Ulster Business – June 2016 by Ulster Business

JUNE 2016 Price £2.30 (€3.75)

Centre stage From MBO to acquisitions: the rise and rise of insurance broker Abbey Bond Lovis

Viscount Awards: Find out who scooped the top prizes in London

Meade’s back: The mentalist is going to banish your procrastination

ISSN 1363-2507

9 771363 250005

Contents 8 News

38 ICT Quarterly

63 Roundtable

If it’s happening in the business world, it’s here

Some of the best tech companies come under the microscope

Bank of Ireland gathers the best tech bods around a table to talk disruption

16 Cover Story

52 Management Education

67 David Meade

Between MBOs and M&A, Abbey Bond Lovis have had a busy year. Find out more here

What’s on offer when it comes to keep your managers on top of their game?

The mentalist is back and he’s going to stop you procrastinating

22 Viscount Awards

56 Business Breakfast

71 BITC Awards

The best of NI business is rewarded over lunch at the IOD headquarters in London

Chowing down at Harlem with Richard Gillan, boss of Grant Thornton

The region’s most responsible companies show us how it’s done

26 Manufacturing

58 Wealth Management

76 Motoring

Find out how one Belfast sofa manufacturer is making a name for itself

How to choose the right wealth manager to look after your hard-earned cash

Clarkson, Evans, step aside because Pat Burns, our motoring guru, is here

26 38

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EDITOR’S COMMENT

Europe takes centre stage

elcome to the June edition of Ulster Business. In this edition we delve into the world of engineering and manufacturing, check out the tech sector, take the pulse of the wealth management industry and try to learn something from the world of management education.

that it’s difficult to account for the true benefit, but it’s safe to say we’d be losing a lot by throwing it away.

And of course it would be remiss of us not to touch on the upcoming EU Referendum.

Northern Ireland’s economy is slowing recovering some form of vigour but still remains stuck in first gear compared to other regions of the UK and to the Republic.

At the time of writing, the claims and counterclaims from both sides of the argument are coming in thick and fast and no doubt by the time you read this Brexit fatigue will have set in. But while the barrage of news stories on the subject can be tiring, absorbing as much about this most important of subjects is something we all need to persevere with. Research from Davy published in this magazine shows that Northern Ireland is a net beneficiary of money from the European Union on a calculation which doesn’t even include research grants and other payments from Brussels. The multiplier effect which that sort of money has means

Publisher Independent News & Media Ltd Ulster Business 5b Edgewater Business Park Belfast Harbour Estate, Belfast BT3 9JQ www.ulsterbusiness.com Tel: 028 9078 3200 Printer W&G Baird Greystone Press, Caulside Drive, Antrim BT41 2RS www.wgbaird.com

Independent News & Media Ltd © 2016. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form, or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior permission of Independent News & Media Ltd.

JUNE 2016

Perhaps in better economic times we could weather the inevitable dip in output which a leave vote would precipitate but unfortunately we don’t have such an embarrassment of riches.

Couple that with the fact we, with a land border with the Republic, are the most vulnerable to Brexit, and it’s a big risk to go it alone. That’s why the day of the vote on June 23rd is one of the most important in the history of the Northern Ireland economy and one which we all need to take part in. Until next time, be it in or out.

David Elliott

Editor David Elliott

Art Editor Stuart Gray

Manager Sonia Armstrong

Production Manager Stuart Gray

Deputy Manager Sylvie Brando

Cover Photography Richard Trainor

Sales Executive Sarah-Ann Gamble

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NEWS

The Big Numbers 11

Brexit: Davy says NI a beneficiary of EU cash

The percentage of all jobs in Northern Ireland which are based in the manufacturing sector.

16 The percentage of economic output which is accounted for by the manufacturing sector, up 2.4% in the last year.

George Osborne on a recent visit to Northern Ireland.

26.3 The percentage of people in Northern Ireland classed economically inactive, or not actively looking for work. That’s down 0.9% on the last quarter of 2015 and an all-time low but remains considerably higher than the UK average of 21.7%.

£117,524 The average price of a house in Northern Ireland, according to the NI Residential Property Price index. That’s the median point of a wide range from £99,527 in Derry City and Strabane to £140,686 in Lisburn and Castlereagh.

2.3m The number of trips to Northern Ireland by external visitors last year, the highest number on record and a 5% increase on 2014. Spend associated with these trips also grew by 5% to £541m in 2015.

orthern Ireland is a net beneficiary of money from the European Union, research carried out by investment managers Davy has found. We receive between £46m and £80m from the EU every year, a far cry from the £7.4bn it costs the UK as a whole to be a member, and would be adversely hit if the UK votes to leave the union on June 23. Davy’s UK Strategist, which carried out the analysis, said the £374m Northern Ireland pays each year to be a member of the EU outweighed by the £404m we get back in the form of EU spend – such as single farm payments to farmers – as well as the £16m to £50m which comes our way in direct payments to the private sector in the form of research and grants. In addition, Alan Werlau said EU funding tends to trigger a multiplier effect. “Average annual receipts from EU programmes stand at £404m for the 20142020 period but in many cases these funds are matched by Westminster or are critical to unlocking co-investment from private and public sources or Invest NI,” Mr Werlau said. He said the €228m payment for the Rural Development Programme unlocks another €316m of national co-

funding, plus an additional €216m in national funding top ups. The European Regional Development Fund contribution of €240m attracts another €43m in match funding and the PEACE IV contribution of €229m an additional €41m. Mr Werlau pointed to the redevelopment of the Belfast Waterfront as a good example of such match funding where £13.3m of the total project cost of £29.5m was secured from the Regional Development fund. It also provided £6.1m of the total project cost of £18.5m to build the Giant’s Causeway Visitor Centre. Meanwhile, the Davy strategist said the fact Northern Ireland is a part of the EU is a significant reason for many overseas investors setting up camp here. And he pointed out that universities here, like those elsewhere in the UK, receive 15% funding from the EU, mostly for research, and said he expected enrolment will go fall at Northern Ireland’s universities as EU students wouldn’t be eligible for UK Tuition Fee financing. Mr Werlau was speaking just ahead of a visit to Northern Ireland by Chancellor George Osborne who was campaigning to remain.

NEWS

Danske launches reward-based personal account

anske Bank plans to launch a reward-based personal current account which offers customers the chance to get £7 per month cash back.

The Danske Cash Reward account will have an annual fee of £24 (£2 per month), with customers able to claim a full year cash reward of £84 (£7 per month). The account will also offer a £100 interest and fee free overdraft facility. Tony Wilcox, Managing Director of Personal Banking at Danske Bank, said: “We have a strong focus on improving customer experience at Danske Bank, and this new account will provide our customers with the additional choice and value that many of them have told us they would like to see. It will add to an already attractive overall customer offering that includes a range of competitive products, a large local branch presence, flexible opening hours, a strong focus on service and market leading digital platforms.” Further to a briefing from the Bank, John French, Chief Executive of the Consumer Council, said: “The Consumer Council continues to encourage all consumers in Northern Ireland to shop around for a bank account that is right for their needs and provides them with the

Tony Wilcox (Danske Bank) announces the Bank’s new cash reward account alongside John French (Consumer Council).

best overall deal. Danske Bank’s new reward current account provides consumers with additional choice. Switching bank accounts is quick and hassle-free.”

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NEWS

Quotes of the month

External visitor numbers break record

“Businesses and the workforce are key drivers of economic growth. The new Programme for Government framework contains a set of outcomes which reflect our ambitions to grow the economy and improve our economic competitiveness. A refocused economic strategy will further support and reflect our ambition to rebalance the local economy.” New Department of the Economy minister Simon Hamilton sets out his stall.

“It is vitally important that the NI Executive amends existing skills policy to ensure that employers affected by the levy, as in England, have the opportunity to access levy money to address their own skills needs via tailored business-led apprenticeship or upskilling programmes. Without this guarantee, employers who operate across the UK could prioritise English parts of their business at the expense of their NI operations.” Jackie Henry, Deloitte Senior Partner, voices concern over the extra burden inflicted on business from the Apprenticeship Levy.

“Although the potential implications are a concern for some retailers, preparations for Brexit are clearly not top of the priority list just yet. With the lack of specifics around what a post-EU world might look like and the potential for a reasonably lengthy transition period this is perhaps not surprising.” Perran Jervis, Head of Retail & Consumer Goods at UK law firm TLT, says retailers aren’t prepared for Brexit.

record number of external tourists visited Northern Ireland last year, helping to boost the economy by £541m, new data has revealed. Around 2.3m people from outside the province spent 10.6m nights in hotels and guest houses here, a 5% increase on 2014, the figures from the Department of the Economy showed. Most of the additional tourists came from Great Britain but there was also a 55,000 ramp up in the number who came from outside the UK and Ireland. However, it seems tourists from these shores are less keen to take a domestic break.

region such as Northern Ireland relatively more expensive to anyone paying in euros. Still, the boost to external tourism offers more cause for optimism in the industry and is seen as a benchmark of its health. It also helped to make new Economy Minister Simon Hamilton’s first press release since taking up the post on Wednesday relatively easy. “Tourism is now recognised as a key economic driver for Northern Ireland”, he said. “The potential for growth is huge. The industry represents 5.2% of our Gross Domestic Product and supports 5.4% of jobs in the total workforce, providing opportunities across all skill levels and all local council areas.”

The number of overnight visitors to other parts by Northern Ireland residents fell by 104,000 while visitors from the Republic fell by 69,000 in 2015.

Backing that statement up, he said he would create a new strategy for the sector to make sure growth continued.

The latter factor could be down to an unfavourable exchange rate – a weak euro – in 2015 which makes a holiday to a sterling

“I intend to bring forward a new Tourism Strategy for the next 10 years to drive growth in this important sector.”

NEWS

Partners appointed at Baker Tilly Mooney Moore

ccountancy and advisory firm Baker Tilly Mooney Moore has appointed Stephen McConnell and Donal Laverty as Partners. Stephen has been promoted to Partner and will take overall responsibility for the Business Services Department. This department has grown significantly under his direction and provides outsourced accountancy services to clients throughout Ireland including the preparation of monthly and quarterly accounts, preparation of business plans, forecasting and budgeting as well as payroll services. Stephen has advised on and managed the installation of a substantial number of computerised accounting systems and is highly regarded as an expert in Sage accounting. Donal joins the firm as Consulting Partner. A management consultant providing people and organisational consultancy services, Donal has international consulting experience covering all aspects of organisational design and development. He has particular skills in supporting organisations to transform their structure, performance and their people and has extensive experience in supporting boards and senior management teams in reviewing their effectiveness, having worked with over 700 boards throughout his career. Desmond Mooney, Chairman of Baker Tilly Mooney Moore said: â&#x20AC;&#x153;These appointments further strengthen our strategy to grow a practice which can offer the specialisms and depth of experience required by our clients.â&#x20AC;?

Desmond Mooney, Chairman of Baker Tilly Mooney Moore, is pictured with Donal Laverty (left) and Stephen McConnell (right).

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NEWS

CBI: Young will be hardest hit by Brexit

orthern Ireland’s biggest business group has warned that young people will be hardest hit if the UK leaves the European Union.

Finnish packaging giant buys Delta Print and Packaging for £80m

CBI Northern Ireland, in collaboration with recruitment company Manpower Group, said that youth unemployment will rise sharply if, as expected, the UK economy contracts in the wake of a Brexit. It pointed to a drop in employment of 4% amongst 22 to 30-year-olds during the last recession, as well as a drop in real pay which was three times that for over 30s. Nigel Smyth, CBI Northern Ireland Director, said young people are the most vulnerable. “It’s abundantly clear that if leaving the EU triggers another recession those leaving school and university in the coming years will bear the brunt of job losses and lower wages.” Northern Ireland is particularly vulnerable, particularly as youth unemployment here is higher than other regions of the UK at 17.2%. “We know the majority of small, medium and large firms want to remain in the EU because it helps their businesses to grow and their staff become more prosperous,” Nigel Smyth said. “While it can be tedious and timeconsuming to wade through the claims made by both sides of the debate, it’s undeniable that the youngest were hit hardest in the last recession – and will be again if the economic shock predicted by most credible forecasters becomes a reality by leaving the EU.” The CBI said economic consensus is that a Brexit would create a significant economic shock in the short-term, with the OECD predicting 3% less GDP growth by 2020.

Rosemary Mason, Managing Director Huhtamaki Foodservice Western Europe and UK, and Terry Cross OBE, founder of Delta Print and Packaging.

elfast company Delta Print and Packaging has been bought by its Finnish rival for £80m, the new owners have revealed.

It specialises in food-to-go packaging such as cups, lids, plates, bowls and cutlery for some of the leading food and foodservice brands in the world.

Huhtamaki, which already has plants in Lurgan and Lisburn, said the deal includes the firm’s Polish production plant as well as its assets in Belfast.

Delta Founder Terry Cross OBE welcomed the new owners: “Thirty five years on from our first transaction, now is the time for the company to take the next step in what has been, and what will continue to be, a very exciting journey for the company, our employees and our customers,” he said. “It is the innovation, dedication and hard work of our staff here in Belfast, and at our sister site in Poland, that has captured the attention of a global company such as Huhtamaki which is fantastic for a Northern Ireland company.”

The existing management team will remain in place with founder Terry Cross continuing to work for the business as an advisor. The new owner said the purchase will help it break into the folding carton business in Europe, an area in which Delta made its name with a customer list which includes household names such as KFC, Kellogg’s, McDonald’s and United Biscuits. Started by Mr Cross in 1981, it has experience sharp growth since then and is considered one of the Northern Ireland economy’s success stories. Huhtamaki previously bought its molded fiber plant – where it manufactures egg cartons and egg trays – in Lurgan in 1999 and has recently invested £4.9m at the site.

The existing management team will report to Rosemary Mason, Managing Director Huhtamaki Foodservice Western Europe and UK. She praised the Delta staff: “We recognise that the 290+ employees of Delta, and their experience, skills and knowledge of the industry, have been integral to the success the company has enjoyed over the last 30 years and we look forward to welcoming them on board.”

INSIGHT

New partners at A&L Goodbody

‘Earn less to benefit more’ - what’s not to like? By Janet Kerrigan, Director, Willis Consulting

Pictured are new partners Micaela Diver (left) and Tracey Schofield (right) with Mark Thompson, Head of Office, A&L Goodbody Belfast.

orporate law firm A&L Goodbody has announced the appointment of two new partners in its Belfast office.

Tracey Schofield, previously a Partner in another commercial law firm, has joined A&L Goodbody as Partner in the Commercial Property team, whilst Micaela Diver has been promoted to Partner in the firm’s Litigation department. This brings the total number of partners in the firm’s Belfast office to 13, with 87 partners in total across the firm’s Belfast, Dublin, London, New York, San Francisco and Palo Alto offices. The firm also announced the appointment of two new associates in its Belfast office, with Sarah Sistern being promoted to Associate in the Corporate department and Aisling Owens being promoted to Associate in the Banking and Finance department.

Brexit hits M&A

alary sacrifice schemes are often seen as popular benefits, and understandably so, in a time when we all appear to be more aware of our budgets the temptation to avail of free dental care for ourselves and possibly our children, the opportunity to drive a new car whilst saving on income tax and national insurance contributions, the chance to exchange an amount of salary for a higher value of childcare vouchers, what’s not to like? It all sounds very appealing but there are implications to consider. We’re all familiar with the saying ‘if it sounds too good to be true it likely is’: whilst salary sacrifice schemes can be beneficial, financially and in terms of accessing products/services perhaps otherwise unavailable, consideration should be given to the pros and cons, for as is the norm with anything to do with tax there are both!

CAREFUL CONSIDERATION Although the tax savings available through salary sacrifice schemes are indisputable, there are a number of knock-on effects that need to be considered. Employers can demonstrate good duty of care by informing employees of both the advantages and potential drawbacks associated with any schemes offered, ensuring they fully understand the remuneration options available to them. Ultimately, weighing up the pros and cons before deciding as an employer whether to offer the scheme, and as an employee before deciding whether to opt in, is key. It is also important to ensure that the scheme/s work for tax purposes and that documentation is robust. At Willis Insurance and Risk Management essential professional advice and guidance on this and all other aspects of HR, Employment Law and Financial Services is available through both our Willis Consulting and Willis Wealth Management divisions.

here has been a slow-down in the pace of cross-border deal-making, ahead of this month’s UK referendum on whether the country will leave the European Union, according to one of the country’s most senior corporate advisors. “We’ve seen a slowing down in transaction activity, particularly in international transactions. I think that’s driven by people really wanting to know what’s happening,” Mike McKerr, managing partner of EY Ireland said.

JUNE 2016

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NEWS

Wages below 2015 levels – PwC

ore people are in work in Northern Ireland but wages are well below 2005 levels, new research from PwC has revealed. It said average wages here in real terms – when inflation is taken into consideration – are 7% below pre-recessionary levels in 2005. As well as a wages, the productivity of workers remains stubbornly low despite unemployment levels falling steadily.

of “full-time” workers may have increased, but the total number of hours worked per person across the economy has actually fallen below the pre-recession total and that has been reflected in low productivity, currently around 8% below the pre-crisis level,” he said. “Low productivity translates into reduced business profitability, low wages, and falling household disposable incomes, which in real terms, are now around, £1,450 (11%) below the amount the average Northern Ireland family enjoyed in 2007.”

The business advisory firm said that’s good reason to encourage the new Executive to focus on a range of economic indicators when it’s taking the temperature of the economy as unemployment levels – one of Stormont’s chosen yardsticks – doesn’t paint a full picture.

He said Northern Ireland’s economy will continue to lag behind the rest of the UK when it comes to growth, expanding at just 1.3% this year.

PwC chief economist Esmond Birney said that’s because not all those people in work are putting in full time employment.

And as the new Executive gets down to business, Dr Birney said it will need to agree a longer-term public spending budget to satisfy Westminster’s condition that the Executive needs stable finances before corporation tax-setting powers are devolved.

“As “full-time” employment is defined as more than 16 hours a week, the number

That compares to 3.1% in 2004 and 2.6% in 2005.

“This “outcomes based” PfG will have a much stronger emphasis on achieving favourable economic and social outcomes for the general public – similar to the Scottish approach to policy setting and evaluation,” Dr Birney said. “Some of the high level objectives may also build into a longer-term vision for Northern Ireland’s future – perhaps up to 2030.”

Deloitte creates 300 new jobs The additional hires come on top of its 2014 announcement where it said it would take employment at its Belfast offices to 700 by 2019 as part of a £30m investment backed by Invest NI. Hiring for those roles is well ahead of schedule with headcount at the firm already at 460 and an additional 43 set to join through its BrightStart Apprenticeship Scheme in September. It said additional roles at the firm over the next four years will mainly be in its Technology Studio as well as in its human capital, actuarial, tax and audit practices. Pictured (l-r) at a meeting at Stormont Castle are Brendan Jennings, Managing Partner of Deloitte Ireland; deputy First Minister Martin McGuinness; Deloitte NI senior partner Jackie Henry; First Minister Arlene Foster; Deloitte’s UK chief executive David Sproul and Deloitte’s UK chairman Nick Owen.

usiness advisory firm Deloitte has ramped up its growth plans with an ambitious pledge to hire an extra 300 people by 2020.

The move will take headcount at the firm’s Belfast bases to 1,000 and make it the biggest Deloitte office in the UK outside London.

First Minister Arlene Foster and Deputy First Minister Martin McGuinness met with Deloitte’s UK chief executive David Sproul and chairman Nick Owen who were announcing the roles in Belfast. “(The growth of Deloitte in Belfast) is testament to the success that the team here has enjoyed since announcing significant expansion plans and the breadth of expertise within the business. This commitment by Deloitte reflects the confidence we have in Belfast as a great place to do business and a hotbed of talent, particularly for graduates and school-leavers.”

COVER STORY

A transformational year Abbey Bond Lovis explore last year’s management buyout, this year’s purchase of McGradys and plans for further expansion and acquisition

The four directors of Abbey Bond Lovis, Maurice Boyd, Gary Crabbe, Stephen Carlisle and Ken Alderdice.

brokerage to ourselves: very professionally run with a loyal client base and a tremendous focus on investment in their staff. “The fit was just right.” Founder Fintan McGrady, who will continue to work in the business following the acquisition, had approached ABL with an eye on a succession plan knowing the firm was on the lookout for potential takeover candidates. “When we met with Fintan, he had other offers but he wanted to deal with us and on May 1st it happened.”

f you’re looking for a good example of why it pays to team up with a funder who understands your business, then look no further than Abbey Bond Lovis (ABL). The insurance broker and risk advisor was in the news in August last year for completing a management buyout with the backing of Global Risk Partners, a specialist investment vehicle which focuses on the insurance industry.

to go on the acquisition trail there would be further funds available,” Maurice Boyd, the managing director at ABL, said. “They have trust in the management team here and bought into what we’re doing and that’s why they were willing to back us. “That trust came from being able to completely understand how we operate and how the insurance world operates.”

With the deal now completed, Maurice said the merger has been seamless and won’t have any impact on customers or staff. McGrady will become part of the ABL group, and benefit from the buying power which comes along with that, but will remain a separate entity, continuing to trade under the original name. ABL itself has been growing steadily since the MBO with the help of Global Risk Partners.

Since then, ABL has been performing strongly and such was the funder’s confidence in the business, it has now backed the acquisition of a rival firm.

They have acted on the backing from their funders with the purchase of Downpatrickbased McGrady, a deal which takes total employment numbers at the newly enlarged firm up to 117 and the amount of gross written premium to £35m.

“We are looking to recruit key individuals to add to our existing professionalism in the business,” Maurice said. “Our world is driven by the regulator and we’re determined to go above and beyond what’s asked of us to make sure we’re looking after the customer and make sure the job is done right.”

