NE XT 200 ShowcasingNorthern Ireland’sleadingSMEs Leadingwithvisionand authenticity: Ly nseyMallonon ayearofgrowthandshaping thefutureatArthurCox
Thelatestnewsandexclusivesfromacross NorthernIrelandbusiness 18 Coverstory
ArthurCox’s LynseyMallononfostering growththroughacollaborativeculture
Theleadingannuallistshowcasingsomeof NorthernIreland’sleadingSMEs
50
EntrepreneuroftheMonth
AineLaveryofSkinFutureisprofledinthis month’sbusinesschieffeature
51
SME&familybusiness ConallMaddenontakingonthefamily businessandthenextstepofthejourney
57
Branding&marketing Whathappenswhenabrand’s reputationis draggedthroughthemud?
61
Agribusiness Didthe Treasurymiscalculatethetruevalueof farmswhensortingplansoninheritancetax?
72
Food&drink JohnMulgrewtakesalookattwovery differentAsian recipestobrightenupspring
77
Motoring Volvo’snewEVboastsnextgenerationtech whileAudi’sA6 Avantincreasesitsrange
84
Photocall Alookatwhat’sbeenhappeningacross NorthernIrelandoverthelastfewweeks
92 Review
JohnMulgrewgetshandsonwith Tudor’s latestupdatedBlackBay41range
Apple’siPhone16eisabudget-friendlyoption ofitsfagshipmodel
UlsterBusinessisapartoftheIndependentPressStandardsOrganisation(IPSO).Ifyoubelieveyouhavebeenunfairlytreated,youcancontactIPSOinwritingviaitswebsiteforguidanceonwhattodo. Theserviceisfree.IPSOcan thenadviseonwhetherit’slikelyyouhavegroundsforacomplaintandwhattodoaboutit. Thenormalprocedureisforthecomplainanttothencontactthepublication’seditordirectly.Ifnoagreementisreached,thecomplainant cangobacktoIPSOtolookforanadjudication,orforittotakeoverthecomplaint. Fulldetailsareavailableatwww.ipso.co.uk.Alternatively,emailcomplaints@ipso.co.uk,orinquiries@ipso.co.uk,ortelephone03001232220,ortheout-of-hoursemergencynumber: 07659152656.
Orwriteto:IPSO,c/oHaltonHouse,20-23Holborn,LondonEC1N2JD
EDITOR’S COMME NT S
Uncertainty nowon a globalscale Howdoyousolve a problemlike globalpoliticalandeconomic uncertainty?
Werecentlyspoketobusinessesabout theimpacttheUS’s ongoingchaoticand rudderlesstariff-ledeconomicdirection andnationalismcouldhaveontheirown fortunes.
FromhugetariffsonalcoholontheEU, potentiallydestroyingthedirectionofexport offowofIrishwhiskeyacrosstheAtlantic inthelastdecadeorso,tofracturingthe relationshipwithitsclosestneighbourand allyinthespaceofjust a fewweeks,along withpoorly-placedwordsandpotential policyinitiatives – there’s littleelse I can thinkofinmodern politicsthatcanrival it.Dependingonwhichexpertyouhear
from,it’s eithergoingtohavefairlynegative consequencesfortheUSeconomy, or, destroymuchofit,andthe relationships –botheconomicandpolitical – ithasforged overdecadesandcenturies.
Politicalandsocietaluncertaintywas a subduedphrasewhenNorthern Irelandwas inthedepthsofThe Troubles – investment here wasfarfrom a priorityforus,orfor thosefromoutsidetheseshores,whenwe were goingthroughsomeofourbloodiest days.
Uncertaintybroughtitsheadtothefore recentlyfollowingthevoteforBrexit,and intheyearsafterourexitfromtheEU,as businesseshere struggledtodealwiththe changingeconomicenvironmentaround them.
Now, uncertaintyhastaken a global position.Whilewemightfeellikeweare somedistanceawayfromit,weare more tiedtotheUSthanwemaythink.
Popculture andtechnologyaside,many majorUSfrmscallNorthern Irelandhome. We havetensofthousandsofjobshere, connecteddirectlytoUScompanies. We alsohavestrong relationshipswithUS businesses,andsomeofourmostsuccessful companies relyalmostexclusivelywiththe USfortrade.
Let’s hopethedelusionalvocalisationswill subside,andsomesensewillprevail.Ifnot, we’re infor a trickyandinterestingfour years. ■
JohnMulgrew
Publisher UlsterBusiness c/oMediahuisUKLtd Belfast TelegraphHouse,33ClarendonRoad, ClarendonDock,BelfastBT13BG
Printer W&GBaird GreystonePress,CaulsideDrive, AntrimBT412RS www.wgbaird.com
Editor JohnMulgrew,john.mulgrew@mediahuis.co.uk
Advertising JudithMartin,j.martin@mediahuis.co.uk
Graphicdesign SusanMcClean,MediahuisIrelandDesignStudio
Coverphoto ElaineHill
@ulsterbusiness www.ulsterbusiness.com
A month innumbers Salesandprofits up among NI’s top SMEs £12bn
Thesalesamong NorthernIreland’s Next200frms, whichshowcasesthe performanceofsome ofourleadingSMEs.
8.2%
Thepercentagerisein theproftsamongthis year’sUlsterBusiness Next200.
4.5%
TheUK’sbaserate aftertheBankof Englandvotedtokeep ratesunchanged.
£150m
Thepotentialvalue ofaseriesofnew enterprisezonesfor NorthernIreland.
Northern Ireland’s leadingSMEshave seensalesrisingby11%alongside strongincreasesinpre-taxprofts, UlsterBusiness can reveal.
