, Head of Belfast Office 42/46 Fountain Street, Belfast BT1 5EF +44 28 90 727 591

Julian Yarr, Managing Partner IFSC, North Wall Quay, Dublin 1 +353 1 649 2000

www.algoodbody.com

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Contents 6 News

38 Business Finance

82 Appointments

New jobs in Ballymoney, new technology in Belfast and new mushrooms in Dungannon

We find out what businesses are really looking for in a bank

Who has moved where, to do what, and why? We’ll tell you

14 Cover Story

54 Food, Drink & Agriculture

90 Canapés and Cocktails

Bank of Ireland takes a look at the rejuvenated property market

Is the milk crisis a problem of our own making? John Simpson discusses

Were you out and about at a business event last month? You might be here

18 Meade’s Musings

64 Health at Work

92 Technology

The mentalist is back and he’s helping you negotiate

We find out why the mental health of your workers is key

Adam Maguire gives us a rundown of all the best gadgets and gismos

30 Construction & Property

76 Executive Motoring

98 My Day

David Little reveals how the house building sector is performing

Pat “late on the brakes” Burns checks out the latest motors to hit the forecourts

Ruth McDonald from 4C Executive Search takes us through her working day

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C H R I ST M A S AT S A P H Y R E E S S E N T I A L I N D U LG E N C E

Christmas Lunch Set Menu Scallop Ceviche Clementine, Wasabi, Fennel Ulster Fry Slow Poached Hen Egg, Potato Bread Espuma, Crispy Bacon, Soda Bread Croutons, Roast Tomato and Black Pudding Artichoke & Truffle Soup Game Croustillant

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Turkey Smoked Bacon, Chestnuts, Bread Sauce Braised Venison Spiced Red Cabbage, Pine Pomme Purée Poached Salmon Sprout Leaves, Smoked Salmon Emulsion

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Apple Tarte Tatin Star Anise, Calvados Bitter Chocolate & Vanilla Cream Chestnuts, Clementines Selection Of Irish & Continental Cheese (supplement £3) Two courses £22 Three courses £26

Christmas A La Carte Ulster Fry Slow Poached Hen Egg, Potato Bread Espuma, Crispy Bacon, Soda Bread Croutons, Roast Tomato and Black Pudding £11 Foie Gras Torchon Quince, Panettone £12

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Quail Dukkah Spices, Pomegranate, Parsnip £12 Scallop Ceviche Clementine, Wasabi, Fennel £12

~ Turkey Smoked Bacon, Chestnuts, Bread Sauce £22 Monkfish Tail Chestnuts, Pied Bleu, Celeriac £24 Turbot Squid, Cauliflower, Raisins £26 Tournedos Rossini Fillet of Beef, Cured Foie Gras, Winter Truffle, £29

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EDITOR’S COMMENT

Time for leadership

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elcome to the October issue of Ulster Business. In this issue we have a smorgasbord of insightful content looking at some of the most important aspects of the Northern Ireland economy; from construction to banking, from farming to health at work.

It’s a cross section of some of the most exciting, yet challenged industries which are interlinked in a number of ways.

The construction and property markets are by no means completely out of the woods, but are showing more positive signs of recovery than they have for years.

The banking sector appears to have got its house in order and is again focusing on the actual process of lending money and that’s helping support growth throughout the economy.

The farming and agri-food sector is weathering the latest storm to hit its well-worn shores with the usual stoicism.

Meanwhile, we also look at the importance of monitoring and maintaining positive mental health in the workplace, a factor which is increasingly important during times such as these.

And of course we touch on the broken record that is the Northern Ireland Executive, one which appears willing to argue with its own shadow.

It gets tiring in these pages to bemoan the lack of leadership which is shown by those in this region who hold positions of political power, but it needs to be said.

Business leaders are truly exasperated by the latest road block on Northern Ireland’s journey to prosperity and have been urging the Executive to get its act together.

It’s time to lead.

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 Khara Pringle

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.

OCTOBER 2015

While lower milk and other commodity prices are dulling the sector’s sheen, a much more efficient and innovative processing sector mean it is able to cope with this – hopefully – short-term volatility in global markets.

Sales Executive Susan Simpson

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

NEWS

The Big Numbers 2

Engineering firm creates 87 jobs for Ballymoney

The percentage growth in the Northern Ireland economy expected for this year, according to Danske Bank. It forsees a moderately better performance of 2.2% next year.

5.2 The expected percentage growth in the ICT sector this year, according to Danske Bank.

1.4 The expected shrinkage in the agri-food sector this year, according to Danske Bank.

It said the industry has encountered a perfect storm this year in terms of rising supply of commodities, reduced demand from China and emerging markets, a strong pound and high operating costs.

14 The number of tonnes of wheat produced per hectare by trials at AFBI’s research facility at Crossnacreevy, a record for Northern Ireland.

£14.85m The drop in payments to Northern Ireland’s farmers from the European union this autumn as a result of the weaker euro.

Payments are calculated in euros before being paid out in sterling.

90 The percentage premium paid to workers in Northern Ireland’s so-called knowledge economy.

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Pictured (L–R) during a visit to the companies’ premises are Jonathan McAuley, Managing Director of McAuley Precision and McAuley Fabrication, Invest NI Chief Executive Alastair Hamilton and David Condell General Manager.

Photo by Aaron McCracken/Harrisons.

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Ballymoney company is creating 87 new jobs as part of a £5m expansion of its engineering business.

As well as the new jobs, sister companies McAuley Precision and McAuley Fabrication are investing in new technology and marketing and plan to expand their involvement in the rapidly expanding aerospace sector.

The posts – 23 of which are already filled – will be filled over the next four years and will command salaries of just over £24,000 annually in advanced manufacturing.

McAuley Precision Limited focuses primarily on precision machining and tubular work for the transportation, oil & gas and aerospace sectors, while McAuley Fabrication Limited focuses on sheet metal fabrication work, including punching, folding and welding for the transportation sector.

Jonathan McAuley, Managing Director of McAuley Precision and McAuley Fabrication was excited about the future for both companies.

“This investment signals a major milestone in our growth strategy and will help us to cement our reputation as credible suppliers in our target markets.

“The international aerospace and transportation sectors are particularly important growth areas for us and working with Invest NI we aim to scale up our workforce and manufacturing capabilities to secure work within these valuable supply chains.

Invest NI has offered McAuley Precision £500,000 and McAuley Fabrication £120,000 to support their growth plans.

“McAuley Precision and McAuley Fabrication have worked closely with Invest NI over a number of years and the £620,000 offer of support towards this investment will help the companies to both grow their customer base and help strengthen the Northern Ireland Aerospace supply chain cluster,” Alastair Hamilton, Invest NI Chief Executive said.

Welcoming the investment, Leslie Orr, Manager of ADS Northern Ireland said: “Industry and government have a joint strategy to double the size of the Northern Ireland Aerospace sector to £2bn per year and increase employment by an additional 4,000 jobs by 2024. I would like to warmly congratulate McAuley Precision and McAuley Fabrication on their investment plans which will make a valuable contribution to the growth ambitions of our local aerospace sector.”

NEWS

Peace line broadband opens globe for business park tenants

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mall firms at a business park which spans the peace line at the lower Falls and Shankill Roads are going global with the help of a scheme to improve connectivity.

A total of 43 sole traders and micro businesses at Townsend Enterprise Park are now benefiting from some of the fastest internet speeds in the world through a new deal with Novosco, which is helping them expand their markets.

Speeds of one-gigabyte-per-second are available to tenants such as Stephen Farnan Studios, which is now able to sell its porcelain landscapes around the world, following Novosco installing its Cloudstream offering there this month.

The Belfast-headquartered IT company has signed up the business park as part of the Belfast City Council Superconnected Cities scheme, of which Novosco is a preferred supplier. It utilises funding from the Department of Culture, Media and Sport (DCMS) to help increase access to superfast broadband.

John Lennon of Novosco, Stephen Farnan of Stephen Farnan Studios, and Margaret Patterson-McMahon of Townsend Enterprise Park.

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NEWS

Quotes of the month

Technology company pledges to grow local production

“The economy must not be allowed to drift, political problems must be resolved and policy makers should return to the job of creating an economy which offers opportunities and a better quality of life for everyone in Northern Ireland.”

Danske Bank economist Angela McGowan

“It is crucial that the welfare and finance provisions of the Stormont House Agreement are implemented because if they are not, more and more money will continue to pour into an unreformed high cost welfare system in Northern Ireland, leaving less and less for crucial front line public services. That could threaten the whole future of the devolved institutions.”

Secretary of State, Theresa Villiers

“For the Committee, over the next five years, we will need to focus on social issues in areas such as social entrepreneurship and job security – and of course on migration issues. Under my specific budgetary responsibilities, I intend to continue our constructive cooperation with the Budgetary Authority and maintain a rigorous and transparent financial management of the EESC.” Michael Smyth, the newly elected vice-president of the European Economic and Social Committee

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Queen’s University spinout company considered to have huge growth potential has vowed to maintain its manufacturing base in Northern Ireland after receiving substantial European Union funding.

Belfast firm MOF Technologies said it will use the €1.2m it has been awarded as part of the European Horizon 2020 project to scale up production in the city at new facilities which it hopes to open early next year.

CEO Dr Paschal McCloskey said the firm is bucking the trend set by similar companies in the technology sector which have off-shored production “MOF Technologies view this success in securing funding from Horizon 2020 as verification of our plans to scale up our innovative production process,” he said. “This ensures the ongoing growth of our company to deliver the full commercial potential of MOFs in the clean tech and other industry sectors”.

MOFs is an abbreviation of metal organic frameworks, a term which refers to so-called solid absorbents which have been found

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to absorb gas at lower temperatures, and were only discovered 15 years ago.

MOF Technologies – which employs six people currently in south Belfast – are at the forefront of commercialising the use of MOFs in a number of different industries, including storing excess heat from computer servers at data centres, a process it is exploring together with computer giant IBM. Improved safety is also a big selling point for the technology because the process allows gas to be stored at lower pressures, making its use in the likes of gas-powered cars have huge potential.

“Our technology could significantly reduce the size of a gas tank in a car and because the gas is being stored at a lower pressure, it’s safer and the design can be altered much easier,” Dr McCloskey told Ulster Business.

He said the company has a number of strong commercial leads across various sectors.

MOF Technologies is one of only around three companies in Northern Ireland to have been awarded European Horizon 2020 funding.

NEWS

Dungannon company caps stellar growth with Waitrose award

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Dungannon mushroom company has picked up an award from one of the UK’s biggest supermarkets at the end of a four year growth phase for its business.

Hughes Mushrooms was presented with a Waitrose Way Award at a ceremony in the House of Lords in Westminster.

It is given to suppliers of the supermarket which have made outstanding efforts and achievements in supporting the leading retailer to deliver its ethical and sustainability objectives.

Hughes has been supplying its mushrooms to Waitrose for seven years. That contract, along with others to the likes of Sainsburys and Aldi, have helped the Dungannon firm to double its turnover in the last four years to £29m and it now delivers over 240 tonnes of mushrooms to the UK market each week.

“It’s great that our mushrooms, and the business behind it, are getting recognition at the very highest levels within the food retailing industry in the UK,” Emmet Hughes, Director, Hughes Mushrooms

OCTOBER 2015

Daniel, Emmet and Ciaran Og Hughes are pictured with a fresh batch of mushrooms as they collect their Waitrose award at the House of Lords in London.

said. “It’s also a result of the hard work and dedication of our employees and network of dedicated growers in Northern Ireland.”

And he expected to see further expansion of the business, which employees 100 people, in the years ahead.

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NEWS

Brett Martin shines a light on rugby fortunes

Terence Brannigan, chairman Tourism NI, and Noel McMeel, Head Chef, Lough Erne Resort, pictured with a map of Northern Ireland made from delicious local produce and featuring food models of some of Northern Ireland’s tourism icons.

Food and drink at heart of tourism industry for 2016

Brett Martin Marketing Manager Hayley Lowry is pictured with Technical Services Manager Michael Johnson and the Marlon CS Production Manager William Martin.

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ourism NI has launched a major initiative aimed at putting food and drink at the heart of the Northern Ireland visitor experience.

The Year of Food and Drink 2016 will be a year-long celebration aimed at boosting Northern Ireland’s reputation as a destination.

The year will see a series of events and industry development programmes celebrating quality, innovation, creativity and entrepreneurship in the food and drink sector.

The initiative, led by Tourism NI and involving a wide range of partners and key organisations in the food and drink industry across Northern Ireland, is intended to stimulate trade, tourism growth and an increase in visitor spend.

Tourism NI is supporting the initiative with the development of masterclasses and mentoring programmes and a series of events and advisory roadshows.

It has also produced an industry toolkit to help anyone who wants to get involved in promoting their food and drink offer in their area.

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rett Martin has revealed it supplied the plastic roof sheeting as its part of the redevelopment of the Queen Elizabeth Olympic Park stadium in London where a number of games are being played.

The multi-million pound deal was awarded by main contractor Balfour Beatty on behalf of the London Legacy Development Corporation and saw the Newtownabbey company supply 87 tonnes of its “Marlon CS Longlife polycarbonate”, clear plastic sheeting which allows sun to shine on the stadium but keeps rain off spectators and the pitch.

The redevelopment of the stadium, which is set to host five games during the 2015 Rugby World Cup, involved doubling the size of the original roof structure to cover all of the 54,000 spectator seating in the venue.

Brett Martin’s team, headed up by Technical Services Manager, Michael Johnston, worked alongside architects Populous to develop a light weight design solution which would offer the necessary versatility to be configured to fit the complex concentric structure of the new stadium roof.

“We are incredibly proud to have supplied a critical component in the construction

of the roof canopy in the London Olympic Stadium Transformation Project,” William Martin, Production Manager at Brett Martin’s Marlon CS plant said. “The project is a feat of production and delivery logistics and upon completion of the stadium, we have demonstrated our technical excellence and expertise in the delivery of specialist and large scale roof lighting projects.”

Following the Rugby World Cup games throughout October, the stadium will close for one last time to allow completion of its final phase where the multipurpose site will be home to West Ham United Football Club as well as the new national center for athletics.

The Olympic Park is the latest in a long list of stadia which Brett Martin has supplied.

It has supplied the specialist sheeting to some of the most well-known grounds in the world including Manchester City’s Etihad stadium, Liverpool Football Club’s Anfield, Manchester United’s Old Trafford, Wembley, as well as a host of other well-known venues.

The company employs a total of 797 people (400 in Newtownabbey), and turns over £136m a year supplying products to over 70 countries worldwide.

NEWS

Waterfront signs Ulster University deal

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elfast Waterfront has signed a new three-year contract with Ulster University to host their summer graduation ceremonies.

The new deal runs until Summer 2018 and will mark 20 years of the partnership.

Students graduating in summer 2016 will be among the first to enjoy Belfast Waterfront’s new facilities opening May 2016.

Ruth Wasson, Director of Student Administration at Ulster University, said she’s looking forward to hosting the event in the new facilities.

“The venue more than meets our needs.

However next year, having access to extra clear span space means registration, gown issue and photography can be set up within

L-R: Barrie McQuillan (Belfast Waterfront); Ruth Wasson (Ulster University); Catherine Grier (UU); May Andrews (UU) and Shirley McCracken (Belfast Waterfront).

one area in Hall 1, creating a seamless process. And extra catering facilities will allow graduates to stay longer for lunch and enjoy the stunning riverside views.

“During the past 17 years, we have built a fantastic relationship with the Waterfront staff, who know our requirements inside and outside and how best to serve to them.”

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AWARDS

All aboard as 16th annual CIM Awards are launched Titanic Belfast will host the Marketing Excellence Awards Ireland ceremony.

Nick Read

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he cream of Ireland’s marketing professionals will gather in November to celebrate the high profile campaigns which captured the public’s imagination in 2015.

best. It is a chance for all marketers to put their best foot forward and show the skills, innovation and creativity that have helped their companies shine in an increasingly difficult and competitive environment.

The Marketing Excellence Awards Ireland 2015, which takes place at Titanic Belfast on Thursday, November 12, will demonstrate the latest innovations and best practice in this fast moving, ever changing discipline.

“The marketing function has changed radically in the digital age and it is those determined individuals that are using a relevant variety of platforms to get their message across, whilst keeping the customer firmly centrestage, that are reaping the rewards.”

The deadline for entries is 5pm on Friday, October 9.

This year sees 13 award categories highlighting marketing best practice in every sector and every type of business from owner managers to multi-nationals.

Nick Read, Chair of the Ireland Board of CIM, speaking at the launch, said the awards are the blue riband event of the marketing calendar.

He said: “This year has witnessed a host of superb marketing campaigns throughout the island. The CIM Ireland Marketing Excellence Awards are a celebration of the best of the

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The 13 Categories are: 1. Marketing with Impact – Public Sector.

2. Marketing with Impact – Charity, Community and Voluntary Sector, Not-for-profit.

3. Marketing with Impact – Construction, Engineering, Automotive, Transport, Other Manufacturing.

4. Marketing with Impact – Hotels, Leisure, Events, Travel and Tourism.

5. Marketing with Impact – Professional Services including; Education and Training, Private Healthcare, Finance and Banking, Accountancy, Law, Constructionrelated Professions.

6. Marketing with Impact – FMCG, Retail including online.

7. Marketing with Impact – Food & Drink.

8. Marketing with Impact – Technology, including software.

9. Marketing with Impact – Creative Industries including media and games.

10. Marketing with Impact – Life Sciences (human and veterinary) and agriculture.

11. Chair’s Award / Marketing Agency of the Year inc. Digital Marketing Agencies.

12. Marketer, Marketing team (in-company) or Freelance of the Year.

13. Marketing Exporter of the Year – International Sales & Marketing.

Winning a CIM Marketing Excellence Award has proved invaluable to past winners, helping to instil confidence in both prospective clients and suppliers. It is an opportunity for companies to enhance their corporate image and position themselves as a trusted brand that has been recognised by the CIM, the leading international professional marketing body.

The awards are open to non-members of CIM as well as members. For more information go to www.cimirelandawards.net and keep in touch by following @CIM_Ireland

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To speak to one of our team, call us on: +44 28 9023 0007 www.arthurcox.com

Expect Excellence.

COVER STORY

Pictured (from l-r) are Paul Magee, Relationship Manager, Bank of Ireland Corporate Banking; Howard Hastings, Managing Director at Hastings Hotels, and Ian Sheppard, Regional Director NI, Business & Corporate Banking outside Windsor House, Bedford Street, Belfast.

Stronger footings There’s no getting away from the fact the property market is in much better health. We speak to the house buyers, developers and even an hotelier to get the inside track with the help of Bank of Ireland UK

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f you want to take the temperature of the economy, you need look no further than the property market.

Its fortunes give a good indication of how confident consumers are feeling about their finances and how confident developers are feeling about the future for house prices, as well as a host of other indicators.

If the latest data from the Northern Ireland housing market is anything to go by, things are looking up.

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The government-backed Northern Ireland Residential Property Price Index pegged the average price of a house here at around £113,000 in its latest survey, a 6% jump on a year ago, and noted that some areas such as Mid Ulster had witnessed price jumps of 10% over that period.

Meanwhile RICS, the body which represents estate agents and surveyors, expects house price growth here to outpace all other regions of the UK by the end of 2015 with an 11% increase on 2014.

Behind the more positive mood are a number of factors such as a recovering local economy, pent-up demand which had been stifled during the financial crisis, reduced supply of new housing stock and increased lending from banks and building societies.

Alan Bridle, Bank of Ireland UK’s Economist, said the fundamentals look much better: “There are a number of positive influences at present, including a likely increase in new regulated mortgage lending to around £2bn this year into a market where first time buyers

COVER STORY

now represent almost 60% of loans for house purchase,” he said. “Re-mortgage activity is also enjoying something of a revival.”

“The latter has reached its highest level in four years, partly as a result of borrowers seeking to pre-empt a potential rate rise in 2016.”

“Affordability ratios are also less stretched and monthly repayment burdens are lower in the region relative to the UK average, reflecting typically smaller mortgage sizes after the steep correction in house prices. To avoid the risks of unsustainable double-digit percentage increases in house prices, particularly in some of the popular locations, I believe we do need to see a gentle acceleration in the rate of new house building again.”

As the market has recovered, Bank of Ireland UK has been steadily building its involvement in both property and development lending.

An example of the former is Niall and Rachael Cunningham, first time buyers (and only two weeks married when Ulster Business spoke to them) who are looking forward to being given the keys to their new property at Belvoir Park in Belfast’s Shawsbridge.

They managed to get their name on the door of one of the houses in the development – which is backed by Bank

of Ireland UK – after struggling to find a property to meet their needs elsewhere.

“When Belvoir Park came up we went along at 6pm on the first day – even though some buyers had been there since 5am – loved the project and managed to reserve one for the first four houses we wanted,” Niall, a Principal Engineer in a software company said.

demand for new houses, either directly or indirectly through buyers further up the chain.

That’s good news for house builders such as Bangor-based MMM Developments which is behind seven new homes at Belmont in Belfast and 17 at Downshire Lane in Bangor, “one of the nicest sites in North Down”, according to managing director Brian McVeigh.

“So far in 2015 we have put facilities in place to support the development of around 350 units and are in discussions with developers to provide the funding to support construction of over 500 more.”

The development is a good example of the robust analysis which developers need to undertake when considering a project and when approaching a bank for finance.

The couple secured a mortgage with the help of Barbara Cunningham, one of Bank of Ireland UK’s team of mortgage advisors based across the local branch network.

“We’re going to tread very carefully because we are very risk averse.”

First time buyers are the bedrock of the property market and help underpin the

“We, as builders, have to have confidence in the location and we have to confirm to the bank that we’ve done our homework and can evidence demand for the type of houses that we are planning to build, the number of units and selling prices,” Mr McVeigh said.

Closer monitoring from the bank as a funding partner is something he expects to see continue in the future and is an approach MMM Developments will maintain.

The increase in developer activity is something which Bank of Ireland UK is also witnessing.

“We’ve started seeing an increasing number of developers bringing forward residential projects to us.” Regional Director NI Business and Corporate Banking Ian Sheppard said.

“So far in 2015 we have put facilities in place to support the development of around 350 units and are in discussions with developers to provide the funding to support construction of over 500 more.

“Encouragingly, we’re starting to see some of that demand emerge from outside the Greater Belfast area.”

Pictured (from l-r) are first time buyers Niall and Rachael Cunningham, who are purchasing in Belvoir Park, with Jeffrey Harrison, Regional Mortgage Manager NI, Bank of Ireland UK.