“In our early discussions with Global Risk Partners, they made it clear that if we decided

“The McGrady acquisition just made sense,” Maurice said. “They are a similar

And that means investing throughout the business. >

JUNE 2016

COVER STORY

“We’re resourcing up, in all areas of the business including claims, to make sure we help clients through problem times and to provide information to give them greater insight. For instance, we can provide fleet owners with detailed incident analysis and manufacturers with accident trends to allow them to really understand their businesses.” That investment is part of ABL’s desire to grow and maintain its unique selling point, service. “Every insurance broker boasts about service but we don’t just talk about it, we actually deliver. We won’t get everything right all of the time but we will keep focusing and changing our service levels to make sure we provide the best we possibly can to our customers.” And the fact decisions are made on a local level means the firm is quick to react.

Maurice and team are keen to bolt on more to the business through further acquisitions.

on the lookout for more acquisitions, ABL has travelled far in the last year.

“Initially we will focus on Northern Ireland as we know the market well but we’ve already put the wheels in motion to have a look south of the border,” Maurice said. “Equally, if opportunities arose in Great Britain we’d be keen to have a look.

Has Maurice enjoyed the journey?

“We want to talk to the right companies – we don’t just want growth for growth’s sake. We want to grow the business in a controlled manner.” And Maurice was keen to point out that, like McGradys, companies joining the ABL group can expect to enjoy the benefits of a client-focused organisation which offers training for all employees and has an eye on growth, not contraction.

“We are four local directors and that’s hugely advantageous. We can agree things quickly and react quickly without being encumbered by a board.”

“We’re not interested in acquiring and cutting costs; we want to grow the business and grow top line income. We don’t want to acquire distressed businesses but solid businesses which can thrive in the entrepreneurial environment we can offer.”

Given the growth over the last few months, that focus seems to be paying off and means

So, having gone from a management buyout to acquiring a new business to now being

“It’s been stressful, challenging but very exciting,” he said. “It’s taken us on a journey which we didn’t expect to be on 24 months ago but we’ve all thoroughly enjoyed it.” “Having a part ownership in the business has given a new focus for the four of us but the important thing is that despite all the changes our client retention has remained high and that’s something we’re very proud of.” With a new era having dawned for ABL, the company has taken the opportunity to rebrand in a way that reflects the changes. One of the new advertisements uses an imagine of Sir Edmund Hillary and Tenzing Norgay who scaled Mount Everest, the world’s highest mountain in 1953. Who better to represent the lofty ambitions of this insurance broker, armed with a crack team of leaders and an energetic support team?

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Aer Lingus Viscount Awards reward high flyers at London ceremony

Ray Hutchinson from Gilbert-Ash, Connaire McGreevy from Mourne Mountain Brewery & CTS Projects and Mukesh Sharma from Selective Travel with their Viscount Awards at the IoD headquarters in London.

ix of Northern Ireland’s best companies and two outstanding individuals have been honoured at the 2016 Aer Lingus Viscount Awards at the prestigious IoD headquarters on Pall Mall in London. The awards, which take place in association with Ulster Business, were presented across eight diverse categories to businesses that have excelled in areas such as innovation, export, employee engagement and entrepreneurship. “The Viscount Awards have grown over the years to become one of the most respected events on the business calendar and we are proud to continue to reward and support those organisations that represent the absolute best in their respective fields,” said Andrea Hunter, Business Development Manager of Aer Lingus in Northern Ireland. “This was a true celebration of business excellence and on behalf of Aer Lingus I would like to congratulate each of the winners for their tremendous successes.” This year’s winners are as follows: Best SME Award: Kestrel Foods Best Business Start-Up Award: Titanic Creative Management Employee Champion Award: Firstsource Solutions

Wendy Austin, BBC.

Exporter of the Year Award: Sandvik Mobile Crushers & Screens Innovator of the Year Award: Hunter Apparel Solutions Business Person of the Year: Connaire McGreevy, CTS Projects & Mourne Mountains Brewery Overall Excellence: Gilbert-Ash The ceremony also recognised Mukesh Sharma MBE for his Outstanding Contribution to business life in Northern Ireland. The Managing Director of Northern Ireland’s largest independent travel firm, Selective Travel Management, Mr Sharma MBE is one of Northern Ireland’s most experienced and successful travel professionals and has been instrumental in pushing Northern Ireland as a destination for airlines to come and set up new connections. Business Person of the Year Connaire McGreevy, Managing Director of two Warrenpoint-based businesses, CTS Projects and Mourne Mountains Brewery said: “I’m delighted to win this award, to be honoured amongst the best of NI businesses at such a prestigious ceremony is truly overwhelming. Although it’s an individual award, the business successes would simply not be possible without the hard work and dedication of the fantastic teams I have at both CTS Projects and the brewery.

It’s been an eventful year for us – CTS Projects has grown significantly; we’ve secured £14m in new contracts, now serving 40% of heating installations and maintenance for the social housing market in Northern Ireland. Mourne Mountains Brewery is also going from strength to strength; in just a year we’ve brewed and brought to market eight distinct craft beers which are already stocked in over 70 outlets,” he added. Ray Hutchinson, Managing Director of Gilbert Ash, who won the Award for Overall Excellence said: “This year has been very exciting for the company and we are proud that the hard work has been recognised with the news that we have won the Overall Excellence Award at the Aer Lingus Viscount Awards. “We substantially increased our workforce in 2015, a decision which was driven by a series of high profile contract wins across the UK. We successfully increased our turnover in 2015 to £115m and are on target to achieve a turnover of £160m+ in 2016. We recently took the strategic decision to target projects that would allow us to make use of our expertise and experience to sustain our plans for continual growth and we anticipate this will lead to further wins in the coming year.”

Wendy Austin, BBC, Aer Lingus Cabin crew Sherry Freeman, Ray Hutchinson, Gilbert-Ash and Andrea Hunter, Business Development Manager, Aer Lingus.

L-R: Aer Lingus Cabin crew Sherry Freeman, Laura Hourican, Firstsource Solutions and Andrea Hunter, Business Development Manager, Aer Lingus.

Aer Lingus Cabin crew Sherry Freeman, Connaire McGreevy, CTS Projects & Mourne Mountains Brewery and Andrea Hunter, Business Development Manager, Aer Lingus.

Aer Lingus Cabin crew Sherry Freeman, Simon Hunter, Hunter Apparel Solutions and Andrea Hunter, Business Development Manager, Aer Lingus.

L-R: Cabin crew Sherry Freeman, Andrea Hunter, Business Development Manager, Aer Lingus and Lorraine Hall, Kestrel Foods.

Aer Lingus Cabin crew Sherry Freeman, Mukesh Sharma MBE, World Travel Centre, Andrea Hunter, Business Development Manager, Aer Lingus and Wendy Austin, BBC.

Wendy Austin, BBC, Aer Lingus Cabin crew Sherry Freeman, Terry Allison, Sandvik Mobile Crushers & Screens and Andrea Hunter, Business Development Manager, Aer

Cabin crew Sherry Freeman, Nuala Campbell, Titanic Creative Management, Andrea Hunter, Business Development Manager, Aer Lingus and Wendy Austin, BBC.

JUNE 2016

EQUITIES

Equities look attractive, but keep diversified in the Merchant Hotel where he allayed fears of another global recession. “We continue to believe the world economy will grow and see the cycle end as a relatively distant, albeit inevitable prospect,” he said. “The benefits of lower fuel prices continue to be underestimated by those calling for an imminent US and global recession.” Jonathan Dobbin, Head of Barclays Wealth and Investment Management, Northern Ireland, said: “After a disruptive start to the year for capital markets, it was hugely valuable for our local clients to have the opportunity to listen to Henk’s thoughts on how clients should look to re-evaluate and position their investment portfolio in 2016.

Jonathan Dobbin (left) with Henk Potts.

eep your portfolio diversified across all asset classes and geographies, leaning slightly bent toward equities. That was the advice from Barclays Director of Global Research and Investments on a visit to Belfast recently where he pointed to a boost for equities from the slide in commodity prices. “Continuing economic growth, as well as the reduced influence of commodity earnings may see quoted sector earnings surprise market expectations positively this year,” Henk Potts said. “Valuations continue to look unremarkable.” Mr Potts was speaking to over 90 clients of Barclays Wealth and Investment Management

Henk Potts, Director of Global Research and Investments, Barclays Henk Potts joined Barclays Bank in 1998 as a graduate and worked as a Stock Market Analyst for Barclays Stockbrokers, focusing on UK equities. In 2009, he was appointed Director of Global Research & Investments for Barclays Wealth and Investment Management, where he works as part of a team formulating and communicating investment strategy to internal and external clients.

“Henk’s economic insights were very well received by local clients and sparked some interesting conversations and debates. We have witnessed a growing appetite among our clients for this kind of insight, and this event forms part of a wider series that the Barclays Wealth and Investment Management team are organising across our UK offices in the coming months. “We are committed to providing our clients in Belfast with global expertise tailored for a local audience, and so we were thrilled to be able to welcome Henk here. The event gave our clients the opportunity to hear insight from the head of research and investment who is at the coalface of our economic strategy as a bank.” During his visit Mr Potts also hosted a briefing for a group of postgrad/PhD students from the Finance Faculty at Queen’s University during his visit to Belfast.

Engineering & Manufacturing

ENGINEERING & MANUFACTURING

No couch potato Northern Ireland has a myriad of brilliant manufacturing businesses. Amanda Ferguson catches up with an upholstery company which is taking a bespoke approach to sitting down

Joe and Patrick Devlin

ENGINEERING & MANUFACTURING

aster upholsterer Joe Devlin is hoping to keep the trade alive through quality work and investing in his family business. The north Belfast man has been running Carryduff Upholstery in the east of the city with is brother Patrick for more than seven years and they have recently opened a showroom – Bespoke Sofa Studio – to showcase their work. ‘Made for You’ is the message the small business owners are keen to highlight. All their sofas, chairs, footstools and other items are made to customer’s exact requirements and they also take on specialist reupholstery and jobs for commercial clients, including bars, hotels, restaurants. Ten staff across the company are committed to providing the public with “exactly what they want”, Joe says. Timber for the hardwood frames is cut in the company sawmill and every detail is finished by the small but dedicated team in the workshop. Upholstery is in Joe Devlin’s blood. His late grandfather Thomas Devlin started his upholstery apprenticeship in 1936 when he was 15, his father Pat still works part time and the younger generations of the Devlin family help out too. “We are at this a long time,” Joe Devlin said. “I am 51 now. I started when I was 16. My first job was making buttons and filling cushions, a general apprenticeship. Then you progress and learn all sorts. It takes about four or five years to learn the trade.” Carryduff Upholstery on the Saintfield Road produces products for private individuals, interior designers and a range of businesses in the hospitality industry. “Everything we do is made to measure,” Joe said. “It is all bespoke. So someone might be looking for a corner group, a special size and we would make them to their exact specifications. We do all sorts. We have had

JUNE 2016

Joe Devlin

people asked for sofas, maybe 11 and 12 feet long. Some people want them rounded. We can do just about anything.” Over the years trends influence what people want but the team at Carryduff Upholstery and Bespoke Sofa Studio adapt to meet requirements.

“We generally want to expand, more production, more ranges, different products,” Joe said. “We want to certainly do more commercial work and also look at down south too. We sell mostly in the north, some in the south but we haven’t really advertised in the south. Now that the new showroom is open we can do that.”

“Styles change,” Joe said. “You don’t seem to do as many three-one-ones anymore. It’s mostly three seaters, two seaters, occasional chairs, foot stools are popular and then we do an awful lot of headboards too.”

The small firm was started from scratch with no involvement from business support services such as Invest NI.

Two apprentices started working for the company recently to cope with increasing demand and the Devlin brothers are keen to take on more young people to ensure the future of the upholstery trade.

Joe Devlin says being an upholsterer is not a glamorous job but he gets satisfaction by delivering what he views as a hand crafted “piece of art”.

“There is more and more demand for bespoke upholstery. People go out and can’t find exactly what they are looking for. You go to places like DFS or Marks & Spencer and there is always some sort of drawback when you are looking for a sofa, whereas we can supply exactly what you want regarding the size, the design, the fabric, the cushion type, the leg type. We can do whatever the customer wants.” Extra staff will be recruited over the summer and the company hopes to expand further into the Republic in the next year.

“Not a penny from anyone,” Joe said. “We stand on our own two feet.”

He is concerned that “upholstery is a dying trade” and he hopes through businesses like his and a few others it can be kept alive. “We want to keep this trade alive and make it prosper and push it forward,” he said. “That is why we are taking on some apprentices. We also make our own frames, that’s another dying trade, so these are highly skilled guys and we want to keep it going. In ten years time if we don’t keep this going there is going to be very few upholstery manufacturers left. There is very few at the moment. We want to keep it alive because it has been in our family for a very long time.”

ENGINEERING & MANUFACTURING

Acheson & Glover recently announced an significant expansion plan in Northern Ireland which included a new fleet of branded vehicles.

Manufacturing success Stephen Acheson, managing director of building materials manufacturer Acheson & Glover, offers up advice on how to keep your business at the top of its game

e started as a family business and remain so today. Because of that, we have always held the commitment to our people and service at our core. While it is essential to have a great product, it is only one part of the jigsaw, and you must back it up with excellent service. Treat your customers as you would wish to be treated yourself. Never be afraid to admit when you have screwed up. Every dispute or problem can actually lead to an opportunity, if you deal with things in a decent and honest way. Never rest on your laurels or underestimate the pace of change. Industry moves so quickly now – what worked before will not necessarily work in the future.

As managing director of one of the largest independent building materials manufacturers in the UK and Ireland, our sector is more competitive than ever. Companies in the industry that survived the recession have all upped their game – you need to be leaner, with tighter operations and a reduced cost base to be well placed to benefit from the return of economic confidence. Get the right team around you and you can accomplish great things. We employ around 400 people across eight locations and each person plays a vital role. Your team members must all be committed to following the same strategy and be supportive of each other, yet still able to challenge you when necessary. Finding that

right blend is difficult but crucial so it needs to be a priority. Even having one person not ‘bought in’ can derail the best-laid plans. Although you can’t predict the future, you should prepare for the unexpected as much as possible. Have a plan in place for when the worst happens – as you won’t have time when you are in the middle of a crisis. Keep fully abreast of what’s happening in your market and regularly challenge your assumptions on what any changes will mean. And don’t stop learning. The construction industry can be conservative, so I often look to other industries for ideas. It’s crucial to meet people and network, turn off the laptop, put the phone to silent and get out of the office!

Living Breathing

Engineering

4c Heron Wharf, Belfast Harbour, Co. Antrim BT3 9LE vickerstock.co.uk I 028 9031 3720 I info@vickerstock.co.uk

ENGINEERING & MANUFACTURING

Scotrenewables Chief Executive Officer Andrew Scott

World’s largest tidal turbine launched in Belfast

Scottish renewables company has launched the world’s largest tidal turbine in Belfast. Scotrenewables Tidal Power cut the ribbon on the 550 tonne machine at Harland and Wolff last month. It will now undergo preliminary trials in Belfast Lough before being towed to Orkney where it will be connected to the grid. Steel fabrication of the machine was carried out by fabricators across the UK before being assembled by at Harland & Wolff’s shipyard over the past 12 months.

through the build, especially here with Harland and Wolff in Belfast. We’re now looking forward to getting the machine up to EMEC and start the test programme to demonstrate more of the clear engineering and cost advantages our approach can bring to the commercial tidal sector.” Named the SR2000, the turbine is the culmination of more than 12 years of a detailed and incremental engineering R&D programme, with the project being supported by £1.25m funding under the Scottish Government’s WATERS2 initiative.

Speaking at the launch, the Orkney company’s Chief Executive Officer Andrew Scott, said the commissioning is a major milestone for the firm.

The turbine design follows Scotrenewables’ floating generating platform philosophy, which the company expects will deliver a step-change cost and risk reduction to the commercial tidal energy sector.

“We’ve also been fortunate to have been supported by a committed group of suppliers

The company’s progress has been underpinned by longstanding support

and investment of more than £25m from main investors: ABB, (Scottish Government’s) Renewable Energy Investment Fund, DP Energy, Fred. Olsen Group and Total New Energies. Simon de Pietro, CEO of DP Energy and key investor in the project says the tidal energy sector is rapidly approaching maturity. “The sector is now beyond its emerging phase and the SR2000 device is a bold step forward proving the viability of tidal as a sustainable, reliable and predictable energy source.” CEO of H&W, Robert Cooper, speaking of the project said the firm remains to the fore of renewable offshore energy developments. “We are very pleased to be able to deliver this state of the art device and to help Scotland and Northern Ireland develop new energy generating technologies.”

ENGINEERING & MANUFACTURING

Engineers are scarce - fact or fiction? By Gary Thompson

he number of graduates Northern Ireland exports every year and the general skill shortage always make good headlines. However, we’re now starting to see an increasing number of registrations from experienced professionals wanting to return home to enjoy the Northern Ireland lifestyle and use their experience to contribute to the growth of the economy. The work/life balance, competitive house prices and excellent education system is enticing young professionals back home to start the next stage of their career often in a home-grown indigenous business that’s now enjoying strong growth. The skills gap is a particular issue in the engineering recruitment sector today. Companies are finding they need to work harder to find engineers. Engineering as a sector is crucial to the growth of the economy and generated £455.6bn GDP for the UK, employment has grown by 1.8% to over 5.5 million and the engineering sector now supports 14.5 million jobs or 55% of UK employment. Riada Resourcing has started to do things in a different way in order to better engage with their audience and attract the best talent, resulting in a 155% increase in Engineering vacancies and an 800% increase in the number of engineering candidates placed compared to the previous year.

So if you know someone who is thinking of making a move or you need more engineering talent for your growing business get in touch with our Engineering Specialist, Gary Thompson on 028 7032 6600 or email Gary@riadaresourcing.com

JUNE 2016

PROFILE

Your flexible workforce Ulster Business catches up with recruitment company Industrial Temps as it celebrates its silver anniversary to find out how it has become one of Northern Ireland’s biggest employers

ndustrial Temps, the Belfastheadquartered recruitment company, celebrates its 25th anniversary this month.

focus specifically on providing temporary and permanent staffing solutions to business’ in the manufacturing, food, logistics and service sectors.

As managing director Liam O’Loane said: “Having started in 1991 with two phones and no carpet” it finds itself recognised today as the sixth largest employer in Northern Ireland with a headcount of over 3,200 employees, as reported in the latest list of Top Employers compiled by the Equality Commission and published in the Ulster Business Top 100 magazine.

Like all business, change is a constant and the recruitment industry is no different.

SERVICE FOCUS Over the last 25 years the company has worked hard to develop a reputation for excellent customer service with a

In 1991 the requirement of temporary staff was primarily focused on holiday, sickness and cover for peak workload. Nowadays Industrial Temps, whilst continuing to provide a cost effective solution for these scenarios, increasingly provides companies large and small with staffing solutions to help flex staffing numbers over and above the core full time workforce. That helps to match productivity requirements and,

indeed, recruit full time workers from the ‘tried and tested’ temporary staffing pool. When it comes to regulation and legislation it is a generally accepted fact that both are a barrier to growth for companies in Northern Ireland. Business accepts there is a need for regulation but there is a definite negative impact on growth. Industrial Temps has adapted positively to ongoing changes in regulation and has incorporated value-added solutions to assist their clients in the recruitment process. The company’s in-house HR and Compliance team ensure they meet all legislative and statutory requirements protecting both temporary worker and clients alike. Furthermore, it has invested heavily and

PROFILE

achieved trainer centre status covering all the sectors it works in enabling Industrial Temps to supply workers who meet the criteria – in terms of job spec – and are suitably trained and inducted to meet each client’s individual requirements. With three offices geographically covering all areas East of the Bann and with the support of its clients, Industrial Temps managed to weather the economic downturn well with demand for temporary workers actually growing during the period. Whilst the economy has strengthened over the past few years, the provision of a flexible workforce continues to be seen as a very attractive and costeffective solution to many of Northern Ireland’s most successful companies. When it comes to the success of Industrial Temps, Liam said he recognised that it’s the people that make all the difference in his business. “I have been fortunate in bringing people into the business who are better than I could be at doing what we do every day and I am extremely proud of my entire team in achieving Investors in People Accreditation this year.” Industrial Temps continues to invest heavily in the business and in the past 18 months has implemented bespoke recruitment technology to ensure all processes comply with ever changing legislation and enable its people to deliver effective, quality staffing solutions quickly. “The scale our business operates in it is vital to have effective, bespoke technology to enable us to deliver recruitment solutions on behalf of our clients and temporary workers,” Liam said. “This justifies the investment that we have made and continue to make to ensure we have robust systems and procedures which comply with best practice guidelines and yet enable us to deliver our services 24/7/365 at speed.” Client retention has been key to Industrial Temps success.