Forover30yearsthe UlsterBusiness Top 100 andNext200havebeenproviding a measure of theperformanceofNorthern Ireland’s business community
TheNext200showcasesNorthern Ireland’s leadingSMEs,rankedbyturnover, andfollows onfromthe Top 100listing.
TheperformanceoftheNext200Northern Irelandcompaniesshowsgrowthacrossboth, salesandpre-taxproft – withyear-on-yearsales forthecompaniesshowingover11%growth andpre-taxproftabilityincreasingbyover8%.
The UlsterBusiness Next200listing incorporatesthe resultsofNorthern Ireland basedcompanies,eitherNorthern Ireland registeredorwhen a signifcantportionoftheir businessisdrivenandtransactedacrossthe region.
Saleshavegrownby11.4%to£12.5bnfrom £11.3bn,andpre-taxproftabilityhasgrownby 8.2%from£676.8mfrom£625.6m.
“Northern Ireland’s economyislargelydriven byourSMEsandmicro businesses,andthe latestNext200listis a snapshotofthestrong performancesbeingpostedbymanyofour leadingfrms,”JohnMulgrew, editorof Ulster Business, said.
SkeaEggFarmsLtd,whichisbasedin Dungannon,toppedthelistthisyearwith turnoverof£159.7mandpre-taxproftsof £7.3m.
“There were exceptionalperformances throughoutthelistingbutas a potential precursortoinclusioninthe2025 Ulster Business Top 100,ninecompanieshave exceededtheminimumturnoverof£99.3m neededforinclusioninthe Top 100in2024,” analystJonathanCushley, whocompiledthe list,said.
“Firmsoftenmakethemistakeoffocusing justonsales,operatingundertheassumption thatgreatersales/revenuemeansgreater proftabilitywhen,infact,theirproftabilityis justoneof a numberofthekeymetrics.”
Thecompaniesthathavebeenidentifedas theNext200achievedproftabilityof£676.8m intheirlastfnancialyearstrading,up8.2% from£625.6m.
This represents a pre-taxproftmarginof 5.4%,slightlydownontheprioryear, which showed a marginof5.6%.Thefgure of5.4% howeverishigherthanthemarginof3.7% postedbylastyear’s Top 100companies.
“Twenty-twoofthe200companiesshowed pre-taxlossesduringtheirlatestfnancial fgures,postingcombinedlossesof£159.4m.”
FollowtheNext200onpage35-49
Jonathan Cushley
Wilsons Auctions ‘eyeing further businessacquisitions’ WilsonsAuctionsiseyeingnewauctionbusinessesin theUKandIrelandasitcontinuesexpansionhere, UlsterBusiness can reveal.
“Therearen’ttoomanyprivately-ownedauctioneersleft–there
mightbeanotherfew[acquisitions]onthehorizon,”PeterJohnston, groupoperationsdirector,told UlsterBusiness
WhatfrstbeganasasmallbusinesswhichIan Wilsonstartedin1936 hasblossomedintoamulti-generationalfamilyoperationswith19sites acrosstheUKandIreland,shiftinggoodsworthmorethanhalfabillion poundsayear.
Initslatestfledaccounts, WilsonsAuctionsLtdpostedsalesofore than£40mandpre-taxproftsof£7.6m.
It’sabusinesswhich remainsonthehuntforexpansion–eyeing opportunitiestobuyothersimilarfamily-runauctionoperations.
“Really,it’snowaboutputtingmoredotsonthemap–[wehave]a fewgaps,”MrJohnstonsaid.“Weknowafewpeers retiringsoon,and afewdotswouldhaveuswellcovered.”
Intermsofitsowninvestment,it’sjustspent£1monitsMallusk headquarters,aswell£7minitsShottonPointbasein Wales.
“Diversifcationhasbeenimportantforus,”MrJohnstonsays. “Everyonedrivescar,wearsawatch,andhasahouse.
“Peoplecometotheauctionforacar,butdon’t realisewesellart, clothes,perfumesetc–oneleadsontoanother.
“Someofourpeersjustconcentrateononething–butforus, diversifcationhas reallyhelped.”
Beforelockdown,around70%ofsaleswereinperson.That’snow fippedto70%online.
Readthefullinterviewonpage48-49
Peter Johnston
£150m NI ‘enhancedinvestment zones ’ planspush forward ByJohnMulgrew
Stormontispushingonwith£150m planstodevelop‘enhanced investmentzones’here,itcanbe revealed.
TheUKGovernmentconfrmedthe continuationofinvestmentzonesacrossthe UKduringtheAutumnBudget.Thatcould include£150mtowards‘enhancedinvestment zones’forNorthernIreland.
Now,plansareunderwaytohirea consultantto“improveprogrammedelivery andassistwithsecuringthefundingby Autumn2025”.
“TheDepartmentfortheEconomy requires consultationservices regardingEnhanced InvestmentZones(EIZ)withinNorthern Ireland,”afreshtendersays.
“Followingaperiodofco-designandpolicy developmenttosecurefundingthisfnancial year,ithasbeenidentifedthatconsultancy supportis requiredforthisprocess.Discussions withotherInvestmentZonesandThe MinistryofHousing,CommunitiesandLocal Government(MHCLG)have resultedin recommendationthattheuseofaconsultant wouldimproveprogrammedeliveryandassist withsecuringthefundingbyAutumn2025.”
Theconsultancyworkiswortharound £70,000.
Thezonesaredesignedtoactasa combinationoffreeportsandinvestment zones,accordingtotheUKGovernment,
Quotes of the month “Thiswillbringtogethertheoverall fundingenvelopesandobjectivesoffreeports andinvestmentZonesinabespokeoffer forNorthernIreland, refectingitsunique economy,sectoralstrengthsandopportunities.
“NorthernIreland’scombinedpotof approximately£150mcouldbeopentofexible usebetweentaxincentivesandspend.”