OCTOBER 2015

“Developers realise they need to evidence their experience, track record and provide proof of demand at the price point for the units they are going to bring to market.

We’re seeing much more detailed business plans and that’s encouraging.” >

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COVER STORY

From a demand point of view, he said the appetite for three or four-bedroom semi-detached houses and four-bed detached has been evident, as well as that for the first time buyer market.

Pictured (from l-r) are John Rice, Business Manager, Bank of Ireland UK with Christopher Carvill of Carvill Developments at one of the company’s new developments at Old Saintfield Park, Belfast.

Another development company benefiting from the uplift is Carvill Developments, the firm headed by Christopher Carvill which emerged in the aftermath of Carvill Group’s administration in 2011.

It is in the process of building eight houses in Old Saintfield Park in Belfast, all of which have already been snapped up.

“The fact the market is picking up is good for us, it’s good for the banks and it’s good for everybody,” Mr Carvill told Ulster Business.

And he said the return of bank funding, from the likes of Bank of Ireland UK, is welcome. “There’s a big shortage of housing in Northern Ireland and that demand will inevitably push prices higher so it is better for everybody if the funding comes back into the mainstream.”

With that in mind, Carvill Developments is already in the process of planning for its next project and is waiting for planning permission on new 2,800 square feet units in the same area.

While the residential development arena has been picking up, the commercial sector is also witnessing an uplift, no more so than for Howard Hastings.

He is managing director of Hastings Hotels, the group which recently announced the purchase of Windsor House office building on Bedford Street in Belfast.

The building purchase was funded by Bank of Ireland UK and Mr Hastings is currently in the process of obtaining planning approval for the redevelopment of the 200-bedroom Belfast Grand Central Hotel.

Pictured (from l-r) is Paul McClurg, Senior Business Manager, Bank of Ireland UK with Brian McVeigh from MMM Developments at his under construction property in Downshire Lane, Bangor.

“We’ve banked with Bank of Ireland since 1940, so we have a very long trading relationship together,” Mr Hastings said.

“When my father first opened an account with them he was too young to have one in his own name.”

“They have always taken the time and trouble to understand our business and our track record means they are predisposed to support us if we come to them with a new project.”

He is confident the Grand Central will be busy given the uplift in activity levels witnessed in the hotel sector over the last year, particularly in Belfast, and said the new Waterfront Hall will boost activity in the winter months.

It is reassuring to see the clear signs of recovery in a sector so important to the local economy and Bank of Ireland UK said it is committed to playing its part in supporting customers in bringing viable developments to the market.

This has to be good news for business, as well as young couples like Niall and Rachael.

For more information on any aspect of property lending at Bank of Ireland UK, please contact Gary Young on 07590 602 011 or gary.young@boi.com

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BUSINESS PSYCHOLOGY

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BUSINESS PSYCHOLOGY

For display only!

By David Meade

D

espite what others might think, I like to think of sales as being the world’s oldest profession.

Whether we’re pacing a car showroom floor, listing that disused clothes horse (i.e. treadmill) online, or putting our best foot forward on a first date - we are all trying to get someone to ‘buy’ what we are ‘selling’. And while sales literature and training seminars are full to the brim of anecdotes on how to hook them in and close the deal, the burgeoning research on the proven psychology of sales offers far more in the way of useful, practical, and most importantly profitable advice.

In this article we’re going to explore the fascinating secret behind dramatically increasing the likelihood of a prospect signing on the dotted line. We’re going to reveal the simple, cost-free action you should carry out every time you meet a customer to increase the perceived value of your product or solution by as much as 33%. To explain, we’re hitting the road and heading to the retail capital of Northern Ireland: Rathfriland.

Snow go I’ve never been good at buying presents for others, but have been very good indeed at buying for myself. Cast your mind back to Christmas 1992. I was 10 years old (shut up) around about P5.

“Nice to touch and nice to hold, but if you break it - it is sold!,” salesperson Seamus hollered across the Rathfriland shop floor.

I had been looking at a snow globe that I wanted to buy. It was cheap plastic, and I remember loving and wanting it more than anything else in the world.

Just as I went to pick it up he barked across the store, all but forbidding me

OCTOBER 2015

from even touching it in the first place, never mind purchase it and take it home.

Ultimately, despite wanting it, and having the money (and dare I say it much needed parental permission), I didn’t buy it.

Conversely, the snow-globe that I dearly wanted was ultimately left on the shelf, perhaps because I was barely allowed to get close to it - never mind get my hands on it.

I felt like I was committing a crime just looking at it, never mind reaching to pick it up.

“research and evidence has proven to us unequivocally that a customer values, appreciates, and perhaps even desires a product that they’ve physically touched and experienced much more than a product that they’ve merely browsed for or researched in a catalogue/online.”

Shelf appeal I have two full-time members of staff in my business. They organise my events, client training, consultancy work, theatre tour, and diary. As the events we are running are continuing to get bigger, we have a need to print vast amounts of colour materials and content to support delegates. We surveyed all the review sites, and picked a fairly large device that could produce the volume we needed. Having priced various online sources, we plodded some of the high street suppliers too, for completeness.

We found the same device available in store, but at a higher price. It was £70 more expensive than online sources, and despite how particular I am about controlling costs, we went with the version we had our hands on in store.

The research Touchy feely These two seemingly different and unrelated situations are at the heart of helping us uncover one of the most underused principles in sales: the bird in the hand. Put simply, the research and evidence has proven to us unequivocally that a customer values, appreciates, and perhaps even desires a product that they’ve physically touched and experienced much more than a product that they’ve merely browsed for or researched in a catalogue/online. In other words, I valued the printer in the store more than the very same item that I found online, and I was willing to pay significantly more for the privilege.

Far more than cute anecdotes, this principle has been evidenced extensively, proving that a customer is much more likely to buy your goods if they have the opportunity to meaningfully interact with it during the shopping process. In one test, customers were shown two different products - a slinky spring toy and a plain porcelain mug. Some customers were coaxed to pick up, inspect, and engage directly with the items, while other customers were expressly forbidden from doing so. The results were stark, and point towards huge opportunities for those in sales to increase their likelihood of closing and converting a >

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BUSINESS PSYCHOLOGY

sale. Those that physically inspected the product in person felt a stronger connection and commitment to it, they felt greater ownership of the items, and ultimately valued the items higher by as much as 33%. A giant leap in perceived value can be achieved by giving customers the opportunity to physically interact and experience your products.

glistening cabinets, or in sumptuous online or offline brochures, you need to start to rethink this aspect of your sales cycle - and fast. Whether it’s a test drive for a new car, or bringing a mock-up of your brand new triple glazing window system, both are far more likely to lead to a closed sale (and a higher value sale for that matter).

more likely to sign on the dotted line and give you the sale you’ve been chasing.

Back at the office

Don’t have a physical product? Then your job is even easier. Whether you’re a software engineer, or photographer, or accountant, encourage your potential new customers to take part in a free trial, or to take a complimentary no obligation service. In doing so they will not only get a sense of your products and services, but they’re

David is a researcher and lecturer in international business whose personal interests have always focused on aspects of popular psychology, consumer behaviour, and choice. www.davidmeade.co.uk and follow him on twitter @davidmeadelive

The implications of these findings for every businesses are vast, and more importantly within the reach of any organisation of any scale. Take some time to think about how you can force your clients, leads, and prospects to meaningfully interact with your products. If your products are proudly displayed behind

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And now that I’m here, I’d be delighted to invite you over to feel my treadmill - just let me know when you’ll be arriving so I can clear the laundry off it first.

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The office market Catch 22 Andrew Tough, RICS Northern Ireland Chairman, looks at the state of the commercial property market, in particular the chicken and egg situation which the grade A office market finds itself

T

he commercial property market has been making headlines of late, with significant deals involving funds and institutional investors acquiring assets like Erneside Shopping Centre in Enniskillen, which was bought in a £34m deal, and Lisnagelvin Retail Park, which was acquired for £16.7m.

However, these relate to the investment market, which has picked up. The office market, on the other hand, has been somewhat more subdued than it was in 2014, with less than 90,000 square feet of office space signed in Belfast during the first half of the year.

This is expected to be significantly surpassed in the final six months of 2015, but there remains a number of significant challenges holding the office market back.

Primarily, there is the well-discussed challenge of the lack of grade A office space in Belfast. This stems from the fact that development of this kind of accommodation is regarded by many as simply not feasible at current prevailing rental levels.

For new build grade-A space to be feasible, even at current development land prices, rental levels need to be in the bracket of £18-£20 per square feet.

While Invest NI are working hard at generating inward investment, and indeed have had some notable successes

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in attracting blue chip companies to Northern Ireland, this shortage of grade A space is seen by many commentators as a genuine impediment to attracting top level companies to Northern Ireland.

The main concern is that the lack of grade A space might deter private sector companies locating in Northern Ireland.

While it is suggested by some that Land and Property Services (LPS) have historically negotiated rents that are too low to encourage new development, it also has to be acknowledged that LPS has an obligation to obtain best value for the public purse. It is not their function to subsidise the office market; and there would probably be an outcry if they did.

Invest NI have been working on the issue, developing a scheme to provide commercial loans towards the development of new grade A accommodation.

“For new build grade-A space to be feasible, even at current development land prices, rental levels need to be in the bracket of £18-£20 per square feet.”

At present, headline rents are currently around £16 per square feet.

Longer-term, sustained growth in office rental levels can only be driven by further growth in demand from the private sector, and there are encouraging signs that this is happening.

So it is a classic chicken and egg scenario.

Applications could be made until the end of last month from private sector developers who met the eligibility criteria.

Invest NI say that £43m in loan requests from developers have been received.

It is hoped that this short-term intervention will have some positive impact. However, longer-term rental levels still need to rise to make speculative office development of grade A offices financially viable.

We also hope that some positive developments will come in the political arena in relation to the devolution of corporation tax-setting powers.

The budget unveiled plans to reduce corporation tax to 18% by 2020, but despite significant lobbying and support for the idea it now seems less likely that powers to set corporation tax rates will be devolved to the Northern Ireland Assembly.

If they are, it could certainly boost the private significantly, but it would also put further strain on grade A office space availability.

The chicken and egg situation remains.

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OCTOBER 2015

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A design for construction life Ciaran Fox has recently been appointed Director of the Royal Society of Ulster Architects (RSUA). We find out about his plans for the organisation

What brought you to this point in your working life?

After qualifying from QUB with an LLB Law and Accounting I spent my first year of work volunteering with the Committee on the Administration of Justice (CAJ), a human rights organisation based in Belfast. From there I joined the Construction Employers Federation (CEF), the representative body for building and civil engineering companies in Northern Ireland, where I worked for just over ten years. As Federation Manager, I played a broad role which included responsibility for policy development and advocacy, communications, research, membership liaison and services, training events, the Construction Excellence Awards and a range of other initiatives.

I have been a representative on the Construction Industry Forum for Northern Ireland (CIFNI) since 2006. This is the formal strategic liaison between the construction industry and the Government Construction Clients. Through this Forum and from my time as Executive Secretary to the Construction Industry Group (CIG) I gained a sense of the challenges facing architects and the other construction professions in Northern Ireland.

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At this early stage do you have a sense of what you would like to achieve with RSUA? I think it is too early in the job for me to state specific goals because those goals have to come from the membership.

However, I was recently writing an article for RSUA’s publication Perspective and it made me consider the question of what I want for RSUA and here is the initial non-exhaustive want-list that I settled upon (upgraded from a wish-list as I think all of these things are achievable) I want all members of RSUA to know what happens when they pay their annual RIBA/ RSUA subscription - how that money is spent and what good comes from that expenditure for the members, for architecture and for the public. I want members to value the work the RSUA does on their behalf.

I want RSUA to benefit all its members regardless of where they are based, what their set up is, what stage of their career they are at, what their special interests are or who their customers are.

I want to work for an RSUA which makes the most of its greatest asset - its members.

There is an immense body of intelligence, imagination, creativity, problem solving and knowledge that exists within the membership.

I want RSUA to tap into that wealth.

I want to see the RSUA membership grow.

The larger the membership the more authority RSUA has to speak on behalf of architects in Northern Ireland. The larger the membership the more funds there are

to promote architects and architecture.

I want to enhance the paid-for services provided by RSUA to ensure that the needs of architects are met and to generate surpluses to help fund an increase in our advocacy work.

How do you think the local construction industry will fare over the next 12 months?

With regard to Northern Ireland I think that private investment in construction will increase and we will see more private house building and other commercial developments over the next 12 months. However, even on the basis that the current political deadlock is resolved, public capital spending on construction is expected to be around 20 per cent lower in 2015/16 compared to 2014/15.

This position could get worse. Further to this, resource spending is being cut. This is already impacting on maintenance works.

It is hard to call what the net effect will be of a growth in private investment and a shrinking in public investment but my sense is that we will see overall construction output increase before levelling off as the reduction in public sector expenditure kicks in.

I think the general trend for the Northern Irish construction sector of having to look outside Northern Ireland for work will continue. I expect local contractors and consultants to continue to grow as they win work in Britain. Increased opportunities in the Republic of Ireland are also likely to attract more northern eyes but of course how competitive Northern Irish companies are will be affected by the exchange rate.

Directors Garry Best, Ciara Aiken and Conor Mallon with David Meade and Best Property service staff celebrating 125 years at a special business breakfast event this month.

Best Property Services marks 125 years L eading estate agency Best Property Services marked a major milestone this month as they joined clients and professional colleagues to celebrate 125 years in business.

Guests were invited to an innovative business seminar with BBC broadcaster, trainer and speaker David Meade in Newry. The session, attended by over 150 businesses and clients was a highly entertaining presentation which explored management techniques, Consumer behaviour and motivation with a little mind reading thrown in for good measure!

The event summed up the innovative and engaging approach to businesses which has stood Best Property Services in good stead for 125 years.

Garry Best, Managing Director Best Property Services said: “Despite challenges in our industry and the economy in general, we have continued to hold our

position as the leading agent in this region for 125 years, providing Land, Commercial and Residential expertise.

This is a major achievement for everyone who’s been involved in the company since its foundation by my grandfather’s uncle Robert Whiteside in the 1890s.”

commercial property, valuation and compulsory purchase.

Best Property Services have six RICS Chartered Surveyors based in their Hill Street, Newry premises and a team of Land, Commercial Property and Residential Advisors – tapping into 150 years combined knowledge.

“In recent years the firm has expanded its geographical reach to provide property services across Northern Ireland in commercial property, valuation and compulsory purchase.”

Commenting on the achievement Managing Director Garry Best said: “Despite political and economic instability, the Best brand and our reputation has remained a constant in Newry and beyond – dedicated to servicing customers with professionalism, expertise and honesty – whilst constantly innovating our services to meet client needs.

A member of the National Association of Estate Agents and Investors in People, the company is one of the largest single office practices in Northern Ireland. In recent years the firm has expanded its geographical reach to provide property services across Northern Ireland in

“Our success is in large part because we value our people – investing in our staff and rewarding their input with training, team building and other initiatives so I’d like to say a very big thank you to our team for helping us reach this significant milestone,” Garry adds.

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Is this Northern Ireland’s biggest cane toad?

By Martin McDowell, Managing Director, Osborne King Commercial Property Consultants

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find it hard to believe that mega brand Volkswagen has become embroiled in a worldwide scandal regarding the falsifying of emissions data. Building a brand or an image takes years; destroying one can be the work of a few seconds.

All of us remember Gerald Ratner’s poorlychosen words which undermined his jewellery retail brand and now VW is going to have to work tirelessly to repair its reputation.

As I write this article I have just finished watching a live video stream from Stormont’s Committee Room 30, where evidence is being delivered which puts serious question marks over the NAMA loan sale to US equity fund Cerberus, (named after the mythical three-headed dog which guarded the gates to the underworld).

However, more worryingly it again raises doubts over our elected leaders’ abilities to govern for all as opposed to governing for the chosen few. I suspect that we will never get to the bottom of the issue but the effects of this scandal have the potential to seriously impede our regional recovery.

It has always been challenging to attract foreign direct investment to Northern Ireland but over recent years progress has been made. Although I have frequently railed against the destructive interventionist policies of government departments and their manipulation of rentals within the office market, I have been encouraged

by Invest Northern Ireland’s recent public acknowledgement that development is not viable without rental levels of around £18 to £20 per square foot.

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However, recovery requires confidence.

It requires investors to believe in the opportunities and the business ethics of a region. Investors want to know that their investment is in safe hands and a professional environment. The current situation seriously undermines confidence in the whole loan book sell off which has worrying ramifications.

We are frequently asked by investors as to whether the political landscape is stable and we saw clear evidence during the “flag protests” of investors walking away from deals because Northern Ireland was simply not worth the risk. Every time we lurch politically we undermine investor confidence which then takes time to rebuild. Our politicians need to get our house in order, and I make that statement very deliberately. I choose to run a business in Northern Ireland as do many other hard working and honest people. We deserve

leadership that does not constantly lead us to the brink and then fudge agreements to retain the status quo for another few months. We need stability, we need investment, we need our promised devolved corporation tax powers to enable businesses to drive growth in the Northern Ireland economy.

What business does not need is a new explosion of “cane toads” in the form of allegedly self-serving politicians, business cronies or fixers.

It is essential we establish conclusively whether wrongdoing has occurred to enable us to restore faith in Northern Ireland as a place where investors can trust that their money is safe.

We cannot afford to simply ignore a difficult issue and hope it goes away; we need transparency and fairness for all..

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Headwinds continue to hold construction back Reflecting on the results of the CEF/PwC State of Trade Survey for H1 of 2015, John Armstrong, Managing Director of CEF, says the outlook remains uncertain for the local construction industry

only 19% of all the firms surveyed were operating at full capacity – down from 21% in the second quarter of 2014.

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he last 18 months of economic data in relation to the construction industry has, primarily, shown an industry where confidence has been gradually rebuilding.

Our latest State of Trade survey, in association with PwC, is however a stark reminder of the challenges which remain – both in the short and medium term.

Its key finding is that just over a third (34%) of Northern Ireland’s largest construction companies are struggling to stabilise their business activities, while 16% are operating in survival mode.

In contrast, the proportion with profitability or growth as their priority actually fell from 50% in Quarter 1 2015 to 38% in the following three months. Further, in the three months to the end of June,

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Additional key findings from the survey include: • 14% have an objective of increasing profitability over the next 12 months.

• 16% of all companies were operating at less than 50% capacity in the second quarter of 2015, marginally up from 14% in Q1 2015.

• 22% of all companies reported an increase in workload during Q2, down from 28% in the first three months of the year.

• 24% of all companies increased their employee numbers over the same period, with 19% reporting that their total employment numbers had declined.

These relatively downbeat data reflect the Ulster Bank Purchasing Managers Index for August, which shows declining levels of output, orders and employment.

Looking forward, there is no clear consensus of sector-wide optimism; a third (33%) of companies expect economic prospects in Northern Ireland to improve; a fifth (21%) of respondents expecting things to worsen, while 38% foresee no change.

On the housing front – and despite the indications of recovery in the housing market where both prices and activity levels are rising – there is little evidence of a sustained bounce in private housing building. The market remains fragile, largely because of the debt overhang from the boom in the mid-2000s.

Overall, while the sector is in a stronger position than when it was at its lowest point after the banking crisis, confidence is lukewarm, output remains between half and two-thirds of the pre-2007 level and there are headwinds around the medium-term economic picture.

Chief amongst these headwinds is the continuing political malaise at Stormont, where a breakdown of communication, trust and decision-making around the Executive table has left a huge sense of frustration and anger within the construction industry.

November’s Spending Review will set the Executive’s budget envelope for the next four years and the industry expects the outcome to prompt speedy decisions as to how the already developed pipeline of work will be delivered.

This industry previously contributed around 7% of total regional GVA and was a leading employer, where one construction job contributed to support up to four downstream jobs across the economy.

We have the capacity, the skills and the determination to regain that position, but the current political impasse is simply not acceptable.

Confidence remains fragile, investors remain uncertain and our political leaders need to lead so we can deliver an agreed pipeline of work that will contribute to employment creation and economic regeneration.

The leaseholder’s dilemma The avenues open to businesses which are saddled with commercial rents set at the peak of the boom are limited. Graham Pierce from Worthingtons Solicitors explores the options

P

icture the scene: a tenant of commercial premises is struggling to pay his rent and the prospects for his business are bleak.

Unfortunately, when he signed up to his lease in 2007, rents were high, lease terms were longer and rent reviews were “upwards only”.

The tenant now has a financial liability for another five years which he knows his business cannot sustain.

Although his business is a limited company, going down the corporate insolvency route is not a solution to his problem because he personally guaranteed his company’s performance of the lease obligations.

What is to be done?

Assuming the landlord is unwilling to take back the premises and tear up the lease, the obvious route is to market the leasehold interest and try to dispose of it in some way.

A number of issues will now need to be confronted. Our tenant may find a party willing to take on the premises but because the rent is at pre-crash levels and a long way out of line with current market rents, any interested party is unlikely to be willing to take on such an “over-rented” property.

And even if subletting is permitted by the terms of the lease, there may be other reasons why the landlord will be unwilling to agree to the premises being taken over by the new third party.

Most modern leases will state that the landlord’s consent must be obtained before there is any transfer or subletting of the lease and in turn the landlord must not unreasonably refuse or delay the giving of such consent.

There is a large body of accumulated case law dealing with the circumstances in which it may be reasonable for the landlord to refuse consent; these include: • Failure to demonstrate that the financial position of the assignee (where relevant, taken together with the financial position of any guarantor) is sufficient to be able to pay the rent and comply with the lease covenants. A rule of thumb often used to test financial strength is whether the assignee can show profits of three times the annual rent.

Subletting the premises at a rent which is closer to the current open market rent may be an option and it allows a shorter term to be created if length of term is an issue.

• There is good reason to believe that the assignee will commit breaches of covenant, because for example, he has a demonstrably bad track record in other premises or simply that his proposed user is at odds with the user specified in the lease. A landlord of retail premises is perfectly entitled to refuse consent to the use of those premises as offices if the retail user specified in the lease is fixed.

The tenant’s ability to create a sublease, however, very much turns on the detailed provisions of his lease and in many cases the ability to sublet at a rent which is lower than the rent currently payable to the head landlord is prohibited.

• Where there are substantial and longstanding breaches of covenants by the present tenant, for example relating to repair or rent arrears and the landlord is not reasonably satisfied that the assignee will remedy these breaches.

• In the case of a shopping centre or parade of shops owned by a single landlord, the nature of the proposed assignee’s business does not accord with the landlord’s tenant-mix policy (as long as that policy is known to his tenants and is rational).