JUNE 2016

Greiner Packaging Ltd has worked with the firm since 2008. “During that time, our service requirements have grown and Industrial Temps have enhanced their service delivery to meet our fluctuating resource needs, along with service demands such as delivering induction training, onsite account management and the provision of weekly/ monthly KPI’s,” Pauline Hillen from Greiner said. “Costs have remained competitive through many legislative changes around AWR, pension auto enrolment, minimum and living wage and we continue to enjoy a professional working relationship with Industrial Temps today.” A relatively new client which has been equally impressed is B/E Aerospace Kilkeel, which has been working with Industrial Temps for over a year. “The fast pace nature of our manufacturing environment requires our recruitment needs to be met efficiently to ensure we meet our deadlines and Industrial Temps have supported us with this throughout each stage of the recruitment process,”

HR Specialist Natalia Kettle said. “Not only do they support with recruitment in terms of testing and interviews, Industrial Temps are onsite regularly to ensure their performance management of employees, on-going account management and to meet with employees to keep them informed or to discuss general enquiries. “Industrial Temps always go above and beyond what is expected to help us achieve our goals!” That willingness to go the extra mile is the result of the talented workforce at Industrial Temps, Liam said. “It has been an exciting and at times challenging 25 years, everything is informed by one principle: good people make a great business and I would like to thank all of our team who are not only exceptionally talented people but most importantly have always been prepared to go the extra mile and, of course, also thank our clients and the local business community for their support over the last 25 years, our temporary workers for their dedication and last but by no means least our suppliers.”

his summer Innov8 Office Interiors turns 10 years old and celebrated this incredible milestone with a “PopUp at the Palace”. Innov8 began life as a small office furniture provider based in Belfast and has quickly grown into one of Northern Ireland’s leading designers and providers of world-class office space throughout Ireland! Along the way, Innov8 has built up an impressive client base, designing and supplying office space for companies such as The Northern Ireland Science Park, Cayan, The Scottish Provident Building, Henderson Group, Almac and Concentrix. The relationship with Concentrix even enables it to expand its reach into Europe, designing and fitting out office spaces in Spain, Portugal, Slovakia and Bulgaria, and more recently Arizona in the USA. Innov8’s anniversary dinner was housed at The Royal Palace of Hillsborough in a one-of-a-kind marquee. The event had representatives from Innov8’s client base, along with some of their key relationships and partners in the EU, UK and Ireland. The evening was thoroughly enjoyed by all, and has cemented Innov8’s status as Ireland’s most innovative business. Innov8’s design director Steve Cairns had this to say: “we are truly humbled by the incredible support we have had in the last 10 years, and our anniversary has helped to reinforce these relationships and prove once again that Innov8 are not only in the business of creating incredible office space, but also building and maintaining relationships with everyone we do business with. We are excited to see where we go from here!”

Innov8 Celebrate 10 Years In Style

ANALYSIS

Collaboration – an Allianz approach

ollaboration – we all know that it is a much overused term: however what is certain is that in the insurance industry, indeed in any successful industry, it does matter – today, tomorrow and into the foreseeable future! In Allianz, collaboration with intermediary partners and common goals is very much the cornerstone of its business model as explained by Fiona O’Gorman, Associate Director Personal Sales. Fiona has recently assumed responsibility for the intermediated personal lines market in Northern Ireland coinciding with Peter Kilcullen’s appointment to the Allianz Board of Management in the capacity of Sales Director. A Business Graduate from Dublin City University, Fiona’s tenure with Allianz extends over a 16 year period during which time she has excelled in a variety of disciplines and roles, ranging from business analysis to project management and more recently responsibility for personal lines relationships across intermediated and bancassurance channels in ROI; a position

which she still retains in addition to her new portfolio in Northern Ireland. As Fiona explains: “The Allianz Group is a global financial services provider with more than 85 million customers in 70 countries worldwide offering a range of services and insurance products across the spectrum for both retail and corporate customers. At a local level we are A+ rated, based in Belfast and operate very successfully across the province, by closely collaborating with our strategic intermediary partners.” Partnering and engagement with intermediary partners is very firmly on Fiona’s agenda. Working with the local Business Development Executives, complemented by a team of 80 experienced and qualified insurance professionals, her primary focus will be on consolidating and further developing partner relationships. She continues: “We are well aware of the risk of becoming remote from our customers, a risk which is heightened by technology and the commoditisation of personal lines

Fiona O’Gorman, Allianz

products. Therefore, as an integral part of our customer centricity programme, we are continuing to develop our expertise in the area of metrics and customer segmentation. This is a key component of our strategic toolkit for 2016 and beyond. Allianz are keen to collaborate with our intermediary partners in this fast moving area by sharing in-house competencies to drive greater insights into our mutual customer databases. As such, we are currently developing a programme which will deliver data insights enabling our partners to better understand their client needs and use that information to help facilitate profitable growth.” Fiona concludes: “In the current environment of “buzzwords” there is much mention of the “psychological safety” aspect to business relationships – put simply – if all participants in the business trust each other it creates a productive and profitable working environment. The intermediary channel is thriving, we have no barriers to trust and moving into the future I believe that our strong partnerships will lead to successful business outcomes for all.”

Flags, firebombs & flashbacks

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The cream of the tech crop Joanne Sweeney profiles some of the best technology companies to have emerged from Northern Ireland in the last few years

Tomorrow Lab

ollaboration and working in partnership in order to innovate and to reach an increasingly easier to access global customer network is something that Tomorrow Lab is committed to. The Belfast firm was revitalised out of a merger between two rivals, the former 3sixty Create and Tomorrow Lab (part of the Pierce Partnership) in September, 2015 which effectively doubled the business overnight. The company divides its resources delivering in two distinct areas – digital marketing and web design, which takes in mobile and web applications and software design. It provides SEO for internet travel firm Expedia in the Republic of Ireland as well developing digital products for MarTech Europe. It’s run by managing director Adrian Allen (33) who started 3sixty Create with one laptop about six years ago. Tomorrow Lab has achieved a turnover of over £750,000 for 2015 with a staff base of 18, having recruited three staff this year alone. “Our growth vision was a big part of the merger for both Robert Pierce and me when we decided to join together,” said Adrian. “We see huge opportunity to replicate what we do in Northern Ireland to GB and Republic of Ireland.” Tomorrow Lab is working closely with a London company to develop a potential joint venture.

Adrian Allen

Adrian added: “As part of our future, we see ourselves joining up with clients and releasing products into the market. We would hope to work globally within the next three to five years, particularly with digital product development.”

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Novosco

Patrick McAliskey

t may be an intriguing company mission statement but for managed cloud provider Novosco, ‘fearless champions of better’ seems to be working for it.

Or perhaps ‘into infinity and beyond’ might also do as data storage is as expansive as what the client needs these days. With winning a large contract for a major global financial services company based in Dublin and London, the sky’s the limit for the Belfast firm which now has offices in Manchester, Dublin and Cork. And the firm is fast making its mark in servicing complex cloud management for health providers such as Belfast Health and Social Services Trust as well as leading world-class hospital group Cambridge University. The secure cloud access that Novosco provides means that consultants from the likes of Addenbrooke Hospital can access patient files and reports at home as if they were at work. Managing director Patrick McAliskey is confident of his firm’s achievements: “We won several large new contracts that helped drive the company towards record revenues and profitability, with turnover up 7% to £20.9m, and pre-tax profit up 12%.

JUNE 2016

“We became an accredited Amazon Web Services partner as well as an accredited Microsoft Azure partner. We see huge opportunities in this area to substantially grow our business in the UK, Ireland, Europe and further afield.” “We became an accredited Amazon Web Services partner as well as an accredited Microsoft Azure partner. “We see huge opportunities in this area to substantially grow our business in the UK, Ireland, Europe and further afield. “And we are actively looking at a number of options to significantly accelerate our growth outside of Northern Ireland, including potential acquisitions. Having started in 1994 with two employees, Novosco now employees > 120 people with an average employee increase of 16% each year.

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Taggled

Simon Cole

Ian Scott

aggled is the company that offers the next stage for advertisers seeking customer interaction with their video output.

The Northern Ireland Science Park-based firm provides the interactive and shoppable advertising video platform which gives global reach. What its technology does is allow customers to integrate shopping and product information with a brand video, turning a 52 second video for designer retailer Ted Baker into a 22-minute average customer experience. Its work helps advertisers such as the Body Shop, WeightWatchers and Ben Sherman turn their brand videos into a mini-website, increasing sales by increasing the ease which the viewer can purchase. Ian Scott is Taggled’s founder and he is confident that his company is able to compete globally as innovation is constant. “We are a pure technology company. People use our technology to make their own video internet. “Our technology is very innovative in the market place so what we offer is quite unique which means we can work globally.

Automated Intelligence

utomated Intelligence is one of the Northern Ireland IT firms that is taking on the US brands and beating them.

It helps clients with data solutions for meeting compliance in areas such as banking, the Data Protection Act and Freedom of Information for government bodies, as well as helps clients manage client data and reducing costs. AI won a major contract with one of the top ten banks in the world earlier this year to help it control its share point platform globally. It also started to work with the UK Foreign and Commonwealth Office to help it control its data since last year. “We are not competing with any local firm when it comes to our market, we are competing with the best of the West Coast technology companies, such as IBM and HP,” said Simon Cole, AI’s chief technical officer.

“We are able to deliver something that other companies aren’t able to; we are able to give more information about the places, people, products that the viewer sees on the video.

“We from Belfast are able to take them on and beat them convincingly in competition. We are absolutely world-class and a lot of that is down to the skills and the people that we have here. Our clients are often challenged as to what data they have and to store it or access.

“Our work is viewed by people right across the world as one of our major partners Sanoma is one of the biggest media companies in Europe with 250 online companies. Its main news channel gets over a billion viewers a month.”

“Data management is a serious business for if you look at banks they can get really hefty fines for their inability to find records.”

And Taggled is set to go transatlantic as it is currently in partnership negotiations with a major international company which would mean that a huge number of brands and publishers throughout the UK would be using its technology.

Six years ago AI had three staff. Now it employs 60. It aims to acquire another five bank customers, the Northern Ireland Science Park success is forecasting that this could be around 90 next year.

The stage is set for Lyric Theatre’s IT support Ciaran McAuley, Chief Operating Officer at The Lyric and Andrew Higgs, IT Services Manager at Barclay Communications explain why the theatre chose Barclay Communications as their IT Service provider

We opted to purchase a set amount of hours for the Lyric. This is greatly beneficial to us as there is no expiry date or lengthy contracts with Barclay Bytes. Our contract ends when we use up our support hours and we have the option to purchase more hours when we run out. “

Ciaran McAuley and Andrew Higgs

About The Lyric Theatre Premiering the works of playwrights such as Stewart Parker, Martin Lynch, Marie Jones and Christina Reid, and employing some of Northern Ireland’s finest actors, including Adrian Dunbar, Dan Gordon, Conleth Hill, Ciaran Hinds, Stella McCusker, Frances Tomelty and the Theatre’s patron, Liam Neeson, its mission is to produce high-quality professional theatre that is alive to the complex cultural experience and diverse traditions of the community, and to use the power of live theatre to empower, inspire, engage and educate. What were The Lyric looking for? Ciaran: “Our IT support had been outsourced for many years with another provider. With the launch of the new Lyric building several years ago, we needed a modern IT support service that was flexible and able to meet the demands of our business.” Andrew: “After meeting Ciaran and discussing the Lyric’s needs, it was clear they needed a more flexible, reliable and cost-effective IT support solution. Talking with companies, we’ve found that many

organisations can be locked into lengthy contracts or long support hours with other providers that they simply do not need. It’s money down the drain. We were able to offer our flexible IT support service, Barclay Bytes as a solution. The Bytes service lets customer purchase the support hours they need and lets them use them at any time with no contracts or expiry dates.” Why did you choose Barclay Communications? Ciaran: “Barclay’s IT Service manager, Andrew Higgs met with us and highlighted the Barclay Bytes IT support service that Barclay Communications offered. The Barclay Bytes service means we can buy hourly chunks of IT support as and when we need it, allowing us to control and save on our IT support costs.

Experienced IT Support Andrew: “We offered The Lyric Theatre a complete solution that would reduce their IT support costs and allow them to manage a more flexible solution with Barclay Bytes. The IT support team at Barclay Communications consists of experienced engineers who follow industry best practices. The team are also local Microsoft Certified professionals which means our IT support customers can be rest assured that they are getting the very best IT support service.” What do you find unique about Barclay Communications’ offering? Ciaran: “The Barclay Bytes IT support services allows us to have a more flexible, cost-effective and responsive IT support system in place that will deliver us excellent support while lowering our monthly costs. The attention to detail and transition from our previous provider has been flawless. Andy and the team have met with us on several occasions at our theatre now, taking the time to tour our facilities and understand our needs as a theatre company. It’s this attention to detail and service that we expect from our IT support and we are very happy that Barclay Communications will be providing us that service.”

To find out more about flexible, cost-effective IT support for your business call the Barclay Communications team on 028 9096 0366 or e-mail: digitalservices@barclaycomms.com

028 9442 7000 |

nitec.com

Northern Ireland’s First Microsoft Cloud Solution Provider Microsoft SMB Cloud Partner of the Year for Ireland

FIRST

ICT QUARTERLY

Head in the cloud – where it should be The word ‘cloud’ is slowly becoming more synonymous with IT than with the weather. More and more, the in thing is using cloud computing. Mark Jones, Software Development Team Manager at Nitec, talks through the benefits of the cloud

Lower price barrier to start–up This point is very closely linked to the previous point in that, while it traditionally took time to set up an environment for a system, the time and equipment also included a significant cost. These costs are significantly reduced for modern cloud-based systems.

infrastructure breaks. As your system was network connected there is no way to get the system back online until your network is back up. Comparatively, in the cloud, your system can be accessed through any internet connection available with a 99.99% SLA from Microsoft.

Security

Mark Jones

hen talking with any company about their software development needs, it would be remiss to not consider the relevant cloud solution and present this to the client. Currently, in Nitec, all of our indevelopment projects have at least one cloud aspect to them and most are fully in the cloud. The reason for the buzz around all things cloud is four fold.

Speed of deployment Traditionally, when we had a discussion with a client over system development to facilitate their business data needs, we would also have to chat about purchase, installation and setup of the server infrastructure required. With the cloud, this discussion is now much simpler. We are able to bring the required infrastructure up immediately and we can also scale the infrastructure as and when required, with minimal effort and downtime to the customer. This vastly reduces the time-todelivery of a software development project.

Instead of quoting start-up costs in the thousands, we now talk about monthly costs that are easier for SMBs to budget for. This advantage continues throughout the system life-cycle, as extra functionality can sometimes consume services available in the cloud, without these having to be re-written specifically for the client. The scalability of this solution also reduces the cost by allowing the client to pay for services on an as needed basis, and have the infrastructure grow with the business.

Business Continuity When systems are introduced into a company’s daily workflow, they become critical to that business. It is imperative that these systems have minimal downtime and, in the rare case something disastrous should happen, the information can be recovered and the system restored in a timely fashion. In a traditional setting this was very expensive, complicated and time consuming to implement. With the cloud it has become easier. Now backup, data replication and load balancing systems are designed by experts and consumed by software development companies, like Nitec, for the benefit of the customer. For example, you are hosting your system within your own office and your network

Nowadays, security is a massive task. There are companies whose sole purpose is to write software and design hardware to provide security to business infrastructures and systems. Again, with the cloud, we get some of this as part of the monthly subscription. When you consume SaaS (Software as a Service) e.g. Microsoft Dynamics CRM or PaaS (Platform as a Service) e.g. Microsoft Azure Database or Azure hosted web application, there are experts working on your behalf in the Microsoft Azure Cloud to protect you against common security threats. At Nitec we also consume Azure Identity services in our projects, to provide logins to cloud-based systems which implement industry security standards, to provide anyone with an affordable login system for their applications that is easy and secure to consume. Nitec are the cloud computing experts. We are the first IT solutions company in Northern Ireland to be appointed as a Tier-1 Microsoft Cloud Solution Provider and we are also the 2015/16 Microsoft SMB Cloud Partner of the Year for Ireland. We are keen to talk to any company that wishes to manage data in a structured way and advise them on how the cloud can benefit their business.

MICROSOFT NITEC

FIRST

N.I.

We are the ﬁrst IT solutions company in Northern Ireland to be appointed as a Tier-1 Microsoft Cloud Solution Provider (CSP). We are also the 2015/16 Microsoft SMB Cloud Partner of the Year for Ireland and we continue to go from strength to strength.

Our success in delivering cloud-based solutions spans many platforms including: • • • • •

Office 365 Azure SharePoint Dynamics CRM Bespoke Software

Our ethos of not standing still, but being forward-thinking and leading the way for our customers is what sets us apart. Find out more; call us or visit our website. 028 9442 7000 nitec.com

Microsoft SMB Cloud Partner of the Year for Ireland Microsoft Cloud Solution Provider Intelligent Technology

ICT QUARTERLY

From Lisburn to London to the World IT services provider P2V Systems might be based in Lisburn, but it’s exporting its products and services worldwide. Ulster Business finds out more cloud solutions, security, business continuity and hardware & software services. “We’ve been doing what we’ve always done but doing it better, bringing on new customers in new sectors and introducing new products,” he said, pointing to a move into solutions for financial services companies.

Stephen McCann, Managing Director and Graeme Waring, Partner & Alliances Director.

hat connects some 2,000-yearold baths, the seat of political power in London and the world’s longest helter-skelter? The answer, somewhat surprisingly, is an IT company from Lisburn. P2V Systems’ innovative IT solutions support the ticketing systems installed in the Roman Baths in Bath, the Houses of Parliament and the new Orbit Tower in London, handling the ticketing needs of thousands of attraction goers each day.

Winning a number of longer-term contracts which stretch out to three years has been an added bonus, allowing forward planning. We have also started to grow the number of projects we are working on outside Northern Ireland, hence the contracts at some of England’s biggest tourist destinations. But P2V Systems has also been probing markets further afield in Dubai and Abu Dhabi as well as attending an Invest NI trade mission to the Netherlands. Aside from its core services, the company has been proffering a new product on the international trips which has already caught the attention of some keen buyers. “We’re making the shift from a service only company to also offering innovative products,” Stephen said.

That’s no mean feat, but then this is no average company. The company has always had great ambitions and has been living up to those ambitions with growth rates touching 118% for the last financial year.

P2V Systems Data Centre in a Box, a mobile data centre solution for those who need on-site, portable technology, provides state-of-the-art enterprise-grade technology for speed and reliability.

It’s all in a day’s work for founder and managing director Stephen McCann who is at the helm of the business which provides managed services, professional services,

Its ‘plug-in and go’ functionality makes it ideal for the oil and gas industry, construction, events and security sectors and for those involved in disaster relief.

“One of the main unique selling points of the box is the quick and easy set up,” Stephen said. “That’s very appealing for some companies out there who don’t want the hassle or don’t have time to waste. “They really like the idea that once the kit arrives on site, they just need to add power and it’s ready to go. Then we can support it remotely so it doesn’t matter where it’s based.” Stephen said the interest in the product is significant on the global market and he hopes to make a first sale later this year. “We’ve had a really positive reception in these early days but it takes a lot of commitment and time. Being the Middle East, the sale is predominantly down to face-to-face meetings rather than by telephone so it’s a long process. But we’ve put the hard work in and the product has been very well received.” With that potential comes a plan for growth at P2V Systems in the months and years ahead and as such, it has doubled its office space and is focusing on continuously improving its service levels. That focus is obviously paying off with P2V Systems being awarded the Microsoft Silver Small and Midmarket Cloud Solutions Competency as well as ISO 9001, ISO 27001 and Investors in People accreditations. With all that under its belt, it’s clear P2V Systems has a bright future both here in Northern Ireland and much further afield. Maybe then Stephen will get time out to enjoy some of those attractions which he helps to run.

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alking into an office which has its own coffee bar, Apple products as far as the eye can see and – this is the best part – its own dog, it’s easy to see that Ulster Business hasn’t arrived in your standard, run-ofthe-mill Northern Ireland business. Instead we’re at the Bangor office of Design Ethos, a web and branding company with a difference. Of course, every business which is responsible for the image of others is going to say it’s unique and different, but it’s what makes this 16-year old firm stand out which is interesting. So what is it? It’s simple. Design Ethos has an unwavering specialist focus. With a quick tour of the studio, you can easily witness the scope of work.

The secret weapon of pitches Ulster Business caught up with Kyle Cromie from Design Ethos to find out what makes it tick and how it helps companies win business

Poornima and Camilo (who were recently awarded best e-commerce site at the IDI Awards for scatterpin.com.) were heads down and continuing the development of the Gobbins website; Jonathan was adding some serious special effects for a client film that had to be completed that day for a pitch; David was developing a complex sequence for a 3D walkthrough, and Avril, Client Executive, was liaising with a brand new client on a their project. Time for a flat white and a chat with founder Kyle Cromie while Bears, the dog, gets comfortable. So what is all this about a unique focus? “We focus on the power of presentation,” he explained. “We help companies present, pitch for work and most important of all – impress. Oh and we don’t use PowerPoint.” It’s hard to imagine how presentations can really take the world by storm, after all, we all have to do them. So why has it been such a huge success for Design Ethos? Some recent projects could shine a light.

Take Doosan. Design Ethos has been helping the Korean engineering conglomerate’s UK office with its pitches over the last few months with the quite remarkable success rate of 100%. Yes, a 100% success rate and that’s not just a one-tender process. “If you combine all the work Doosan has won with us it amounts to over £100m,” Kyle revealed. “That not only makes its Birmingham office successful but also makes it have a very viable future, securing 45 jobs at least.” Closer to home, Design Ethos helped Farrans Building and Civil Engineering Contractors win a £115m contract to construct The New Wear bridge in Sunderland. Or M&M Contracts, who are working from the ground up to deliver the creative edge through client presentations, pitches and tendering. Success through the helping hand of Design Ethos, is likely to see the company expand to double its size and turnover inside the next six months. But enough of the successes, how exactly does Design Ethos help these companies win pitches? Essentially, it provides companies with exceptional presentation solutions that deliver the unexpected, that capture the imagination and create a lasting impression. To create a memorable experience is vital, one that demonstrates a genuine desire and drive to do business. This is what will make you stand apart from all the rest. “If it is an introductory or follow-up meeting, a formal or informal presentation, an electronic or hard copy tender submission, we endeavour to make sure it is noticed immediately, becomes a talking point and blows away all elements of doubt, while demonstrating utter commitment beyond what the competition has shown.” Kyle said. “With well over a decade of experience we’ve developed some out-of-the box bespoke solutions, established fantastic relationships and the testimonials show that it works.”