Thezonescouldofferbusinesses advantages,suchastargetedtax reliefs,sectorspecifcfocus,andongoingsupport.
“Thereisastrongstrategicbasisforthis focus,includingNorthernIreland’sGreen GrowthStrategy,”itsays.
“Crucially,thereisthestrongpotentialfor growth,withover450companiesworkingin thesector.ThisbuildsonNorthernIreland’s
“We expectinfation to average around3.2% this year, but there are current and emerging risks that could lead to infation rising at a faster pace. ”
DanskeBank’sConorLambe onNI’seconomy.
long-establishedexpertiseinengineering andtechnology,whichareestablishedskills thatarebeingutilisedinNorthernIrelandfor companiestodiversifyintolowcarbonand renewableenergies.
“Greenopportunitieswillimpactallof NorthernIreland’sprioritysectors,andthe anticipatedrapidgrowthoftheindustry presents realopportunitiestoleverageprivate investmentandgrowth.
“WewillcontinuetoworkwithNorthern Irelandstakeholdersonthepotentialfora green-industriessector,thoughthisdoes notprecludefurtherconsiderationofother industries–especiallywherethesesectors arecross-cuttingandcansupportmutual economicaims.”
“It’sheartwarming to bein a position where we can make a meaningful,positiveimpact on a non-commercialbasis.”
BarclayCommunications’ BrittMegaheyonanew not-for-proftinitiative alongsideThreeMobileUK.
“Thelatest Next 200list is a snapshot of the strong performancesbeing posted by many of ourleading frms.”
UlsterBusiness editorJohn Mulgrewwritinginthis editionofthemagazine.
Belfastsupermarket ‘couldbecome ABelfastsupermarketcouldbe transformedintoachurchamid freshplans,itcanbe revealed. Planshavebeensubmittedforthe
church’ formerKarolinaSupermarketstoreat264 NewtownardsRoad,forachangeofusefrom asupermarket,toachurch.
Polishfood retailerKarolinaShop
announcedin2021ithadclosedallofits storesinNorthernIreland.
Now,aplanningapplicationonbehalfofthe RehobothChurchBelfastwishestoconvertthe formershopintoachurch.
KarolinaInternationalFoodsLtdwas establishedinNorthernIrelandin2008and grewtoestablishthelargestnetworkofPolish shops,withatotalof19storesacrossthe regionstockingover3,500Polishproducts.
Elsewhere,aformerchurchandmulticulturalcentrewhichwasdamagedinanarson attackhasbeengivenanewleaseoflifeasa supermarket.
ThelistedbuildingatDonegallPasshad beenthetargetofanumberofarsonattacks overthelastfewyears.It’snowanAfricanand AsiansupermarketcalledAlif.
ThestoreislocatedwheretheBelfast MulticulturalAssociation(BMCA),whichwas subjectedtoaseriesofracistattacks,once stood.
Thesupermarketwillsellhouseholdgoods aswellasfoodproducts“forallcultures”.
TheformerKarolina SupermarketineastBelfast
Co Tyrone goldmineprobe ‘won’t resumeuntilatleast May’ ByJohnMulgrew
Along-overdueprobeinto a Co Tyronegoldminewillnot resumeuntilatleastMaybut maybedelayedfurtherstillamid a fresh consultationprocess.
A publicinquiryintoDalradian’s plansfor a goldmineintheSperrinswasbroughtto a haltinJanuary – justtwodaysafteritbeganin Omagh.
Themovecameafteritwasfoundthatthe DepartmentforInfrastructure failedtoproperly consulton‘transboundary’issues relatingto theproposals.
ItwasadjourneduntilMarch26.Butit’s understoodthatmid-inquirymeetingwillnow nottakeplace.
TheDepartmentforInfrastructure saysas theconsultationperiodwillrununtilApril23, “there isno reasonableprospectoftheinquiry
proceedinguntilsometimeafterthatdate”.
“Itishopedthatthisletterwillclarifythe position,providethe responseexpectedand avoidtheneedfor a mid-inquirymeetingto answerthesamequestion,”itsaidin a letterto thePlanningAppealsCommission(PAC).
“…oncethepublicconsultationperiod closestheDepartmentwillneedtotake suffcienttimeto reviewandassimilatethe responses,thiswillbedependentonthe numberandnature ofthe responses received.
“TheDepartmentcanmakeavailablecopies oftheconsultation responseselectronically relativelyshortlyafter responseshavebeen receivedbuttheywill require assessmentafter receipttoconsiderifthere are anymatters arisingwhich require tobeaddressed.
“Giventhenumberandnature of the responsesare notyetknownasthe consultationperiodhasnotclosed,the
Departmentwillonlybein a positiontoupdate theCommissionon a timelinepost-April23, 2025.Itisnotexpected,therefore,thatthe Departmentwillbein a positiontomakeany submissionsaboutthe resumptionofthePublic LocalInquiryuntilafterthatdate.”
Andin a letterfromthe PAC tothe DepartmentforInfrastructure,itsaid:“The [PlanningAppeals]Commission(PAC)will cancelthemid-inquirymeetingscheduledfor the26March2025andwilltakenofurther actionuntiltheDepartmenthascompletedthe stepsthatitnowdeemsnecessaryin relationto transboundaryconsultation.”
TheprobeintoDalradian’s Curraghinalt projectinCo Tyronewasinitiallypushedback fromSeptemberdespitetwogovernment departmentswhichitliaisedwithtellingthe PAC thattheybelievedtheinquiryshouldgo aheadasplanned.
Lyric Theatre partners with KPMG Belfast’s LyricTheatreispartneringwithprofessional servicesfrmKPMGaspartofanewinitiativeaimedat “creatingpositivesocialimpact”acrossNorthernIreland. The Lyricsaysthepartnershipwill“specifcallychampionthe Lyric’s extensiveworkinthecommunity,supportingtheircommitmentto creatingatrulyinclusiveandaccessibletheatreandplayhouseforall”.