• The landlord can show that the proposed assignee or subtenant or the proposed new user would diminish the investment value of his interest in the property or neighbouring properties he owns; this can result from amongst other things, a new user which is seen as undesirable or payment of a large reverse premium to an assignee which might detract from the letting value of the premises.

Many tenants of commercial premises in Northern Ireland, particularly in those areas which have seen little or no recovery in rental values since the downturn, find themselves unable to offload burdensome leasehold liabilities and with landlord’s hands often tied by the strict conditions of their bank facilities, room for manoeuvre can be very limited.

Graham Pierce is a partner at Worthingtons Solicitors Commercial, Belfast

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Skills become an issue as housebuilding recovers David Little, the National House Builders’ Council Regional Director for Northern Ireland and the Isle of Man, welcomes the recovery of his sector, but worries about the drain on skilled workers

Where we have come from?

At an event in Belfast a few years ago, a senior Bank of England speaker made a remark along the lines that “at the bank we cannot predict the past let alone the future’’. What he meant was that as further information becomes available, understanding of past economic performance changes.

It is always with some trepidation that I revisit my previous predictions on the housing market – I wrote in autumn 2007 that: “we are now likely to see a period of consolidation while the relationship of incomes to house prices readjusts.’’ If only.

The number of homes under construction here had been falling for two years before prices peaked in mid 2007, so we largely avoided the ‘ghost estates’ experience in the Republic of Ireland. We have recently seen under 6,000 homes being completed annually, 40% of the 2005 output.

Where we are?

The housing market has been recovering since 2013, and new build numbers have been slowly increasing since 2014. Demand is clearly outstripping supply, and homes are again being sold ‘off plan’ in popular areas.

Prices are generally rising, albeit from 50% below 2007 levels in some areas. The private rental market has become established and now comprises a similar number of homes as NIHE and housing associations combined.

Buyers of new homes are pleasantly surprised at how little they cost to run, in particular to provide heating and hot water.

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We have just had the biggest change in local government for over 40 years.

Planning powers have returned to the new councils, and they will determine most applications for housing developments.

It is too early to say how this will work out, but there is a significant opportunity now for all interested parties to have an input into the new area plans.

David Little

Advances in insulation, air tightness, and efficiency of boilers have all contributed, driven by changes to building regulations.

Where we are going?

There is a consensus that we need to be building 10,000 new homes annually, including 2,000 by housing associations.

If we are to achieve these volumes, in my view around half of the new homes for sale will need to be produced by organisations which were not in this market until recently.

I expect the larger housing associations to start to develop affordable homes for sale.

New developers are entering the market, with funding from activities outside construction.

While it is unrealistic in the current environment to expect much additional financial assistance from our government, continuing support for NI CoOwnership and funding for housing association grants will help the private and social sectors

Over 20,000 people have left the construction industry and most will not return. When visiting housing developments it is evident that the average age of the workforce is increasing. To meet future demand there needs to be encouragement of construction as a career, both for professional staff and trades.

Our schools have a significant role to play here, as well as the professional institutions.

In GB, I see builders employing trainee managers and professionals, and encouraging their subcontractors to take on apprentices.

Conclusion The housebuilding sector is in a much healthier position than two years ago.

Demand is evident, and supply can be addressed by an improved planning system, the availability of funding, and increased co-operation between stakeholders. However the limitation may well be a significant skills shortage. Salaries and wages are very much higher in GB, and I recently heard that there is a need for 50,000 additional construction personnel in the next few years in Republic of Ireland. We have to compete by making Northern Ireland the more desirable place to live and work.

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Brian Lavery

The local commercial property company with a view on the world CBRE’s boss Brian Lavery takes a look into the future for both the firm and the commercial property market in Northern Ireland 32

M

uch has changed in the Northern Ireland property world over the last decade.

Having witnessed the biggest boom and bust of anywhere else in the UK, the market finally appears to be on the cusp of an upturn.

One man who has seen it all is Brian Lavery, who has headed CBRE’s Belfast office since 2002. In a sector often associated with larger-than-life personalities – and

lately, a fair degree of controversies – there is something comforting about Lavery’s down-to-earth demeanor. Lavery explains that this runs right through his firm’s DNA, along with strict compliance principles.

“I guess it’s fair to say that right from early days, we’ve hired a bunch of like-minded individuals – very much about trying to give our clients the best service we can. Being part of a global firm like CBRE helps, but we’ve also ensured that as a firm we’ve invested and

“This investment in new offices will give us more space and will allow us to continue to expand. We’ve also ensured that it’s been fitted out to a standard that you would expect to see from an international firm like CBRE. Our building consultancy team has created a space that encompasses the latest thinking in global office space, and supports the most modern working practices.

The fact that CBRE has its own building consultancy division hints at other changes the firm has seen in recent years.

“When I started in this profession, it was very much about advising clients on buying or selling, however today our clients expect a much more comprehensive range of services, such as energy and sustainability, finance, rating and taxation. Because of the investment we’ve made, we now offer the full range of services that previously you would only have expected to find in major cities such as London. We don’t believe any other firm in Belfast can offer the same breadth of services. The market has changed, and as a firm we’ve reacted to these changes.”

brought in the very best people in the market to help us continue growing.”

As evidence of this, Lavery points to the firm’s headcount increasing by over 50% over the past couple of years, including the addition of a number of well-known advisors in the Northern Ireland property market, such as Robert Ditty, Andrew Coggins and Colin Matthewson, who all joined from a rival firm last year. As Lavery explains: “We’ve deliberately tried to invest in the best people in the market and the strength of our team and our strong emphasis on good research is what I believe differentiates us from our competitors.”

The firm’s recent expansion has also required it to relocate to new premises in Linenhall Street.

OCTOBER 2015

“In the last three years Belfast has seen an influx of investment from international property buyers, and we believe this trend will continue as long as current political inertia is sorted swiftly. Belfast is now a sterling zone market that is seen internationally as a good long-term prospect – demand is increasing and we’re seeing this be reflected in rents recovering, and ultimately in higher sales prices. Many of these investors are here for the longterm but we should not underestimate the reputational damage that can happen if we do not have a politically stable Executive. I think this is one of the biggest challenges in the market at this point.”

International buyers will naturally want to use global firms like CBRE, but Lavery is keen to stress that their client base includes many local players.

“We obviously have access to relationships with many of the leading national and international firms, but equally our firm in Belfast has been built on the back of our local

client base. Many of these clients have been with us from the start, and have remained loyal to us through all the ups and downs of the last decade. It’s exciting to see many of them now talking about expansion again.

Many of them have access to international private equity, and with local banks also supporting property transactions again they are in a position to start investing and developing at the start of this new cycle.”

“We obviously have access to relationships with many of the leading national and international firms, but equally our firm in Belfast has been built on the back of our local client base. Many of these clients have been with us from the start, and have remained loyal to us through all the ups and downs of the last decade.”

Lavery finishes by pointing to the fact that they’ve been investing throughout the downturn.

“By managing our business well during the boom, we were able to continue investing during the downturn. As in any industry, the best returns are usually generated if you’re able to invest while others are contracting. We believe this investment in our team and our new offices will pay out over the next ten years. Ultimately it’s all for the benefit of our clients, whether our local clients, or those venturing into the Northern Ireland market for the first time”.

With one of Belfast’s major property players in growth mode, it should bode well for the sector for the next few years.

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COMMERCIAL PROPERTY & CONSTRUCTION

Commercial property leases... a warning from history!

by Andrew Stevenson, Managing Partner, Caulfield Corporate

I

magine your accountant tells you that you have potential liabilities against your balance sheet, which are unquantifiable and could potentially bankrupt you. No doubt you would be concerned and you will be anxious to find protection from the possible catastrophe.

Okay, so what’s this all about? Well it concerns an English and Welsh legal principle called Privity of Contract.

Under this principle when two parties enter into a contract they are bound to one another until that contract ends. Most contracts have a short life span because once the product or service has been provided and the invoice settled, that is the end of the matter. With a lease it is exactly the same except the lifetime of the contract can be much longer, maybe as long as 25 years.

When a landlord and tenant initially

34

agree a lease they are bound to one another for the entire period of the lease.

However the landlord may after, say 10 years, sell the property to a new landlord and reinvest the proceeds in another property that will provide a better yield.

Let’s suppose that the new landlord is highly geared and hopes that over time the rent will rise thus easing his interest payments to the bank. If the new landlord’s rental hopes are not realized and a cash flow crisis ensues then he may use the insurance premium paid to him by the tenant to offset interest charges. Naturally, the insurance cover on the building will lapse. What if the tenant subsequently has a fortuitous fire that badly damages the building? The tenant then approaches the landlord to repair the building which he is obliged to do under the lease provisions.

As you will have guessed the landlord is in no financial position to repair the building.

So what remedy is left open to the tenant?

Under the law of privity the tenant can force the original landlord to repair the building. This will be a serious problem to the previous landlord because it is unlikely that there would be any insurance arrangements to call on. Hence the cost of repairs could annihilate the original landlord.

As your insurance advisor, help is at hand.

Insurance cover can be arranged for this historical risk. This “privity” cover is normally on what is called a “claims made” basis, in other words it will only cover claims made during the time the current insurance is in force. This will normally meet the landlord’s needs regarding property formerly owned where the lease is unexpired.

When arranging commercial property insurance and seeking expert advice, it is vital to include “privity” because although it is a remote cause of loss, if it does happen, the results for the business can be terminal.

Fuel (storage regulations) for thought Abbey Scott, Regional Sales Manager for Kingspan Titan, highlights the new fuel storage regulations which your business must comply with or risk a £20,000 fine.

I

know business owners don’t have time to spare so when it comes to regulations it can often be difficult to be sure whether it affects your business and if it does what action to take.

Here at Kingspan Titan we have been engaged in an awareness campaign to ensure businesses across Northern Ireland aren’t caught out by the new fuel regulations that come into effect on the 31st December this year. If you store more than 200 litres of fuel on your commercial premises time is running out to ensure your organisation complies with environmental safety regulations that came into effect back in 2011. If your company is not using “bunded” fuel or oil tanks by December 2015, you could be hit with a non-compliance fine as high as £20,000. Kingspan Titan has hosted events and talked to businesses across Northern Ireland to help make them aware

and we are still offering free site surveys to businesses which feel they may be at risk.

Uptake of our free site assessments has been swift with businesses appreciating the opportunity to be sure that they are meeting the regulations. To date 70% of those surveyed do not comply, with many being surprised that even though their tank looks very modern it is not bunded.

A “bund” is simply a double-walled storage tank that seals the primary tank. This “tank within a tank” design will help prevent oil spillage and protect the environment.

The Northern Ireland Environmental Agency released the legislation in an effort to promote better oil storage, protect the environment against contamination from single skin oil and fuel tanks, and minimise the risk of oil loss and spillage.

with the new standards. We are the leading manufacturer of bunded tanks in the UK and manufacture a wide range of compliance-ready bunded storage tanks from 1,000 to 60,000 litres. We also offer fuel storage and dispensing tanks including steel bunded tanks for large storage capacities.

Our team of experts will offer full support: we offer a one stop shop solution which includes the free site survey, guidance on which fuel/ oil storage tank best suits your specific organisation and the decommissioning of your existing storage tank including recycling.

So to have one less business regulation to worry about simply give our team a call for your free site survey.

To speak with our experts and/or schedule your site assessment, contact our Portadown office on Tel: 0333 456 4455 or email

Kingspan Titan can help businesses comply

nifuelregs@kingspan.com

You could face a

£20K FINE

if your tanks are not compliant with the New NI Fuel Regulations by December 2015

DOES YOUR BUSINESS HAVE AN OIL TANK? If the answer is yes and your tank is NOT bunded, it may not comply with NI Fuel Regulations

WE MAKE IT OUR BUSINESS TO KEEP YOU RIGHT To speak with our experts and/or schedule a FREE site assessment, contact our Portadown office on: 0333 456 4455 or email: nifuelregs@kingspan.com

OCTOBER 2015

SINGLE SKIN PLASTIC OIL TANK

SINGLE SKIN STEEL TANK

OIL BARREL OVER 200 LTR

35

What’s the mark of a true leader?

By Neal Lucas from Neal Lucas Recruitment

A

uthor, scholar and pioneer of leadership studies Warren Bennis defined leadership as ‘the ability to turn vision into reality and sustain it.’

This is certainly an accurate definition when it comes to defining what leaders do generally, however how leaders do this is the subject of endless debate.

There are two types of leaders – those who lead by instilling fear and those who encourage everyone to live up to and fulfil their potential. Obviously, the latter is the definition of a good leader and what you should be aspiring to do throughout your leadership.

In my line of work, I am often tasked by multi-national companies to find highlevel executives for top positons in which the individual will be required to lead the company sometimes in a different direction or through particularly challenging times or perhaps throughout a period of great change. Such leadership is no ill feat and education and work experience will only get you so far. When I have a selection of potential candidates all with similar experience and qualifications, the next thing I look for is someone who can demonstrate great leadership qualities – but how do I identify a great leader?

Many people believe they are great leaders, however they may find that a large proportion of their employees disagree – meaning they aren’t actually very accomplished leaders at all.

In order to identify true leaders within your organisation, look for the following six traits;

Influence Great leaders don’t dictate, they have a strong ability to influence and inspire others.

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No one likes a dictator and the truth is if you’re leading correctly you won’t need to. It is a cliché but providing you have the right employees in place, then leading by example and encouraging your staff to fulfil their full potential, as well as granting autonomy will result in developing a highly motivated team who want to prove their worth. There are too many business owners in Northern Ireland, who lead by aggression rather than encouraging.

Skilled communicator Sounds simple, but few people possess the excellent communication skills they boast of on their CV. The ability to communicate well doesn’t just mean you are able to get your point across to a range of people and using a range of styles in a clear and concise way.

A key part of communication is listening.

Having a process in place to listen to your employees’ feedback is extremely beneficial.

The ability to really listen and understand is crucial to being an effective communicator.

Address failure It’s not pleasant addressing failure or shortcomings, particularly if the failure is a result of a poor performing employee. Good leadership involves recognising and addressing the issue immediately and seeking to resolve it whether that requires more support, a frank discussion or requires you to be ruthless.

Sustaining The ability to achieve success is one thing. But with hard work and drive most things can be delivered. It is the ability to reset their goals, ambitions and those of their organisation or team to sustain the success that really sets the good leaders apart from the rest.

Integrity Lastly and perhaps most importantly, being honest and having strong moral principles will set you in very good stead and earn the respect of your colleagues.

The respect of your employees is one of the most important assets you can possess if you want to be a successful leader.

Tenacity The most successful people in business don’t quit. They are tenacious and ready to overcome all obstacles. Good leaders involve their team when facing challenges head on. Having the ability to bring together a collective wisdom to solve a problem usually solves the problem quicker and also helps to reunite and build a stronger team.

Neal Lucas is Managing Director of Neal Lucas Recruitment, Northern Ireland’s leading executive search and recruitment business specialising in the appointment of Director and Senior Management level roles. For more information visit www.neallucasrecruitment.com

Business Finance & Banking

BUSINESS FINANCE & BANKING

Banking on a good relationship

By Amanda Ferguson

C

osts, advances in technology and good communication all play a part in the modern banking relationships for companies in Northern Ireland. Small, medium and large business have a broad range of needs that inform how they choose their lender, why they stick with a certain bank and what would make them switch. Ulster Business spoke to marketsmadeclear.com, Clements and Belfast International Airport to find out a bit more about their banking choices.

Ray Gilmour set up marketsmadeclear.com in Belfast in 2013 to provide analytics of the financial market.

38

He opted to bank with HBSC after consulting with his contemporaries on the Invest Northern Ireland’s Propel Programme for start ups.

“We picked HSBC for the free banking for 18 months and other startups who had been using them recommended them,” Mr Gilmour said.

“They have been easy to work with and are open to financing options so we have had no negative sides.

“We are making revenue now and are discussing our plans for the future.”

The business model is monthly subscription to access data and its first target it 500 paying users in the next 12 months.

“If the bank wasn’t flexible, I may have to look elsewhere but so far they have been good,” he said.

“We are planning to develop our marketing strategy and we have got our first customers so we are speaking to them about that.”

Entrepreneur John Elliott runs five different companies including Bean Machine which incorporates 14 Clements coffee shops in the Greater Belfast area.

BUSINESS FINANCE & BANKING

Ray Gilmore (inset), founder of marketsmadeclear.com website.

He also heads Synergy Promotions Limited, an airport promotion company: QCS contract cleaning, a property development company and a software development company.

Ulster Bank provides services to the coffee shop business set up in 1999 which has grown organically since then without the need for lending.

It was picked for location of branches at the time as easy access to lodge cash was vital, given the nature of Clements operation, but since branch closures in recent years the business now also avails of Post Office facilities too.

Mr Elliott believes as a business grows it can be more difficult to change banks but charges “creeping up” would make him think about his options.

Belfast International Airport has dealings with most of the major banks in Northern Ireland and its current account has been with Bank of Ireland since 1994.

Airport managing director Graham Keddie explained its relationship with the bank has

developed over the decades and good value for money is a key priority.

“Ultimately, this is about value, a good deal and relationships,” he said.

“Basically, at the start, Bank of Ireland made us an offer we couldn’t refuse. The relationship has developed over the 21 years and we believe it’s still a good fit, and a strong foundation upon which to do business.” >

“We have grown slowly over the last 16 years when we could afford to do it,” Mr Elliott said.

“We have achieved what we have achieved through our own hard work rather than someone else’s money. At the minute an increase in fees would make me consider switching.

“We are a £4.5m turnover business – Bean Machine – but I have five businesses so have money with different banks.”

OCTOBER 2015

39

BUSINESS FINANCE & BANKING

Graham Keddie

“Nowadays, on the wider front, we have dealings with all the main banks including RBS/Ulster Bank and First Trust,” Mr Keddie said.

“There is increased competition for our business out there and that’s a good thing.

“However, for as long as costs remain reasonable, we’ll remain where we are.

Mr Keddie believes service across the banks tends to be similar and suggested costs and available technology were more important factors.

“From my perspective, reason for bank selection would be down to cost,” he said.

the process more efficient. “Banking is probably more impersonal with a lot of contact made online or by email but there are still people at the end of the telephone when and if required.

“The service provided nowadays tends to be fairly similar across the different banks.

“Relationship management tends to vary depending on whether you have money with the bank or they have money with you. It was ever thus!”

“Technology is more important these days with electronic banking, BACS payments, increased use of direct debits, online access to account information making

Belfast International Airport has a range of relationships with banks and will examine the sector again at some point to ensure it is getting the best value possible.

40

“If a keener deal came along, of course we’d be duty bound to look at it, but there’s no sign of that and, besides, other factors also have to be taken into account before switching including the administrative side of it all. That said, when the time is right, we will test the market and engage in a tendering process.

“In terms of other financial products such as asset financing, we do not do a lot of this but when we have, we have obtained quotes from a number of banks and gone with the most cost effective.”

BUSINESS FINANCE & BANKING

Local negative equity company achieves £15m write down of debt

L

ocal negative equity company, GDP Equity Experts says it has achieved a remarkable £15m write down of debt on behalf of its UK and Irish clients in the first nine months of 2015.

GDP has continued to evolve and react to the market setting up GDP Capital as the trend of non-performing loan sales needed to be addressed.

Formed only five years ago, the company saw a niche in the market and a demand for a group of professional experts who could negotiate with banks on behalf of borrowers through the process of mediation.

Five years later the business model continues to work and they are now recognised as market leaders within their field.

Conor Devine, Principal Partner at GDP Equity Experts said: “Our 2015 review to date reports that we are currently dealing with over £220m of distressed debt on

OCTOBER 2015

Conor Devine

behalf of borrowers and we’ve achieved just over £15m of debt write downs for our client base – an incredible performance and life changing for our many clients.”

“With the backdrop of a banking sector still very much in a state of repair we knew that new capital partners needed to be introduced to the Northern Irish marketplace. As a result, we set up GDP Capital and have had remarkable success facilitating borrowers with refinancing proposals away from private equity,” added Conor Devine.

“I would advise whether it’s mediation or the need for a new capital partner it’s important that you don’t delay and seek professional advice as a solution can be found immediately.”

41

BUSINESS FINANCE & BANKING

2015 pension freedoms: risk and reward With new pensions legislation for 2015-2016 beginning to take effect, Chris Crighton, Pensions Associate at TLT, describes the choices and challenges employers and individuals now face

T

he introduction of new “freedom and choice” legislation has revolutionised the pensions landscape, radically changing the ways in which individuals can access their retirement savings. However, with the rewards of the new flexibility come risks for individuals and employers that are summarised below.

up a free service called Pension Wise – for those 55 and over, to provide guidance on what can be done with a DC pension.

Transfers from defined benefit (DB) schemes

The reforms The change introduced is that individuals with defined contribution (DC) savings will no longer be required to purchase an annuity from an insurance company. Instead, individuals will be able to access their DC savings either in full (by taking a lump sum) or in part (by drawing-down over time) on and from their 55th birthday, subject to the payment of income tax at their marginal rate.

This presents retirees with unprecedented flexibility. Should they wish, individuals can invest their retirement fund in a variety of different assets, from buy-to-let properties to fine wines. Others may choose to pay off debts, mortgages, or go on holiday. The reforms give the power to the individual, now unrestricted by the need to buy an annuity.

expected due to stock market volatility.

This would mean these individuals would be more likely to have to rely on the state pension for the ordinary necessities of life.

Pension fraud

Running out of money

With the new pension freedoms comes a heightened risk of fraud. Whilst the threat of pension liberation (fraudsters encouraging individuals to access their pension fund before the age of 55 through precarious schemes) has been present for some time, concerns have been raised about the vulnerability of those approaching retirement under the new pension rules.

A major concern is that many individuals will fail to appreciate the risk in drawing down the capital value of their pension fund and, in time, will be unable to sufficiently fund their retirement. Whilst some individuals may not realise the amount needed to see them through potentially 30+ years of retirement, others may also fail to appreciate that a pension can expire sooner than

A number of scams have been reported recently in which fake providers have offered people nearing retirement the opportunity to make ‘exotic’ investments. The FCA has estimated that the average amount lost was between £18,000 and £20,000 per investor. To assist individuals with decision-making, the government has set

42

The appeal of the reforms has encouraged thousands of DB scheme members to transfer their scheme entitlements to DC arrangements. Transferring to a DC scheme may mean easier withdrawal of money, but it isn’t necessarily the best value for the individual. DB schemes can protect their members from the effects of inflation, as well as providing opportunities to pass some income on to a spouse or dependent.