JUNE 2016

You can see the huge commitment Design Ethos gives to their clients; Kyle explains a recent job for FMJC which was pitching for a £25m fibre installation contract in the UK. “We got the call and had three days to prepare against the ’big players’. I immediately jumped on a plane to Luton on the Sunday evening, filmed all day Monday on the site where the work would take place, interviewed the key people and by Wednesday the studio team had pulled together a bespoke film, a tailor-made brochure and a fully interactive presentation, all of which astounded the client team and won the pitch. “In three days we did what most would consider impossible.” That’s just one example but Kyle can call on hundreds to explain how Design Ethos can give firms a winning edge. It doesn’t always have to be a full dramatic production. Subtle methods, such as wearing a tie in the corporate colours of the firm you’re pitching to can work wonders. This is an area the team pride themselves on. No matter what size the company or the budget, Design Ethos can provide solutions that get results but don’t break the bank. Design Ethos is not alone. It works with a wide network of businesses, including Londonbased film producers, on developing pitch

work. The team’s vast experience in website development, animation, film, 3D modelling, time-lapse photography, writing and graphic design has uniquely placed them in a position to deliver an array of multi-tasking tools that will create the right ’fit’ for each project. “Everything we do for our clients is bespoke for them and for the companies they are pitching to,” Kyle said. “In addition, we’re a small but very senior team – we’ve no juniors – who have years of experience. “We love what we do, and are exceedingly passionate about our work. Working side by side with our clients, we are utterly determined to see them succeed.” That experience means Kyle and the team are aware they need to keep innovating to stay ahead of the pack, coming up with new ideas which retain that unique angle. “What was novel five years ago can be common now. We’re constantly looking at new ways through technology and creativity to make us and our clients stand out and we’ll never stop looking.” Bears agrees with a yawn and with that it’s time to go, with a fresh perspective and the good mind to hire Design Ethos to advise the team at Ulster Business on pitching skills. Perhaps even with a plan to suggest that a dog would really boost morale.

BRANDING

EUROSPAR reaches 50th store milestone Henderson Group’s Sales and Marketing Director Paddy Doody tells Ulster Business how the rollout of the brand is well ahead of schedule

At the 15-year anniversary last year the company had expected to reach its 50th store milestone by the end of 2016 but with that number already passed, further store openings are in the pipeline to add to the portfolio before then. Sales and Marketing Director Paddy Doody now expects to have another five stores open before the clock strikes midnight on December 30. To account for such phenomenal growth it’s perhaps worth taking a look at what the EUROSPAR concepts offers.The idea is they accommodate the weekly family trolley shop with an extensive range, additional services and promotions.

Paddy Doody

he fact the supermarket with the largest number of stores in Northern Ireland is both family and locally-owned may come as a surprise. However, that’s just the position EUROSPAR finds itself in as it opens its 50th store in Fintona, Co Tyrone, although parent group Henderson Group – which is owned by Martin and Geoffrey Agnew – isn’t the least bit surprised. It has operated the brand in Northern Ireland since 2000 during which time it has invested £70m in an effort to take EUROSPAR to the top of the table. The only slight raised eyebrow from headquarters may be the speed with which it has reached the milestone.

EUROSPAR stores are larger in size, designed to be close by and match Tesco prices on 100s of goods. It is, said Mr Doody, a deliberate design aimed at meeting the much-changed needs of the modern shopper. “Consumers no longer want to take time out of their busy lives to visit a multiple for a ‘big shop’,” he said. “They are looking for convenience and value combined with the choice of a multiple, that’s where the EUROSPAR brand delivers.” A good example of the concept can be found on the Upper Lisburn Road in Belfast at Creightons of Balmoral, a store which has recently reopened under the EUROSPAR brand. As well as being a good example of a physical store, it’s also typical of how Henderson

Group works with its store owners, many of whom have been in the grocery trade for years. The owners of the store, Niall Creighton and Gail Boyd, also own and operate EUROSPAR Creightons of Finaghy and SPAR Creightons of Blacks Road, also in the south of the city. The family have been operating since the 1930s and joined the Henderson Group network of stores in 2005. Further down the chain, the Henderson Group is also working closely with local suppliers, as it has done for almost 120 years. It sources 75% of fresh product in Northern Ireland, including the enjoy local range which is made up of 144 products from 25 local suppliers. In addition, many EUROSPARS include a local butcher, bakery and post office within the store. “We’ve always had a strong ethos aimed at supporting the local famer and processor,” Mr Doody said. “The shopper likes local produce and we’re happy to provide the link.” However, local suppliers need to make a strong pitch to get on the shelves to make sure they have enough of a draw and strong enough infrastructure to compete with more established household names. That means that those that do make it – like Comber’s Mash Direct – are providing a product which is top of its class. All-in-all it has been a busy time for the Henderson Group and with those ambitious plans for the EUROSPAR brand, it isn’t going to quieten down any time soon.

a re p ro u d R A to P ce S

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EUROSPAR, the largest convenience supermarket brand* is proud to have operated at the heart of Northern Irelandâ&#x20AC;&#x2122;s communities since 2000

*by store numbers

NEWS

Millennials and middle-management – do you have a retention plan in place? By John Moore, Regional Managing Director of Hays Northern Ireland

incentivise millennials who are already established within middle management? Retention is a big issue. Hays research has found that over half (54%) of millennials expect to quit their jobs over the next 12 months. A third of respondents to our survey stated that it was their intention to leave within six months. So how do you retain talent at middlemanagement level? Here are three suggestions:

John Moore

he term ‘millennial’ worker applies to any individual aged between 21 and 33 years old. Most discussions around millennials tend to focus on attracting new and recent graduates. But what of those whom you’ve already recruited? How do you retain and

• Be honest about career paths According to our research, almost half (44%) of millennials feel ‘uncertain or negative’ about their career prospects. A clear succession and development plan can highlight definitive opportunities for career progression. • Target incentives in the right areas Don’t assume the same benefits will appeal to all your younger employees. Offering flexible benefits choices is a strong way to empower individuals to choose the benefits that they most value and to show how you value their contribution to the business.

• Open your doors Millennials are known as ‘Generation Why’ for a reason – they ask questions, so be open and transparent with them. Ensure middle management are appraised of wider business strategy and can see their role in the bigger picture. Where a positive retention plan is in place, productivity and morale are high. The alternative of reactively replacing lost talent is potentially damaging to any business. Skill shortages – particularly in sectors like IT, finance and construction – means resource often needs to be expended in order to find a suitable replacement. The best approach is to maintain open dialogue around career paths, highlight opportunities and target incentives in the right areas. In this way, vital mid-tier management talent can be retained and contribute to long-term business growth.

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

House price fall proves market still fragile

orthern Ireland’s three-year house price rally stalled in the first three months of the year and fell by 1%, according to new government statistics. The drop, revealed in data from the Northern Ireland Statistics and Research Agency, was compared to the last quarter of 2015 and is thought to reflect early-year declines for global stock markets and an increased level of financial uncertainty ahead of the referendum on the UK’s membership of the EU. “The fact that the Northern Ireland market experienced a quarter-on-quarter

decline is a sign of continued fragility in both the housing market and the broader economy,” Dr Esmond Birnie, Chief Economist at PwC in Northern Ireland said. But on a yearly basis, prices are still up by a relatively impressive 5.9% compared to the first quarter in 2015. The average price of a house now stands at £117,524 for Northern Ireland as a whole, a figure which compares to the £97,428 low hit in the early 2013. When it comes to geography, there are significant differences around Northern

Ireland. Prices in Derry City & Strabane stand at £99,527, while in Lisburn & Castlereagh they reach £117,524. Over the year, prices in Fermanagh and Omagh climbed the most at 14.1% while those in Ards and North Down were up by the smallest percentage at just 4.1%. But while the annual rates of growth in house prices over the last few years are impressive, there’s still some way to go before the market recovers to the peak hit in the third quarter of 2007 when the average house was worth £224,670. On that basis, prices are still 48% below that pre-crisis level.

Management Education

MANAGEMENT EDUCATION

Sharp pointed message or meaningless words? John Simpson assesses the management education provision available in Northern Ireland

he merits of better and more rigorous preparation of upcoming managers to grow their businesses are not in doubt. How that preparation should be delivered, where and by whom, is much less certain. The difficulty is that delivering or improving management education is an ill-defined objective. The phrase ‘management education’ is an all-embracing catch-all, often repeated to give reassurance. It appears to offer reassurance to students as a pathway to better employment prospects, reassurance to employers as a proxy when trying to recruit more carefully-selected employees with prospects for promotion and leadership, and reassurance to government in the funding of higher and further education in terms of value for money from taxpayers. Even a brief review of the advertising of courses and qualifications, illustrates that management education courses, degrees and experiential learning, come high on the publicity for each university, each further education college and many professional organisations with wide enough business experience to claim to be a source of hands-on practical experience

JUNE 2016

which then is compared favourably with pure lecture based academic learning. A useful distinction can be made in the use of terminology. Management education at levels which focus on ‘managing’ part or all of an organisation is distinct from what would sensibly be described as the competence derived from various business studies. Business studies, offered to students as part of an educational curriculum in schools and colleges, is an important knowledge based agenda that can be a valuable part of formal education. An understanding of the basics of economic analysis and accounting concepts is a foundation to many careers. Whilst a senior manager should ideally start with a spread of knowledge from various business studies, their management education comes as a ‘fourth’ level quality over and beyond undergraduate studies. In reverse, whilst there are exceptions, senior managers without foundation knowledge drawn from subjects such as economics and/or accountancy, face serious initial disadvantages. Hence the demanding occasions when management education offers (or claims to offer) bridging techniques to catch up. >

MANAGEMENT EDUCATION

Going beyond basic business comprehension, the literature on management education stresses that management education can, in part, be taught but must be mixed with first-hand experience backed by mentoring from people with enough experience to offer advice. The publicity will probably also vary in the emphasis or lack of emphasis, on stated entry qualifications for management education qualifications. A ‘no formal entry requirements’ statement is dangerous. Entry requirements, at least, should combine a mixture of formal educational attainments or an assessment of the acquired abilities as judged from the preceding work experience of a possible applicant. Management education providers must earn their keep. The degree of subsidy to higher level provision has been squeezed and fees are now normal. Competent higher level management education is not cheap. Perversely, not all expensive providers are competent. At the higher levels of management education, independent verification of reputation and/ or standards merits careful evaluation. The different university league tables on research, teaching and academic arrangements may offer a partial guide. All three of the universities with an organisational base in Northern Ireland (which includes the Open University) make creditable claims to enhancing management education for local and external students. The top of the academic ladder usually focuses on the merits of studying for an MBA (Master of Business Administration) or no less prestigious for a Ph.D (Doctor of Philosophy) where the title of Doctor in an acknowledged compliment and the reference to Philosophy is a reference to a more erudite academic tradition. The Open University has led the way in developing education at a distance. It has served many people well. Ulster and Queen’s Universities have evolved more conventionally. Both Queen’s and Ulster mainstream the merits of their MBA arrangements. Both universities emphasise the mixture of learning,

experience sharing and personal research in equipping these (usually) post-graduate students for managerial development. There are major potential benefits from an enhanced management education delivery programme in Northern Ireland. Adapting official policies to management education calls for an appreciation of the structure of the local economy, both public and private sector. Public sector management calls for a combination of management skills both for public services and also to open the way to a more enterprising public sector. Ideally, public sector managers reaching the senior levels should be encouraged, or even required, to have at least a period of secondment to a large commercial business.

“Both Queen’s and Ulster mainstream the merits of their MBA arrangements. Both universities emphasise the mixture of learning, experience sharing and personal research in equipping these (usually) post-graduate students for managerial development.”

The scope for effective management education to help the private sector community is challenging. For the small number of multi-national businesses, they usually have their in-house arrangements. The larger number of medium-sized businesses, owned and controlled by extended families or local shareholders, are more successful in trading terms than is appreciated but too little involved in managerial development. They pose a complex business matrix. Owner managers, making satisfactory profits but with modest growth ambitions, are a difficult recruiting base for enhanced management education. The owner manager can be unable to justify the temporary adjustments needed to engage with more formal management education. Yet, this should be the recruiting ground to underpin a stronger growing economy. In a development that is relevant to the gap in current provision, the Leadership Institute at Queen’s is rolling out a series of leadership courses. These offer a variety of short intensive programmes aimed at Business Leaders, Emerging Leaders, Sales Leadership and Leading Effective Boards. High profile is an ambitiously titled mini-MBA delivered in a one week session. It costs just under £1,900. Management education is a challenging task and the local record is weak. Primarily, it calls for personal motivation linking to institutions with relevant experience and delivery skills. Good motivational leadership from the top levels of the local universities is critical.

MANAGEMENT EDUCATION

Ulster University reveals top placement employers The placements are designed to provide students with valuable insight into the working environment and enable them to develop industry-ready skills by applying their knowledge in the workplace.

Ulster University graduate Mark Hutchinson, pictured with Director in Assurance at PwC, Orla MacAllister, has secured a training position with PwC after a successful placement year.

wC, Kainos and Warner Bros. Games are amongst the employers who have been recognised by Ulster University for inspiring and nurturing the next generation of business leaders at this year’s Placement Employer of the Year Awards. Annually, 2,000 Ulster University students undertake work placements across a wide range of sectors including healthcare, law, construction and the creative industries.

Local and international employers recognised at the Ulster University awards include PwC, Warner Bros. Games, Probation Board for Northern Ireland, Kainos, WDR & RT Taggart and I S Arc. Seamus McConomy, Work Experience Manager at Ulster University said: “The university provides placements to ensure that our graduates are equipped with the necessary industry-ready skills that are highly sought after by employers. This early exposure to the working world develops not only students’ technical capabilities but also their softer skills such as teamwork, communication and decision-making. “This is the eighth Placement Employer of the Year Awards and year on year the university is building stronger relationships

with employers, both locally and internationally, who are directly benefiting from having our placement students on board. Our students are providing additional resource to companies as well as injecting enthusiasm, dedication and creativity into the workforce.” Winners at the 2016 Ulster University Placement Employer of the Year Awards included: • Employer Self Nomination (over 50 employees) category – PwC • Employer Self Nomination (up to 50 employees) category – I S Arc • Employer Self Nomination (public sector) category – Probation Board for Northern Ireland • New Partnership category – Warner Bros. Games • Ulster University Student Nomination category – Kainos • Ulster University Staff Nomination category – WDR & RT Taggart

Banking fees in focus for Treasury Delta

new company to Northern Ireland is promising to get businesses a better deal on their banking fees. Treasury Delta said it has developed an online solution which allows companies to get a so-called “market price” for their business banking products and services. Users fill in an online form compiling their banking needs and participating funders tender for the business on a confidential basis. Founder Padraig Brosnan, who has previously worked in the banking industry, said the system is due to launch for banking customers both in Northern Ireland and the Republic. He said it has three distinct platforms to deal with the different banking mix in both, as well as for those trading in Great Britain. “Treasury Delta’s solution makes it very easy for both companies and financial institutions to engage with each other in relation to pricing and commencing the bank switching process,” he said. “Treasury Delta is now putting plans in place to launch in Ireland and Northern Ireland in the immediate future with the view to a full roll out for the UK market in the second half of this year.” Mr Brosnan said the product will cut out cost and time for businesses, as well as for banks and niche providers.

JUNE 2016

Padraig Brosnan from Treasury Delta.

REVIEW

Business

Breakfast

By David Elliott

The column that doesn’t have time for lunch... Diner: Richard Gillan Company: Managing Partner, Grant Thornton Richard Gillan had already won me over by remembering that 50% of the title of this column relates to food and arrived ready to eat, a factor which regular readers will know is not always a dead cert. We were in Harlem on Belfast’s Bedford Street, which regular readers will also know we’ve visited before, but these breakfasteers are busy people and there aren’t many places open before 9am. Worried that Richard would change his mind about the food and your scribe would be once again enter a calorie deficient state, we ordered quickly. The numbers man plumbed for salmon and scrambled egg and an Americano while your word man opted for poached eggs on toast with a flat white. Between mouthfuls Richard filled me in on how he got to be managing partner of Grant Thornton’s Belfast office. It starts out predictably enough with a training contract at PwC in 1994 where he developed a taste for working outside Northern Ireland in London and Luxembourg. A move to Deloitte followed in 1998 to focus on corporate finance with secondments to the further afield location of Johannesburg, where Richard worked on the London listing of mining giant Anglo American, all the time building up an expertise in

the mergers and acquisition market. By 2004 he decided that it was time to turn that expertise to use for himself and, along with a partner, made a slightly left field decision. “I remortgaged the house, borrowed money and bought a manufacturing company in Tyrone which made mantlepieces,” he said. “I knew nothing about mantlepieces then but I know a lot now.” Taking an immediate hands-on approach Richard wasted no time, getting out to visit retailers the length and breadth of the island. The hard work paid off with the business quickly building custom in the Republic and then in Scotland to add to its Northern Ireland trade. By 2007 it had grown significantly so Richard decided to cash in and sell up. The experience proved a catalyst for his inner entrepreneur and he quickly bought another business, this time a Bangor call centre, out of administration. After an initially fraught time dealing with suppliers, it was also soon in the black. “We got that business to a profitable point within months and were working with shopping channel customers such as JML,” Richard said, explaining that the business acted as a total fulfilment centre by running a warehouse to distribute the stock which it sold on behalf of the client. The magic worked again and by 2009 it was time to sell that business to a

management buy in backed by private equity. Rather than put his feet up and enjoy a rest, Richard spent time mentoring for Invest NI and providing consulting services before an approach from Grant Thornton in 2014. “I met with the former managing partner Paul McCann in Dublin and quickly realised that here was someone I could work with,” he said. “The Dublin office had grown from a team of 60 to 1,000 in 15 years and I thought that the brand in Belfast – much like the companies I had bought – was underexploited. And it seems the experience gained buying and selling his own businesses has proved invaluable. “It’s been easier coming back into practice having seen life on the other side. I can now empathise with clients in a much more effective way. And he said Grant Thornton isn’t like the run-of-the-mill business advisory practice. “We have an environment which is very much entrepreneurial. We like to challenge the accepted norm and see things from a different angle. “But we also like to have fun. We’ve a young dynamic environment and we’re good to our staff.” That’s quite a journey and one which surely stands the boss of a business advisory firm in good stead. And with that we’re off, hopefully once again back into a run of Business Breakfasts where the breakfast is taken literally.

Wealth Management

Putting the wealth into wealth management How do you get the best possible service from your wealth manager? The Financial Conduct Authority offers a bit of advice... 58

Discretionary or advisory The term ‘wealth management’ describes when a customer has signed an agreement with a firm to have their money or investments managed on a ‘discretionary’ or ‘advisory’ basis. A discretionary service is where the firm manages your portfolio of investments in line with the mandate agreed with you. This means the firm will manage

your portfolio without checking with you before making alterations. An advisory service is where the firm will make recommendations based on your attitude to risk and circumstances, but you need to agree these recommendations before any changes are made to your portfolio. In both cases, the firm has an ongoing responsibility to ensure that your investment

WEALTH MANAGEMENT

customers. This could be a portfolio tailored to your individual needs, or alternatively a service where customers with similar risk appetites and investment objectives are grouped and managed together. These are just two examples of the many services available. Contact your firm to confirm the details of the service you have signed up to. 3. Be clear about your objectives Investment portfolios should match your objectives and circumstances. Think about what you want to achieve from your portfolio and whether your wealth manager understands this. For example, are youÂ looking to generate a regular level of income or achieve a particular level of growth in the value of your portfolio, and over what period of time? 4. Understand the risks Wealth managers will need to have an in-depth understanding of the level of risk you are willing to take, as well as the extent of any losses you could afford to suffer. The investments within your portfolio(s) may involve a variety of risks, including the type of investments you hold and where in the world your money is invested. You should also let your wealth manager know if and when you may want to access part or all of your money. As some investments may take longer to be cashed in, this will be an important factor when building your investment portfolio. portfolio remains suitable for your attitude to risk and investment objectives. This is different to transactional advice, where the firm is only responsible for the suitability of investments at the time that advice is given. Â

Ensuring your records are up-to-date Accurate information is vital to enable your wealth manager to provide the service that you expect. Here are five steps you could take to ensure your details are up-to-date. 1. Speak to your wealth manager To provide suitable investment portfolios, wealth managers need current and detailed information on

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your financial situation (for example, your existing savings and investments, income and financial commitments). Make sure your wealth manager knows your latest personal circumstances. If they contact you to check whether the information they hold about you is still up-to-date, it is in your interests to let them know if your circumstances, investment objectives or risk appetite have changed in any way. Having out-of-date information may have an impact on the service you receive and you may not be getting an investment portfolio that is right for your current needs and circumstances. 2. Understand the service You have signed up to Wealth management firms offer a range of services to

5. Know what you are being charged Some wealth managers charge for their service through an annual management charge (usually a percentage of the value of your portfolio). Others may charge through commission on each trade that they carry out. There are also some wealth managers that charge through a combination of an annual management charge and commission. Make sure that you know how your wealth manager is charging for the service that is being provided. Ensure you also know how important information about your portfolio, such as details of your holdings and their performance, will be reported to you and when.

WEALTH MANAGEMENT

Get under the bonnet of investments By Eoin McGee

t’s true there is a lot of information available about investments and how to invest money. However, there are also a lot of YouTube videos on how to build a wall and I never come across fund managers building walls.

chart. Years like 2008 are unusual to say the least and that’s because all asset classes dropped. The way markets are supposed to work is that one asset class goes down (such as equities) which results in another going up (such as gold). By being spread properly, you can smooth your return.

Time and time again, new clients come into my office with what they believe to be a good investment portfolio - when the opposite is often the case. Scarily, these portfolios have often been put together by somebody within my industry.