Itoffersfree resourcesandtourstoschoolsinthemostdisadvantaged areasofBelfast,andthetheatreworkswithdisabledandd/Deaf audiences,creativesandcommunitygroupspromotinginclusionand diversityonandofftheirstages.
“KPMGandthe Lyricshareacommitmenttotackledisadvantageand creatingopportunitiesforpeoplewhomightnototherwisehavethem,” itsays,
JohnnyHanna,partner-in-chargeofKPMGinNorthernIreland, said:“Wearelookingforwardtoworkingwiththe LyricTheatre.For almost75yearstheyhavebeenworkingtirelesslytopromotethe transformativepoweroflivetheatre,towidenparticipationandinspire thenextgenerationoftheatreaudiences”.
AndClaireMurray,headofdevelopmentandmarketingatthe Lyric Theatre,said:“Thispartnershipwillhelpsupporttheworkwehave beendoingbothinthetheatreandinourcommunitiestoincrease accessforyoungpeople,artistsandaudiences.”
ClaireMurrayand JohnnyHanna
NIbakery bossbuys renowned family-run sweets business PaulAllen,whoowns Genesisandwasformerly theheadof Tayto,has boughtalong-running familysweetswholesaler, writes
JohnMulgrew ANorthernIrelandbakerybusiness bosshasboughtthe region’s biggestfamily-ownedsweetsand confectioneryfrm,itcanbe revealed.
PaulAllen,whoownsMagherafelt-based GenesisaswellasUK-basedfrmPastaKing, hastakenonCourtney&Nelson.
Thefrmhasbeensynonymouswith confectioneryinNorthernIrelandfordecades.
Thedealtotakeonthebusinesswaspart fnancedbyasset-basedlendingspecialist Upstream.
Courtney&Nelsonwasfoundedbythe comingtogetherofSamCourtneyandJimmy Nelsonin1960,havingeachruntheirown successfulbusinessesasfarbackas1918.
ThecompanywasmanagedbyArthur McWilliamsuntilhisdeath,attheageof57, in1977,withhissonDavidthentakingoverat thehelm.
DavidMcWilliamshasnowsoldhisentire sharecapitalofthebusinesstoMrAllen.
Jeff Tosh,adrinksindustrystalwartofmany years,willjointhebusinessaschiefexecutive.
MrMcWilliams’sonJonathanMcWilliams willcontinuetomanagetheCourtney& Nelsonsalesteam,withgeneralmanager ThomasWhytemanagingtheoperational aspectofthefrm.
“Iamproudtobeaddingalocal,familyownedbusiness,whichhasbeensynonymous withconfectioneryinNorthernIrelandfor decades,tomyportfolio,”PaulAllensaid.
“Thisacquisitionperfectlyalignswithmy strategicgoalsofsupportinganddeveloping
localbusinessesandencouragingcommitment fromthetradetobuylocal.
“Courtney&Nelsonhasarichhistoryof supplyingconfectionery,drinksandassociated productstothe retailandwholesaletrade.
“Foundedapproximately75yearsago,it hasbeensuccessfullyownedandmanagedby DavidMcWilliamsandhisfamilyforover50 years.
“IintendtocontinuetogrowtheCourtney &Nelsonbusinessandbuilduponthe successfullegacyoftheMcWilliamsfamilyand wishDavidanenjoyable retirement.”
AsCourtney&Nelsongrewasabusiness overthedecadesfromitsBelfastsites,it movedtoalargerpremisesatBoucher Crescentin1987.Thecompanynowemploys 40staff,alongsideasalesforcecoveringthe majorityofNI.
Since1960,ithassuppliedsweetshops, newsagents,petrolstations,independent
grocers,schools,leisurecentresandcinemas.
Today,itsuppliessweets,crispsanddrinksto around1,400outletsacrossNI.
MrAllenhasbeeninvolvedwitharange ofmajorbusinessesduringhiscareer.That includes25yearsasthechiefexecutiveof crispgiant Tayto,aswellasa roleasexecutive chairmanwiththeAPSGroup.
TheCourtney&Nelsonacquisitionwas part-fnancedbyBelfast-basedstructured asset-basedlendingspecialistUpstream, which recentlysecureda£150mfacilityby London-headquarteredPollenStreetCapitalto accelerateitsbusinessexpansion.
“Courtney&Nelsonisalong-standing, compellingandsuccessfulbusinessinits marketandweweredelightedtoprovidePaul andhisteamwithfnancialsupporttoenable theacquisitionandtodrivefurtherbusiness growth,”Judith Totten,Upstreamfounderand chiefexecutive,said. ■
PaulAllenisalsoexecutivechairmanofGenesis
Spirit AeroSystems revives Belfast expansion to increase Airbus wing production acquiredthesitein2022andhassincedriven its recoveryandexpansionaligningoperations withAirbus’commitmenttoincreased productionofA220aircraftwings”.
Theamendedplansincludeatwophasescheme,whichitsays“refectsthe operational requirementsarisingfromAirbus’ revisedproductiontargets”.
“Thesub-phasingofphase1into1a and1bisadirect responseto revised manufacturingtargets,operational requirements,andtheneedforafexible approachtofacilityexpansion,”document supportingtheschemesay.
“Airbusplanstoincreaseproduction toapproximately160wingsetsperyear, requiringadjustmentstothefacility’s constructiontimeline.
“Bysubdividingphase1,theproject candeliveressentialupgradesinphase1a andtherebyensureimmediateoperational benefts.Thisapproachprovidesgreater operationalfexibilityandallowsconstruction toalignwithcurrentmanufacturing demand.”