However, individuals may be tempted by the prospect of being able to make use of the capital value of their pension pot. For example, those in poor-health and/or who are without a spouse, where up-front cash (which could be left to other dependants) could be preferable to the long-term security DB pensions provide.

In any event, an important safeguard in the new legislation is the requirement for members of DB schemes with fund values in excess of £30,000 to obtain independent financial advice before transferring to a DC scheme.

Issues for employers The reforms give power to individuals, but the new flexibilities are not automatically available to all. Employers sponsoring DB or DC schemes must consider whether they wish for their employees to take advantage of the new freedoms.

Employers should therefore take action to review their pension arrangements and consider whether changes are required.

BUSINESS FINANCE & BANKING

Deal value soars on Moy Park sale

N

orthern Ireland’s corporate transaction market is one of the best performing of all UK regions so far this year, according to new statistics.

Credit experts Experian revealed that deals worth £1,668m have been carried out since January, a 135% jump on the same period last year.

However, much of that is taken up with the sale of Northern Ireland’s biggest company Moy Park to JBS which, at £946m represents a big chunk of the total.

Indeed, the number of overall transactions has fallen 45% on the year with just 99 reported. Encouragingly, the merger and acquisition market for small and medium-sized companies is hotting up, as extracted data shows.

The number of deals between £0.5m-£10m increased by 58.3%, from 12 last year to 19 this year while values have also increased by 91.2% from £27.3m to £52.3m.

Mid-market deals between £10m and £100m also jumped by an encouraging 85.7%, from seven to 13, with a corresponding 47.3% increase in total value from £259.1m to £381.8m.

For large deals between £10m and £1bn, there was a decline in the number of transactions to two from three last year with deal values jumping to £1.2bn from £424m.

The most active legal adviser for the period was Carson McDowell with 20 deals, followed by A&L Goodbody with 17 and Tughans with 14.

Neasa Quigley, joint head of the corporate team at Carson McDowell, said the data was reflective of the market place.

“This bears out our own experience and reflects the mood of quiet confidence that is slowly permeating the business community. While the high value transactions will always attract the headlines, it is really encouraging to see the level of M&A activity amongst SMEs has jumped by 58% this year.”

The Insurance Premium Tax increase

By Richard Willis, Managing Director, Willis Insurance & Risk Management

O

ne of the most controversial and unexpected measures of April’s Budget was Chancellor George Osborne’s increase to the Insurance Premium Tax (IPT).

Considered a necessity by the government but a surprise ‘stealth’ tax by industry insiders, the IPT increase has been met with consternation and confusion.

Understanding the tax increase The standard IPT will be increased by 3.5% – raising it to 9.5% – and will apply to all insurance policies renewed after 1st November 2015.

The government estimates the hike will generate an extra £1.75bn per year.

This annual revenue boost will come from all households and businesses that pay the IPT on insurance policies.

Why the controversy?

Despite the 56% rise in costs, the government is confident that there will only be negligible impacts to both the public and private sectors.

These impacts include one-off costs for insurers to update their systems to include the new tax rate as well as an annual increase of about £35 for the average two-car family.

However, according to some industry experts, the effects may be more far-reaching and damaging than initially expected. Just a slight rise in premiums could make vital cover too expensive, resulting in more uninsured drivers and businesses.

Osborne is confident that the IPT hike will benefit the UK economy, arguing that it brings the UK’s IPT in line with other countries. At 9.5%, the United Kingdom has one of the lowest IPT rates in Europe – much lower than Germany’s 19% IPT and Italy’s 21.5% IPT. With competitive rates and a robust, diversified insurance industry, the government hopes to continue attracting new international business due to its relatively low IPT.

What Happens Now? Rest assured, Willis IRM is committed to providing you with the most effective cover for your needs. We will work to ensure that the IPT increase has the smallest possible impact on your policy.

In terms of value A&L Goodbody took the top spot followed

by DLA Piper and, in joint third, Mason, Hayes & Curran and Carson McDowell.

The most active financial advisor by volume was Charles Stanley and, by value, Goldman Sachs.

OCTOBER 2015

For more information contact Richard Willis at Willis IRM on 028 9032 9042 or richardw@willisinsurance.co.uk

43

BUSINESS FINANCE & BANKING

Ian Wolfendale

Jumpstart your business with R&D tax relief

“I

have been working in Northern Ireland for years now and one of the things I have always loved about doing business here is how approachable and open local firms are, particularly when it comes to hearing about new opportunities to grow,” says Ian Wolfendale.

Ian was appointed earlier this year as the Client Engagement Manager in Northern Ireland for Jumpstart, the UK’s R&D Tax Advisor of the Year, and says he has received a warm welcome by the local business community.

and the development of exciting new products and services, by providing tax relief for any expenditure that is eligible under the scheme,” he explains.

“However, knowing whether they qualify for relief and navigating the application process can be a daunting task for businesses. R&D tax relief is first and foremost a technical competence, requiring a special combination of skills and we believe that companies get the best results by using people who actually understand the science of what they do and how it relates to the legislation.”

The Jumpstart approach “So far, I have found nothing but an open door when approaching businesses for the first time to tell them more about Jumpstart and how we can help them make significant tax savings or receive cash credits through HMRC’s R&D tax relief scheme.”

That’s where Jumpstart comes in. “Jumpstart examines businesses to identify where credits can be reclaimed and project manages the claim process on the client’s behalf using its team of highly qualified scientists and engineers,” he continues.

R&D Tax Credits

“Our analysts come from many different technical backgrounds, allowing them to identify eligible activity and then translate

“Put simply, R&D tax credits are the UK government’s way of encouraging innovation,

44

very industry specific technical information into meaningful reports that are relevant under HMRC’s R&D guidelines.

“The team of analysts is led by DerryLondonderry-born Gemma Craig, for example, who investigated nanotechnology and DNA based anti-cancer treatments during her degree, before going on to gain industrial experience with Procter and Gamble.

“Recruited for their technical expertise and promoted through the Jumpstart Academy, our analysts are the ultimate hybrid – highly qualified technical experts who also understand the complex tax credit legislation inside out. Their specialist expertise means that they can identify projects and processes that are less obviously eligible and can therefore help justify greater R&D expenditure for the client.

And Jumpstart makes no apology for this very different approach. “Our methodology has allowed us to make many strong, successful claims for companies who were

BUSINESS FINANCE & BANKING

previously advised that they were ineligible, or who had greatly underestimated the extent of their eligibility,” he says.

Jumpstart began in 2008 with just two employees. Seven years later, the organisation has grown to become the UK’s leading research and development (R&D) tax specialist, employing nearly 50 people.

“One of our co-founders refers to Jumpstart’s growth in recent years as ‘like being strapped to a rocket’ and I can see why,” says Wolfendale. He attributes Jumpstart’s rapid growth to its commitment to achieving the best results for every client by using the best people and best processes.

“We are 100% focused on helping companies make successful claims and have achieved an unequalled success rate since our inception in 2008. We have helped our clients recover almost £60m in R&D tax relief and identified nearly £300m in eligible R&D expenditure.”

Gemma Craig

Companies

“One would therefore expect there to be a high uptake of the R&D tax credit scheme from Northern Ireland firms, but in actual fact the uptake is lower than it should be and companies here are losing out in millions of pounds of tax savings compared to companies throughout the UK.”

So what criteria must companies meet in order to make a claim? “It’s very simple,” he says. “Any company that spends money on trying to improve a product or service through a technological advance, using qualified staff and appropriate project controls could be eligible, even if there’s doubt about the project’s success.

Despite an overall UK increase of over one quarter [27%] year-on-year in the total R&D tax credits claimed in 2013-2014, analysis of the latest HMRC figures shows that Northern Ireland companies accounted for just 2.19% of total claims and a mere 1.46% of the total tax benefits claimed in this period.

This can lead to companies under claiming or over claiming because their technical project activities and expenditures are not being accurately interpreted against legislation.

“Jumpstart bridges these technical and financial aspects of the process by using our technical expertise to understand the R&D activity that the client is undertaking and how each activity relates to HMRC’s guidance on legislation,” he explains. “And whilst it is our role to find and maximise the client’s eligibility, it the accountants who utilise the tax benefit for the client.”

The future “Improvements could be anything from making something smaller, faster or cheaper; to lighter simpler or greener; or stronger, safer or more reliable. We receive claims from a wide range of companies across all sectors, but the biggest sectors tend to be IT & software, manufacturing & engineering, and scientific & technical.”

Northern Ireland Wolfendale believes that there is huge scope for a much more focused uptake of the R&D tax credit benefits by companies here. “Businesses in Northern Ireland are really punching above their weight in terms of R&D and, for such a small region, the level of innovation on display from businesses large and small right across the province is incredible,” he says.

OCTOBER 2015

“Of the 20,100 claims across the UK totalling £1.75bn in tax benefits, only 420 claims came from companies in Northern Ireland and resulted in just £25m claimed back.

Companies in Northern Ireland are clearly not reaping the full benefits of the scheme.”

“We have firmly established ourselves as the go-to brand for R&D tax credits in GB, and that’s very much our aim here as well – to become the preferred and most trusted supplier of R&D tax credit services in Northern Ireland.

Working with other advisors

“We plan on being out on the road lots with companies and their advisors right across the province in the coming months and years.

Our door is very much open and we want to hear from Northern Ireland firms who wish to make significant R&D tax savings and, ultimately, grow their business.”

“We want to work together with other specialist advisors in Northern Ireland such as lawyers and accountants, and we are here to complement their offering rather than compete with it,” says Wolfendale.

“Whilst an accountant, for example, will have a good understanding of how to submit a claim, they cannot be expected to have the technical or scientific expertise to fully understand exactly what their client does.

To find out more about how Jumpstart can help you to maximise your R&D tax savings, visit www.jumpstartuk.co.uk. To contact Ian email: ian.wolfendale@jumpstartuk.co.uk

45

Growth Loan Fund celebrates third anniversary – three years and going strong

By Paul Millar, WhiteRock Capital Partners

T

he third anniversary of the £50m Growth Loan Fund in Northern Ireland has presented us with an opportunity to look back and take stock of the positive impact the fund has had on many of the great companies we have worked with so far.

From manufacturing companies like Brookvent and Clarehill Plastics, IT companies like Automated Intelligence, to household names such as Budget Energy and Vita Liberata, we have played a part in the exponential growth of ambitious local businesses and we are very proud to have been able to do that.

Several of these companies have been WhiteRock clients since we first launched and it is testament to the strong relationships we have built that we continue to work with them today.

Since setting up three years ago, we have approved 100 loans worth over £33m, with an average loan amount of £330,000.

We have supported smaller companies with a turnover below £500,000 right up to firms with a turnover of £30m.

Over the last year we have seen a notable increase in our average deal sizes, with many of those approved now reaching into the upper level of £500,000 to £1m.

We are also now attracting increased interest from larger companies, which is widening the spectrum of our portfolio.

But we also continue to work closely with smaller companies and recently provided £125,000 funding to Downpatrickbased seafood distributor East Coast Seafood which has enabled them to create seven new jobs, purchase new equipment and develop new products.

Businesses in the manufacturing and tech sectors in particular are demonstrating an appetite for expansion and we have seen a rise in applications from these companies over the last year. That’s no surprise as they are among the fastest growing industries in our economy.

(L to R): Neil McCabe (Senior Investment Manager), Cathal Doyle (Investment Administrator), Shauna Lawless (Financial Analyst), David McCurley (Senior Investment Manager), Rhona Barbour (Senior Portfolio Manager), Paul Millar (Chief Investment Officer), Mark Canning (Senior Investment Manager), Jenna Mairs (Financial Analyst), and Andrew Gowdy (Senior Portfolio Manager).

The Growth Loan Fund provided Lisburnbased engineering firm ConveyorTek with a loan which helped them to secure over £2m in contracts, invest in new equipment and R&D and double its workforce. The company, which designs, manufactures and services conveyor systems for the logistics, recycling and material handling industries, has also invested in a new 6,000 sq ft. production site.

We remain ahead of our initial target which was to approve £10m worth of loans every year, and we can see that demand is increasing as our momentum, combined with that of the local economy, gains pace.

This year’s success has opened up new opportunities for the fund and we are currently in discussions with the British Business Bank to develop a new £30m loan fund which will focus on unsecured mezzanine finance. If this goes ahead it will introduce three new features. The deal size will reach up to £2m, where our current upper limit is £1m. We would be able to offer more flexibility on repayments with bespoke terms, and our jurisdiction would be across Northern Ireland and the rest of Great Britain.

We are also working with the Irish government to replicate our successful loan fund in the Republic of

Ireland, with an €100m fund designed for SME trading businesses.

The last three months has seen a sharp rise in the number of joint deals we are doing with local banks, which is exactly how mezzanine funding is designed to work. Now we are able to demonstrate how we can work together in a way that achieves the desired results for the businesses we are supporting.

One of the most attractive options that we offer is a flexible pricing structure. Companies with mature order books and solid results can avail of much lower rates, as they hold lower risk for us. Ideally we would like businesses to have a trading track record of at least three years before they make an application to the fund.

The WhiteRock team was delighted to be recognised by our peers once more by winning the Alternative Funder of the Year award in 2015 at the Insider Media Awards, which is the third time we have picked up an award at the event.

We are always striving to increase the number of funds managed by WhiteRock and continue to look for new opportunities.

We look forward to hearing from more ambitious SMEs as we enter our fourth year.

WEALTH MANAGEMENT

Pensions freedom: how it affects you Glenn Branney, Director and Chartered Financial Planner at Barclays Wealth & Investment Management, looks at how recent changes to legislation surrounding pensions and the perceived ‘pensions freedom’ have resulted in more people needing to re-evaluate their plans for the future

W

hile the changes affect everyone, higher earners are likely to feel the greatest impact and therefore should make a concerted effort to review what they’ve got and plan for the future.

pension over possibly several decades. It is due to reduce to £1m from 6 April 2016.

A process is promised by which you can formally apply for ‘Protection’ from such extra tax liabilities, which the government should be making available soon.

‘Pensions freedom’ is not necessarily encouraging more people to cash in their pensions to purchase extravagant items but rather consider more thoroughly their retirement and investment options for the future. The right Lamborghini may well be a good investment as may a rare wine or fine piece of art but these are unregulated, riskier investments, unlikely to generate income in the long term and would definitely not be considered as an appropriate alternative to a well-diversified pension fund where the risk and return can be tailored to an individual’s own circumstances.

George Osborne’s promise of permitting anyone who has a defined contribution pension scheme the ability to access their entire pension fund from age 55 (or 57 from 2028) brings a range of options and choices for individuals approaching retirement. A recent survey by Age UK has found that 56% of people at retirement find pensions confusing (there are some who might think that the other 44% were being economical with the truth!). One very clear message to take from this is that it’s complicated, and getting specialist advice will be key.

Glenn Branney

Remember though that, whatever investments you hold in a pension arrangement, they can fall in value as well as rise. You may get back less than you invested.

Investment Schemes, in order to supplement their pensions. It is also important for people not to assume that this reduction applies to only those with an income of more than £150,000. One aspect of the £150,000 income limit, for instance, is that it includes pension contributions as well as income. The rules are complicated and financial advice should be taken to ensure people do not inadvertently pay too much into their pension.

For high earners, the tapered reduction in the annual contribution allowance from £40,000 to £10,000 per annum has meant that many people may have to consider additional investment strategies, across a wide range of asset classes and including some tax-favourable frameworks, such as Venture Capital Trusts and Enterprise

As well as the tapering of the annual allowance, there is the imminent reduction in the Lifetime Allowance, which is the total value you can accrue in all your pension plans before you are liable for extra tax when you withdraw from your pension.

Currently the allowance is £1.25m, which looks a lot but doesn’t buy you much of a

OCTOBER 2015

You need to bear in mind that pension and tax rules can change in future and that the effect of these rules on you will depend on your individual circumstances.

Barclays does not provide tax or legal advice.

We therefore recommend that you obtain independent tax and legal advice tailored to your needs.

Glenn Branney can be contacted at Barclays’ office in Belfast on 028 9088 2925 or email: glenn.branney@barclays.com

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What is the real cost of false fire alarms?

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alse alarms are all too common, and nowadays are generally accepted as an unavoidable by-product of having a fire detection and alarm system installed. The latest figures from the Northern Ireland Fire and Rescue Service (NIFRS) show that there were over 10,000 mobilised responses to false alarms in twelve months, that’s on average 28 per day in Northern Ireland! At an estimated cost of £3,000 per mobilisation, this is a huge drain on the public purse but also diverts fire fighters away from essential training, community safety partnerships, and crucially, attending to a genuine emergency.

But are there wider repercussions of false alarms, to individual businesses and the economy as a whole in Northern Ireland?

Along with the disturbance caused by a full evacuation due to a false alarm, there is also a tangible cost to businesses in all sectors. A

study by NIFRS found that the annual cost of false alarms to one medium sized business in Northern Ireland ranged from £1,200 at one of their sites to £126,000 at another.

We examine the impact of false alarms on three key sectors within the Northern Ireland economy and ask – is now the time to consider what the real cost of false fire alarms is to our economy?

Hospitality Sector The Hospitality Industry is booming in Northern Ireland and accounts for somewhere between 5 and 10% of the country’s GDP. Customer satisfaction and service are of paramount importance within this sector, and generally speaking you only get one chance to get it right if you want the repeat business. With social media and online reviews playing an intrinsic role in the marketing of

restaurants, hotels and entertainment venues, reputation really is everything in this sector.

The hospitality sector is particularly susceptible to false fire alarms, due to the presence of deceptive phenomena including cooking fumes, steam from hotel showers, or emissions from aerosols, all of which can trigger a false alarm on most standard smoke detectors, forcing an evacuation. The unfortunate consequence of repeated false alarms will likely be a lot of disgruntled customers, and a lot of bad publicity.

After all, what can be more of an inconvenience than the fire alarm at your hotel activating in the middle of the night due to a false alarm?

In spite of the opulence of your surroundings, the friendliness of hotel staff, or the comfort of your bed for the night, the resounding memory of your stay will invariably be the 30 minutes unnecessarily spent in the hotel car park at

2am, awaiting further instruction. Some hotels now offer compensation to guests, therefore false alarms can be costly to business in the short term, as well as in the longer term.

The same is true of the hospitality sector at large – would you pay for a meal in a restaurant that was disturbed half way through by a false alarm, perhaps caused by cooking fumes?

Or in the case of a concert venue or theatre, will you seek a ticket refund if you have been forced to abandon the auditorium mid-way through a show because the dry ice machine has caused an activation? Customer enjoyment is fundamental to the hospitality sector, and few of us enjoy the disturbance of a false alarm.

Manufacturing Industry The manufacturing and engineering sectors continue to a play a vital role in our economy, employing around 10% of the Northern Ireland workforce. Engineering, in particular aerospace and heavy machinery, demands high volumes of workers, often based across a handful of sites. False alarms in these environments are often caused by welding fumes, dust and other deceptive phenomena, all of which are prone to cause activations of traditional smoke detectors. False fire alarms can have a huge impact on production at these sites

due to downtime during evacuation, and also the subsequent machinery set up time post evacuation. The momentum of the production line may also take time to re-establish, as staff regain their focus after a false alarm.

Food processing is another key business within the manufacturing sector in Northern Ireland. It is also one which is impacted financially by false alarms leading to evacuation of staff, processing down time and the potential damage to product due to a temporary break in the processing chain. Where the cooking of food is involved in the processing chain, false alarms may be the result of fumes, often triggering standard smoke detectors, despite no presence of fire. Heat detectors are often used in cooking areas instead as a means of reducing false alarms, although this “solution” brings with it a decreased level of fire detection, which ultimately may increase the overall risk to the processing plant.

Retail Sector In the retail sector, disruption and downtime due to false alarms have a direct impact on the bottom line. Time really is money in retail, particularly during the lead up to Christmas, when even a 30 minute evacuation can have a really big dent on daily takings. Many shoppers evacuated due to a false alarm will simply

head home, or to another store, rather than return to continue with their purchases.

In a supermarket, shoppers’ abandoned trollies will often contain items that cannot be returned to shelf e.g. frozen goods, leading to product wastage and a direct financial loss. Unfortunately the problem is further exacerbated by theft in retail outlets. In the confusion that accompanies an evacuation, many store workers will not spot the opportune thief who takes advantage of the chaos to avoid paying for items, escaping undetected.

Another issue for Store Managers, who are very often key holders of their premises, is the call from the alarm monitoring station in the middle of the night to advise of an alarm activation, followed by a begrudged drive to their store, only to discover it was a false alarm. Most retail chains pay their staff (or a key holding firm) for such call-outs, yet another example of the tangible cost of false alarms in this sector.

Intelligent Fire Detection Systems Can Solve the Problem of False Alarms Selecting the right fire detection and alarm system is a crucial starting point in reducing false alarms, particularly in sectors where false alarms have a direct impact on profitability and recurring business. It could be argued that no sector is exempt in this respect, after all, in this era of financial constraints and budget cuts for both public and private sectors, who really can afford to waste money?

Developments in fire detection and alarm systems are paving the way for false alarm free technology. The Siemens Cerberus PRO fire detection and alarm system uses Advanced Signal Analysis (ASA) technology designed specifically with the purpose of eliminating false alarms by offering fast, reliable detection alarm signalling and control. Even in the most complex environments, the intelligent optical detectors work effectively to eliminate false alarms due to steam, aerosols, exhaust fumes, cooking fumes, cigarette smoke, welding smoke, dust, insects, dry ice, and even burnt toast.

Diamond Systems are Northern Ireland’s sole Cerberus PRO partner and offer a genuine No False Alarm guarantee with their fire detection and alarm systems. To learn more about their No False Alarm guarantee and the Siemens Cerberus PRO system visit www.diamondsystems.co.uk or call their Technical Sales Team on 02890 207 207.

Can your network handle the pressure?

We are living in a time of unprecedented change. And it’s not a slow, creeping change, it’s a lightning fast, grab hold of your hat, change. As the consumerisation of IT, the rise of mobile, the automation of processes through machine-to-machine communication and the shift to the cloud become mainstream, whole industries are being transformed. In the middle of this technological revolution sits the network, the main superhighway on which millions of terabytes of data from billions of devices flow. Even if your network copes with your enterprise needs now, can it handle the pressures that lie ahead?

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uring the last few years we’ve witnessed a sharp acceleration of trends that began many years ago. Handheld devices have become high-powered, multi-functional units; people expect instant connections to the internet no matter where they are; machines, appliances and accessories have started communicating with each other; the workplace has become a more fluid concept; collaborative working now means working virtually with dispersed teams; and in-house servers are being replaced by the cloud and massive data centres.

Pace of change is accelerating. Can you keep up?