New customers sometimes come into me believing they have well diversified portfolios because they bought the same type of fund from two different providers. This is not diversification. In fact the level of crossover between stocks and shares in what may appear to be a well-diversified portfolio can be frightening. It’s important not just to look at the headline but to get under the bonnet and review what you are actually invested in.

The world of investments is a minefield - but here are four golden rules which should keep you on the right track. One - your underlying return will almost always come from the underlying assets class. The rest of the return comes from timing and management skill - so it is more than okay to ignore the timing and management and just chase the return. Two - diversification is not just a pretty

Three - time is more important than timing. The longer you invest, the more you smooth out your average returns. Good luck if you try and time the market. It’s important to decide on an investment plan and stick to it. It is often a kneejerk reaction to pull out of the market when it falls apart - that’s a big mistake.

Large gains usually come after big falls. Ignoring taxes and charges, a US$1000 investment made in the S&P 500 on January 1st 1970 would have been worth $50,733 at the end of 2011 provided you just left it alone. But if you tried to time the market and missed just the best 25 single days, your pot would have been worth $12,071. Four - have a strategy. Investing all of your money in one asset class or one investment style is not a strategy. With the success of some of the absolute return funds such as Standard Life’s GARS fund, some people, including advisers, feel investing all of your money in them is acceptable. It is not. Investing properly can offer big rewards but my advice to anyone planning on going it alone would be to diversify across geographic, sector and assets classes. Don’t over analyse your gains and losses and strip out all emotion from the process. Find out what your risk tolerance is and more importantly, what your capacity for loss is and invest accordingly. Make a plan and stick to it.

WEALTH MANAGEMENT

Going for growth: supporting entrepreneurs in NI throughout their business journey By Jonathan Dobbin, Head of Wealth and Investment Management – Northern Ireland, Barclays

ntrepreneurship has changed the business landscape in Northern Ireland in recent years. Since we began tracking entrepreneurship metrics for the region in our Entrepreneurs Index in 2013, thousands of new companies have been created, helping to drive employment, wealth creation and prosperity for the region as a whole.

Jonathan Dobbin

Barclays supports over 100,000 businesses and their founders every year throughout their entrepreneurial life-cycle – from creating their idea, set up, through growth, to eventually realising the value from their enterprise. As well as launching our highgrowth tech fund, we are also working with leading FinTech start-ups through our Accelerator programme and global

innovation hubs, whether it’s pioneering blockchain technologies, exploring new cyber security solutions, or taking mobile banking to developing markets. We believe it is only by understanding the bigger picture for entrepreneurship, and not just focusing on the start-up phase, that we can turn these innovative ventures into long-lasting, high-growth companies that can deliver on their full economic potential. This is true right up to the exit, wealth creation phase of the business journey. Below are a few pointers for you to think about if you are planning the sale of your company.

For more information, see barclays.com/entrepreneurs

Top tips for entrepreneurs looking to sell their business Fail to prepare, prepare to fail: The decisions you make – or ignore/ are unaware of – before the sale, can have a significant impact on your postsale choices. Give some thought to the advisory team, ‘dressing the business for sale’, communicating with employees and securing important tax reliefs. Don’t forget about the other people: You may find it helpful to think about the pre-sale period in terms of how it

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might affect your ‘trusted lieutenants’. It’s also important to ensure you have provided for your family so that you or your family do not encounter any nasty surprises.

likely to feature more in your financial planning? Do you want to give your children and/or grandchildren significant wealth? If so, when? How?

Consider the post-exit period: Start sketching out some high-level priorities and thoughts, to make sure the bigger opportunities that will be lost once the ink is dry on the deal are not missed. What do you plan to do, post-sale – are you a ‘serial entrepreneur’? Is philanthropy

Enjoy your journey: Either side of the sale is a period of considerable adjustment, but as long as you ‘have a plan’ it can be an enjoyable and exciting time. It marks the end of one journey, and the beginning of another, one likely to be less intense but no less rewarding.

WEALTH MANAGEMENT

Retirement shortfall conundrum goes pan-European Michael Stevenson from BDO explains how to make sure your pension has enough to provide for a ripe old age Age

Probability of SurvivaL Beyond Age

50.0%

40.0%

30.0%

Source IWC Actuarial

he issue of Europe has dominated the popular press for what seems like an eternity.

Whether the main interest is in the referendum vote or the small matter of Euro 2016 kicking off on the 10th June, the front and back pages are awash with Brexit and Wayne Rooney’s latest haircut. Europe also needs to be considered for retirement planning going forward. As we pass the 10th anniversary of “Pension Simplification” the UK Pension Regime is becoming increasingly restrictive and complex particularly for higher net worth individuals. Claudio Ranieri, the successful Leicester manager, is now known as the “Thinkerman”, however, in a previous life he was labelled the “Tinkerman”. The limits around UKregistered pension schemes over the last 10 years reflect Claudio’s previous meddling approach which has not delivered a positive outcome for longer term retirement planning. The limit for pension lifetime saving without invoking a penal tax charge has suffered a 45% reduction since 2012 to sit at £1m from April 2016. Similarly the amount which can be saved each tax year with the added bonus of tax relief has been reduced by 80 % since 2006.

These two measures of pension saving are seen as an easy target at successive budgets. On the face of it, £1m sounds like a lot of money. However, in a low inflation, stagnant growth environment a healthy 65-year old has a 50% of surviving beyond age 90.Clearly there is a longevity risk which needs to be factored in to any planning. In order to generate a sustainable retirement income after tax of around £3,000 per month at age 65, increasing at 3% per annum, a fund of £1.215m is required assuming survival to age 90* (Source IWC Actuarial). If survival is to age 94, a fund of around £1.5m would be required. Clearly a UK pension scheme will not satisfy the retirement shortfall. The good news is there a number of alternative plans need to be considered to deal with the issue of insufficient income in retirement.

Structures can be put in place via Qualifying Non UK Pension Schemes (QNUPS) which allows high net worth individuals resident in the UK to make retirement provision in addition to their UK-registered pension scheme to reflect their desired lifestyle in retirement. Whilst there is no tax relief on contributions to QNUPS, future growth is extremely tax efficient. Benefits at retirement can also be flexible. As an added bonus, the benefits accrued in QNUPS are treated for inheritance tax purposes in exactly the same way as UK-registered pension schemes and are outside the estate from day one, provided they are made with the purpose of supplementing retirement income.

For further details on how you can deal with the retirement shortfall conundrum

Most solutions have tax incentives either on contributions, growth or both and these are outlined in the table below:

please contact the BDO NI Wealth Management Team on 028 9043 9009.

Alternative Options This brings us neatlyRetirement back to Europe. Planning Structures Structure Tax Relief Tax Inheritance Investment Contributions Efficient Tax Efficient Diversification Growth EIS

✔

ISA

✔

QNUPS

✔

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Is the tech sector reaching global heights? Northern Ireland’s technology sector punches way above its weight, hosting some of the most cutting-edge technology businesses and spawning the hottest start-ups in the world. Ulster Business and Bank of Ireland UK brought the top tech bods in the region around a table to find out where the industry is going and to analyse how disruption is playing its part in transforming traditional industries Attendees Mark Dowds, Co-Founder and Chief Strategy Officer, Trov, inc Garvan Callan, Director of Customer, Digital & Innovation, Bank of Ireland Ian Sheppard, Regional Director, Business & Corporate Banking NI, Bank of Ireland UK Brendan Mooney, CEO, Kainos Stephen Wray, Director (formerly Commercial Director for CSIT), Deloitte Digital Donal Keane, Vice President Vendor Services, First Derivatives Gavin Kennedy, Director Business Banking NI, Bank of Ireland UK Steven Cassin, Founder/ Director, Engaged Wed Ltd. George McKinney, Director of Technology & Services, Invest NI David Elliott, Editor, Ulster Business Gareth Dunlop, CEO, Fathom Steve Orr, Director NISP Connect, NISP

David Elliott: Steve, if I could just ask you for a broad overview of the technology world here in Northern Ireland. Steve Orr: We launched NISP Connect as a small two person pilot in April 2008 and then a few years later we thought: “hang on a minute, we had better measure where we are. “In 2011 we commissioned what we called the Knowledge Economy Index, which we carry out in association with Bank of Ireland. Over the last few years it tells

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an interesting picture of the individuals, companies and sectors based here in Northern Ireland that create, develop, hone and commercialise new and emerging ideas, technologies, processes and products and export them around the world. In 2009, Northern Ireland ranked 12th out of the 12 regions in the UK for a series of indicators such as the flows of capital into all stages of growth. There were only 220 innovative start-ups that year. That has increased to 440 innovative start-ups in Northern Ireland last year and we’ve gone from 12th to 10th out of all UK regions. Also, in 2012 we had gathered a number of stakeholders together and agreed a vision that by 2030 Northern Ireland was going to join the club of the best in Europe with this stuff. We are not going to

beat Cambridge or Berlin in that timeframe but we want to be snapping at their heels. We want to be in the game. If you look at where we are against that vision, all of a sudden we have proof that we can do this. Back then there wasn’t much awareness of the sector but today you talk to people who are not involved in the technology space and there is an acknowledgement that something exciting is happening, there is a vibrancy. Everybody seems to know somebody who is doing something in tech or entrepreneurs who are doing great things. Another indicator that is quite important is that when we, along with Invest NI, took 14 companies from here across to Silicon Valley in January this year we were told by

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is that we don’t think big enough. There is also a mind-set that says “well we don’t have the resource” or “we don’t have the time” or “we don’t have the money” and I am going “well, that’s rubbish actually”. There is lots and lots of money out there, it’s just a matter of somebody having the guts to go ahead and pitch for it. We just have to believe.

Garvan Callan and Brendan Mooney

Ian Sheppard: That’s something we see right across different sectors, not just in technology. A lot of Northern Ireland companies have world-class products and world-class levels of service, but the challenge is actually getting them to take those products and services out of Northern Ireland and into export markets. When they do it they are hugely successful. It is about having the belief that Northern Ireland delivers when it counts on the global stage. the Californians that our companies were at “valley” standard. I think this affirms that we now have the capability to incubate companies here in Northern Ireland, just as well as if not better than anywhere else. To take that to the next stage, there are two things we need to do. First we need to stimulate a heck of a lot more new ideas of quality to come into the top of the funnel and the second thing is we need to help a lot of established companies scale. DE: Mark, you’ve worked in Silicon Valley. What has it been like coming back to Northern Ireland?

Ian Sheppard, Steven Wray, Donal Keane and Gavin Kennedy

Mark Dowds: In Silicon Valley it doesn’t stop. People sleep in the office. Coming back home I found there is a similar work ethic. But the mindset here is still too small and I found myself asking why did I come back? Then I went out for a few beers with a bunch of the lads recently and I came home with sore cheeks, and I thought, why did I ever leave? I had too much ambition for Northern Ireland so that’s why I had to leave. I wanted to go into the heart of Silicon Valley and fight with the big boys. There the mindset is that if you’re going to start an idea – think big! Do it well! Don’t be too parochial. So I think the only downside I see here at the moment

DE: Donal, First Derivatives has built its operations to trade all around the world yet is still based in Newry. Why?

How plentiful is talent? Donal Keane: In the early days, our CEO and founder Brian (Conlon) was an investment trader who came back from London and wanted to set up in his home town of Newry. People said you have to be in London to run our business but we were insistent from the early days that we wanted to stay rooted to Newry. One of the reasons for that was to tap into one of our biggest

Gareth Dunlop

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resources, the students coming out of the Northern Ireland talent pool. The quality of candidates coming out of the universities is second to none. We now hire all around the world but there’s a lot of competition for the new graduates that come out of here, especially Belfast. We are at the stage where we can’t get enough of these people. DE: Is finding the right talent an issue for Kainos? Brendan Mooney: Yes for us it is the same as for First Derivatives, it’s a constant conversation. Like all big scale employers we are trying to identify talent. Of the 220 recruited last year we took on 103 school leavers so it does bring some very interesting generational challenges inside an organisation because 25% of our workforce is now under 21. George McKinney: There has been a real collective effort amongst government, business and the academia to work together. There is our own skills programmes, the Sure Skills, the Academies, the hackathons and coding clubs. The message is getting through that there is a good career to be had within IT. The Bring It On campaign, for example, increased the applications to Queen’s and Ulster by 90% within IT related courses apparently. DE: Brendan, on the subject of disruption, Mark Dowds

you obviously need the people to do the day-to-day job, but are you also looking for people who are slightly outside the mould where they are able to come in and offer a completely different perspective on your business? BM: When you hire someone who is only 21 they have a different set of thought processes from you, and they are just not employees of the future, but also our customers of the future. We look for somebody who is highly capable, because what we do is complex; somebody to whom the culture of the business they work for is important, somebody who can collaborate and has a good work ethic. We want them to be ambitious, firstly for themselves and for the organisation they work for as well. Garvan Callan: One of the areas where we have been really surprised in the bank is the talent which is sitting in the organisation which we hadn’t flushed out. We have engaged with the start-up movement through our work-benches and put our branches to work for them. We said let’s bring start-ups in, let’s give them the light, the heat, the space, because that’s one of the most difficult things to get, particularly in the early stages of development. When they got in they said, “could we have access to your people because you guys know how to go to market?” We started to really engage with start-ups and recruited Steven Wray

entrepreneurs-in-residence. That prompted us to look inwards to the talent we have in the bank. We have a movement aimed at “intrepreneurs”. We open our incubators, our workbenches, and we ask our people to get involved. They come in and we facilitate them in developing their own business idea. We’ve put about 100 people through that and we are going to scale it up to about 400/500 people in the next 12 months. That’s doing a really important thing. It’s helping people to understand, in traditional organisations, that they can release their talent. The next development we are working on is secondments. This will enable people who make it through the process to take 6 months out and go develop their idea. That does something incredible in the organisation – it rewards innovation, in organisations where typically innovation isn’t historically rewarded. MD: I’ve been doing some research into the millennium generation and what they’re thinking, especially when it comes to incumbent companies. The latest data shows that 66% want to leave their jobs within the next four years. And 77% of them have confidence in their career paths. So they are bullish and more likely to do it. Banks, insurance companies and other larger companies need to start heavily investing in the start-up world, not for a return, but just for the innovation because the start-up world will be the agitator that will actually bring genuine innovation. In the next five years it’s all going to turn on its head. We are seeing that with Uber, we are seeing that with AirBnB. And within the next two years Chatbox is really going to redefine how customer engagement works because the next generation do everything on chat, so they are not going to want to talk to anybody any more. Steve Orr: With every new innovation and the sharing of knowledge via the internet and media platforms like Youtube and blogs, there is more awareness for people to be able to learn the tricks on how you innovate, how you develop new products and how to start a company. Years ago this wasn’t as accessible, now the technologies are both available and cheap giving access to these opportunities which enable any of us, including our 16-year-olds, to do it. >

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Are relationships still important? Stephen Wray: The relationship is still fundamentally important. It’s that relationship with your customer, or customer base, which helps you understand their needs and what they are looking for. It’s the relationship that helps you define what value means for that person and it’s providing value or creating new value which defines what innovation is, because innovation is value creation which produces a competitive advantage. So creating some value needs to be worked out in that relationship and what people want and what people need. That’s where everything should go back to and the challenge for Northern Ireland is how do you truly understand global market needs because we are a regional economy? It means getting on a plane, getting out there, seeing what is happening in Silicon Valley, understanding that global market, the trends, the patterns, how people interact. The other big thing that helps, disruption is brand new breakthrough technologies. To have those you need to have really, really smart people that just invent a completely new way of doing things. For established businesses that might be a new business model designed on thinking and engagement out in the markets, seeing what is happening. You can end up addressing a new way of doing something or, like Uber, coming up with a completely new way of dealing with a very old-type technology, or you invent something which is brand new. This goes back to the need for really smart people, to the universities, to our education system, it goes back to the smart specialisation that we need to do to have people go in really deep and taking completely fresh approaches to things.

Steven Cassin, George McKinney and David Elliott

MD: Angel investment is an interesting one because very few people seem to be really investing individually with start-ups. Gareth Dunlop: I can’t help feel that one of the reasons that angel investment is so popular on the West Coast is because the sums of money are so much greater? In Northern Ireland people who have themselves made £1m/£2m/£5m are not particularly inclined to invest a large proportion of that, whereas in the US people who have made it, who have been round the track a couple of times, have lots of digits at the end... is it a mind set thing? MD: Yes, it’s a mind-set thing, because the guys over there, when they swing for the fences they’ll put it all on the line. I have more friends than enough that have lost everything they’ve owned more times than enough, because they just see something and they go for it.

How plentiful is funding? Gavin Kennedy: When it comes to investment, historically business mind-set has been to maintain 100% ownership at all costs, but one thing I have noticed since being involved in the tech sector is that people are much more open to taking external investment. They are looking to take on the scale to grow big and realise their potential. I am seeing that the historic challenges about keeping to small and narrow are now diminishing and that’s good for business. It’s a challenge for funders because it’s moving up a scale and at pace.

How are we disrupting? SW: Innovation without delivery is hallucination, because you need the delivery, you need to create value, you need to disrupt something to make money. I think probably some of the real disruption that is going to be happening is around automation, artificial intelligence and machine learning. That’s something that we really do excel at and we should really be encouraging more smart specialisation on those sectors so that academia and government and industry can align.

Steven Cassin: One of the things we see quite clearly in our company is indigenous companies with £20m to £30m turnover who are looking at different ways to disrupt. They want to do it, they know they can do it, but we find a 6-12-month cycle of trying to convince them that we can do it. We show them there’s an addressable market, how we are going to hit that market, and basically giving them the confidence to remove the risk to go for these things. We have three or four key projects which have helped us grow over the last few years which have done exactly that. Do things smarter, use the user experience as a differentiator and take the business outside of Northern Ireland, we have had real success on that basis. GD: Look from the perspective of the customer, think of how taxi companies have responded, how have hoteliers responded, how have various sectors responded to what we call disruption? The simple truth is that the customer has already disrupted. They already expect to pick up a smartphone and to do things on apps. The simple truth is you are not swimming against the tide, you are standing up in front of a tsunami and it is just going to sweep right over you if you don’t adapt. It’s not Uber or AirBNB themselves which have driven this change, it’s you and me with smartphones and 4G in our pockets that are demanding stuff. Realising the customer has transformed, they are in control and it’s what they want en-masse, that will determine and shape the market, that is the future.

BUSINESS PSYCHOLOGY

Productivity power: the psychology of personal effectiveness David Meade is back and this time he wants to make you more productive…

don’t need to be a mindreader to know that, like most professionals, you find yourself constantly chasing to-do lists, trying to keep up-to-date with emails and are never quite certain how productive your day has really been. You’re not alone. A recent survey of 500 top international companies reveals “85% of fast-growth-company CEOs work 10 or more hours a day.” Work drips into family time, social time and leisure time and still that to-do list keeps growing and productivity – or what we view as productivity - gets squeezed out. What makes us feel productive however – as an entrepreneur, a manager, a CEO and so on – is really rather subjective. That is to say – when it comes to productivity in the workplace or anywhere else, how effective we think we’ve been is all in our mind. It’s different for everyone and with entrepreneurs being a particularly visionary group of people, productivity doesn’t necessarily have to equate to completion of paperwork and projects. Planning for the future, envisioning new ideas for your business and reflecting on

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what’s working and what’s not are all important work for the entrepreneur. Sitting on a chair and thinking however, can be easily dismissed as ‘time wasted’ and isn’t often identified as work. As a result, we feel unproductive and ineffective despite the fact that during this time, we may have conjured up a really great business strategy or reached an important decision.

There’s an app for that… With more and more technical productivity tools emerging for business owners, the productivity that comes from dedicated thinking time isn’t easily measured and quantified, thus reinforcing the idea that some activities are unproductive. Apps like Wunderlist might consolidate that to-do list, and TopTracker >

BUSINESS PSYCHOLOGY

may help you track your work, but these organisation tools can make the entrepreneur feel even more unproductive, when what they’re doing isn’t always measurable. So, how do we increase our productivity and feel as if we’ve achieved everything we need to achieve in a day? Well, psychologists and researchers believe that it all ties into how we think and how we approach the work we have to do. Your working day might be structured and yet you still feel as if you aren’t getting things done. Sound familiar? Researchers recently spoke to business owners who admitted how they trick themselves into feeling they’ve had a productive day - even if they believe the opposite to be true. Clearing piles of papers from their desk at the end of the day for example, gives some a feeling of satisfaction, despite the fact the work’s still waiting for them in the drawer. Alternatively, shortening that to-do list so it has fewer items to tick off, means there’s a better chance of having accomplished the jobs by the day’s end, thereby eliciting a feeling of productivity. These are just a couple of examples of basic psychological techniques used, in many instances, unconsciously, by people to make them feel productive. In truth though, what they’re actually doing is procrastinating.

Know why you’re procrastinating Procrastination is something that affects many business owners, as they have so many things to keep on top of that it’s easy to get distracted. When there’s always something to be done, less appealing work is often put off to another time, or multiple tasks are started but none completed. You might feel a sense of accomplishment at having done a particular job, but you’ll only feel worse about tackling that undesirable work the next time you’re faced with it. Understanding why you’re procrastinating however will help you to avoid falling down the procrastination rabbit hole. Timothy Pychyl, a professor of psychology at Carleton University in Ottawa, Ontario, says knowing this will assist you in addressing why you procrastinate over certain tasks. Procrastination is, he says, an unconscious “emotion-centered

coping strategy” and the reasons why we procrastinate will vary according to the stage of the project at hand. For example, the work at the outset may not be interesting to us, or it might be unclear as to what is required further into the project, or what the outcome might be at the end. If it’s something we fear, then we put it off. In doing this however, we ultimately create more problems for our future self further down the line, as we still have to deal with the work eventually. Research from Hal Hershfield, a marketing professor at UCLA’s Anderson School of Management, says we do this because we view our future selves as strangers. This eases our guilt in putting unrealistic expectations on what our future selves will be able to do and so, we postpone those undesirable tasks. We fill up our diaries to overload for our future self to deal with, then struggle to cope with it all when the future becomes the present and we’re faced with back-to-back meetings. The sense of accomplishment and productivity at having organised our work is short-lived.