Belfast’sSpiritAeroSystemshas revivedplanstoextenditsmain baseheretoincreasetheproduction ofwingsforAirbuspassengerjets.
Thefrm’sfactoryineastBelfastistobesold toAirbus,asUScompanySpiritisbeingtaken overbyBoeing.
Backin2019,SpiritAeroSystems–which wasownedbyBombardier–submittedplans foramajorextensiontoitswingproduction site,whichmakesthestructuresforAirbus’s A220passengerplanes.
employmentopportunities,supportingboth directconstructionjobsandthewiderlocal supplychain”.
Anditsaysinthelonger-termtheexpansion will“facilitatejob retentionandupskillingof theworkforce,ensuringthatthehighlyskilled aerospacesector remainsacornerstoneof NorthernIreland’smanufacturingindustry”.
Sinceitwasgrantedthegreenlightin2020, documentssaysignifcantexternalfactors, includingtheCovid-19pandemic,impacted the“aerospaceindustry,leadingtodelaysand adjustmentsinmanufacturingtargets”.
WhilethefactorymakingwingsforAirbus’s A220planesisabigpartoftheNIbusiness, thereareotherpartsdoingmanufacturingfor BombardierandRolls-Royce.
Accordingto reports,Europeanaerospace giantAirbusmayhavetotakeonthewhole ofSpiritAeroSystemsinBelfastbeyondthe partwhich relatestoitsownbusiness.
Asourcequotedbyfnancialnewswebsite EquityReportsaidwhileinthelonger-term, Airbusisonlyinterestedinworkbeingdone atSpiritAeroSystemsonAirbusprogrammes, itcouldagreetotakeonotherelementsof theworkintheshorter-term.
However,itnowsaysthatschemeisbeing revived.Theplanswillsupport“temporary
AspokespersonforSpiritAeroSystemsin Belfast recentlysaid:“Wearestillevaluating optionsforourotherBelfastoperations.” ■ SpiritAerosystemsisplanningtobuildamajornew extensiontoitsmainBelfastbaseasdemandfor AirbuswingsforitsA220passengerjetsincreases, writes JohnMulgrew
However,itsays“SpiritAeroSystems
SpiritAeroSystems inBelfast
‘£25m boost’ as 146 cruisesBelfast-bound Cruiseshipswillmake146callsto BelfastHarbouroverthe2025 season,addingaround£25mtothe economy, it’s beenclaimed.
CruiseBelfast, a partnershipbetweenBelfast Harbourand VisitBelfastwhichmarketsthe cityas a cruiseshipdestination,saidthefrst cruisecalloftheseven-monthseasonwillbeon March30.
There willbe146callsby57shipsfrom31 differentcruiselines,including13byBelfast’s mostfrequentcaller, theRegalPrincess.
During2024,Belfast’s placeincruising folklore wassecuredwhenpassengersonthe Villa Vie Odysseyendedupspendingmore than fourmonthsinthecityduetoproblemswith thevessel.
AmongtheshipscallingatBelfastforthe frsttimein2025willbe Viking’s newestvessel, the Viking Vela,whichwillbethefrstcruise shiptodockinthecityin2025.
Virgin Voyages’s frstship,ScarletLady, will alsobemakingitsdebutinBelfastinAugust.
ThelargestvesselthatwillbevisitingBelfast thisyearwillonceagainbethe333-metre-long MSCPreziosa.
Andtheharboursaidthatin a furthersignal
ofBelfast’s growingstatusinthecruiseworld, there willbeeightturnaroundsatBelfast Harbour
Additionally, Belfastwillhost a partial turnaroundforinternationaltravellers,mainly Americantourists,embarkingonSilversea’s luxuryship,SilverShadow, for a 28-dayvoyage.
Passengerswillalsohavethechanceto departfromBelfastwithAmbassadorCruise Line,settingsailtovariouslocationsacross ScotlandandEurope.
During2025,10cruisecallswillbestaying inthecityovernight,givingpassengersthe opportunitytotravelinNIandenjoyBelfast’s nightlife.
Itisanticipatedthatthecruiseseasonwill bring a totalof225,000passengerstoBelfast, alongwithover100,000crewmembers, contributinganestimated£20mto£25mto theeconomyhere.
MichaelRobinson,portdirectorofBelfast Harbour, said:“We are lookingforward to anotherbusycruiseseasonandtoproviding Belfast’s customarywarmwelcometovisitors fromaroundtheworld.Thecruisesector bringssignifcantnumbersofpeopletothecity, directlysupportinglocaltourismbusinessesin
theeconomywhilealsoboostingtheprofleof Northern Ireland.
“BelfastHarbour recentlyannounced oursinglebiggestinvestmentintheportof £90mfor a newdeepwaterquaytofacilitate additionalcruisebusiness.”
MaryJoMcCanny, directorofvisitor experienceanddestinationinitiativesat Visit Belfast,added:“It’s excitingtoseeBelfast’s reputationas a must-visitdestinationforcruise passengerscontinuetogrow With325,000 peopleexpectedthisyear, ourCruise Welcome Centre willprovide a greatbigBelfastwelcome asvisitorsarrive.
“Withtheadditionof10overnightcruise callsthisyear, passengerswillnowbeable tofullyenjoythecity’s vibrantnightlifeand excellentlocalfoodofferings.
“We are particularlyexcitedtowelcome Virgin VoyagestoBelfastforthefrsttimeand plansare alreadyunderwaytogivethem a special, red-themed receptioninAugust.”