Sticking your head in the sand and thinking this revolution will pass you by simply won’t work. Change is here and the pace isn’t slowing down, in fact, it’s only getting faster.

In 2010 12.5 billion devices were connected to the internet; Cisco says this figure will have doubled to 25 billion by the end of 2015, and in just five years will double again to 50 billion. The nature of these devices will change too. Employees in today’s workplace use an average of three different devices during the day, according to Gartner. As technologies like wearable devices (the Apple iWatch for example) and the Internet of Things (IoT) become mainstream, Gartner expects this figure to jump to five or six devices. And BYOD is likely to become more ingrained; Gartner says that, by 2017, 50% of organisations will require their employees to supply their own device.

With more devices and apps, comes increased usage and data. IDC predict that the digital universe will grow by a factor of 10 – from 4.4 trillion gigabytes in 2013 to 44 trillion in 2020 – more than doubling every two years. Data from embedded systems, a major component of the IoT, will grow from 2% of the digital universe in 2013 to 10% in 2020. As more and more useful data becomes available, the greater the opportunity for enterprises to use it – to learn about customers, improve operations, identify new market gaps – and the more they will need to take advantage of analytics technologies and new data sources.

In addition to multiple, diverse devices entering the workplace and generating massive amounts of data, enterprises are increasingly moving their business, including mission critical apps, into the cloud, fuelling demands for higher bandwidth and mobility. According to IDC, by 2020, more than 40% of the data will be either stored or processed in some way by the cloud, up from 20% in 2013.

With more and more applications running in the cloud and employees demanding easier access, what we’re seeing now is the evolution of the wireless workplace. Latest IDC research shows the enterprise WLAN market is currently growing at a rate of 11.5% each year in EMEA. According to Neil Rickard, Research VP at Gartner, there is a shift from wireless-by-exception to wireless-by-default in many enterprises. Where previously only 10% of devices would be connected to the enterprise LAN via Wi-Fi, he predicts that modern enterprises will be connecting 90% of devices via wireless, with only 10% relying on wired connectivity.

Your network is no longer just a commodity, it’s the heartbeat of your business So reliant have we become on our network connection that it has shifted from being a good-to-have to must-have, as vital as heat, electricity and water. Just like we flick a light switch and expect light, workers of today expect to be able to connect to their enterprise network from anywhere and any device without having to think about it. An average enterprise network is expected to run email, internet access, cloud applications, customer communications, printing needs and meetings and a host of other mission critical applications

that your business just cannot function properly without.

But clogged with devices, overloaded with applications and data, managed by staff with many other commitments, this average enterprise network may be experiencing more than a few cracks.

changes can be exciting, adding real value to your business, as long as you are prepared for them. If you believe your IT team have got better things to do than manage your network, let someone else help.

Keeping this network in a condition where it can support the new way of working will become a full-time job for your IT team, if it’s not already. As IDC point out, the digital universe is doubling every two years in size but the number of IT professionals on the planet may never double again – or at least not for 20 years.

A fully-managed network for the future We’ve seen some enterprises realise the value in outsourcing their network; handing the management of this utility to experts who can make sure it runs at peak performance. By taking this step, they’ve been able to return to the high-value tasks of using technological developments to achieve their business’ strategic goals.

With eir Peerless Networks, we offer you something that your future business deserves: the most attentive, proactively managed network you’ll find anywhere. We design your network to make it work harder for you. We manage your network to ensure it’s always running at its peak – optimum performance, minimal downtime. We continuously monitor your network to stay one step ahead and recommend how to make it work smarter.

Rather than worrying about the challenges that this future digital universe will present, be ready for the opportunities it will bring. These

Shane Haslem is Head of Network Enabled Design, eir Business NI.To find out how Peerless Networks can help your business, contact Shane at uk.linkedin.com/ in/shanehaslem or call the eir Business NI team on 0800 039 2000.

www.eir.co.uk

NEWS

Ulster University company partnerships boost business success

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t Ulster University we are great business partners, helping companies work smarter. The recent launch of our state-of-the-art UX Lab user experience lab is just one example of how we are helping businesses explore how consumers can better interact with technology to increase the success of their products and services.

World-leading researchers at the new Ulster University UX Lab can capture how people use and interact with everything from mobile apps and games to medical devices and retail interfaces.

The UX Lab uses cutting-edge technology to track user’s biometrics, including eye movement, brain signals, heart rate and facial expressions to better understand user behaviour.

The data is analysed by a team of internationally respected Ulster University experts in computing, engineering, psychology and design.

The team works in partnership with companies to enhance product design and functionality of digital technologies and platforms with the aim of increasing user efficiency, productivity and satisfaction.

Dr Raymond Bond from Ulster University’s Computer Science Research Institute said: “The usability of a product is directly linked to its success. As technology is constantly evolving, it is vital that businesses create an intuitive user journey that boosts interaction and longterm adoption. From small start-ups to large multi-nationals, Ulster University’s UX Lab is giving all companies across all sectors, direct access to world-leading expertise and advanced sensor technology that will ultimately enhance competitiveness in global markets.”

One company already benefiting from the UX Lab is leading manufacturer of defibrillators, HeartSine Technologies. The company worked with the University to further develop the

Pictured (l-r) having his brain activity monitored is Andrew Cairns, Ulster University PhD student, with Dr Raymond Bond from the University’s Computer Science Research Institute and Hannah Torney from HeartSine.

portable defibrillator to incorporate audio instructions.

Dr Rebecca Di Maio, Clinical Research Manager at HeartSine Technologies said: “Usability is paramount in helping HeartSine continue to achieve its goal of offering simple to use portable defibrillator solutions. To ensure our defibrillators have a significant impact on post-cardiac arrest survival rates, we must make certain that anyone, at any time can follow the instructions and use it effectively.

“Working with Ulster University’s UX Lab, we will continue to make this goal a reality with future generations of HeartSine defibrillators using highly intuitive interfaces to enhance user experience whilst saving lives.”

Ulster University’s UX Lab is funded by the Higher Education Fund (HEIF), which supports the collaboration between universities and industry for the economic and social benefit to the region.

SPAR fundraisers dig deep for charity

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uring Childhood Cancer Awareness Month in September, Cancer Fund for Children CEO Gillian Creevy (second from right) accepted a cheque for over £5k. The money was raised by shoppers and staff from the Mount Charles-owned SPAR located in the University of Ulster Jordanstown (UUJ). The store is the top fundraising unit within The Mount Charles group. Money raised will enable the charity to continue providing practical, emotional and financial support to families affected by cancer.

Pictured with Gillian are: (Christina Murphy (The Newsletter), May Colvin (SPAR UUJ), Dunstan Gorman (manager of SPAR UUJ), Gillian Creevy (CEO, Cancer Fund for Children) and Adrian Dallas (Retail Services Manager, The Mount Charles Group).

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Flags, firebombs & flashbacks

Food, Drink & Agriculture

Sponsored by

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FOOD, DRINK & AGRICULTURE

Crying over spilt milk?

By John Simpson

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armers and farming organisations have taken to the streets, supermarkets and political institutions to lobby for help.

than marginal costs would farmers, in the short-run, logically get out of the business.

Clear thinking must draw on a well-informed appreciation of likely future market prices.

The headline grabbing allegation has been that milk producers are being paid market prices that are less than the cost of producing that milk. There are threats of a crisis for many farmers whose incomes in 2015 have fallen sharply.

Market milk prices are volatile, as has been demonstrated in the past decade. The usual optimistic mistake is to assume that prices will (or should) stay at the more acceptable best levels seen in the last decade.

The scale of the crisis is well demonstrated by a comparison of the price of nearly 18 ppl (pence per litre) received in mid2015 compared with over 28 ppl a year ago and further compared with the full cost of production not much below the price received in 2014.

Notwithstanding the undoubted change in the fortunes of milk producers, and also in other food producing sectors, there are no obvious and practical measures of compensation likely to be offered.

First, there is some ambiguity about the immediate direct impact of recent market price changes. How seriously are farm incomes affected when account is also taken of the fall in market prices in the context of the degree of continuing farm support through the EU agreed ‘single farm payment’ system? When farmers argue that they are losing money on every litre/pint, the debate needs to be better quantified by distinguishing whether market prices are at least meeting marginal costs but falling short of overall average costs.

If prices are matching, even with little surplus, marginal costs, then there would be no logic in selling off the cows. Only if revenue is less

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Whatever the financial position, there is no readily available and easily-introduced temporary support mechanism. Much emphasis has been placed on the search for a mechanism to introduce intervention prices to put a floor in the market. That concept, initially appealing, poses practical difficulties and is met with EU reluctance.

The Minister, Michelle O’Neill is urging the European Commission to offer greater support. Understandably, the Minister is working from the assumption that her own department does not have the funds, or a mechanism, to offer financial support to milk farmers. Her criticism is focused on what is described as ‘little new thinking... by the Commission.’

orientation.’ Butter mountains, wine lakes and large intervention stocks of beef were all consigned to history, with little objection, in a complete redesign of EC policies to rely on market forces.

The Minister’s plea is that we need a thriving farm sector getting her full support. However, neither the DEFRA Secretary of State nor the Commission are offering ‘effective and timely EU action.’

Farmers, governments and the Commission all knew that introducing the Single Farm Payment and removing the system of quotas posed a risk.

Unhappily, that risk has proved to be much bigger than was expected.

The frustration of the various political agencies stems from the much more fundamental decisions made several years ago. Commissioner Hogan, himself an Irish-appointed member of the Commission, has argued: ‘European agriculture has now made the transformation to a market

When milk quotas were removed the hope was that dairy products from Ireland, north and south, would compete and gain a much larger market share, in Europe and worldwide. The market, influenced by policies in Russia and events in China, has been more perverse than was ever envisaged.

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That said, if the EU has no significant support to offer, what are the options: do nothing and wait for a market recovery OR find a method of organising local intervention?

The food and drinks sectors are critically important for the Northern Ireland economy.

Their importance lies not only in the scale of their activities but in the diversity of the end products and geographical spread of businesses (and farms). Food and drink sectors have an annual turnover of about £4.7bn and involve over 21,000 employees.

The ambition of the more dynamic entrepreneurs in the food sectors is that there is huge potential still to be exploited relying on the comparative advantages of Northern Ireland, climate and skills, to compete on world markets.

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If the pressure faced by farmers is being overstated, then the painful policy option should be to play for time. Are farmers covering their marginal costs and does this mean that closures, selling off and bankruptcy are overstated? Will the market recover later this year? That would be an argument for patience.

If there are independent competent assessments that farm business failures are happening, then perhaps the minister might bring the banks together to create a large lending fund, at commercial rates, to sustain farms with viable business plans to survive until market conditions improve. This would need to be arranged without offending EU competition rules.

The last British Bankers Association statistics

shows that in the first quarter of 2015 bank deposits by farmers fell by £31m and bank lending rose by £13m. These are relatively small changes. Only when the second quarter details become available will there be enough information to properly assess the impact of recent events.

For the present, there is cold comfort for milk farmers: there is no immediate big rescue plan available.

Footnote: Just before going to print, the Department of Agriculture and Rural Development said it had secured £5.1m in EU funding to help Northern Ireland’s dairy farmers during the current crisis. Using the latest census figures for 2014, that works out at just over £16 per dairy cow.

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FOOD, DRINK & AGRICULTURE

The grass root importance of R&D John Gilbert, Chairman of forage seed company Germinal Holdings, laments the planned closure of the Agri-Food and Biosciences Institute. community here with clear-headed guidance for a financially sustainable future.

DARD statistics show that the production of grass is the largest agricultural enterprise in Northern Ireland, with a total feed value of approx. £500 million – five times greater than the total estimated value of all the cereals, mushrooms, potatoes and apples put together.

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uch has been said in recent weeks about the planned closure of the Agri-Food and Biosciences Institute’s (AFBI) world-renowned Crossnacreevy Plant Testing facility.

This statement of intent by the Department of Agriculture and Rural Development (DARD) is in stark contrast to the focus on improving grassland management and utilisation in the Republic of Ireland, as the strongest foundation upon which to build its future livestock industry.

Much of the expansion of Northern Ireland’s milk output has been achieved through concentrate intensive ruminant systems.

These are high-cost systems which essentially require high milk prices.

Surely it is evident to everyone that global supply and demand volatility means that we cannot assume anything about milk prices – other than they will be volatile?

It seems obvious that AFBI should focus their resources on improving grassland productivity and on developing low cost grass based production systems, particularly for milk.

This would effectively provide the farming

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Research confirms that the cost of production of milk and meat decreases as the percentage of forage in the diet increases.

There are approximately 780,000 ha of grass in Northern Ireland (excluding hills, moorland and rough grazing). With one tonne of grass, on a dry matter basis, worth in the region of £80 - £100/tonne, an increase of just one tonne/ha across Northern Ireland would contribute £60 to £80 million to the local economy.

There is no other crop where the gap between that which is currently being achieved and what could be achieved is so vast.

The potential gain is huge, and even a small improvement in grassland utilisation would lead to significant benefits for farmers both big and small – and for the entire local economy.

Improving grassland productivity and maintaining that improvement means grassland renewal – reseeding with the best varieties available.

The only way this information can be provided accurately is through completely independent grass variety trials, entirely separate from AFBI’s grass breeding programme.

These independent trials are exactly the work AFBI is proposing to stop. This makes absolutely no economic sense. If anything, more work should be done in this area and cooperation with Scotland and Ireland should be explored.

The case is watertight; time and time again research has shown that grass-based systems of milk and meat production are also the lowest cost systems. What is needed locally is for DARD’s advisory division to embrace this simple truth, get the message out to farmers, and give them the confidence to change.

As a taxpayer, I am extremely concerned about the potential cost of building a new plant centre at Loughgall or Hillsborough, as proposed by DARD/AFBI particularly when we already have a world class facility in operation at Crossnacreevy.

It is also worth noting that Loughgall would be the wrong place to carry out further grass work, as the conditions are not typical of Northern Ireland.

I would like to see a detailed cost comparison on the cost of developing Crossnacreevy versus a completely new build on another site.

If trials are moved to another site it will be necessary to carry out work on both sites for three years – thus requiring a duplication of vital resources and wasting limited funds that would be much better spent elsewhere, for example within the hard-pressed health or education sectors.

I put forward these arguments, and more, at the recent open day held by AFBI in relation to its proposals, and I can only hope that they have been listened to.

This should not be about the commercial interests of any one organisation, but about the greater good of the livestock industry and its ability to survive and compete on a global playing field.

It is clear that AFBI must streamline its operations, but funding should remain within areas that are the most crucial for the future success of the industry. I call upon AFBI and DARD to reconsider these proposals as a matter of urgency.

FOOD, DRINK & AGRICULTURE

Local partnerships make for successful sales relate to and are inspired by Paula and her fresh and local attitude. We hope they give her easy weeknight dinner recipes a go, and become as dedicated as we both are to fresh and healthy eating.

“Our Fresh Team has always worked by sourcing what we can from farmers and suppliers in Northern Ireland and Ireland, and topping up from elsewhere only when necessary. Our number one priority is to support our growers and farmers, especially now when our agri-community needs it the most.

“We continue to source over 75% of our fresh products from the island of Ireland, and just recently we launched enjoy local – the new SPAR own-brand range, which is 100% sourced in Northern Ireland resulting in an injection of £25m/ year into the agri-food industry here.

Paula McIntyre

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enderson Group, the family-run company which owns the SPAR, EUROSPAR, VIVO and VIVOXTRA brands in Northern Ireland, has signed an exclusive deal with Paula McIntyre.

The local chef has officially become the ambassador of the SPAR and EUROSPAR brands in a bid to get shoppers more focused on local produce.

Brenda Mulligan, Head of Brand Marketing at the Henderson Group, explains why the new partnership means their commitment to local suppliers has stepped up another gear.

“As a local business, it has always been our priority to keep our marketing strategies as local as possible. Our stores are based in the heart of Northern Ireland’s communities,

OCTOBER 2015

so every decision we make on how best to communicate with our shoppers comes from local knowledge and a passion for local.

“We have worked with Paula McIntyre for a few years on various different projects.

With our shared sourcing outlook, it was only natural to make the relationship official and make Paula our brand ambassador for SPAR and EUROSPAR. “We have a lot in common; we are passionate about local, we support and champion local products, suppliers, farmers and growers, and we will always buy local first and foremost. It just makes sense.

“Paula is also very relatable; when it comes to her dishes there is no fanfare, it is good, honest food. We hope our shoppers

“enjoy local has been hugely popular experiencing sales of £3.5m in the first three months alone. Paula was a vital part of launching the range by creating original recipes and championing the products – all of which have a seal on the packaging which shows where they are made, farmed or grown.

“Some of the products that Paula used for her summer recipes included own-brand premium sausages which experienced year on year sales growth of +125%, deli salads +95% and eggs +40%. We are delighted that our shoppers are realising the value of local produce, and it shows that combining great products, a local champion and effective marketing brings sales success, which in turn, continues the support of our home-grown suppliers and producers.”

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FOOD, DRINK & AGRICULTURE

Raising the bar

By Greg Hughes, Business Unit Director for Dillon Bass

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his year, Dillon Bass celebrates 25 years in business. We’re very proud of the role the company has played within the Northern Ireland drinks industry over the last 25 years.

We’ve been there through the highs and the lows and have witnessed great change within the industry.

In a market which continues to challenge and change, there is a general consensus that the tide began to turn in 2014 and this has continued into 2015, with a feeling of cautious optimism now beginning to build.

Whilst there have been some casualties in the hospitality industry over the last few years, there has also been significant investment, with new pubs, clubs and restaurants opening across Belfast and beyond.

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FOOD, DRINK & AGRICULTURE

This upturn in the market displays a renewed confidence within the industry, showing that there is demand for new venues, particularly those that offer consumers something new, innovative and exciting. There’s no doubt, however, that we are still operating within a very challenging and competitive marketplace and to continue to drive the industry forward we must work together.

We take our role within the industry seriously and are committed to helping to create a sustainable model for growth. We do this by assisting our customers in their efforts to achieve excellence in service delivery, product knowledge and skills development.

Our shareholders – Pernod Ricard and Moët Hennessy – mean we are part of a truly global company. However, we have the freedom to operate locally, and have our own local customer care, sales and marketing teams.

Our shareholders provide a fantastic portfolio of premium brands as well as access to global insights, learnings, training and best practice from across the world. Our local knowledge and expertise, combined with this global dimension is what makes Dillon Bass unique and ensures we can add value to our customers.

The Dillon Bass team is committed to supporting our customers, helping to enhance their offering with tailored activities and initiatives supported by our sales and marketing teams. Our Customer Care team has also grown over the past year and is now responsible for sales across all of Ireland.

Our premium portfolio includes some of the world’s leading spirits and wine brands: Jameson Irish Whiskey, Hennessy Cognac and Absolut Vodka sit comfortably beside major domestic brands like West Coast Cooler and Powers Irish Whiskey. Similarly within our wine portfolio, Jacob’s Creek, Brancott Estate, Concha y Toro and Sutter Home from the new world are complemented by Campo Viejo, Baron Philippe de Rothschild and Guerrieri-Rizzardi from Europe. In the world of Champagne our portfolio is unsurpassed; Moët & Chandon, Veuve Clicquot and Krug are the undisputed brand leaders.

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Greg Hughes with Liam McBride, Sales Manager; Joanne O’Hagan, Marketing Manager; and John O’Neill, Sales Manager, Dillon Bass.

Dillon Bass has experienced a strong year in both the hospitality and retail sectors.

Our brands continue to achieve great growth, particularly in our Irish whiskey portfolio, following significant investment over the past few years.

Jameson continues to grow from strength-tostrength in all channels. As the largest Irish whiskey producer with a portfolio of over 25 whiskeys, we have been sharing our love of Irish whiskey with customers throughout Northern Ireland by educating the industry and partnering with key accounts. Looking to the future we will be expanding on this work with further targeted whiskey training events in partnership with Hospitality Ulster.

Education and training are an increasingly important focus for Dillon Bass. We recognise that by investing in the industry, we can play our part in raising standards and improving the overall consumer experience.

In 2015 we marked another milestone, with Hennessy Cognac celebrating its 250th anniversary. As part of our local activity for the global Hennessy 250 celebration, we created our highly successful Hennessy Connoisseurs Challenge, which sought to uncover the top bartenders in Northern Ireland.

The exceptionally high standard of entries received and the passion, theatre and

creativity on show at the live finale was testament to the level at which our local mixologists are operating. As part of the initiative, our three winning Hennessy Connoisseurs will receive a money-can’tbuy training opportunity. They will travel to Cognac – the home of Hennessy – this November for an immersive training experience that will take them on a journey through the last 250 years of Hennessy.

As we look to the future, we are optimistic about the outlook for the industry. We will continue to invest in our portfolio, with many of our existing sponsorships continuing in 2016.

Following an expansion programme, which included €200m investment in Midleton Distillery and our whiskey maturation facility in Dungorney, we will continue the successful work of promoting our Irish whiskey portfolio to grow and develop the premium whiskey category in Northern Ireland.

Collaboration with industry partners and building relationships with our customers will be the key to our continued success.

Put simply, our success is dependent on the success of our customers. Only by working together can we build an industry that’s fit for purpose and ready to rise to the challenges that lie ahead.

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INVESTMENT

Investment charge Paul Stapleton, General Manager Electric Ireland, explains why his company is investing in the Northern Ireland energy market the needs of our growing numbers of residential customers are fully met.

The new products on offer will provide Northern Ireland customers with the most competitive rates as well as a yearly loyalty bonus. This along with simple online switch options lives up to Electric Ireland’s commitment to ‘Smarter Living’ empowering customers with solutions that will make their lives easier.

E

lectric Ireland has a longestablished presence in Northern Ireland having provided energy to the business sector since the market first opened to competition 15 years ago, first as ESBIE then Electric Ireland and indeed, supplying the residential market from 2011.

We have just announced a major investment which will see us dramatically increase activity and presence in the residential market.

This investment will see an extension to our Northern Ireland base with a new dedicated facility and the creation of jobs across marketing and business development along with a locally based customer service team providing exemplary service to ensure

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“The new products on offer will provide Northern Ireland customers with the most competitive rates as well as a yearly loyalty bonus.”

We are supporting the investment with an integrated and interactive marketing campaign starting this month that will position the brand’s strong residential offering with householders across Northern Ireland. There are no discounts that end after 12 months: it’s a simple idea, we will reward our loyal customers with ongoing bonuses.

We will also continue to build and grow the business energy market in Northern Ireland. Since market opening we have worked with both the SME and industrial commercial sectors to deliver bespoke tailored energy solutions, playing our part in helping them to compete effectively.