Creative procrastination There is some new research however, which suggests that sometimes, procrastination

BUSINESS PSYCHOLOGY

can actually make people more creative. Going back to what we mentioned earlier, spending a morning thinking up ideas could be viewed by some as procrastination. The alternative to that is to look at this as a useful creative activity which is actually helping to move your business forward. A new book, published in February 2016 by Adam Grant, a professor at the Wharton Business School, supports this theory of ‘creative procrastination’. Procrastination, he says, allows the mind to wander and when this happens, innovative thinking usually also occurs. In January, Grant told the New York Times: “If you’re a procrastinator, next time you’re wallowing in the dark playground of guilt and self-hatred over your failure to start a task, remember that the right kind of procrastination might make you more creative.”

Take a ‘time-out’ When you’re trying to avoid procrastination (the watching cat videos on YouTube rather than the creative thinking kind…), taking time to reflect might seem like the wrong thing to do. Research published in 2014 however, shows that reflective practice boosts work productivity. The working paper from Francesca Gino and Gary Pisano of Harvard Business School, Giada Di Stefano of HEC Paris, and Bradley Staats of the University of North Carolina is based on a series of studies. The results from these show that conscious reflection teaches people to do something better next time, thereby boosting performance in that task.

JUNE 2016

So, by reflecting and focusing on the progress we’ve made, rather than getting hung up on endless to-do lists, we can learn from what we’ve just done and enhance our future productivity. This means we’re less likely to feel unproductive at not having completed our list of objectives for the day, creating a more positive feeling of satisfaction. It’s worth noting as well that most of us won’t put thinking time onto a to-do list, so we can have productive aspects of our days which will never get checked off or acknowledged. Also – just because something’s on a list, doesn’t mean it’s a productive thing to do…

Be mindful Mindfulness has become a buzz word in the past few years - something trendy to talk about which a lot of people still don’t really understand. In psychological terms, it’s about being aware of your thoughts and feelings and accepting them without judgement, plus being aware of what’s going on around you. Coupled with intent, research shows that productivity will ultimately improve when mindfulness is practised. As The Harvard Business Review (HBR 2014) states: “By paying attention to what’s going on around us, instead of operating on auto-pilot, we can reduce stress, unlock creativity, and boost performance.” Indeed, mindfulness expert and researcher, Ellen Langer, told HBR: “The idea of procrastination and regret can go away, because if you know why you’re doing something, you don’t take yourself to task for not doing something else.”

Back at the office When it comes to putting all of this into practice, how then, can we be more productive in our everyday working lives? Firstly, we need to recognise that productivity is subjective – everyone is productive in different ways and it can’t all be easily measured. So stop trying to compare yourself to everyone else. Secondly, understand why you try to avoid certain work and think about how you can stop procrastinating and tackle the job at hand in a way which is appealing to you. It may help, for example, to schedule certain meetings/ work for particular days, or times of the day when you feel most alert. Also, be mindful of what you’re doing at any given time in the day – focus on the task at hand and don’t get distracted by anything else. This will help you finish said task more quickly, and thus make you feel more accomplished/productive. And finally – don’t fall into the trap of trying to endlessly work. Stop at a reasonable time in the evening and take a few minutes to reflect on what you did that day. Focus on the progress you made, not the list of things you didn’t get done, or still have to do, and remember to include that important planning/thinking time. If you can do this, then you’ll probably realise just how productive your day has really been.

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

PROFILE

Name: Ken Smyth. FCIOB, FIoR, MIoD Position: Senior Chartered Construction Manager

A word from

The Wise How did you start out in business? I started out in business in 1991 following redundancy from Short Bros PLC. I was given an opportunity to work as a self employed contractor installing traffic signals and inductive loops all over Ireland. I took this opportunity and worked at it for four years until I had gathered enough capital to expand. I then used my specialist equipment to provide a service to numerous excavation companies across Ireland. From there I started a plumbing business and later bought my first building site and that was the start of my career as a builder/ developer What did you find the most challenging during your years in business? The most challenging things during my years in business were getting competent staff, keeping cash flow liquid and giving every project my attention without risking customer service and quality. Also, when the recession hit my own business failed and having few academic qualifications I had a rude awakening trying to find new employment. But after hitting rock bottom for a while I pulled myself up and began to study hard. It paid off and I’m now a Fellow of the Chartered Institute of Building. How would you describe your management style? My management style is very simple... I lead from the front and treat everyone with respect whilst growing people and myself personally. I build relationships with staff and contractors on a personal basis and any issues are addressed on a one-to-one basis, privately, behind closed doors. This earns me the respect of my team and nurtures mutual trust. What would you change if you could go back and do it all again?

The column with an ear for experience...

If I had to go back and do it all again, with the knowledge and knocks that I have had, I would know how to become successful without having sleepless nights and climbing rough terrain in search of my goals. Have you done it all on your own? I couldn’t have achieved any success in my career without the help and support of my wife and three children, as well as my teams on site. They deserve the credit and have been instrumental in everything that I have achieved throughout my career. There was a time after my business failed that I was at a low ebb and went to Cyprus to take time out. I bumped into an old friend, Andreas Athinodorou, who repeated the advice I’d given him just two years before when he was starting out in business. He gave me a piece of paper and said ‘pretend it’s a mirror’ and told me I had the ability to do whatever I wanted. It was a real light bulb moment and the timing couldn’t have been more perfect. How would you like your business career to be remembered? I would like my business career to be remembered, by everyone that I have worked with, privately and professionally, as a career that has been a worthwhile pursuit and one that has facilitated the personal growth of everyone who I had the pleasure of meeting, working alongside and mentoring. What piece of advice would you give a 20-year old you? If I was to give any advice to a 20-year-old me it would be this... Don’t sacrifice quality time with your loved ones in the chase for success. Your children will be grown up before you realise it. Focus on your plan, execute it to the best of your knowledge and ability and prepare for change at short notice.

Celebrating Responsible Business Over 500 business people gathered at Belfast Waterfront Hall on Thursday 2 June for the eleventh annual Responsible Business Awards in Northern Ireland. The glittering gala event, which is run by Business in the Community and sponsored by Electric Ireland, aims to celebrate and reward businesses and organisations that are making a difference by taking practical action to address pressing social and environmental issues – helping to transform communities and change lives. The keynote address was given by Matthew Burton, from the hit series ‘Educating Yorkshire’ and focused on the vital need for business to be involved in schools at all stages. “The Responsible Business Awards provide a valuable platform to showcase and share responsible business practices. It was a close call for the judges in many categories as the standard of entries continues to exceed expectation. All of the finalists are organisations which are leading the way in responsible business practice. “These awards are the perfect vehicle from which businesses can learn from one another, grow and develop. I would like to take this opportunity to congratulate all of our winners and those who were shortlisted for being truly inspirational. I hope that the achievements of the winning companies will encourage others to put responsible business at the heart of what they do.” Roy Adair, Chair, Business in the Community NI and Chief Executive, Belfast Harbour

The Winners Northern Ireland Responsible Company of the Year Sponsored by BT

Diageo Northern Ireland Business & Biodiversity Award in partnership with Ulster Wildlife

AES UK & Ireland Community Impact Champion Award Sponsored by Belfast Harbour

Henderson Group Education Partner Award Sponsored by Allen & Overy

Carillion Energy plc Employability Champion Award Sponsored by Huhtamaki Foodservice Delta (formely Delta Packaging)

Farrans Construction

NI Company of the Year – Diageo One of Northern Ireland’s major exporters, Diageo Northern Ireland brings iconic Irish brands like Baileys, Guinness, Harp and Smithwicks to consumers around the world. Employing 345 people here across three sites, it sells products in over 180 countries. Diageo NI’s Performance Ambition is to create the best performing, most trusted and respected consumer products company in the world. Its Global Sustainability and Responsibility Strategy provides strategic direction ensuring its activities are accountable Lynn Graham, Jorge Lopez and Claire Hutchinson from Diageo (centre) receive the 2016 NI Responsible Company of the Year Award and impactful, with three themes from Kieran Harding, Business in the Community (left) and Alex embedded into its framework: Crossan, BT (right). Leadership in alcohol in society; Building thriving communities; and Reducing environmental impact. Diageo NI looks to promote best practice to prevent alcohol being irresponsibly promoted or sold, and offers clear and measurable standards by leading the Northern Ireland Drinks Industry Group, promoting the safe and responsible consumption of alcohol. Diageo is committed to personal and professional development with initiatives including: management training, the Diageo Academy which supports employee development and its ‘Secret to Success’ programme, inspiring employees to think differently about the ways in which they work. Environmental action includes targets for water, carbon, packaging and waste, with its Mallusk-based Baileys facility operating on a zero waste to landfill basis. Diageo fundraises for the Northern Ireland Hospice, provides a Tourism and Hospitality Academy for young, unemployed people and has a prominent schools awareness initiative. Diageo’s ‘Smashed’ schools theatre education programme delivered to 2,400 pupils from 18 schools, and its Sports Sense Programme delivered to 172, 18-25 year olds in sports clubs. 80% of all Baileys ingredients and materials sourced locally, and 85% of NI employees believe their manager is considerate of life outside of work.

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Employer of Choice Sponsored by Arthur Cox

Firstsource Solutions Ltd Marketplace Leadership Award Sponsored by Fujitsu

Encirc Resource Efficiency Champion Award in partnership with WRAP

Asda Workplace Health & Wellbeing Award Sponsored by Benenden

Seagate Technology National Award Allstate NI for BUPA Employee Wellbeing Award Phoenix Natural Gas for Responsible Small Business Award HRH Ambassador Dr Rob Hardeman, Seagate Technology

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Asda – Resource Efficiency Champion With 16 superstores across Northern Ireland plus a non-food Asda Living in Belfast and a Distribution Centre in Larne, Asda has grown from an initial 2,000 strong workforce to one of 4,500 colleagues. Asda has made a significant contribution to the communities in which it operates. Asda’s commitment to resource efficiency is evident through its Sustainability Programme which is delivering huge impacts for the business, its customers, suppliers and the environment. Asda actively works to reduce the resources needed to operate and is the only supermarket retailer to have mapped its supply chain against the impact of climate change, ensuring resource efficiency is at the forefront of all areas of its business strategies. Asda has reduced its carbon footprint by 12.5% and saved £34m by diverting 99.7% of its waste from landfill. The company has also saved a further £48m through energy efficiency activities. Highly commended in this category was Huhtamaki Foodservice Delta, formerly known as Delta Packaging.

Clare McAllister from Electric Ireland presents the Resource Efficiency Champion Award to John McDonald and Robert Ryans from Asda alongside category sponsor, Ian Garner from WRAP.

AES UK & Ireland – Business and Biodiversity Award AES UK & Ireland (AES) is the owner and operator of Kilroot and Ballylumford power stations, directly employing around 250 people in East Antrim.

Clare McAllister from Electric Ireland presents the Business and Biodiversity Award to Lucy Marsden and Carla Tully from AES UK & Ireland alongside category sponsor, Jennifer Fulton from Ulster Wildlife.

AES’ generating sites in Northern Ireland include 200 circa hectares of biodiversity-rich land holdings which it aims to manage with an environmentally-aware conscience alongside the guidance of its longterm charity partner Ulster Wildlife and dedicated AES Green Teams. AES aims to raise awareness of these mini nature reserves that exist in Mid & East Antrim by inviting local people, schools and environmental experts on site to support the protection and enhancement of these key habitats for nationally important species of flora and fauna. In addition, AES undertook a complete overhaul of its Corporate Social Responsibility Strategy in 2015, and in consultation with employees, it invested both financially and in-kind through employee time to Biodiversity themed initiatives including pollution prevention schemes at both sites; schools programmes; tree planting; beach cleans; biodiversity awareness projects and engagement with Environmental staff in Mid & East Antrim Council. As a result of the Strategy, AES has seen a 30% reduction in nitrous oxide emissions at Kilroot Power Station.

Farrans Construction – Employability Champion Award With 500 employees in Northern Ireland, Farrans recognises that its employees are the lifeblood of its organisation and as such aims to garner a culture of openness, enthusiasm and social awareness among its employee base. Farrans acknowledges the importance of giving back to the communities in which it operates and places great emphasis on providing and sustaining local employment opportunities to achieve this. It’s against this backdrop that Farrans developed a comprehensive set of employability initiatives to help those furthest removed from the labour market to make informed career choices, enter, or step back into the workplace. Farrans’ Community Impact Strategy aims to create maximum training, employment opportunities and skills development in the communities in which the company works. Alongside this, the Farrans ASPIRE, bespoke employment initiative is specifically designed for those who are long-term unemployed. The company is the first construction company in Northern Ireland to extend one of its employability programmes to Young Offenders.

Liam O’Connor from Huhtamaki Foodservice Delta presents the Employability Champion Award to Bridget McGuigan and John Wilson from Farrans Construction alongside Clare McAllister, Electric Ireland.

Firstsource Solutions Ltd – Employer of Choice A global business process outsourcers, with UK operations in Belfast, Derry/Londonderry, Teeside and Cardiff, Firstsource Solutions is one of the UK’s top ten contact centre providers. In Northern Ireland, the company has 1,756 employees across two sites.

Rosemary Lundy, Arthur Cox presents the Employer of Choice award to Laura Hourican and Grianne O’Kane from Firstsource Solutions, alongside Clare McAllister from Electric Ireland (left).

Firstsource has a structured plan to continually improve its business and be a great employer. It offers homeworking and flexible working opportunities for staff, and has a key interest in health and wellbeing. Firstsource has a commitment to attracting and retaining people who are long-term unemployed and has worked with Ulster University to develop the first global university/contact centre degree of its kind. It has also launched its First EDGE Academy – a suite of certified leadership management and development programmes for emerging leaders. Firstsource has improved employee engagement by 10% in one year and increased staff retention. It has also awarded 125 promotions in 2015/’16 and 147 positions were attained by those who were longterm unemployed. Highly commended in this category was Action Cancer.

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Seagate Technology – Workplace Health & Wellbeing Award Seagate Technology is the industry leader in hard disc drives and storage solutions. At its facility in Springtown, Derry/Londonderry, the company employs some 1,400 people. At Seagate, management is committed to facilitating and encouraging employees to achieve and maintain good health. It was from this perspective that Seagate launched its global ‘Healthy Journeys’ programme. The company contracted a local not-for profit healthy living centre to run free, on-site biometric screenings, branded as ‘Know Your Numbers’. The checks provided information on healthrelated measures like blood pressure, BMI measurement and glucose levels. Importantly, Seagate recruited 30 Health Champions who encourage participation across all shift groups and organise off-site activities including cycling, walking and running on non-work days. This approach has been very successful with over 800 employees attending ‘Know Your Numbers’ screenings, 609 employees taking part in on-site fitness suite inductions and 63 employees attending emotional resilience workshops. Highly commended in this category was Belfast Health and Social Care Trust.

Junior Minister, Alistair Ross presents the Workplace Health & Wellbeing Award to June Coates and Richard Gamble from Seagate Technology, alongside Paul Keenan, Benenden.

Henderson Group – Community Impact Champion Award Henderson Group is a local business comprising of four companies. Operating out of its head office in Mallusk, the Group employs almost 2,900 employees across Northern Ireland and reported an annual turnover of £663.6m in 2014.

Minister for Communities, Paul Givan presents Bronagh Luke and Sam Davidson from the Henderson Group with the Community Impact Champion Award along with category sponsor, Jenni Barkley from Belfast Harbour.

The Henderson Group has a comprehensive CSR strategy, ‘Tomorrow Matters’, a large part of which focuses on its role in the community. The Henderson Group aims to be the leading retail operator in the UK when it comes to community engagement and in addition to its volunteering and charitable fundraising initiatives, it focused attention on tackling a massive issue. In Northern Ireland alone, 1,400 people suffer an out-of-hospital cardiac arrest, with fewer than 10% surviving. Early cardiopulmonary resuscitation (CPR) and a defibrillator shock are vital to a person’s chances of surviving a cardiac arrest. The Henderson Group, in conjunction with its retail partners, launched an extensive and comprehensive campaign to install 300 automatic external defibrillators (AEDs) outside its stores, with availability for the community to access 24 hours a day, seven days a week – potentially saving hundreds of lives. To date, over £180,000 has been raised and 120 devices installed across Northern Ireland. Highly commended in this category was Apex Housing Association.

Carillion Energy plc – Education Partner Award Carillion is an international integrated support services business. Locally, Carillion provides a range of energy services to clients including the Northern Ireland Housing Executive and Power NI with its extensive expertise in the design, installation and repair of heating systems. In 2012, Carillion identified the need to target young people at an earlier age to help steer those most in need of guidance into a career within the heating industry and renewable energy sector. Carillion decided to use its long-standing relationship with local pupil support service, The Link Centre, to pilot a mentoring programme. The programme has a blended approach which focuses on both one-toone mentor support and practical activities including work experience opportunities. The nature of the pupil profile at the centre means that key themes of the mentoring included activities around acceptable social behaviours at work; CV writing/application guidance; interview skills; and career/personal development planning. Since 2012, around 20 young people have been engaged in mentoring with Carillion and two students have been given extended long-term work experience placements. A further six work experience placements are offered to third level students each year.

Clare McAllister, Electric Ireland and Lauren Muirhead from Allen and Overy present the Education Partner Award to Jacqui Dornan and Larry Burns from Carillion Energy plc.

Encirc – Marketplace Leadership Award Encirc is a market leader in glass container design, manufacturing, bottling and logistics solutions, employing over 1,000 people at purpose-built sites in Fermanagh and Cheshire.

Chris James from Fujitsu presents the Marketplace Leadership Award to Fiacre O’Donnell from Encirc alongside Clare McAllister, Electric Ireland.

Encirc has been committed to offering cost-effective and efficient glass manufacture, bottling and logistics solutions for more than a decade to help food and beverage producers, merchants and importers reduce the environmental impact of their supply chain. To achieve this, Encirc implemented a comprehensive sustainability strategy to reduce its environmental footprint. The company developed a unique, integrated group offering that enables them to significantly shorten the supply chain, saving money and reducing environmental impacts. Encirc’s pioneering developments led to the creation of the Encirc Academy. Academy members travel the world, helping other glass companies improve their operational efficiency and quality. The Academy is also the channel through which Encirc invests in its own team, ensuring the company continues to reduce its environmental impact and deliver the best quality products and services.

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Allstate NI: BUPA Employee Wellbeing Award Software development business Allstate Northern Ireland created a one-and-a-half day energy management workshop for all its staff, focused on improving their physical and mental wellbeing. Its programme operates under the banner of Energy for Life.

Stephen Howard, Chief Executive of Business in the Community presents Chris Henry, Allstate NI with the BUPA Employee Wellbeing Award.

Allstate recognised the potential impact that the accelerating pace of modern life, the demands of working parenthood, increased responsibilities outside of work and financial pressures associated with global recession could have on the physical and mental wellbeing of its staff. The company wanted to create a culture of wellbeing and high performance while helping employees manage stress and cope more effectively with the demands of their roles. Allstate NI developed its Energy for Life initiative as a key part of its existing Work Life & Wellbeing programme. The innovative and engaging workshop offers a range of techniques to help participants manage their energy in both their work and their personal lives through techniques which include strategic eating, hydration, movement and exercise, recovery, sleep, attitude and stress management. Energy for Life has had the most powerful impact of any health, wellbeing or training initiative that Allstate has implemented to date, with a significant reduction in sickness absence.

Phoenix Natural Gas: Santander Responsible Small Business Award Established in 1996, Phoenix Natural Gas is the leading distributor of natural gas in Northern Ireland, supplying around 300,000 homes and businesses. Phoenix Natural Gas’ wide-ranging corporate social responsibility programme is called LIFE which stands for Leadership in the marketplace, Investing in people, Fostering community and Environmental responsibility. LIFE provides a framework for a range of initiatives to positively impact the marketplace, workplace, environment and community. It involves all staff and supports the company’s business objectives and continued year-on-year growth. Phoenix Natural Gas has a long history of supporting young people through partnerships with organisations like the Gaelic Athletics Association and the Belfast Grand Opera House. It also has its own registered charity, Energy for Children Charitable Trust, which helps disadvantaged children in the communities it serves.

Stephen Howard, Chief Executive of Business in the Community presents Alex Megarry, Phoenix Natural Gas with the Santander Responsible Small Business Award.

HRH Ambassador for Corporate Responsibility in Northern Ireland: Dr Rob Hardeman, Seagate Technology Since receiving this two-year accolade in 2015, Rob has been extremely proactive in driving the responsible business agenda within his own organisation Seagate Technology, a market leader in data storage. At its facility in Springtown, Derry/Londonderry the company employs some 1,400 people. Rob believes: “CR activity is by no means additional, it is core to all that Seagate does”. Rob’s passion for responsibility and sustainability saw him share best practice from Northern Ireland in the area of employability interventions for those aged 16 – 24 with other ambassadors at their national meeting in 2015. He has also carried out an impact review of employability initiatives in the North West, encouraging others to get involved with interventions that work. Rob joined the ARENA Network Steering Group and, as a key contributor, he continuously provides leadership and clear direction on current and emerging issues, together with participating in the review of the future direction for the Planet agenda in Business in the Community.