Naomi Waite,directorofmarketingat TourismNorthern Ireland,said:“Experiencing BelfastandNorthern Irelandaspartof a cruise itinerarycanbe a greattasterofthedestination forfrst-timevisitorshere.” ■
Cunard’sQueenAnnecruiseship
Does‘purpose’stillmatterin thesearchfornewtalent? ByJohnMoore,managingdirector,HaysNI
I’vebeenwatchingwithinterestasanumberofbigglobal employershaveannouncedtheyarescrappingdiversity, equityandinclusion(DEI)programmesand recruitment policies,withmanysayingtheyhad“servedtheirpurpose”and werenolongerneeded.
ThedecisionstodeprioritiseDEIfollowedsimilarheadlinesabout employersinarangeofsectorsincountriesacrosstheworldwhohave removedmentionsofenvironmental,socialandgovernance(ESG)in their reportingandotherswhosimplyannouncedtheywerescaling backtheirsustainabilityandESGtargets.
Whilethetrendtopullbackfromsuchcommitmentsperhapsftswith theprevailingpoliticalwind,thede-prioritisationofmeasuresdesigned toensurecorporateorganisationshaveapositivesocialimpactdoes seemtobeatoddswithwhatemployeesandprofessionalstellusis importanttothem.
AccordingtoHays’2025UKSalaryandRecruiting Trendsguide,an organisation’spurposeplaysanimportant roleintalentattractionand retention,with85%ofemployeessayingthatwhetheracompany hasastrongorganisationalpurposeisaconsiderationforthemwhen assessinganew role.
Itcertainly remainsapriorityforHays. Werecently releasedourfrst UK&ISocialImpactReportwhichshowcasesthepositiveactionswehave takentowardssocialandenvironmentalpurposeandimpactthrougha rangeofinitiativesthatgeneratedover£1mofsocialvalueacrossthe UKlastyear.
Duringthefnancialyear2024,Hayscolleaguesdeliveredover17,000 hoursofvolunteeringtime,supportingover400differentcharitiesand goodcausesacrosstheUKandIreland.
InitiativesincludedakeycollaborationwithUKcharitypartner, EveryYouth,whosupportyoungpeopleintoemployment,education,or trainingpathways,aswellasProjectFlourish.InNorthernIreland,our teamalsodidasleepoutinpartnershipwithEveryYouthtoraisemoney tosupportyoungpeoplewhoarehomelessandatriskofhomelessness.
OurteaminNIhaveusedtheirtwoannualvolunteeringdaysto supportthosefurthestfromthelabourmarketbyprovidingworkshops tothestaffatDisabilityActionandOrchardville.Byupskillingthestaff inCVpresentationandinterviewpreparationtechniquesouraimwasto supportparticipantsfurthestfromthelabourmarket.
We alsousedvolunteeringdaystosupportorganisationsincluding MarieCurie,theSimonCommunityandMacMillanCancerSupportand staff regularlygivebloodandcollectforfoodbanks.
To reinforceourcommitment,Haysisanaccreditedcorporatesponsor ofSocialEnterpriseNI(SENI),a representativebody responsiblefor connecting,supporting,developing,andsustainingbusinessestocreate socialchange.
OurNIsocialvaluelead,CaraMarks,hasadeepunderstandingof socialvalueandcommunitybenefts,andisheavilyinvolvedwithSENIto organiseanddeliver recruitingworkshopsonattractingdiversetalentin themarketplace.CaraalsositsontheSocial ValuePartnership Working Grouplookingathownewsocialvaluepoliciesinprocurementhave impactedourcommunitiesandhowwecanmaketheseinitiativesmore impactful.
HaysisalsotheleadpartnerofConnectThroughService,anewly formedorganisationinNorthernIrelandsupportingexforcesindividuals ineveryaspectoftheirlives,includinghelpingthempreparefortheir nextcareer.
Ontopofthis,we’reengagingwithvocationalcollegesand demonstratethetoolsavailabletostudentstoshapetheircareersand marketinsights.InpartnershipwithSERC,we’rehelpingstudentsafter formallearningtosignpostthemtoHays’MyLearningportal. Theseinitiativeshavebeenbuiltupovertimeandmakeuseofthe skillswithinourteam.Ourbusinessnarrativeisdeeply rootedina strongsocialandenvironmentalpurpose,closelyintertwinedwiththe communitiesweliveandworkin.
Overthepastyear,we’vemadesignifcantstrideswithinitiatives likeour2024NeighbourlyCampaign,whichengagedcommunities acrosstheUKandIreland,andProjectFlourish,whichissupporting employabilityoptionsfordisadvantagedyoungpeople.
Whilesomeorganisationsmaynotcurrentlyseethevalueinit, theHaysviewisthatdoinggoodisgoodbusiness,andbeingagreat businessenablesustogivemorebacktohelpthosewhoneeditthe most. ■
Globaleconomicuncertainty ‘cutting NIgrowth prediction for2025’ Ongoingglobaleconomicuncertainty andincreasedtaxationfor businessescouldslowgrowthhere tojustunder1%thisyear,a new reporthas claimed.
DanskeBankhaslowereditsforecastfor economicgrowthinNorthern Irelandin2025 asinfation,higherbusinesstaxesandglobal factorsweighontheoutlook.
Theebanksaiditexpectsthelocaleconomy togrowbyaround0.9%thisyear That’sa downward revisionfromitspreviousforecastof 1.4%.
“We expectinfationtoaveragearound3.2% thisyear, butthere are currentandemerging risksthatcouldleadtoinfationrisingat a faster pace,”ConorLambe,chiefeconomist,Danske Bank,said.
“Ifinfationwere tocomeinhigherthan expected,more pressure couldbeexertedon householdpurchasingpowerandthatcould
weighdownonthepaceofeconomicgrowth. Monetarypolicymayalsoneedto remainmore restrictivewhichcoulddampeneconomic activity
“There isalso a riskthatglobaldevelopments couldweighongrowth.Theglobalpoliticaland economiclandscape,includingwith regardsto globaltradefows,isparticularlyuncertainat thistime.”