We have an in depth knowledge and understanding of the local market, of the challenges businesses face as a result of global economics and of increasing opportunities for growth provided by investment in key sectors such as business tourism and export. And we will continue our support of the local economy by investing in areas such as STEM education that builds a strong talent pool for continued growth.

For instance we have worked with Queen’s University for more than nine years to provide bursary packages for engineering students that include on job training.

This year we have developed that relationship further and will work with students across the School of Electronics, Electrical Engineering & Computer Science to help them build knowledge and provide them with the opportunity to create a Smarter Living app that will be developed for commercial use.

“We will also continue to build and grow the business energy market in Northern Ireland.”

We see our role as continuing to contribute to the local economy by supporting the business market and using the expertise we have gained over many years to provide the best possible value and service to our customers and in the process build a strong presence for the Electric Ireland brand within the Northern Ireland residential and business markets.”

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NEWS

Knowledge is king

By Luke Fuller, Director at Hays Northern Ireland

Positive news announcements in September included the Science Park’s £6.5m expansion which will mean 500 new technology jobs. And the recent Knowledge Economy Index from NISP Connect has shown that Northern Ireland is growing at the second fastest rate of any region in the UK.

Luke Fuller

T

he phrase ‘economic downturn’ has been ubiquitous over the past few years. While the downturn has impacted upon all aspects of the region’s economy, its depth and severity has varied between market segments.

However, at Hays we are now noting a sense of cautious optimism emerging in previously hard-pressed sectors.

With such positive sentiment entering the market, many professionals will be moving from the mode of career stability to career progression. Businesses are seeking to create new employment opportunities, attract new staff while retaining existing talent. It’s within this context that Hays prepares to launch its 2016 Salary Guide.

The Salary Guide, which is launched in full in November, is one of the most detailed analyses of its type in the UK. Drawn from the views of 20,000 employers and employees, and generated from across our offices in GB and Northern Ireland, the guide also provides expert’s insight into key trends within specific sectors.

In concert with the report, our dedicated salary guide portal at http://salaryguide. hays.co.uk remains live throughout and is regularly updated. This allows professionals to explore the lowest to highest range of salaries for their chosen specialism in their location and compare them according to their individual circumstances.

We view the Salary Guide as the essential tool for Northern Ireland professionals to match themselves against their counterparts in the rest of the country and explore new paths in their career progression.

But while financial benefits such as pensions are important, employers will be aware that offering training or support for professional study and the ability to work flexibly and achieve a good work-life balance are key drivers for new talent.

For further information about Hays in Northern Ireland log on to www.hays.co.uk/northern-ireland/

New jobs for Coleraine insurance company

A

Coleraine company has created 20 new jobs following steady growth over the last 12 months.

MCL Insurance Services said an uptick in demand for its flagship brands – 25+, Its4Women and BoxyMo – were behind the expansion and have helped turnover climb 100% since December.

The new posts will be centred around customer experience on its online insurance protection as it moves toward an exclusively online offering.

Managing Director Gary McClarty said the company’s technology has been a big help in driving revenue.

“The innovative application of our Dotsys software to handle online chat and call requests has been key to our recent success,”

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Pictured is MCL Insurance Services managing director Gary McClarty.

he said. “We have successfully developed a system which is not only user friendly but makes the process of purchasing competitive car insurance much easier for our customers.

“The new positions will help expand and improve the customer service offering, with

growth across the online chat and outbound call handling teams. The additional 20 jobs will bring our team to 92 in our new grade A offices in Coleraine where I hope to continue creating more jobs for local people over the next 12 months as the company goes from strength to strength.”

Health at Work

HEALTH AT WORK

Minding the head

By Amanda Ferguson

Why your company needs to take mental health seriously

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HEALTH AT WORK

M

ental wellbeing in the workplace is often overlooked but its impact on employees and the bottom line cannot be avoided.

It is estimated that 70 million working days are lost each year in the UK at a cost of £70bn-£100bn – a figure which represents 4.5% of the GDP. It’s key that businesses find out how to spot mental health issues, how to deal with it and how to support staff.

Gary Kane is an employer development coordinator for Action Mental Health Works training consultancy service.

One in four people will be diagnosed with a mental health condition at some point in their lives so it’s his job to provide training for employers to cope with the fallout from this in the workplace.

“People have mental health problems and it can impact a person’s ability to work,” Mr Kane said.

“What we do is about raising awareness, getting organisations to look at the signs and symptoms. We also train managers and others to look at it from a view of upskilling employees to look after their own mental health.

“Mental health could come from problems with home life, upbringing or DNA so sometimes employers cannot prevent it from happening.”

“There is less of a taboo but there is still some way to go in talking about mental health in the same way we would with other conditions,” he said.

Action Mental Health Works helps support employers to look after mental health in the workplace across small, medium and large organisations in the public, private and third sectors.

“Lot of organisations do have health insurance and make use of counselling services.”

It helps organisations develop stress and mental health policies and gives managers the skills need to have conversations with staff.

Deborah McConnell, a Workplace 20:20 Manager with Business in the Community Northern Ireland, said while prioritising the mental wellbeing of employees goes hand-in-hand with ensuring a successful and sustainable business, some four in ten employees say they have experienced a mental health problem and kept it from their employer for fear it would jeopardise their career prospects.

Ms McConnell suggests there is much work to be done to address mental wellbeing in the workplace and Business in the Community’s Workplace 20:20 campaign challenges organisations to be proactive in their approach to mental health, championing the need for open and honest conversations about the issues employees face.

“As a manger, being able to recognise the warning signs is vital, and our Mental Health Toolkit, developed in partnership with Action Mental Health, is a useful reference guide, she said. >

OCTOBER 2015

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HEALTH AT WORK

“Significant changes in normal behaviours often indicate underlying mental ill-health, and there are various tell-tale signs to watch out for.

“Employees may struggle to perform their job while experiencing ill-health and it’s important that managers seek to understand changes to productivity, motivation or quality of work rather than simply making assumptions.”

Experts say once a mental health issue has been identified, it is crucial that an employee feels supported by their manager, so regular communication is a must.

“Like any health issue, preventative measures can be taken, and making small changes within the working environment can offset common triggers,“ Ms McConnell added.

“The most common causes of workplace stress are excessive workload, poor management and long hours, all of which

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could be identified by talking to your team and seeking a practical solution. “We challenge employers to embed mental health into their core wellbeing strategy and offer guidance in creating a structured action plan.

spoke of the importance of employers being supportive of staff experiencing difficulties.

“Being proactive about mental ill health within the workplace, talking openly to your employees and having appropriate support mechanisms in place can really make a difference – to both your business and your people.”

“Colleagues rush to your side when you turn up for work with your arm in plaster,” he said.

“They want to know what happened and how they can help. The stigma of mental health makes them react very differently.

New Labour Party leader Jeremy Corbyn last month appointed a shadow Minister for Mental Health to his shadow cabinet, to look at how the issues can best be addressed within the NHS. Closer to home Ulster Unionist Party leader Mike Nesbitt said Northern Ireland could do with additional, ring fenced funding to cope with this growing issue and also

Mike Nesbitt told Ulster Business “the workplace attitude to mental health versus physical illness is stark”.

“Employers provide first aid kits for physical injuries. They must be given the tools to at least be able to signpost staff to appropriate specialist help.

“I would also encourage every employer to sign up with one of the mental health charities who provide mindfulness support, which is a powerful preventative process that can protect against poor mental health and wellbeing.”

Interested in improving your company’s performance through increased employee engagement, building resilience and improving mental health and wellbeing?

Then talk to Carecall – Ireland’s leading and expert provider of workplace wellbeing solutions.

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Contact us now to discuss how we can help your organisation build wellbeing and engagement in the workplace.

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• Employee Assistance Programme • Training • Consultancy • Mediation • Emergency Response

HEALTH AT WORK

Address the stress Dr. Alan Black, Director of occupational health providers, Blackwell Associates Limited, outlines what work-related stress is and how employers can combat it by adopting a ‘prevention is better than cure’ approach

WHAT EXACTLY IS WORKRELATED STRESS?

difficulty sleeping, lack of appetite and chest pains are not so easy to spot.

Simply put, work-related stress is the negative reaction which occurs when demands at work exceed one’s ability to cope. It can also be caused by other problems at work, such as feeling inadequate, bullying and harassment, or having poor working conditions.

In fact, a recent report by Axa (2015) found that only 39% of employees admitted to the problem if they had to call in sick because of stress, anxiety or depression, making it even harder for employers to identify the issues involved.

Stress should be viewed as a ‘process’, where intense emotional and mental pressure – caused by excessive work demands – leads to physical and psychological impairment.

OUTSIDE SUPPORT Due to the wide-ranging considerations that employers need to bear in mind when it comes to workplace stress, it often proves beneficial to appoint an occupational health provider.

A GROWING PROBLEM A Chartered Institute of Personnel Development (CIPD) report found that just over two-fifths of organisations have noticed an increase in reported mental health problems (such as anxiety and depression) among employees.

Stress has significant and profound implications for individual and organisational performance, meaning that no matter what size the company, all employers need to pay attention to this workplace epidemic.

Employees under increasing mental strain tend to take more sickness leave.

This may lead to gaps that need to be filled by employing casual or agency staff, while also increasing overtime and longer working hours for other employees – leaving a significant footprint on your bottom line and resources

A provider can deliver a company’s risk assessment, with stress being one of the hazards examined.

Dr Alan Black

underlying causes of it should remain a continued priority for all employers.

SPOT THE SIGNS As stress affects people in different ways with no two cases ever being the same, employers need to be vigilant in terms of looking out for every member of staff and be proactive in terms of evaluating the workplace environment as a whole.

They can also develop any policies required to ensure that senior managers and team leaders are clear about what the company procedure is when it comes to dealing with instances of work related stress – and that employees know their well-being is considered.

Finally, an occupational health provider can also provide advice and support to staff members experiencing the effects of stress, including guidance on how to return to work after periods of absence as a result of work related ill health.

The team at Blackwell Associates Limited are well positioned to provide expert

While the CIPD found that currently workload is ranked the most common cause of stress, followed by management style and relationships, identifying the

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Some symptoms may be more evident to managers or colleagues than others, for example changes in behaviour, heightened emotions or difficulty concentrating. However,

occupational health services and advice.

For more information, please contact the team on Tel: +44 28 9065 6131 or email: enquiries@blackwellassociates.co.uk

HEALTH AT WORK

HR Team: de-stressing staff management HR Team Managing Partners, Martina McAuley (left) and Breda Cullen

A

There is a widespread misconception among employers that they cannot legally dismiss employees who are incapable of performing their duties for whatever reason, sickness being one. However, through the use of fair and reasonable procedures, cases of unfair dismissal and discrimination can be avoided or easily defended in tribunal.

Although each long-term absence case must be treated according to its merits, there are always steps which can be taken with the right know-how. HR Team can easily guide employers through the minefield of employment law.

t HR Team we’re all too aware of the stress caused to employers by the dreaded sick note but they can rest assured that we’re here to help.

Employee absence due to long-term sickness results in logistical headaches for employers. They are often left pulling their hair out as they try to make ends meet while also maintaining standards in their operations.

However, employers need not despair; HR Team – which is the UK and Ireland’s fastest growing human resources company – can provide a solution which minimises risk.

OCTOBER 2015

We also ensure that employers are not faced with avoidable absence issues in future.

HR Team’s experts will deliver a ‘Performance Management’ seminar on Thursday, November 12 at the company’s headquarters in the Innovation Centre, Northern Ireland Science Park, DerryLondonderry.

To book your place today please email info@hrteam-ni.com or call 028 71 271 882.

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EDUCATION

Just getting started...

I

n the blink of an eye, the Ulster University Business School has notched up a cool 40 years of operation. It’s hard to believe that an organisation which started out with just 300 students and 40 staff now has over 6,000 graduates and undergraduates enrolled on its courses and also has one hand firmly on the tiller of the Northern Ireland economy.

That last phrase might seem like an over exaggeration but the facts speak for themselves, particularly when it comes to economic impact.

That’s because the school is estimated to contribute £41m a year to the economy, something it does in numerable ways.

As well as providing a steady stream of educated graduates, it also helps professionals already in work to upskill, it helps train and mentor tomorrow’s leaders, its deep research helps companies to keep at the cutting edge of innovation through research and

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development, it nurtures early stage companies (it is ranked eight of all UK universities for the number of completed innovation vouchers) and it even assists Invest NI in its quest to attract inward investment or expand the presence of indigenous companies.

And the school has partnered with CME Group to launch the CME Group Financial Innovation Lab, providing its students with the experience of a dynamic trading environment.

That’s quite a long list of achievements and it’s no wonder it is now the sixth largest business school across the UK and Ireland, one which counts 60,000 alumni across 120 countries.

And the school has 40 visiting professors, has links to 12 professional bodies and sends 400 students on placement to industry each year.

As well as its six departments which cover everything from accounting

EDUCATION

Professor Marie McHugh, Dean, Ulster University Business School with Heads of Department (from left), Dr Lisa Bradley, International Business; Dr Karise Hutchinson, Business and Enterprise; Professor Heather Farley, Management and Leadership; Professor Una McMahon-Beattie, Hospitality and Tourism Management; Dr Danielle McCartan-Quinn, Marketing, Entrepreneurship and Strategy; and Professor Gillian Armstrong, Accounting, Finance and Economics.

to entrepreneurship to tourism, it also has the Ulster University Economic Policy Centre to cast an independent eye on the fortunes of the economy here, the SME Centre to lend a hand to the bastion of small and medium sized companies here, and the Business Institute to make sure the Northern Ireland workforce is continually improving.

“It’s really important the research and development which takes place in the business schools helps our economy to continue growing stronger. And we want to increase the diversity within our student community to bring more international students to Northern Ireland to foster a more outward-looking perspective.”

How has the school come so far in a relatively short space of time?

To celebrate the 40th anniversary of the Ulster University Business School, it is having a celebratory lunch for alumni and friends to celebrate its past, present and future on Friday November 20th in Titanic Belfast.

“We have always worked very closely with business and consider ourselves to be a resource of this region which is able to support economic growth,” Marie McHugh, Dean of the Ulster University Business School said.

And that aim won’t alter in the future. “The priority for us is making this the most prestigious business school in these parts, to build upon our achievements and to further strengthen our relationships with businesses and professional bodies.

OCTOBER 2015

Speakers include Helen Kirkpatrick MBE; Ian Larmour; Jill Minne; Professor Marie McHugh and Colin Walsh.

To book a ticket or table contact business.ulster.ac.uk/forty or email: l.ohara@ulster.ac.uk

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PROFILE

Small business of the month Titanic Creative Management

T

itanic Creative Management is a unique business venture dedicated to providing the best in standard and custom made prosthetics, professional materials and high level training for makeup artists working in film, television and stage.

With no tertiary education in these fields available in Ulster, Titanic Creative Management was founded by Belfast woman Nuala Campbell out of a desire to bridge the gap between the booming Northern Ireland film industry and the lack of local creative artists with the skills needed to take up job opportunities in the sector.

The not-for-profit social enterprise’s vision is one of re-energising the industry by offering high level, professional training schemes in Belfast and providing bursary support for training to those who face socio-economic barriers to improving their employability potential.

Nuala, together with Development Manager Erika Clark, aims to upskill the workforce in preparation for the expansion of studio facilities in Titanic Quarter so that international film producers on future ventures will employ local artists on productions filmed on the island of Ireland, rather than recruiting globally.

Commenting on the reason for the business Nuala said: “Emerging Irish artists are faced with geographical and financial barriers as they must travel to mainland UK to train on high-cost courses with added travel and accommodation expenses. This training and the subsequent jobs in productions for major projects, based here in Belfast are therefore currently reserved for those

72

Erika Clark and Nuala Campbell.

who can afford personal development and have access to the right networks.”

biggest names in prosthetics, make-up and air-brushing from America and Australia.

With Nuala coming from a financial management and accountancy background and Erika from a career in the arts the pair are the perfect mix of business and creative and with student numbers growing Nuala identified a further void in the market for affordable, quality materials such as brushes, gelatine and professional wound kits. She set up the Titanic FX online store to offer such items, as well as specialised, locally made gelatine prosthetics, at an affordable price.

The company also offers a talent management service to offer support and career guidance, as well as exclusive opportunities to gain valuable work experience on set alongside tutors.

With the emphasis on the high quality training Nuala has held meetings in the States with some of Hollywood’s top makeup artists in a bid recruit them to teach at locally-held, affordable training sessions. As a result of the business’s ethos and purpose the studio has since hosted some of the

Titanic Creative Management is also reaching new heights in terms of industry recognition, having been trusted by one of the biggest prosthetic artists in the world, Neill Gorton of Millennium FX, to represent Northern Ireland at his Prosthetics Event in Birmingham this November.

With an ethos of integrity, hard work and fairness it is little wonder that Titanic Creative Management is gearing up to be at the core of what makes Northern Ireland a choice destination for the film and TV industry in the coming years. Watch this space!

NEWS

Shot of local love: Johnsons get ready for home-grown coffee

T

he Johnson family have been roasting coffee sourced from around the world for the last century but not once have they had the luxury of using home-grown beans; until now.

In a collaboration with horticulturalist David Pattison from landscape designers Plantations, Johnsons Coffee will soon be harvesting what is believed to be the first-ever Arabica coffee grown in Northern Ireland.

Mr Pattison has nurtured over a dozen of the plants in Lisburn, replicating the conditions found in equatorial regions such as Brazil, Vietnam and Columbia.

Although not a long-term plan, the prospect of producing the first cup of Northern Ireland-grown coffee was a big draw for Johnsons, according to Sales Director Philip Mills.

“We have replicated the growing conditions to allow us to produce and roast coffee grown right here in Northern Ireland,” he said. “We’re really looking forward to producing and tasting our very own home grown cup of Johnsons Coffee.”

He said the experience and education gained from the project has offered an insight into the journey a coffee bean makes from field to cup. The company has encouraged staff from local coffee shops, restaurants and hotels to learn how the process works.

David Pattison said growing the coffee had been an interesting challenge, especially “replicating the climatic conditions, with temperature, humidity and light all being important factors that need to be considered.

David Pattison with Philip Mills from Johnsons Coffee.

“I am very pleased that the plants are all very healthy and I am sure in time they will bear fruit and produce good coffee beans.”

Sizzling summer for city tourism

D

eirdre Hargey, Chair, Belfast City Council’s Growth and Regeneration Committee, pictured with Mary Jo McCanny, Director of Visitor Servicing reviewing new figures which show that Belfast is on track to deliver its most successful tourism year to date, with hotel occupancy and room rates, visitor interest and tourist enquiries all at record levels for the first half of 2015.

Visit Belfast, which promotes the city locally, nationally and internationally, has said that figures for July and August have also showed no slowdown in visitor demand, with hotels exceptionally busy during the peak summer months, including July, when the successful Tall Ships Maritime Festival took place.

OCTOBER 2015

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THE DAILY GRIND

The Daily Grind Molly McCluskey, Down Royal Racecourse

6:30am

the scenes pictures for our media outlets.

Our two young boys usually wake me up early in the morning and the first hour or so is organised carnage checking that children, dog and horses are fed and appropriately clothed before we head out to drop the guys at nursery.

4pm

8:30am I’m very lucky to be based at the racecourse, I try to take the dog for a quick walk round part of the course before heading into the office for 9am. The first half hour or so of the day is spent checking and responding to urgent emails and touching base with my colleagues in the office - we are a small team at Down Royal so we try to make sure we are all across what’s going on at any time to make sure we can offer a top class experience to anyone involved with racing at Down Royal.

10am We are currently preparing for our biggest two days of racing of the year, the Northern Ireland Festival of Racing on Friday 30th and Saturday 31st October. We are fortunate to have very supportive and loyal sponsors involved with the festival and it is imperative that I get their messages across in the lead up to the festival as well as trying to maximise the attendance over the two days.

I manage our marketing in house both hard copy and digital and I usually try to post any web stories, social media content or ezines out before lunch to give me the rest of the day to monitor their performance via insights and Google analytics.

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12pm The great thing about working at Down Royal is that every day is different, we can be out meeting sponsors or suppliers or in the run up to the Festival doing site familiarisations with different sponsors to see how we can work to maximise their exposure and interaction with our customers over the Festival. The Festival is usually covered by both Channel 4 and Attheraces with UK wide viewing figures over 1.5 million so we will be working with them to ensure everything is in place for the two days and ensure the best possible coverage of the world class racing on show.

1:30pm I don’t tend to work very well if I’m in front of my computer all day, therefore I try to get out for a run with my dog round the track at lunchtime - one of the perks of the job!

I always take my iPhone with me as it also affords a good opportunity to take pictures of the site, jumps, ground and few behind

I try to spend the last hour or so of the day making sure I have responded to all my emails, social media interactions and messages and flagging up what I need to do either in the evening with our social media accounts or the next day in the office. I monitor the success or response rate to any online media I have posted that day and try to ascertain why it worked or if I could improve on it. We will also try and do a quick catch up as a team before we leave to make sure we all know what’s happening the next day and any issues that need flagged from the day.

5:30pm I head home to have dinner with the boys and enjoy the mayhem and fun that surrounds getting a one- year old and three-year old ready for bed. I aim for one bedtime story but usually after about six the boys are asleep and my husband and I have a few hours before one of them wakes up!

8pm Once the dog and horses are done for day I try and do a bit of Pilates to stretch myself out and wind down before doing one final check and update of the Down Royal Facebook and Twitter feeds and responding to any interactions on them. I’m not a big TV fan but I will usually watch something we’ve got on sky plus before going to bed with a book and normally accompanied by one or other small child around 11pm.

Flags, firebombs & flashbacks

Executive Motoring

By Pat Burns

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EXECUTIVE MOTORING

X-rated

B

MW’s compact Sports Activity Vehicle, the X1, has been a huge success since its launch in 2009. Now an all-new BMW X1 has been unveiled and features new BMW X styling, a sporting character blended with efficiency, and an array of innovative equipment features in comfort, safety and infotainment.

Featuring an all-new range of engines and gearboxes, not to mention the latest, ultra-efficient version of the xDrive all-wheel-drive system, the second generation of the BMW X1 exemplifies BMW’s EfficientDynamics philosophy. One petrol engine and three diesel options are offered.

The new car has grown most notably in height compared to its predecessor, which helps to create extra space in the interior. When viewed from the side, the window surfaces taper towards the rear creating a particularly dynamic impression. At the rear, the central section of the rear apron rises up significantly, mimicking the frontal styling.

The versatility typical of this new BMW X model is expressed not only in the driving characteristics of the X1 on various types of terrain and the sporting exterior looks, but also in the way its interior can be used, with more space for passengers and luggage.