Companies keep responsibility at the CORE of their business This year saw nine companies successfully complete CORE – the Standard for Responsible Business. In achieving CORE, participants have led the way in responsible business practice and are now accredited leaders in CR. Each company also received a detailed benchmark and a tailored analysis of its CR activities, giving it the chance to gain a better understanding of its strengths and weaknesses and ultimately, providing it with a baseline from which it can plan next steps and further improvements. Nine companies achieved CORE in 2016: Pass: Allen & Overy – Henry Group NI Ltd – Invest NI – Ulster Bank Silver: BT – Diageo – Firstsource Solutions – George Best Belfast City Airport Gold: Belfast Harbour To find out more about CORE, visit www.bitcni.org.uk

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Flags, firebombs & flashbacks

Executive Motoring

By Pat Burns

Sponsored by

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EXECUTIVE MOTORING

Have a ball with the new Baleno

he first generation Baleno might have stayed under your radar, but the all new model is set to become a sure fire winner for Suzuki. It is a superbly built car, bigger than a Swift and powered by a new three cylinder one litre turbocharged ‘Boosterjet’ petrol engine that offers hot hatch performance with excellent fuel consumption. Suzuki is well known globally for its expertise in small cars and the new Baleno hatchback is its latest example. The Baleno offers a new choice for buyers looking for extra interior space and larger boot capacity but may not be looking to move up in size to a Vitara or S-Cross. Standard equipment for all Baleno models in the range is comprehensive and the SZ-T model (Available with 1.0-litre Boosterjet) includes six airbags, 16-inch alloy wheels, HID headlights, air conditioning, satellite navigation, DAB Radio with USB and Bluetooth connectivity, rear privacy glass, cruise control with speed limiter and front electric windows. SZ5 adds automatic climate control, rear electric windows, 4.2 inch central colour trip display, LED rear lights, Adaptive Cruise Control and Radar Brake Support. With the increasing popularity of Personal Contract Purchase to new car buyers, the new Baleno is available with an attractive PCP offer. Taking the SZ-T model as an example, the offer comprises of a Nil customer deposit, £1,000 deposit contribution from Suzuki followed by 48 monthly payments of £199. Payments can also be reduced to just £159 over the same period if a deposit of £1,679 is made. As is normal with a PCP arrangement, a final payment is required to keep the car and the APR is 5.9 per cent. The new one litre boosterjet engine offers

the same level of power and torque of a much larger capacity normally aspirated engine and it delivers an effortless drive and genuine driving pleasure. This unit has an output of 111PS and is also Direct Injection turbocharged (DITC). The new engine has very compact dimensions and offers 170Nm of torque available from 2,000rpm through to 3,5000rpm. The optional six speed automatic transmission equipped model offers 160Nm of torque and is available slightly earlier at just 1,500rpm through to 4,000rpm. Boosterjet technology is developed by Suzuki and is characterised by improved fuel efficiency and driving pleasure made possible by using a small displacement, high torque turbocharger. Historically, power and torque delivery from a turbocharged engine would not have been available until much higher engine speeds, offering less flexibility to the driver. The 1.0-litre engine offers strong benefits in performance too with 0-62mph acceleration time of 11.4 seconds with manual transmission and 11.0 seconds for the optional automatic model.

The Baleno’s active safety equipment includes a Radar Brake Support (RBS) system on SZ5 models. When travelling above approximately 3mph and the system detects a risk of collision with the vehicle in front, it warns the driver to apply the brakes. At higher speeds and if it senses the possibility of a collision, it warns the driver with a buzzer and also via a notification on the multi information display. The RBS system fitted as standard on the SZ5 model monitors the road ahead by means of milliwave radar. The radar technology enables it to work even at high speeds, in darkness, and in rain or other bad weather. The system prevents or mitigates a collision by means of three functions which are Warning, Brake Asssist and Automatic Braking. The audio system for both SZ-T and SZ5 models has a Smartphone Linkage Display Audio (SLDA) with a large seven inch touch panel display that enables intuitive operation and can also be used when wearing gloves. A three dimensional navigation map makes landmarks easy to distinguish and the system also allows the driver to use certain smartphone applications with MirrorLink and Apple CarPlay connection.

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EXECUTIVE MOTORING

New Alfa Giulia goes rear wheel drive

or its long term survival, Alfa is banking on its new Giulia saloon range becoming a great sales success and has deviated from its usual front wheel drive format to go rear

wheel drive. The Italian manufacturer has Jaguar and BMW firmly in its sights.

splitter, rear spoiler and body inserts, as well as aluminium for the doors and wings.

The taut proportions of the Giulia have evolved from its all-new rear-wheel drive design which gives the car short overhangs, a long bonnet, muscular haunches and the longest wheelbase in its segment. The Giulia benefits from the careful management of weights and materials to obtain perfect 50/50 weight distribution, while the sophisticated four-arm Alfa Link rear suspension and new double-wishbone front set up have been specifically tuned to maximise its dynamic abilities and enhance driving comfort.

The 2.2 litre turbo diesel engine is the first all-aluminium diesel unit in Alfa Romeoâ&#x20AC;&#x2122;s history. Two versions will be available, one which produces 150hp at 4,000rpm and 380Nm at 1,500rpm, and the other with 180hp available at 3,750rpm and 450Nm at 1,750rpm, and both will be combined with Alfa Romeoâ&#x20AC;&#x2122;s advanced eight-speed automatic transmission as standard for RHD markets.

In the high performance Quadrifoglio version, the use of ultra-lightweight materials extends to other components including carbon fibre for the bonnet, roof, front

Exclusive to the Quadrifoglio version, the 510bhp 2.9 litre Ferrari-inspired, V6 BiTurbo petrol engine delivers 510hp and 600Nm of torque, offering a top speed of 190mph and a 0-62mph time of only 3.9 seconds. Prices will be announced nearer the cars UK launch in September.

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EXECUTIVE MOTORING

New Astra Tourer has grace and space in abundance

he new Astra was launched last autumn and has received great acclaim for its build quality, style, comfort and economy. A new Sports Tourer version has just been launched and adds even more load lugging ability to the high quality model range. The new Astra Sports Tourer is now on sale priced from £16,585 on-theroad is built at Vauxhall’s Ellesmere Port manufacturing plant in Cheshire. It is the only plant to build this body style. With a fleet/retail sales split of 80:20, it holds great appeal as a company car, taking drivers from their daily commute to weekend activities. The Sports Tourer will also appeal to private buyers who are looking for a practical family car. The latest generation Sports Tourer has almost the same dimensions as the outgoing model. The driver can enjoy 26mm of additional headroom, passengers in the rear have 28 millimetres more legroom. The new Astra Sports Tourer can take up to three child seats in the rear and can also carry up to 1,630 litres of luggage thanks to the efficient packaging.

JUNE 2016

For the first time on a Vauxhall, the tailgate can be opened without a touch or a remote control. In combination with “Keyless Entry and Start” a simple small kicking motion under the rear bumper is enough to open the tailgate. A further kicking motion under the bumper will close the tailgate. The clever system can detect any obstruction and stops the mechanism in case of an emergency. The tailgate can still be opened by a switch on the driver’s side of the car or via the key’s remote control. In order to improve loading space the Sports Tourer Elite model comes with 40/20/40 foldable rear seats enabling even more flexible loading space configurations. The FlexOrganiser product range with side rails, dividing nets and various fastening options is available as an option so that all loaded materials can be stored safely and tidily.

while only emitting 89g/km of CO2. All diesels are 1.6 litre units – including Vauxhall’s top-of-the-range BiTurbo engine. In combination with six-speed manual transmission, Start/Stop, the 1.6 BiTurbo CDTi with 160PS can achieve up to 67.3mpg and emits as little as 112g/km of CO2. Performance and power generation of the BiTurbo engine are comparable to that of a 2.0-litre engine. The top-of-the-range engine develops a maximum torque of 350Nm from just 1,500 rpm. The Astra Sports Tourer with the 1.6-litre BiTurbo can reach a top speed of 137mph. Its performance is almost identical to that of the 35PS more powerful and higher displacement 2.0-litre predecessor.

Range highlights include the 1.0-litre threecylinder Turbo Start/Stop ecoFLEX model priced from £17,285 on-the-road. With an Easytronic five-speed automatic transmission, The new Astra Sports Tourer features a range the same model achieves an impressive of fuel-efficient petrol and diesel powertrains. 97g/km CO2 emissions. The range-topping Lightweight construction sets the latest engine 1.6-litre (200PS) is available in SRi trim range apart from previous generations. They priced from £21,725 on-the-road. The diesel are smaller, more compact and lighter while offering includes the 1.6-litre ‘Whisper Diesel’ simultaneously being more powerful and (110PS) Start/Stop ecoFLEX model (prices frugal. The new Astra Sports Tourer diesel start at £18,785 on-the-road) that achieves with 110PS, for example, achieves 83.1mpg 83.1mpg and CO2 emissions of 89g/km.

we are

EXECUTIVE MOTORING

IS200T gets a turbo charge

he Lexus IS saloon is now available with turbo power for the first time with the introduction of the new IS 200t. It is the third model to be announced with the new Lexus engine, following the NX 200t crossover, which is already on sale, and the future new RX 200t SUV. In the IS the 2.0-litre unit delivers 241bhp and maximum torque of 350Nm. It promises rapid acceleration up to a top speed of 143mph, driving the rear wheels through an eight-speed Sport Direct Shift automatic transmission that was originally developed for the RC F high-performance coupe. Nought to 62mph acceleration can be achieved in seven seconds, while average fuel consumption is from 40.4mpg. The engine benefits from a raft of innovations and technologies that secure fast throttle response, instantaneous torque, minimal turbo lag and strong fuel economy. Key elements include the D-4ST fuel injection system and a water-cooled cylinder head with integrated exhaust

manifold and twin-scroll turbocharger. Lexus has used a world-first combination of engine technologies to achieve a high level of responsiveness, minimal turbo lag and good low-speed torque, together with excellent fuel economy. The twin-scroll turbocharger itself features variable waste gate valve control. This minimises pumping losses by reducing back pressure during low engine loads when the turbo isn’t required. The D-4ST engine uses a high pressure fuel system for injection directly into the cylinders and a low pressure system for port injection. Injection is split between the direct and port injectors according to engine load, optimising fuel combustion in all driving situations to improve both low-speed torque and fuel economy. The water-cooled intercooler provides strong advantages in acceleration from standstill, and delivers a 0.3-second reduction in the 0-62mph acceleration time compared to an air-to-air unit. The acceleration curve

prioritises torque delivery at low speeds. Turbo engines tend to be noisy when the throttle is closed – the effect known as “turbo sigh”. Lexus has used an electric air bypass valve and resonator to greatly reduce the characteristic turbo noise. As a turbocharged engine requires a smooth intake flow for performance, Lexus’s engineers focused on creating special duct shapes that deliver power without noise. In the IS 200t the turbo engine is matched to an eight-speed Sport Direct Shift transmission with paddle shifts – a unit originally developed for the RC F highperformance coupe. The rear-wheel drive IS 200t is the first Lexus saloon to vary gear shifting in line with G-forces. The transmission automatically downshifts under hard braking on the approach to a corner, then holds a lower gear through the bend for best control, and then selects the most suitable gear on exit to give the driver greater throttle response. The IS200T Premier costs £35,750.

Photos: Mark Marlow

New Porsche 718 Boxster packs a punch

n the evening of Thursday 28 April Porsche Centre Belfast welcomed nearly 200 guests to their 718 Boxster launch event.

S features a 350 hp 2.5-litre engine. This represents 25 hp more power compared to the prior models, with fuel economy also increasing to 34.9 - 40.9 mpg combined.

Peter Mahon, General Manager of Operations for Porsche Cars Great Britain, presented the new 718 Boxster to the crowd, outlining the new design and sportier chassis, which now boasts a more powerful but efficient four-cylinder turbo charged ‘boxer’ engine; power has increased by 35 hp and 100 Nm of torque over previous Boxster models.

Behind the wheel, subtle revisions are apparent in both the 718 Cayman and the 718 Boxster. The new sports steering wheel in ‘918 Spyder’ design, as well as the extensive connectivity options have now been added to the 718 cockpit, along with the Porsche Communication Management (PCM) as a standard feature.

Champagne and canapés were served throughout the night and the enthusiastic reception the car received reflected the positive press reaction the new 718 Boxster has enjoyed, AutoExpress declaring: “Porsche has hit the bullseye once again... the new Boxster is one of the most desirable roadsters money can buy.” Since the 718 Boxster launch, Porsche has further added to the 718 range by unveiling the new 718 Cayman. The latest and fourth generation of the mid-engined, two-seater sports coupé is distinguished by a distinctive athletic and purposeful appearance. Like the 718 Boxster, the new 718 Cayman models continue the tradition of the Porsche 718 mid-engined sports cars that won numerous races in the 1950s and 1960s. The 718 Cayman derivative is powered by a 300 hp 2.0-litre engine. The 718 Cayman

If you were unable to join us for the event, we would be delighted to offer you the chance to experience the new 718 model range for yourself. Please contact our Sales Team on 028 9038 9999 or email info@porschebelfast.co.uk for more information or to book a demonstration drive.

APPOINTMENTS

Pauline Moore has been appointed Head of Media at ASG. Pauline brings with her seven years of media-related experience in both client and agency settings. Paul McCullagh has been appointed Media Executive at ASG. Paul has worked within the Marketing Communications industry for three years. David Rogan has been appointed a Solicitor in the Company Commercial Department. David studied Law at Queen’s University graduating in 2010 before qualifying as a solicitor in 2013 from the Institute of Professional Legal Studies.

Joe Magowan has been appointed by drinks company Dillon Bass as the Brand Ambassador for Powers Irish Whiskey in Northern Ireland. He will lead a brand engagement programme. Karen Hoey has joined Happening Conferences and Events as Senior Events Manager. She is responsible for leading the company’s team of professionals in delivering event management solutions. Amy McGuckian has been appointed Account Manager at NakedPR. She has over 10 years’ experience of working in PR, communications and marketing roles.

Ciara McCoy has been appointed Account Executive at NakedPR. She is an experienced marketing professional having worked in the tourism, media and business sectors. Andrew Givan has been appointed senior surveyor of property management at Lambert Smith Hampton. Andrew graduated from Heriot Watt University, Edinburgh in 2006. Andrew Mearns has been appointed senior surveyor at Lambert Smith Hampton. Andrew has five years’ experience working within the Scottish commercial market.

APPOINTMENTS

David Horisk has been appointed head of building consultancy at Lambert Smith Hampton in Belfast with overall responsibility for leading service line delivery to existing and new clients. Steven McKee has been appointed associate director at Lambert Smith Hampton. Steven joined Lambert Smith Hampton in 2008, when he commenced employment within the Property Management Division. Douglas and Grahame Ltd has announced that Andrew Lowden will join the company as Business Development Director. Andrew was previously Managing Director of Cooneen at Work.

Paul Prenter, formerly of KPMG and more recently Staffline Group PLC, has joined Keenan Corporate Finance as Director. He will lead and grow the Corporate Advisory Team. RAC Business has appointed Phil Barnes as strategic sales and development manager. Barnesâ&#x20AC;&#x2122;s responsibilities will include increasing sales activity, supporting existing customers and partners. The Agri-Food and Biosciences Institute has announced the appointment of Professor Elaine Watson as Chief Executive. Professor Watson will take up post on 1 June 2016.

Steven Hayes has been appointed as a Financial Analyst at Whiterock Capital Partners. He has an Honours degree from Queens University Belfast in Accounting & Economics. Julie-Anne Clarke has been appointed as a Regional Administrator for Institute of Directors Northern Ireland. Munier Abdalla has been appointed Senior Client Manager at Lighthouse Communications. He has over fifteen yearsâ&#x20AC;&#x2122; experience as a respected news journalist.

JUNE 2016

PHOTOCALL 1 Action Cancer is calling on all cyclists to go the extra mile for those affected by cancer to help raise funds by cycling the distance that its Big Bus will travel in 2016. Pictured are Arlene Creighton, Events Officer with Action Cancer and Neil McGuigan, Retail Manager at Chain Reaction Cycles.

2 Mary Anne Heron from Belfast accountancy firm Goldblatt McGuigan has been awarded the Chartered Institute of Taxation’s ‘KPMG Pat Cullinan Memorial Medal’.Pictured with Mary Anne are Pat’s brother Aidan Cullinan (L) and Johnny Hanna, Head of Tax at KPMG in Northern Ireland (R).

3 Pupils at Cedar Lodge School in Belfast are to benefit from a new BT-funded multi-sensory room which will give young people with disabilities the chance to dramatically enhance their learning experience in a stimulating new environment. The school is the latest to benefit from a partnership between the Lord’s Taverners and BT. Pictured are Maureen Nolan Rebecca James (9) and Alex Crossan. 4 International footwear brand ECCO has opened its doors to customers at Victoria Square creating 10 new jobs. Pictured is ECCO Ireland managing director Paul Lyons with Jonathan Martin, an associate director at Lambert Smith Hampton. 5 CBRE said it has secured a top spot in Northern Ireland as both lettings agents and managing agents of retail and leisure parks in a ranking by retail and leisure analyst Trevor Wood Associates. (L-R) Brian Lavery, managing director, CBRE; Gerard McCann, head of Asset Management, CBRE; Colin Mathewson, senior director, Retail, CBRE.

PHOTOCALL 6 Celebrating its 15th anniversary, the Ulster Community Investment Trust (UCIT) has announced it has assisted over 400 organisations with loan commitments totalling £60 million. Pictured are Harry McDaid, Chief Executive of UCIT and Harry Latimer, Chief Operating Office at Blythswood Ireland Ltd.

8 Fold Housing Association has taken delivery of ten new custom fitted vans to increase installation and service visits to the homes of 13,000 older people. Pictured is Fold Housing Association’s TeleCare Support Officer team (L–R) Jim Livingstone, Roy Thompson, Keith Montgomery, Allister Baird, Craig Hamilton and (front) Glenn Forest, TeleCare Operations Manager.

10 JUNE 2016

7 Tim Husbands MBE, Chief Executive of Titanic Belfast, Kerrie Sweeney, Chief Executive, Titanic Foundation, Paul Mullan, Head of Heritage Lottery Fund and Rosemarie McHugh, Tourism NI, serve up a new lease of life for SS Nomadic, with new £80,000 catering facilities on board, 105 years after it left Belfast.

9 Pictured at JMK Solicitors Newry office are (from L-R) Olivia Meehan, Legal Services Director; Jonathan McKeown, Chairman, and Maurece Hutchinson, Managing Director. The Compensation Recovery Unit said the firm handled 1,240 traffic personal injury claims in 2015. 10 Gordon Milligan, Translink’s Deputy Chief Executive received a Special Achievement award from the Chartered Institute of Professional Development at the annual awards ceremony held recently at Titanic Belfast. Paul Gillen, Chair of the Chartered Institute of Professional Development presents Mr Milligan with the award.

PHOTOCALL 11 Emma Turner, Head of Client Philanthropy at Barclays Wealth & Investment Management, was in Belfast recently (24 May 16) to launch a new, guide: Smart Giving: A Guide to Donating. She’s pictured with Jonathan Dobbin, Head of Barclays’ Wealth and Investment Management in Northern Ireland. 12 Tourism Ireland’s latest promotion to highlight Northern Ireland and the Year of Food and Drink invited Jamie Oliver’s Food Tube channel to film in Fermanagh. Pictured in Enniskillen is chef and broadcaster John Quilter, aka Food Busker, (centre) and Emily Dodd of Tourism Ireland, with Black Bacon Producer, Pat O’Doherty.

13 The search is on for this year’s star marketers as the launch 2016 CIM (The Chartered Institute of Marketing) Ireland Marketing Awards were launched. At the event were: Nicola McCleery, head of marketing at Danske Bank and winner of the 2015 award for Marketing Team of the year, Darren Jackson director of PML Group and Carol Magill, CIM Ireland, Network Manager. 14 Richard Donnan (left) and Sean Murphy (right) from Ulster Bank roll up their sleeves and perfect their car washing skills, ahead of this year’s ‘One Week in June’ staff charity campaign. Thousands of staff across the island of Ireland will take part in a range of fundraising activities from traditional car washing and cake-baking events to running, cycling and walking. 15 Helm Housing has joined forces with H&J Martin and Fusion Heating to help tackle homelessness in Belfast, raising £3,000. Pictured are Ashleigh Hunter from The Welcome Centre, Wilton Farrelly, H&J Martin, John McPeake, Helm Housing, Bill Cherry, Fusion Heating and Lisa Kirkwood from Fed & Warm.

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PHOTOCALL 16 Colman Equity has launched Northern Ireland’s first Seed Enterprise Investment Scheme (SEIS) EIS Fund and has also confirmed it will become the main funder behind StartPlanetNI. Pictured with Diane Roberts of Colman Equity is Matthew Large, from event intelligence software company Glistrr, who has been one of the first to benefit from the new fund through StartPlanetNI.

17 Emma Johnston Interior Design has taken up space at retail development Lisburn Square. Nicky McCollum, development director at Lisburn Square; Emma Johnston, Emma Johnston Interior Design; Allan Ewart, Chairman of Lisburn and Castlereagh City Council’s Economic Development Committee.

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18 The Institute of Directors Northern Ireland has appointed Ian Sheppard as its 23rd Chairman following its AGM. Mr Sheppard, who is Regional Director NI, Business and Corporate Banking at Bank of Ireland, succeeds Paul Terrington in the role. 19 Wilson’s Country has signed a £250,000 deal with Tesco NI for its newest range of products for its pre-cooked, dressed potato packs. Pictured are Julie Kane from Wilson’s Country, Joanne Weir, Sales and Marketing Manager for Wilson’s Country, Siobhan McKay, Store Manager of Tesco NI Metro, Banbridge and Isaac McElroy from Wilson’s Country. 20 Announcing the installation of a new high-performance solar window film at the Obel are Will Miscampbell, Partner, Fetherston Clements, Ben Hickling of Solartek Films Ltd, Jonathan Haughey, Surveyor at Lisney, and Ciaran O’Kane, Director of Property Management at Lisney.