Theprofessional,scientifcandtechnical servicessectorisexpectedtoexperienceoutput growthofaround1.6%in2025andgrowth ofabout2.2%in2026.Theinformationand communicationandadministrativeandsupport servicessectorsare expectedtoexperience growthofabout1.5%and1.2% respectively thisyear, thenabove2%nextyear
“We expecttherateofgrowthto remain relativelymodestthisyear,”MrLambesaid.
“Additionalgovernmentspendingfollowing theannouncementsintheAutumnBudget
maysupportoutputlevelsandtheexpected continuedlooseningofmonetarypolicyshould alsograduallysupporthouseholdandbusiness spending.
“However, infationisforecasttobehigher thanpreviouslyanticipatedwhichcouldweigh onspendingpower, whiletheimpactofprevious pricerisesiscontinuingtoweighonconsumers. Theupcomingincreaseinbusinesstaxesmay negativelyimpactoninvestmentand recruitment whileheightenedglobaluncertaintiescouldalso dragonspendingandinvestmentlevels.”
DanskeBankisprojectingthatthegrowth rateoftheannualaveragenumberofemployee jobswillslowtoaround0.5%thisyearandthen increaseslightlyto0.6%in2026aseconomic growthstrengthens.
Thebankisalsoforecastingthatthe unemploymentrateinNorthern Irelandwill averagearound2%thisyear, before risingtoan annualaverageofabout2.4%in2026. ■
DanskeBank chiefeconomist
ConorLambe
Amazonhaslaunchedanew dedicatedIrishwebsite
Irish Amazonsite‘opportunity for online retailers inNI to beneft’ ByMargaretCanning
Online retailgiantAmazonhas launcheditsnewdedicatedIrish website –a movewhichcould presentopportunitiesfor retailersnorthof thebordersellinggoodsonline.
Oneexpertine-commercesaidthosewho are alreadysellingonAmazon’s UKplatform couldbeparticularlywell-placedtotake advantage.
Two NIfrms – He-shi Tan parentcompany 4BeautyGroupandElectrical World – tookpart inanAmazoneventinDublinaheadofthe Amazon.ielaunchlastmonth.
Kevin Traynor, founderofeCommLiveand theIrisheCommerce Awards,saiditpresented opportunitiestocompaniesonthissideofthe border
“TheinterestingthingaboutNorthern Ireland businessesisthatbecausetheyare deemedto beintheUK, a lotofthemare aheadofthe
curvebecausethey’vealreadybeensellingon Amazon.co.uk,andthenas a resultofitthey’re abletotapintosellingintootherEuropean countriesaswell.
“IwasattheAmazon.ielaunchatthe headquartersinDublinand,funnilyenough, thetwopeopletheyhadonthepanelwere experienced retailers,ShelleyMartinfrom 4BeautyGroupandJohnCoalterfromElectrical World,whospokeabouttheirexperiences.”
Hesaidthewebsite’s launchwasgoodnews forconsumersacrosstheisland.
Headded:“It’s hard tobeattheservicethat Amazonoffers,itsnextdaydelivery
“Iorderedstuff at10pmlastnightanditwas here thisafternoon.Amazon’s levelofservice, thespeedatwhichtheygetstuff topeople,as a consumer, it’s absolutelygoingtobe a worldclassexperience.
“Butthechallengeisforthe retailers.Some seeitas a friend,andthey’vebuilttheirbrands onit.
“Butsomeseeitasafoe,andseeitas cannibalisingwhat’shappeningintheirhigh streetstores,takingawayfromsalesontheir ownwebsites.
“Itdependsonyourbrand,productor service.
“Fromaconsumerperspective,Amazon arevery,verygoodatwhattheydo.
“ForIrishconsumersit’sgood,but it’sgoingtocausemoreofaproblem potentiallyforIrish retailers,astheyfgure outwhetheritworksfortheirbusinessor not.”
Amazon.iesaid:“BusinessesinNorthern Irelandhavebeenableto registertosellfor theIrelandstoresincelatelastyear,andthe launchofAmazon.iewillofferopportunities forthemto reachmorecustomersin Ireland.”
Acomparisonofsomeproductsshows Amazon.co.ukappearstooffercheaper prices,particularlyonbiggeritems. ■
COVE R STORY
ArthurCox: fostering growththrough a collaborative culture When LynseyMallon becamemanagingpartner ofleadinglawfrm ArthurCoxNorthernIreland, shehadaclearvisionofhowtofurtherenhancethe frm’sreputationforexcellence.Asoneofthemost respectedlawyersinNorthernIreland, Lynsey’s authenticleadershipstyleandcollaborativeapproach havestrengthenedArthurCox’scommitmenttotalent developmentandexpertclientservice.Onherfrst anniversaryintherole, Lynseyrefectsonayearof growthandlooksaheadtocontinuedsuccess
Trust,authenticityandcollaboration havebeenmajorhallmarksof LynseyMallon’sfrstyearas managingpartnerofleadinglawfrm ArthurCoxNorthernIreland.
Sincetakingupthe roleinApril2024, Lynseyhasmadeasignifcantimpact, consolidatingher reputationasbotha progressiveandcapableleader,andastrategic driverofthefrm’sgrowth.Herleadership hasnotonlyensuredthefrm’scontinued successbuthaspositioneditasakeytrusted adviserforlocally-basedandinternational businessleadersseekinglegalguidanceinan increasinglycomplexanddynamicmarket.
Inherinauguralyear, Lynsey’sapproachto strategicgrowth,clientservicedelivery,and innovationhas resonateddeeplywithbusiness leadersandseniordecisionmakerswho understandtheneedforbothlegalexpertise andforward-thinkingadviceintoday’srapidlyevolvingbusinessenvironment.