The new X1 is available with one petrol and three diesel units, each with 2.0-litre displacement and BMW TwinPower Turbo technology. The BMW X1 xDrive20i is powered by a 192hp version of the same, new, four-cylinder petrol engine, whose peak torque of 280Nm can also be accessed from just 1,250rpm. This power unit also combines as standard with the eight-speed Steptronic transmission. The new BMW X1 xDrive20i sprints from 0 to 62mph in 7.4 seconds, with an average fuel consumption is 44.8mpg and, while CO2 emissions come in at 146g/km.

The new X1 is fitted as standard with the iDrive operating system with high-resolution 6.5-inch colour display, business navigation, an audio system with six loudspeakers and an AUX-in socket.

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EXECUTIVE MOTORING

Superb by name

Š

koda’s executive car, the Superb, has been revamped with both saloon and estate models now available. Škoda has developed the Superb to have strong appeal with fleet buyers, with running costs among the lowest in the sector. Factor in the Superb’s spacious and incredibly practical cabin and generous equipment levels and the case for the Superb is exceptionally strong.

Designed to meet the specific needs of the fleet market, an SE Business trim level adds a raft of additional equipment over the already well-equipped SE model. The specification, which delivers even greater comfort and technology, includes upmarket Alcantara upholstery, front and rear parking sensors and stylish sunset glass from the B-pillar back. Škoda’s touchscreen satellite navigation system with Bluetooth is included as standard, as well as SmartLink (which integrates mobile phone functions). Also featured is Drive mode selection, which enables drivers to choose between Eco, Sport or Normal driving profiles.

The new Superb Estate has the largest boot in the automotive mid-class. Although the new Superb Estate is only 23mm longer than its predecessor, the boot holds 27 litres more than before with the rear seats up. By putting the seats down in the back the load capacity will increase to almost two cubic metres: a 1950-litre load capacity is by far the best in its class, and 85 litres larger than that of the second-generation model. Even carrying long objects is possible; the front passenger seat can easily be folded down when required. This allows objects of up to 3.10 metres in length to be transported in the new Superb Estate.

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The new Superb not only triumphs in terms of space, but also in its practical solutions. Up to 31 Simply Clever features are on offer for the new model – 11 of which are in the boot alone.

Just as with the saloon version, the new Superb Estate is also optionally available with a virtual pedal, which enables you to open the electric tailgate hands-free with a simple foot movement around the bottom of the rear bumper. The function works in combination with the keyless lock and start system KESSY. Another new addition making its debut on the new Estate is the practical tip-to-close function that initiates the electric boot closing mechanism with a simple pull. When combining the electric bootlid with KESSY, the boot can also be closed by remote control.

Folding down the rear backrests can be done at the touch of a button in the boot. The variably adjustable false boot floor offers the highest practical benefits in the new Škoda Superb Estate. This intermediate moveable floor can divide the boot in various ways making it more flexible. The system also creates practical storage space: the boot’s coat shelf and the retractable cover can be stored under the double floor.

The roller cover has been designed as a manual retractable load cover.

By applying gentle pressure, it automatically rolls back and the boot is free for loading. The roller cover also has an automatic unlocking roller blind. This means the cover will automatically move one notch back when the boot door opens.

The new Superb is available with P11D values from just £18,585.

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EXECUTIVE MOTORING

Renault’s new crossover challenger

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adjar is a new five-door C-segment crossover to complement Renault’s hugely successful B-segment Captur and is being offered in an 18-version line-up based on three engines, two gearboxes, two drive systems and four trim lines.

The engines are the 1.2-litre turbocharged TCe 130hp four-cylinder direct-injection petrol unit, the 1.5-litre ENERGY dCi 110hp four-cylinder diesel and the 1.6-litre ENERGY dCi four-cylinder 130hp diesel. An Efficient Dual Clutch (EDC) automatic gearbox is available with the dCi 110 engine. Intelligent four-wheel drive with three operating modes is offered with the dCi 130.

The trim lines are familiar to owners of other Renault vehicles – Expression+, Dynamique Nav, Dynamique S Nav and Signature Nav. All provide a comprehensive standard specification, rising to the truly luxurious at the top-of-the-range. Renault’s active and passive safety has been applied across the range, while connectivity via the easy-to-use R-Link 2 system is fitted to all models above Expression+.

Standard safety features include ABS with Electronic Brake-force Distribution, electronic stability control with traction and understeer control, cruise control, speed limiter, Hill Start Assist, six airbags, seat belts with load limiters and pretensioners at the front, side impact protection bars and ISOFIX child-seat mounting points on the two outer rear seats.

All versions have gravel, dust and rain protection kits, while for comfort and convenience there is an accessory power point, a 12-volt front socket, a trip computer, twoway adjustable steering column and an exterior temperature indicator.

OCTOBER 2015

Pricing is from £17,995 for the Kadjar, with insurance in low-cost bands from 14E to 18E. Every model but one can exceed 50mpg in the NEDC combined cycle test, and eight comfortably better 70mpg. This ensures low CO2 emissions, with taxation benefits for both business and private owners.

Four versions of the all-new Kadjar have a CO2 rating of less than 100g/km.

The three engines on offer are the 1.2-litre turbocharged TCe 130 hp fourcylinder direct-injection petrol unit, the 1.5-litre ENERGY dCi 110 hp fourcylinder diesel and the 1.6-litre ENERGY dCi four-cylinder 130 hp diesel.

An Efficient Dual Clutch (EDC) automatic gearbox is available with the dCi 110

engine. Intelligent four-wheel drive with three operating modes – Auto, LOCK and 2WD – is offered with the dCi 130 in the three upper trim levels.

Renault showed how it could mould its instinctively French design flair to the world of crossovers with global appeal with Captur.

Kadjar extends this by being effectively three cars in one – a subtle blend of SUV, estate and saloon – designed to slot into a cityscape or the countryside with equal ease.

As with all Renaults, customer peace of mind is reinforced by the comprehensive 4+ warranty and roadside rescue package. This provides a four-year/100,000-mile warranty (unlimited in the first two years) and four years’ roadside rescue cover, which includes three years of Europe-wide assistance.

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Think

Tailored FOR CONTRACT HIRE THINK FLEET FINANCIAL

T: 028 9084 9777 W: fleetfinancial.co.uk

EXECUTIVE MOTORING

Charles Hurst invest £1m in new facility prepares to take centre stage with the upcoming premiere of Spectre, the latest instalment in the James Bond franchise.

The Aston Martin DB10, designed and built exclusively for the film, was unveiled at the launch of the new showroom.

Charles Hurst – the only car retailer on the island of Ireland licensed to offer this elite brand – has constructed a bespoke, high-tech new retail unit to exacting standards for this sought-after marque, featuring floor-to-ceiling glass windows and a unique luxury interior.

Customers will have access to exclusive services such as the “Atelier”, an intimate environment where customers are invited to use their The launch was attended by Marcus Blake, Aston Martin Regional Director UK and South Africa, Colin McNab, Charles Hurst Group Operations Director, Andy Bruce, Chief Executive of Lookers plc and Richard Gould, Head of Business.

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harles Hurst Group recently revealed its brand new, state-of-the-art showroom designed exclusively for luxury brand Aston Martin. The major investment, of almost £1m made by the company adds an additional seven new jobs at the Boucher Road-based dealership.

Officially opened by Aston Martin Regional Director, UK and South Africa, Marcus Blake, the news comes as Aston Martin

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etaining the unmistakable look that has made it a global best-seller, the new Fiat 500 hasn’t grown in size but instead has grown in maturity with advanced technologies, improved efficiency, even more customisation ideas and a Centro Stile FIAT-refreshed exterior and interior.

creativity and imagination to tailor their new vehicle to their own specification.

Colin McNab, Operations Director, Charles Hurst, said the new showroom underlined the company’s focus, commitment and continued investment in the world’s best car brands.

“Our existing facilities already established across Northern Ireland have been complemented greatly by this exciting new dealership.

Belfast is officially home to the ultimate in super-luxury motoring and Charles Hurst Group is proud to be opening this first-class retail unit to fulfil the needs of our loyal customers and potential owners.”

500 miles

No fewer than 1,800 changes have been made to produce the New 500, all designed to enhance the ownership experience and refine its inimitable style. The most changes can be found at the front: The new Fiat 500 retains the “face” of its predecessors with headlights which are still circular in shape but which adopt innovative polyellptical modules for improved night vision and extra safety. These clusters integrate the dipped-beam headlamps and turn signals, while lower light cluster integrates the main beam headlights and LED daytime running lights, which adopt the circular profile of the lamp to graphically reproduces the zeros of 500.

The bonnet retains its distinctive, traditional clamshell form, another nod to its legendary predecessor, while the trapezoidal nose gets more pronounced ribbing and the auxiliary air vent is now fed via a three-dimensional grille (with chrome-effect buttons on the Lounge version) flanked by chrome brightwork to give the New 500 stronger visual presence.

New ‘empty’ light clusters, comprised of ring-shaped structures with body-coloured centres, define the revised look of the rear, with the

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fog light and reversing light relocated to the edges of the redesigned bumper trim to improve safety by separating illumination functions.

New alloy wheel designs are also introduced on the 500: Pop Star and Lounge models have 15-inch alloy wheels as standard (a £320 option on Pop models) with 16-inch wheels available as a £370 option on Pop models and a £130 upgrade option on Pop Star and Lounge models. An elegant, new diamond-cut design is also available across the range priced from £350 on Pop models or as a £150 upgrade on the rest of the range.

Think

Value FOR CONTRACT HIRE THINK FLEET FINANCIAL

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EXECUTIVE MOTORING

New A4 unveiled

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he latest generation Audi A4 has just gone on sale and despite major equipment gains prices start from £25,900 OTR. Due with their first UK customers in November, the 54 Saloon and Avant variants making up the launch range will be available with a choice of seven TFSI and TDI engines. Depending on the preferred engine, customers will have a choice of up to three specification levels, including a new Sport option which will sit between the entry SE and top S line rungs that will be familiar to existing A4 drivers.

Each specification option will offer plenty of the technological sophistication for which the all-new A4 is likely to become renowned, combined with premium features that will greatly enhance everyday use.

Examples of these in SE models include xenon headlamps with LED daytime running lamps, three-zone climate control, cruise control, rear parking sensors and the Audi smartphone interface, which supports Apple CarPlay and Android Auto platforms and displays smartphone contact and information such as navigation mapping on the A4’s seven-inch colour MMI screen.

Best-in-class luggage space In Avant versions of the SE model, powered tailgate

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operation and an electrically retracting luggage cover are also standard, facilitating access to a the most accommodating load bay in the premium compact executive estate class, with a capacity of 505 litres with the standard split/folding seats in place or a seats-down maximum of 1,510 litres.

Sport models have their own distinct exterior look complemented by exclusive 5-spoke alloy wheels with the same 17-inch diameter as the SE. Inside, they gain MMI Navigation, plus an automatic three-month subscription to the many internet-based services and in-car internet browsing options offered by Audi connect.

Sports seats, a sports steering wheel and the 180-watt Audi sound system are also among the additional benefits.

Designed as usual with the most drivingfocused owners in mind, the top S line specification includes an upgrade to a larger 18-inch S line alloy wheel, and visual enhancements courtesy of bespoke S line exterior styling. It also adds LED headlights incorporating LED daytime running lights and LED rear lights with dynamic rear indicators with a progressive sweeping action in the intended turn direction. Sports seats upholstered in a combination of cloth and leather help to set the tone inside, and S line sports suspension does the same

for the driving experience – if preferred it can be replaced at no cost by the most comfort-oriented standard suspension.

Petrol engine capacities now range from 1.4 litres to 2.0 litres, and TDI displacements from 2.0-litres to 3.0 litres, with outputs starting from 150PS and rising to 272PS. All engines combine high efficiency with outstanding responsiveness and refinement, but particularly notable exponents of these attributes are the two versions of the 2.0-litre TDI engine which in combination with front-wheel-drive are given the ‘ultra’ designation that signifies the best economy returns in the Audi range. Between them these two units power an impressive total of twelve A4 ultra models.

For business users the 2.0 TDI ultra with 150PS and six-speed manual transmission will be a major draw. It delivers a combined consumption figure of 74.3mpg with CO2 output of just 99g/km, and equally importantly does so with fewer equipment restrictions than the majority of premium sector competitors – its frugality can be enjoyed in conjunction with both SE and Sport specification incorporating 17-inch alloy wheel designs. The 2.0 TDI ultra with 190PS and manual transmission runs its namesake remarkably close, returning up to 72.4mpg with 102g/km.

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APPOINTMENTS

Laura McAleer has been appointed Training and Development Executive at Hallmark Solutions. Laura will be responsible for the planning and delivery of tailored training.

Matthew Johnston has been appointed Technical Analyst at Hallmark Solutions.

Matthew will be responsible for providing technical support to Clients.

Chris Scullion has been appointed Quality Assurance Engineer at Hallmark Solutions. Chris will be responsible for creating and implementing test plans on all Hallmark Solutions products.

Mark Glover has been appointed Manager of Hospitality Review NI magazine, having previously worked for Bacardi Brown-Forman Brands for ten years.

Moy Park has appointed business advisor Michael O’Neill to drive the company’s Continuous Improvement programme. Michael joins Moy Park from Invest NI. Jonny Ross has been appointed Regional Manager at Ground Espresso Bars. He constructs and maintains relationships with all store managers to ensure customers receive the authentic Ground Espresso Bars experience.

Irene Hannahway has been appointed Lisnagelvin Store Manager for Ground Espresso Bars Lisnagelvin. Irene oversees the day-to-day running of the store operations.

Louise Moss has joined Ground Espresso Bars as Training and Development Manager. Louise is responsible for creating and delivering training programmes for the teams in all Ground locations.

Chris Marks has joined Sortsy as Software UI Developer. He will fill a broad range of roles including designing, developing and testing user interfaces for the customer based web application.

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APPOINTMENTS

Peter Drysdale has joined Sortsy as Software Developer. As a developer of mobile applications, Peter builds the software which will run on Sortsy’s customers’ mobile phones.

Emma Galbraith has joined Sortsy as Project Coordinator. Emma will help develop, plan and define the scope of Sortsy and its elements. Emma will ensure Sortsy’s team delivers on target.

Mark Fraser has been appointed Business Development Manager at Rainbow Communications. He has over 11 years’ experience in telecoms working primarily with Vodafone and EE Networks.

Peter McConville has been appointed Divisional Finance Manager with Rainbow Communications. Peter has over 13 years’ experience in finance.

Darryl Craig has been appointed Business Development Manager at Rainbow Communications. Darryl has six year’s sales experience within the Telecoms, Communications and Charity Sectors.

John Mathers has been appointed Corporate Development Director at Barclays. John is primarily responsible for leading the bank’s client acquisition efforts.

David Morrow has been appointed Relationship Support Manager at Barclays.

David is primarily responsible for managing relationships with its corporate banking customers.

Kim McCourt has been appointed Forensic and Investigation Services Manager at Grant Thornton Northern Ireland. She will develop Grant Thornton’s Forensic Accountancy and Investigation Services in the Northern Ireland market place.

Emma Brannigan has been appointed Associate Director at Grant Thornton Northern Ireland. She will manage a portfolio of audit clients.

OCTOBER 2015

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PHOTOCALL 1. Northern Irelands law firm Carson McDowell has expanded the size of its offices to accommodate an increase of more than 33 new staff in the past 12 months. Michael Johnston, Managing Partner of Carson McDowell, is joined by some of the new employees.

2. An independent report has revealed that three years into its operations, Titanic Belfast is proving to be a major economic driver, bringing thousands of tourists, generating millions in additional tourism spend, creating hundreds of jobs and is well on its way to exceeding its original targets. Pictured, from left to right are Conal Harvey, Titanic Belfast, Nicky Dunn, Titanic Foundation and Jackie Henry, Deloitte.

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3. West Belfast’s retail destination The Park Centre is celebrating 30 years in business, having opened its doors to the public in 1985.

Pictured celebrating the milestone is centre manager, Chris Newton (centre) with Bernard Morgan (right), manager of fashion retailer Louis Boyd that has been in the Centre since it opened 30 years ago and shopper Kathy Jordan. Picture Brian Morrison.

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4. Bailies Coffee has secured a contract to supply leisure centre Bangor Aurora with freshly roasted coffee. Pictured are (L-R) Karen Finlay, Sales Manager for Bailies Coffee; Chris Kelly, Commercial Director for Bangor Aurora and Gemma Kane, Commonwealth swimmer and local Bangor athlete.

5.Chef Niall McKenna has his finger on the button for Titanic appetites with the launch of an innovative new pre-order app for Cast & Crew allowing customers to simply click on their favourite lunchtime treat from the newly opened restaurant, and collect at a time to suit them. Helping Niall serve up some hunger-busting goodies is Cast and Crew’s Courtney Keane.

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PHOTOCALL 6. Newly-appointed partners at law firm Arthur Cox, (L-R) Matthew Howse and William Curry, are congratulated by Alan Taylor, Managing Partner of Arthur Cox Northern Ireland.

Matthew Howse is a Partner in the Litigation and Dispute Resolution team and William Curry is a Partner in the Corporate and Commercial Department.

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7. Northern Ireland’s law firm Pinsent Masons has swept the board at the FT Innovative Lawyer Awards Europe, being named the most innovative law firm of 2015, as well as a number of other titles.

Pictured is Paul McBride, Head of Pinsent Masons Belfast Office.

8. To coincide with its 20th anniversary celebrations, depression and mental health charity Aware is setting its supporters a 416-mile cycling challenge between Malin Head and Mizen Head to mirror the ongoing challenge that is faced by the one in four people in Northern Ireland. Starting their training early are Teresa Sloan of Aware and Miss Derry Demi O’Hara.

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9. Baker Tilly Mooney Moore has appointed Tom Penman as Tax Partner. Tom specialises in complex tax planning, structuring groups of companies, international tax, providing tax efficient succession and inheritance tax planning and deals with all aspects of income tax and capital gains tax. Tom is pictured centre with partners John O’Rourke, Anne Fitzpatrick, Joanne Small and David McClean.

10. Former NASA Astronaut and STEM advocate Greg Johnson Colonel, USAF, Ret. presented inspirational talks to the staff, students and stakeholders of Belfast Met this month to encourage more students to get into the business of space. Greg Johnson is pictured with Director of Cirriculum Jonathan Heggarty and physics students Tammie Girvin and Tony Liu.

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PHOTOCALL

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11. The Bank of Ireland Catherine Judge Memorial Award 2016 has just launched its call for entries. The award, which is now in its tenth year, is inviting applications from talented young musicians who wish to continue their music education at third level. Pictured are Sean Sheehan from Bank of Ireland, pianist and founder of Camerata Ireland, Barry Douglas and Mairéad Hickey, winner of the award in 2015.

12. Max Morrison, aged 4, from Belfast predicts that the Future of Hospitality will be under the Spotlight at this year’s Hospitality Exchange. Organised by the Northern Ireland Hotels Federation, the conference takes place on October 13 and 14 in the Europa Hotel Belfast. Tickets for events can be booked online at hospitalityexchange.co.uk.

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13. Over 300 external defibrillators will be installed in SPAR, EUROSPAR and VIVO branded stores across Northern Ireland throughout 2016, thanks to a campaign launched by Henderson Group. Pictured is Chief Medical Officer, Dr Michael McBride who has given his full support to the campaign, with Henderson Group’s Head of Corporate Marketing, Bronagh Luke and Sales & Marketing Director Paddy Doody.

14. Announcing a new annual sponsorship at Belfast’s SSE Arena are Steve Thornton, Head of Hockey Operations with Belfast Giants; David Beck, Managing Director of Cyril Johnston and Belfast Giants forward Brandon Benedict.

15. Delta Packaging has expanded its international operation with the opening of a new, 10,000 m2 purpose built factory in Gliwice Poland. Pictured are, from left to right: Lord John Alderdice, Mrs Grażyna Henclewska, Deputy Minister of Economy of Poland, Mr Terry Cross, Chairman, Delta Packaging and Mr Zygmunt Frankiewicz, President of Gliwice.

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PHOTOCALL 16. Stuart Carson (right), Director of Sales and Marketing at Rainbow Communications, is pictured with former BT Retail customer Kevin Lynch, Financial Controller of TJ Hamilton / Mid Ulster Cars who has made the switch to Rainbow Communications.

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17. Local accountancy and professional services firm, BDO Northern Ireland, have expanded their charity efforts this month by supporting UK based children’s charity Dreamflight. Dreamflight children Caoimhe Duffy and Meabh Bradley with Dreamflight’s Stephanie Logan and Laura Jackson, Partner and Nigel Harra, Senior Partner of BDO Northern Ireland.

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18. Property agents CBRE are looking for tenants for the mixed use scheme Lisburn Square at the heart of the city. Nicky McCollum, Development Director at Lisburn Square is pictured with Kirsty McCandless, Marketing Director and Colin Mathewson, Senior Director at CBRE. 19. SJC Hutchinson Engineering has tackled a number of fundraising events during the year and raised £6,000 in aid of The Cedar Foundation and the Mid Ulster Branch of Autusm NI. Pictured are, from left, Mark Hutchinson, Margaret Love and Richard Hutchinson.

Photo by Charles McQuillan.

20. More than 100 cycling enthusiasts from companies and organisations across Northern Ireland took part in a thrilling fund-raising event for Youth Action organised

by Davy Private Clients. Pro cyclist Michael Hutchinson (centre) is pictured with senior members of the Davy NI team taking part ahead of the race.

OCTOBER 2015

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PHOTOCALL 21. Belfast Harbour has taken delivery of the first of two new pilot boats from Cushendall-based Red Bay Boats as part of a £1.4m investment. The vessel has been named the ‘Captain Michael Evans’ in honour of Belfast Harbour’s former Deputy Harbour Master who was tragically killed in the 2011 Cork air crash. Pictured with the new pilot boat are Belfast Harbour’s Harbour Master, Kevin Allen and Chairman, David Dobbin, with the Managing Director of Red Bay Boats, Tom McLaughlin.

22. Factories, quarries, hospitals and hotels are said to be just some of the big energy users who could be set to benefit from new energy PowerHouse Generation. Pictured launching the firm are Richard Watson, chairman, Sam Thompson, managing director, and Sam Alexander, technical director of PowerHouse Generation.

23. BDO Northern Ireland has announced the presentation of the pantomime Aladdin to raise funds for its charity of the year, the Northern Ireland Children’s Hospice on Saturday 14 November at the Hilton Hotel, Belfast. Pictured are Aladdin cast Jasmine (Catherine Devine), Aladdin (Chris McKnight) and BDO Partner, Carol Malcolmson.