JUNE 2016

EVENTS

Canapés and cocktails The cream of the last month’s business events

Young Enterprise take city hall by storm Some of the best entrepreneurial brains in Northern Ireland were rewarded last month at the Young Enterprise NI awards night held in Belfast City Hall. Winners Enlighten Hope from St Patrick’s College in Dungannon, beat stiff competition from across the region to be named Company of the Year. Enlighten Hope have written and illustrated a series of three short stories which deal with the side effects of both chemotherapy and radiotherapy in a child friendly way. They have taken their product far and wide – visiting publishers in Dublin and New York, and securing a deal to sell the books on the Amazon Kindle Store. The company will now go on to represent Northern Ireland in the Young Enterprise UK Finals at the Emirates Stadium in July.

Young Entrepreneur of the Future Winner Josh Donnell, pictured with (L-R) host Pete Snodden; Jack Dobson from Dunbia; Cary Wilson from EY and Carol Fitzsimons, Chief Executive Young Enterprise NI.

Emma O’Kane from The Playtrail reacts to being named Joint winner of the Young Entrepreneur award.

Winner of the Best Overall Company awards Enlighten Hope pictured with (L-R) Carol Fitzsimons Chief Executive Young Enterprise NI; host Pete Snodden; Michael McQuillan from Ulster University Business School; Cary Wilson from EY and Ciaran Sheehan, Chairman Young Enterprise NI.

(L-R) U.S. Consul General in Belfast Daniel Lawton; Carol Fitzsimons, Chief Executive Young Enterprise NI; and Maureen Fox and Michael McQuillan from Ulster University.

Host Pete Snodden chatting to Reuben McFeeters from Way North.

EVENTS

Pictured at the Ulster Grocer Marketing Awards 2016, held during the GroceryAid Grocers’ Ball at the Culloden Hotel, are (from left) Elton Has of FMI; Bronagh Henderson and Paddy Doody of Henderson Wholesale; host Adrian Logan; Miss Northern Ireland Leanne McDowell and Ulster Grocer Manager Mark Beckett.

Henderson scoop top prize at Ulster Grocer awards SPAR Passionate about Local lifted the top prize of Best 2015 Marketing Campaign for Henderson Wholesale at the Ulster Grocer Marketing Awards 2016. Award winners were announced during the Grocers’ Ball, an annual gala evening held at the Culloden Hotel to raise funds for grocers’ benevolent fund GroceryAid. This year’s sold-out event saw £46,680 raised for the charity.

Pictured at the Purple Apple Awards Ceremony is (L-R) Edith Bowman, Awards Host; David Pickett, Centre Director, Parkway Shopping Centre; Mark Bourgeois, BCSC President and Executive Director at Capital & Regional Plc and Alex Herbert, Velocity Worldwide.

Vernon Coaker, SSoS NI (second right), pictured with Hamilton Architects Partners, from centre left, Mark Haslett, Seamus McCloskey and Paul Millar, at the launch of their new London offices during an event at Westminster hosted by Northern Ireland MPs Alasdair McDonnell (left) and Gavin Robinson.

Hamilton Architects A high profile audience of 60 construction, development and design experts attended the Westminster launch of Hamilton Architects’ London office. Key speaker Vernon Coaker, Shadow Secretary of State NI, praised the expertise of Northern Ireland firms and commercial collaborations which are taking local talent on to the world stage. The event, at the home of the Institution of Mechanical Engineers at One Birdcage Walk, was co-hosted by Gavin Robinson MP and Alasdair McDonnell MP.

All the winners on the night.

Purple Apple Awards

First Food Heartland Awards held in Craigavon

Cutting edge digital technologies have the power to drive customers back to physical stores and provide a welcome boost to the retail sector, according to experts at a leading Belfast-based marketing agency. Velocity Worldwide won the Purple Apple award for strategic marketing from the British Council of Shopping Centres recently. It was in recognition of its work with Parkway Shopping in Newbury, West Berkshire, to develop a ‘Summer Series’ marketing campaign which drove direct sales of over £300,000.

The first Food Heartland Awards in association with NFU Mutual, led by Armagh City, Banbridge and Craigavon Borough Council has taken place at Craigavon Civic and Conference Centre. Over 60 businesses from across the borough competed across the 12 award categories which aims to showcase the borough’s local produce, the people behind the thriving agri-food sector as well as highlight the sector’s potential for growth and positive impact on the local economy.

JUNE 2016

EVENTS

INVENT 2016 Twelve tech innovators have secured their places in the finals of INVENT 2016, the Northern Ireland Science Park’s prestigious annual competition, following a tense semi-final pitch fest supported by Deloitte Digital. A packed audience assembled in W5 to watch 24 semi-finalists pitch for a place in the finals and the opportunity to win a share of the £33,000 prize fund and a place on the NI Tech Mission to California. The finalists of INVENT 2016 are pictured and as follows: E+press, an app for a non-verbal method of contacting emergency services; Locate a Locum An, online platform connecting pharmacists with employers across the UK; Embed; JumPack; Oran Oak; Purple Magic; Take Ten Technology; Kraydel; PayOx; Point Energy; Elemental; The Shield.

The 12 finalists of the INVENT 2016 competition.

Former LOVEFILM CEO addresses Halo dinner Simon Calver, the former CEO of LOVEFILM and Mothercare, was in Belfast to address the recent Halo dinner at the Waterfront Hall. An active angel investor himself, Simon is a director of the UK Business Angels Association and is a founding Partner of BGF Ventures, part of the Business Growth Fund (BGF), which has launched a new £200m early stage venture company.

Pictured from left to right are Tim Mills, Investment Director British Business Bank; Alan Watts Director Halo; Simon Calver Partner BGF Ventures and Chair UK Business Angels Association.

Robb Brothers Wine Merchants continue their support for Giro d’Italia As local distributors for Italian wine company, Fantini, Portadown-based wine wholesalers, Robb Brothers Wine Merchants, continued its association and support of the Gran Fondo Giro d’Italia Northern Ireland cycling event. The Giro Big Start Legacy event, now into its second year, took place on Saturday 4th and Sunday 5th June at Titanic Belfast and once again Robb Brothers and Fantini were at the forefront of the ‘food and drink’ promotions associated with this major sporting occasion.

Stephen Roche, former Giro d’Italia champion; Charles Robb, Robb Brothers Wine Merchants and Darach McQuaid, Shadetree Sports pictured with the Giro d’Italia trophy.

Norma Rompante of Robb Brothers Wine Merchants pictured with the Giro d’Italia trophy.

EVENTS

CBI Annual dinner Northern Ireland must improve its connectivity in order to attract the global capital (human and financial) required to transform our economy and create more, and better, jobs. That was the message from CBI Northern Ireland Chair, David Gavaghan, as he welcomed keynote speaker John Holland-Kaye, Chief Executive, Heathrow Airport, to Belfast for the business organisationâ&#x20AC;&#x2122;s regional Annual Dinner. The event was supported by Barclays Bank.

Natalie Hall, Michael Graham and Suzanne Creed.

David Gavaghan, CBI Chair is joined by Adrian Doran from sponsor Barclays and keynote speaker John Holland-Kaye, Chief Executive, Heathrow Plc at the Belfast Waterfront.

Jill McMinn and Helen Norris.

The CBI team.

James Devlin, Niamh Townsend and Sam Trotter.

Holly Lyons, Nicki McConnell and Samantha Moore.

Stanley Graham and Dianne Foster.

JUNE 2016

TECHNOLOGY

Tech talk don’t stop

By Adam Maguire

Reviews Roku Streaming Stick Streaming services look set to become the dominant mode of video and audio consumption future – but how they’re accessed is often overlooked. With the latest version of its streaming stick, Roku is putting it up to the big guns of Apple, Amazon and Google in that area. The Roku Streaming Stick is a relatively simple piece of kit. It looks like an oversized USB key, connecting instead to the port in a HD TV to beam in content via WiFi. This simple design means it’s one less device taking up space next to your television, while its familiar remote also makes it easy to control.

And on that remote users will see quick access buttons to services like Netflix and Amazon Video – though once powered up they’ll also have access to a much wider array of apps or channels, including BBC’s iPlayer, Sky News and YouTube.

The interface is clean and fast and as always there are accompanying apps for smartphone and tablet. Best of all the Roku’s form means it is ultraportable – so it can be quickly moved from one TV to another... or even taken on the go. The Roku Streaming Stick costs £40.

Kindle Oasis While many focus on the tablet market, Amazon continues in its quest to perfect the ereader with the Kindle Oasis. Looking at Amazon’s legacy of Kindle releases, you’d be forgiven for thinking that the focus was on keeping the cost down. That might explain the fact that it offers a model priced at £60 – while another key product line would set a user back just £110. However the Kindle Oasis is proof that the firm is also happy to occupy the high ground, setting its stall out as a premium offering with a premium price-tag. For the extra investment, users are promised a high quality (300 pixel per inch), back-lit screen with touchscreen functionality. Amazon also pledge months of battery life, and a leather cover that pushes the power bar along even further. Perhaps most notable is the departure the Oasis marks in design, though, with this Kindle ditching traditional symmetry in favour of a blockier shape that is ultimately nicer to hold. Features like this pitch the device clearly at the hardcore reader – one who might need to be sure of comfort (and battery life) after hours of reading. That market aside, though, many will baulk at the price that the Oasis currently demands. Amazon’s Kindle Oasis costs between £270 and £330.

TECHNOLOGY

LifeBEAM’s Vi Personal Trainer Would you like to have an artificial intelligence wrapped around your neck, monitoring your every breath? LifeBEAM hopes so.

Previews

On first impressions the Vi is a bulky pair of Bluetooth headphones designed for fit-fanatics – and it does serve a purpose in that regard, pumping out music and taking in voice commands. But its unique selling point is its alleged ability to monitor your vital signs (and other factors like the weather) and tailor your training plan accordingly. As an example; the makers suggest that it will spot when you’re beginning to flag on your morning run, ask you if you need to stop and – assuming you agree – advise you on how best to wind down to avoid injury. Whether that theory translates into the real world remains to be seen – but those willing to take a punt on it can do so via the device’s Kickstarter page. The first Vi devices are due to ship in December with an RRP of $250.

ASUS Zenbo Speaking of wannabe sentient beings – ASUS is hoping to fulfil every Jetsons fans’ wishes by giving the masses an “affordable” home robot. They’ve called it Zenbo and it looks like the lovechild of Star Wars’ BB8 and an Apple iMac from the early 2000s. It’s designed to roam freely around your home, listening for voice commands and displaying information (including streaming content and video calls) via its screen/face. It will also remind users of appointments, alert them to problems (say, if someone in the house has fallen) and – perhaps most usefully – connect to ‘smart’ devices in the home to allow easier control of lights, locks and televisions. Zenbo also does all of this while looking cute – which will probably be enough to guarantee a few thousand sales alone. ASUS plans to release Zenbo in Q2 2017 at a price of $600.

JUNE 2016

London Calling! Choose from up to 80 flights a week

BUSINESS TRAVELLER

Andrew Whitten, General Manager of Gilbert-Ash Fit-Out Andrew talks about his experience of working around the world What do you enjoy most about working internationally? Before I started this job twenty years ago I had only experienced life in Northern Ireland, which at the time felt very parochial. Now I have had the opportunity to expand my horizons and meet different people from different cultures. We learned a lot in Japan about the working practices and benefitted immensely from finding out about new systems, methodologies and products. What’s your favourite country in the world? I have always enjoyed working in mainland Europe, particularly Spain. My wife is a languages teacher and has been drafted in as an interpreter on a couple of occasions. Cuba was also a great location. The people there were very warm, welcoming and really friendly. What makes working in other countries more of a challenge? There are numerous factors involved in successful delivery of these projects. Each country has very different legislation both at national and regional level which we need to understand at an early stage so that we can fully grasp how it will impact the delivery and timeline on the ground. How often do you travel and why? I travel every week for business. Our company works in partnership with the Foreign & Commonwealth Office (FCO) to refurbish and refit British Embassies, Consulates and High Commissions around the world. I am required on site, to assess and oversee contract performance and to attend client meetings and interviews. Other than your phone, what are the three things you couldn’t do without when travelling for work? My Wi-Fi dongle is useful as it allows me to connect to the internet and get work done almost anywhere. In order to use this I need my laptop or iPad mini. What would be your top tips for anyone embarking on a job that involves a lot of travel? We have several websites that we check before any work trip. The Foreign Travel Advice section by GOV.UK will tell you if a country is safe to travel to or whether you need visas and injections. I spend a lot of time on Skyscanner finding the best flights for our teams. Have you ever unexpectedly run into someone you know from home in a far flung destination? We often run into people from Ireland. In South America we bumped into a man from Donegal who was working and living in Guyana. Our team ended up renting a house from him for the duration of the project.

What do you look for in a good hotel? I always make sure that my hotels have air conditioning and good internet access. I have learned my lesson from ending up in sweltering heat with no air conditioning before. What’s the best airline you’ve flown with and the best hotel you’ve stayed in? British Airways and Etihad are popular airlines with our company. We always stay in budget hotels which are all very similar as we are working within client budgets. Have you worked out a way to avoid jetlag? Jet lag is always worse on the way home and there are no tricks to avoid it. Keep off alcohol, drink plenty of water and sleep properly when you come home. Where are you off to next? We have recently been awarded a new contract in Budapest for the FCO so I will be heading there early in July. This will be the 40th country where Gilbert-Ash Fit-Out has carried out work to refurbish and refit British Embassies, Consulates and High Commissions.

Fly from Belfast City Airport to London City and London Heathrow

TRAVEL

Belfast City Airport named sixth most convenient airport in the world

Weekend away By Clodagh Finn

Knockranny House Hotel, Westport First impressions: It feels like home but a fourstar version of it. The lobby is luxurious and vast but somehow homely and welcoming, a feeling accentuated by the truly exceptional staff. The room: The room is light and airy. The period furniture, the sage-green colour scheme and the paintings are a study in harmony, symmetry and the very best possible taste. The bed is dressed in the softest cotton and is itself the size of some hotel rooms.

recent study by The Telegraph has named George Best Belfast City Airport the sixth most convenient airport in the world.

Measured by distance between the airport and city centre, Belfast City Airport was the only airport in Ireland and one of only three UK airports to rank within the top 20. With a distance of 4.2km from the airport to the city centre itself, Belfast City Airport was the highest ranking UK airport. Katy Best, Commercial and Marketing Director at the airport, said: “We have always known the airport is based in an extremely convenient location but by looking at it on a global perspective, it makes our convenience all the more significant. The walk from our car parks to the terminal also remains one of the shortest in Europe which further complements our short distance from the city centre.” Belfast City Airport has an extensive UK route network catering for both business and leisure passengers. The airport continues to facilitate Northern Ireland’s sole air connection with London Heathrow.

The little extras: There’s a decanter of port on the table, a stack of magazines by the bed and the bookshelves are well-stocked with paperbacks. The spa: It was, quite possibly, the best massage ever. Therapist Valerie at the Spa Salveo has that rare knack of being able to tease out all those gnarly bits between the shoulders (oh, exquisite agony) while simultaneously sending her subject sailing off into seventh heaven on a wave of essential oils. The food: Head chef at La Fougere restaurant Seamus Commons has won more awards than you can shake a stick at and his inventiveness shines through the Table d’Hote menu (€52). I had pan-seared bream, aubergine calabrese, wilted spinach and mussel vinaigrette followed by a dessert of bitter chocolate pave, orange and cranberry, blood orange sorbet and chocolate biscuit. Yes, that’s all one dessert and every morsel of it was savoured. There’s an in-house sommelier too. Nicolas Faujours (awardwinning, of course) will help you make a choice from the 300 or so wines in stock at the hotel.

However, in recent years the airport has established a successful European route network which includes sunshine destinations operated by Aer Lingus and services to Amsterdam and Brussels operated by KLM and Brussels Airlines respectively.

The view: From the breakfast room, you can see Clew Bay twinkling in the distance and the pilgrim’s mountain Croagh Patrick is a spectacular shade of purple this morning.

Katy continued: “Our connections to Amsterdam and Brussels allow us to offer passengers greater connectivity and access to onward European and international destinations such as the Middle East and Asia.

The crowd: The first thing that strikes you is the number of Irish guests. Knockranny gets lots of repeat business from Irish couples and families and you can see why.

“We pride ourselves on providing a first class service to our passengers and will continue to work with all our partners to ensure Belfast City Airport remains a facility of which Northern Ireland can be extremely proud.”

Getting there: Knockranny House Hotel, which is owned by Adrian and Geraldine Noonan, is just off the Dublin/Castlebar Road on the N5. Westport town centre is a 10-minute walk away and Knock airport is a 50-minute drive.

JUNE 2016

SPORT

Finessing the strategic plan Geoff Wilson

he first six months of this year have been extremely busy for me working with a wide range of sports organisations in football, motor-sport, hockey etc. During my travels to places such as South Africa, the Caribbean and Central Asia. I have been working on creating strategic plans for sports governing bodies and this got me thinking about the importance of creating a strategic plan for sports organisations in the UK and Ireland. A strategic plan is a road map that will not only help your sport achieve its

ugby International Rory Best is pictured in Lunn’s Victoria Square with Store Manager Brian O’Kane collecting his TAG Heuer Connected, ahead of flying to South Africa for Ireland’s summer tour. The luxury timepiece, designed by Swiss watchmaker TAG Heuer, is engineered with Intel technology and built on the latest release of Android enabling a multitude of connectivity options including audio streaming, Bluetooth and Wi-Fi while still looking like an iconic TAG Heuer design.

vision but clearly define the key goals and objectives over the coming years. So what are the key elements that go into a strategic plan? Well for starters a good strategic plan starts with internal and external research with key stakeholders to get a complete view of your sports organisation. Once the research has been conducted, a strategy workshop is important to agree the key components within the strategic plan. These include:

By Geoff Wilson

• Developing a mission statement for the organisation - why do you exist? • Creating a challenging but inspiring vision ‎- where do you want to be in the future? • Establishing strategic goals - what broad goals should the organisation focus on in order to achieve its vision? • Establishing clear and measurable objectives with associated action plans . • Creating corporate values for your organisation. For me, a stage that is frequently overlooked is the measurement and regular review of the objectives and action plans to ensure you stay on course. There are other elements that go into a strategic plan but the above are the key components that a sports organisation should consider.

Geoff runs his own Sports Consultancy, working with clients such as FIFA across the world. He is also on the board of Tourism Northern Ireland. You can follow Geoff on twitter @ geoffwnjwilson or connect on Linkedin at www. linkedin.com/in/geoffwnjwilson

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

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MY DAY

Uncovering the 9-5

2.00pm Onwards “Afternoons always involve more meetings. A good proportion of my week involves being on site with existing and potential customers offering technical expertise and support. Working collaboratively with customers across multiple business sectors, communicating openly and deploying deductive reasoning allows us to craft bespoke solutions to address very complex technical problems.

Name: Alan Armstrong Position: Managing Director, Advantage Control

“Living and working in a rural setting reinforces in me the importance of protecting the environment. We pride ourselves on our company ethics and our commitment to sustainable business practices including managing waste, minimising environmental impacts and supporting local corporate social responsibility initiatives.

5.00pm 6.30am “I normally rise around 6.30am to start a routine which involves feeding two horses and two dogs. I take the dogs for a short walk before making breakfast for whomever is up!”.

outstanding issues or queries. It is rare for all the team to be in the office at the same time so it important to know what is going on and where everyone is at any time. I find myself juggling dual roles in balancing my role as Managing Director with my role leading the sales process.

7.45am “I leave for work travelling the six miles to our offices in Down Enterprise Park. The journey affords me the opportunity to reflect on pressing matters and to mentally prepare for what lies ahead in the day or week”.

8.00am “When in the country and not travelling across Great Britain or the Republic on business, I make myself coffee before taking the opportunity to review both my e-mails and voice messages. If I am away from the office on business, I tend to use the early start to prepare for a series of meetings which will run over a number of days”.

9.30am “I like to catch up with the Office Manager about ongoing projects, site and sales visits,

“Our company, Advantage Control is one of the island’s foremost providers of electric motors, variable speed drives, technical support/consultancy solutions and aftercare packages to both industry and business. Having formerly worked for Thrige-Scott in Belfast, my colleague George Watt and I established Advantage Control in 2007 following requests by long-standing customers to respond to the market gap created by the demise of Thrige-Scott”.

“The day always goes quickly. Before heading home, I plan my activities for the next day or following week. The company is currently undertaking a series of marketing initiatives supported by Invest NI to allow us to deliver our ambitious growth plans. Consequently I am learning to embrace social media more actively and am therefore brushing up on how to blog, tweet and generally be part of the modern age. “For almost ten years, Advantage Control has successfully leveraged the knowledge and expertise of each team member to deliver forward-thinking and innovative technical solutions to support and address customers’ requirements. We will celebrate our 10th Anniversary in 2017 which is a significant milestone. I hope we can look forward to our 20th Anniversary in 2027”.

13.00pm

6.00pm

“Lunch is always on the run unless I have a meeting scheduled with a customer. Invariably lunch normally consists of hastily consumed fruit en route to another meeting with one or more of our existing or prospective customers”.

“Time to go home to make the dinner and feed the animals. All year round I like to go hill-walking around County Down even in the winter months. As summer approaches and the nights get longer, I enjoy going cycling a few nights a week”.

As the business of retail becomes more complex, our clients, both landlord and tenants, need advice they can rely on. Advice that cuts through the complexity of an ever changing retail landscape and adds value to their bottom line. Advice that delivers tangible business advantage. Thatâ&#x20AC;&#x2122;s where we come in . . .

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