24.Pictured from left are Colin Mounstephen, Deloitte, Andrew Cowan, NI Connections, Richard Donnan, Ulster Bank, Connla McCann, Director, Aisling Events launching the Belfast Homecoming Conference 2015. Belfast is set to host the major diaspora event between 7-10 October 2015 for over 150 expats.

25. Judith Cochrane MLA, Chairperson of the NI Assembly’s SME All Party Working Group pictured with seven of the business ‘clinicians’ who will be offering advice to SMEs at the Business Support Clinic on 15th October in Belfast City Hall. (From left) Roisin Sloan, Tom Evans, Moira Loughran, Cllr Deirdre Hargey, Kirsty McManus, Frank Fleming, Denise Donaghy.

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PHOTOCALL 26. Enterprise, Trade and Investment Minister Jonathan Bell and Invest NI Chief Executive, Alastair Hamilton pictured with Intelling Ltd CEO Phil Morgan at the announcement of the company plans to establish a contact centre in Northern Ireland, creating 250 new jobs. Picture by Kelvin Boyes.

27. The fourth annual ‘Appetite for Growth’ conference was held last month at Craigavon Civic Centre. Pictured are John Hood, Director of Food and Tourism, Invest NI; William Thompson, Agri Manager Northern Ireland, Bank of Ireland and Michael Bell, Executive Director of the Northern Ireland Food and Drink Association.

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28. Green Motion, a new hire car company, has just opened its doors at George Best Belfast City Airport.

Pictured at the company’s base in the Belfast Harbour Estate are Paul Cooney, Director at Granite Financial Services and Karen Bryans, Green Motion’s Belfast branch manager.

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29. Staff at Novosco are striving to take a combined one million steps per week as part of an innovative new wellness programme at the leading technology business.

Novosco managing director Patrick McAliskey, centre, with staff members Ellen Dickson, and Lee Glover, who are participating in the initiative.

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30. Sharmaine Dickson, Michael Sullivan, Petra Wolsey, Maeve Morgan and Gavin Carroll celebrate after the AA upgraded The Merchant Hotel’s rating from five black stars to five red stars at the AA Hospitality Awards.

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EVENTS

Canapés and cocktails The cream of the last month’s business events Hennessy 250 dinner One of the world’s most famous cognac brand joined forces with Belfast’s Merchant Hotel to host an event last month to celebrate 250 years of Hennessy.

The Hennessy 250 dinner, which took place in The Merchant’s Great Room Restaurant on Thursday 1st October, was created by drinks company, Dillon Bass - owners of the Hennessy brand in Northern Ireland in conjunction with the hotel’s chefs.

Marc Boissonnett, Ambassadeur de la Maison Hennessy, Joanne O’Hagan, Dillon Bass, Vincent Prive, Hennessy and Greg Hughes, Dillon Bass.

Marco Morro, Food and Beverage Manager at The Merchant Hotel, Gavin Sullivan, General Manager at The Merchant Hotel and Greg Hughes, Business Unit Director at Dillon Bass.

Alyson Magee, Margaret Canning, Simon Cunningham and Joris Minne.

Bulleit Bourbon is a DIAGEO RESERVE portfolio brand and recently played a starring role in the ICONS Festival VIP event in Café Vaudeville when Belfast-natives Jack McGarry and Sean Muldoon, co-founders and operating partners of The Dead Rabbit in New York – officially the ‘world’s best bar’ - used Bulleit Bourbon as the basis of their specially crafted ICONS Cocktail. Michelle Duggan, Diageo NI and Jim Fitzpatrick, ICONS festival are pictured enjoying at Bulleit Bourbon cocktail.

Caroline Devine, Nonta Robinson, Noleen Anderson, Catherine Maguire and Jacqueline Coen.

Padraig McGuinness, Declan Meehan, Grainne Culleton and Sean Craneton.

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EVENTS

Norman Maynes, Translink and Brian Scott , Navigator Blue.

CIM Jamboree Marketing and Communications professionals from all over Northern Ireland attended the first Chartered Institute of Marketing Continuing Professional Development event of Autumn 2015, when Translink presented their award winning ‘Translink Life’s Better’ marketing campaign case study.

Over a 14-month period, Translink said the campaign contributed to a 1.4m increase in fare paying passengers, exceeding government targets for passenger journeys by over 2 million, and a return on marketing investment of £4.83 per £1 spent.

Christine Watson and Nicola Bothwell, CIM Ireland Board Members.

Mourne Mountains Brewery has scooped the ‘Best New Business’ award at the Greater Newry Area Business Awards, which are hosted by the Newry Chamber of Commerce and Trade. Founded in January 2015 by entrepreneur Connaire McGreevy, the company’s mission is to produce honest, quality, local beer that is brewed by hand in small batches in the Mournes. Pictured is Connaire McGreevey, founder of Mourne Mountains Brewery with Aisling Lavery from Ulster Bank, sponsors of the award.

Eyra Hamilton, RLA Group and Joanne Uprichard.

EirGrid CEO Fintan Slye (centre) is joined by Dr Andrew McCormick, DETI (L) and Linda Brown, IOD to launch EirGrid Group’s 10th Annual Customer Conference which returns to Belfast for a second time later this year. The conference is on Tuesday 20th October 2015 in Titanic Belfast and registration details can be found on the customer section of EirGrid.com Photo by Aaron McCracken/Harrisons

Finance Minister Arlene Foster MLA has opened the new £1.4m spa and leisure facilities at Corick House, in County Tyrone. Corick House opened as a guest house in 1996 and has grown to a 43-bedroom, 4 star hotel and spa. The spa and extension project, which added 24 en-suite rooms, was supported by Invest NI with capital grants of £230,000. The minister is pictured with Avril Robson, Andrew Beacom and Haldane Mcleary.

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TECHNOLOGY

Talking tech

By Adam Maguire

Apple iPhone 6S

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pple’s latest smartphone aims to build on the stellar success of last year’s release – but this is definitely more evolution than revolution.

The release of the iPhone 6 – and 6 Plus – in 2014 marked a major shift for Apple, in that it finally acquiesced to consumer demand for larger screens. This year’s release very much builds on that, tweaking what was there rather than reinventing the wheel once again (as tends to be the case with iPhones that have an ‘S’ added to their name).

So the 6S is given a speed boost with a faster processor and extra RAM. It also gets a better camera on the front and the back as well as better water resistance; though this is something Apple hasn’t made much reference to in its advertising.

In terms of bona fide new features, the list is somewhat shorter, though, with 3D Touch being pretty much all that is on offer.

This is a technique that evolved from the Apple Watch, and it allows the phone to recognise different levels of pressure from users’ fingers, providing different results on-screen in response.

All very nice, sure, but probably not enough to convince someone who bought last year to make the plunge once again.

Sony Smartband 2

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itting very much at the ‘fitness tracker’ end of the wearables market, the Sony Smartband 2 offers to do a lot for – relatively – little.

It may take a bit of a stretch, but Sony is arguably an old hand in the wearable technology market, thanks to its once iconic Walkman brand.

The Smartband 2 is a very different beast, however, offering to provide a user with health information rather than aural entertainment.

Within a fairly neat little wrist-strap, the device promises to track your heart rate, steps and sleep – while also passing on notices of alarms and messages that might come through to your phone.

To make that possible it has a five day battery, is waterproof up to 3m and looks nice enough that you won’t mind it being ever-present on your arm.

However it is more than a little flawed – the tracker in the device is hit and miss at the best of times, and it requires two separate apps to access all of its potential, which adds a bit of bloat to your phone.

The Sony Smartband 2 is available for £100.

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TECHNOLOGY

Preview – Apple TV

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fter years of speculation Apple has finally taken the wraps off its new vision for the humble TV.

The Apple TV has been available for many years now though its functionality has long been limited. Users could use it to push video or audio from an Apple device to their big screen, or to access services on a handful of preinstalled apps – such as Netflix.

The concept of the new Apple TV is to open it to developers so that all kinds of apps can be installed – from interactive sports streams to high-res games. And in doing so it’s exploring a concept that is hardly startling – to bridge the gap between your television, laptop and smartphone.

But the execution could make it a thing of beauty.

One of the key tools of the new Apple TV will be its remote – which has a touch-sensitive panel at the top and a built-in mic. This means users will be able to navigate by gesture rather than button press, while also making verbal requests for content without the need for a keyboard.

Given its connection to the Apple ecosystem – which will soon include home automation features – this opens the door for the Apple TV to be at the heart of a user’s home network.

There is currently no sterling pricing for the new Apple TV, but it will cost $149 in the US.

Google Chromecast Audio

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here would be nothing worse than spending good money on quality speakers only to find them gathering dust in the smartphone age – but should that happen, Google’s new Chromecast Audio could be the solution.

A sister device to its video equivalent, the new Chromecast Audio can be plugged into a number of different speaker inputs and – via WiFi – beam music from your phone, tablet or laptop to them.

The device itself is small and cheap, and certainly offers an easier (and cheaper) alternative to buying a whole new range of audio devices.

It is also compatible with a wide range of apps, like Spotify and Vevo, though certain services (particularly Apple ones) may not play quite as nicely out of the box.

The Google Chromecast Audio is priced at £30.

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for business

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BUSINESS TRAVELLER

Peter Layland, Co-Founder, Sortsy Have you run into other NI business people when you’ve been overseas on business?

Not yet but most of the time I’m flying a plane so there isn’t much time for networking!

What do you enjoy most about work travel / what are your pet hates?

I’m blessed with living in the South of France where I have a sea view and the beach on my doorstep. My job has given me the opportunity to fly all over the world and work out of other bases such as Hamburg. One of the best opportunities it gives me is to see other cultures.

What city/ location have you been most pleasantly surprised by / disappointed by? Or, what have been your best and worst experiences of travelling for work?

My recent stint in Hamburg was great because it gave me the opportunity to experience a vibrant, bustling city in another country.

How often do you travel, where to and why?

My day job is as a professional pilot so I do a lot of travelling. I’m currently based in the south of France and typically fly four flights a day between France and Italy.

Email, phone and video calling are very useful tools for keeping in touch with the Sortsy team back in Belfast. I try to spend at least a couple of days in the office each month to spend time with the team.

Other than your phone, what are the three things you couldn’t do without when travelling on business?

My laptop for keeping in touch with the Sortsy team, a spare shirt as you never know how long you can be delayed for and lots of water flying can be very dehydrating.

Have you found a good way to work while you are on the move / stuck in airports / up in the air?

My laptop is essential for working during any downtime I get at airports. I spend a lot of time drafting and replying to Sortsy emails. I can’t do that while I’m up in the air though – I have plenty to keep me busy at the plane’s controls.

What would be your top tips for anyone embarking on a job that involves a lot of travel?

Being a pilot I see this from a different perspective than normal business travellers. My top tips are to dress comfortably when you can, eat healthily and stay hydrated as constant flying can take its toll on the body.

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What do you look for in a good hotel when away on business? (ie good service, Wifi, business facilities, a well stocked minibar!)

For me it’s essential that the hotel isn’t too far from the airport. It’s also a bonus if it has a good restaurant and facilities such as a pool and a gym.

Good Wi-Fi is a must!

Have you worked out a way to avoid jet lag?

I’m fortunate that all of my routes are within Europe so jetlag is rarely a problem for me.

Do you speak any languages and if so have they been of use on business trips?

I can speak some French but it’s not a requirement in our airline as all our briefings and communications must be conducted in English. It does help with making announcements to our French passengers.

Where in the world would you most love to work?

I love living here on the French Riviera.

With such an amazing climate and beautiful scenery, there’s no shortage of activities from walks and coastal drives, boat trips, wind surfing, water skiing and fine dining.

Where are you off to next?

I’ll be going to Paris for a few days, this time it will be for pleasure rather than business.

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TRAVEL

City Airport helps Cregagh PS pupils catch the reading bug

Working on their reading skills are P5 pupils, Harvey Moore and Emily Plunkett, with Stephen Patton, Human Resources Manager at Belfast City Airport, and David Heggarty, Acting Principal at Cregagh Primary School.

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upils and parents at Cregagh Primary School have been benefitting from a fun, new interactive reading scheme thanks to funding from George Best Belfast City Airport.

Designed to complement the school’s curriculum and provide a help for both pupils and parents, the ‘Bug Club’ is enabling Key Stage 1 and 2 pupils to enhance their literacy skills at home through interactive quizzes, fun games and challenges both online and offline.

The funding was delivered by the Airport Community Fund, which has donated nearly £200,000 to a number of schools and charitable causes throughout Northern Ireland that aim to support and grow the local community and environment.

Stephen Patton, Human Resources Manager at Belfast City Airport, said: “We’re delighted to work alongside Cregagh Primary School to help instil a love of reading in the pupils in a fun and educational way, while at the same time providing a learning support for parents.

“The academic progression of young people in our community is a key aim of the Airport’s Community Fund and, through our various projects, we work with a range of educational partners to support the pupil’s social and economic development in the best way possible.

“Similar to the airport’s other ongoing educational projects, such as the ‘Time to Read’ initiative in which local business people read on a one-to-one basis with pupils, this scheme allows the pupils to be monitored to ensure their literacy skills are improved.”

David Heggarty, Acting Principal at Cregagh Primary School, said: “We are extremely grateful for the Airport’s support for our newest addition to the school’s curriculum. This scheme offers pupils the opportunity to enhance their learning in ways that they really enjoy.”

For more information about how your school, group or project can apply to the Belfast City Airport Community Fund, visit www.belfastcityairport.com

OCTOBER 2015

Leontine Haines from the Dufferin Coaching Inn celebrates ten years of business.

Dufferin’s decade

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illyleagh’s Dufferin Coaching Inn & Hall is celebrating a decade of business success with a significant investment of over £10k in the newly refurbished Dufferin Hall and being recognised as one of the best places to stay in Ireland in the 2015 McKenna’s Guide. The awardwinning guesthouse and event space has also undergone a rebrand, breathing a bit of life back into the historic location.

Well-known locally for its iconic yellow façade and location in proximity to Killyleagh Castle, the seven bedroom Dufferin Coaching Inn has acted as an iconic building in the community for over 200 years, serving first as an Ulster Bank and later being converted into a stunning guest house and reception space.

The Inn has grown from strength to strength over the last ten years under the ownership of former nurse turned hotelier Leontine Haines, who has constantly strived to improve the offering of her business. During this time, Leontine has welcomed over 5,000 guests from across the globe, and received numerous prestigious accolades including three-star Guest House status with Tourism Northern Ireland, the 2015 Certificate of Excellence from TripAdvisor, and most recently a place in the 2015 McKenna’s Guide to the 100 Best Places to Stay in Ireland – one of only five accommodations from Northern Ireland to make the list.

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SPORT

Fan engagement

With Geoff Wilson

Why focus on fan engagement?

Simply put – many sports organisations are seeing traditional revenues such as ticketing and merchandise under threat. In order to sustain (or grow) the number of fans who attend your stadium, you need to focus on adding to (and improving) the overall experience and fan engagement pre, during and post your events.

A

lthough still a relatively new area of study, a substantial amount has been written on the subject of fan engagement within sport.

If you are involved in a sporting event you need to know what fan engagement is, why you should be focusing on it and how you can improve it.

Basically, it is all about developing a detailed understanding of the motivations, expectations and behaviours of the fans, and providing services that add to and improve their experience of your sport.

How can you improve fan engagement at your sporting event?

1. Like any project, developing and introducing a fan engagement programme starts with understanding your offer and then talking and meeting the fans! – after all they are the people you are looking to engage. This can be done via a fans forum – a cross representative group who meet your senior executives to define and develop the fans engagement programmes.

2. Identify key fan engagement touch points such as: • Promoting the next match • Joining the fan club • The 90 minutes before your event starts • The 90 minutes after your event has ended

• Renewing season tickets • Buying a ticket to a game • Getting all the info you need from the club web site i.e menu, match day info etc.

3. Develop a fan engagement plan and set of priorities.

4. Once you have developed your fan engagement plan, you can roll out the various activities over the season.

Fan engagement can make a considerable impact on your relationship with your customers and to allow you to plan and activate the necessary elements vital for success that go into a full service offering in today’s sports and entertainment market.

Geoff runs his own sports consultancy, working with clients such as FIFA across the world. He is also on the board of Tourism NI and the Chartered Institute of Marketing in Ireland.

You can follow Geoff on Linkedin at www.linkedin.com/in/geoffwnjwilson or twitter @geoffwnjwilson

London Irish signs up locally made trauma bag

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elfast-based industrial sewing contractor Uselect has teamed up with Vivomed, a specialist sports medicine supply company based in Downpatrick, to develop a spinal trauma bag for the Premiership rugby union club London Irish.

The trauma bag is the club’s latest development in a wider initiative to improve player welfare and safety.

The bag contains emergency medical equipment for the immobilisation and safe transport of players who have sustained an actual or suspected spinal injury, including a spinal board, head immobiliser and fracture immobilisers.

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“Player welfare is the number-one priority in professional sport. Impact injuries are common in contact sports such as rugby and football and a dedicated spinal trauma bag in these sports will allow those providing medical treatment to deliver the best possible pitch side care,” explains Chris Webb, Business Development Manager for Vivomed. “We work with elite sports teams worldwide to protect and support their players through the supply of specialist sports medicine and physiotherapy equipment.”

Local industrial sewing specialists, Uselect, in operation since 1962, partnered with Vivomed to design and manufacture a customised holdall for the safe storage and transport of the required contents.

Made from heavy duty nylon fabric, the bag is designed to be weather resistant, durable and lightweight, with easy access to the main compartment and separate exterior pockets for the organisation and quick retrieval of each item.

“As a high-mix, low-volume manufacturer, our business has the flexibility to support customers with high quality, customised products in small quantities, as per the requirement of London Irish,” says Liz Crawford, Sales Executive for Uselect. “We have worked together with Vivomed for more than 10 years on the delivery of purposedesigned cases and carriers for a multitude of applications and purposes across a wide range of professional and community sports.”

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Business Diary

November 2015

DATE

EVENT

VENUE

CONTACT

6 November 09.00-11.30

Breakfast Bytes Seminar - Export Focus Organiser: i3 Digital

i3 Digital, Dargan Road, Belfast Harbour Estate Cost: Free plus complimentary Breakfast

Contact: Mark Lyness on Tel: 028 9044 7800, or register on www.i3digital.com/event

12 November 08.45-17.00

Role of the Company Chairman Organiser: IoD Northern Ireland

Riddel Hall, 185 Stranmillis Road, Belfast BT9 5EE Cost: Member £450+VAT, NonMember £500+VAT

Further Information: To book, please contact IoD Northern Ireland on 028 9068 3224 or visit www.iodni.com

12 November 19.00-01.00

CIM Marketing Excellence Awards Ireland Organiser: CIM Ireland

Titanic, Belfast Cost: £85+VAT

Contact: cimevents@cim.co.uk or 01628 427 500 Further Information: www.cimirelandawards.net

17 November 08.45-17.00

Transforming Me, Transforming You Organiser: IoD Northern Ireland

Riddel Hall, 185 Stranmillis Road, Belfast BT9 5EE Cost: Member £175+VAT, NonMember £225+VAT

Further Information: To book, please contact IoD Northern Ireland on 028 9068 3224 or visit www.iodni.com

19 November 18.30-late

WIB Annual Awards Organiser: Women in Business

Culloden Hotel Cost: Members £80+VAT, NonMembers £100+VAT (inclues Free Membership)

Further Information: For more information or to book visit www.womeninbusinessni.com/ events

20 November 12.00-15.00

Ruby Lunch Organiser: Ulster University Business School

Titanic, Belfast Cost: £55 (or table for 10 - £500)

Further Information: To book: www.eventbrite.co.uk

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

MY DAY

Uncovering the 9-5

‘assignment brief’ for the new role. I work with our business development executive to create a company overview and, based on the information I gathered at my earlier meeting and our own research, I produce a role and candidate profile. I then send the finished assignment brief to my client for approval.

12.00pm Lunchtime is a great time to interview candidates. These meetings are usually for a specific appointment and will last one hour or longer depending on the role. We not only shortlist candidates for our clients but quite often we will interview on site with a client.

2.00pm

Name: Ruth McDonald

I have arranged a Skype call with one of our London-based researchers to brief them on my new assignment. All our researchers are independent but contracted to 4c and often specialise in industry sectors. I share information on the company, role and the type of individual we will be hoping to attract in order for them to identify the best candidates and market the opportunity to them. I will also draw up an advertisement for the opportunity – we don’t hold a candidate database as such but go fresh to the market each time on behalf of our clients through search, advertised selection or in most cases a mix of both.

Position: Search Consultant at 4c Executive Search

3.00pm

6.30am My start time will depend on whether I have an early morning candidate interview. Communicating regularly with clients and candidates is an important part of my role and I find the drive to work is often a good opportunity where they can speak confidentially before they start their day. A candidate is attending a final stage interview today so I’m keen to check in with them – a genuine interest in both the candidate and client is a must for this job!

8.45am I start every day with a ‘to-do’ list but, because I am working on a wide range of assignments at any one time and all at different stages, my priorities can change over the course of the day. One of the exciting things about executive search is how fast-paced and varied each day can be – my day rarely turns out as planned at 9am!

9.30am I’m meeting a new client who plans to use 4c to appoint a new director to their business. This is an extremely important meeting where I learn more about the company structure and culture, the role itself and the expectations of the appointed candidate.

11.00am I’m back at the office and get straight into putting together an

I am putting together a shortlist for an assignment I have been interviewing for over the last few weeks. I’m planning to present this to my client next week and, as well as the candidate’s own resume and self-appraisal, I’ll create a report on each candidate to guide my client in their own interviews.

5.30pm I am preparing candidates for interview this evening. We work closely with our clients to ensure the interview process is thorough, fair and that it will get the best out of candidates.

Everyone performs better if they are well informed of the format of the meeting and the style of the interview panel. I’ve caught up with my client and candidate on their immediate thoughts post-interview and the positive feedback is mutual. Hopefully I’ll be presenting an offer to the candidate tomorrow!

6.30pm When the demands of the role require it, I stay late to interview or Skype a candidate who lives outside NI perhaps in a different time zone. Our clients and candidates have busy diaries and I will often speak to them in the evenings if there is an important matter such as negotiating an offer or arranging a last minute interview.

If I have a pressing deadline I will sometimes leave my candidate appraisals until I get home. My job is extremely busy so it’s important to me to spend as much time as possible with family and friends to maintain a work / life balance. Unwinding with friends after work on a Friday evening is my reward for a hard week’s work!

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