“BeingmanagingpartnerofArthurCox NorthernIrelandisanincredibleprivilege,and
a roleIfeelinspiredtocarryouteveryday,” Lynseysays.
“The relationshipbetweenourclientsand ourpeopleisattheheartofthefrm.Arthur Cox’s reputationisbuiltontheimplicittrust ourclientsplaceinustoofferpragmatic, accurateandcommercially-mindedadvice. Authenticityfostersthatcultureoftrustand collaboration,whichultimatelyleadstobetter outcomes.”
Thosebetteroutcomesforclientsare refectedinArthurCoxbeingatthecentreof someofNorthernIreland’smostsignifcant deals,withExperian’slatestM&A report highlightingthefrm’s roleinshapingthe region’sdealmakingenvironment.Arthur Coxadvisedinthreeofthehighest-value transactions recordedin2024,withatotaldeal valueof£1.29bn.
“Inlightofthemultifacetedchallenges oftoday’sglobaleconomy,businessleaders andseniordecisionmakersneedmorethan justatrustedadvisor–theyneedastrategic partnerwhocanprovidepracticalsolutions
tailoredtotheirbusinessobjectivesthathelp themtomanagerisk,optimiseopportunities, and remaincompliantwiththeever-changing regulatoryframework,”continued Lynsey.
“Ongoingshiftsinglobaltradeagreements, political relations,andinternationalsupply chains requirebusinessesofallsizestoadapt quickly.AtArthurCox,weadoptamultidisciplinaryapproachacrossallofourpractice areastoanticipatepotentialrisksforourclients andtoassistthemindeveloping resilient strategiestoprotecttheiroperationsand minimiserisk.”
Withaprovenpedigreeforprofessional skills,athoroughunderstandingofclient requirementsandapracticalapproach,Arthur Coxprovidesafull-serviceofferingtoNorthern
Ireland-basedbusinesses,multi-national corporatesandinvestors,banksandfnancial institutions,aswellasgovernmentandpublic bodies.
ArthurCox’sEmployment,Procurement andConstructiongroupsprovideintegrated, strategicadvicethathelpsclientsnavigate complexworkforcechallenges, regulatory requirements,andlarge-scaledevelopment projectswithconfdence.
Thefrm’sRealEstateandBankingand Financepracticescollaboratetoadviseon someofthe region’smostsignifcantproperty transactions.Theircombinedknowledge ensuresthatclients–whetherdevelopers, investors,orfnancialinstitutions–can successfullyfund,acquire,anddeliverhigh-
valuedevelopmentsthatdriveeconomic growth.
Furtherhigh-profleexamplesofArthur CoxbeingattheforefrontofNorthernIreland businessincludeitsmulti-disciplinaryteam advisingLinksCollectiononitslandmark DunluceLodgedevelopmentinPortrush,and advisingonthesuccessfulopeningofTheIvy Collection’sfrst restaurantinNorthernIreland, locatedinBelfastcitycentre.
“Weareseeingthatsustainability remains akeypriorityforbusinessesacrossallsectors, drivenby regulatorychanges,investor expectations,andagenuinecommitmentto responsiblegrowth.
“AtArthurCox,weareadvisingclientson howtonavigateevolvingESG(environmental,
social,andgovernance) requirements, integratesustainabilityintotheirbusiness strategies,andensurecompliancewith emerginglegalframeworks.
“Whetheritissupportingcompanieson sustainablefnance, renewableenergyprojects, orcorporategovernancebestpractices,we arehelpingbusinessesnotonlymeettheir obligationsbutalsoseizetheopportunities thatcomewithembracingsustainability.
“Renownedforour responsiveness, pragmatismandstrongcommercialacumen, thepedigreeofourteamofpartnersand associatesinBelfastissecondtonone. We havethescaleandfexibilitytohandledeals ofanysize. WithArthurCoxoffcesinDublin, London,New YorkandSanFrancisco,
>
COVE R STORY
LynseyMallon
COVE R STORY
Comprehensivetraineeandintern programmes,whichcontinueto provideyounglawyerswiththe experienceandmentorshipneeded toexcel,areimportantaspectsof LynseyMallon’sleadership
accesstoin-countrylegalexpertiseinthose jurisdictionssetsusapartintheNorthern Irelandmarket.
“Manybusinesstransactionshavecrossjurisdictionalelements. We operateona broaderinternationalstage,ensuringour clientsbeneftfromthatknowledge. We advise ontheculturalsubtiltiesoftransactionsas wellatthelegaltechnicalities,whichareoften crucialforgoodoutcomes.
“Ourabilitytoprovidecross-jurisdictional legaladviceisasignifcantstrength.As NorthernIrelandcontinuestoevolveasa businesshub,wearewellpositionedto supportclientslookingtoestablishapresence inthe region.”
Acrucialpillarof Lynsey’sstrategyfor thefrmisasteadfastcommitmentto collaboration,inthebeliefthatastrong internalcultureiscrucialtodeliveringexcellent clientservice.
Thisisbolsteredby robusttraineeandintern programmes,whichcontinuetoprovideyoung lawyerswiththeexperienceandmentorship neededtoexcel.Indeed,Septembersawsix newtraineesstartwithArthurCoxNorthern Ireland,whilethepreviousyear’scohortof graduatetraineestookuppermanentsolicitor roles,alongwiththreenewjuniorsolicitors
joiningthefrm.
“Oursuccessisbuiltonthestrengthofour peopleandthewayweworktogether,” Lynsey said.
“Collaborationisattheheartofeverything wedo,fromadvisingclientstomentoringthe nextgenerationoflegalprofessionals.
“Ahugely rewardingaspectofmy roleis seeingourpeopletakeownershipoftasksand driveinnovationacrossthefrm,anditisvital thattheyfeelsupportedtodothat.
“Wearepassionateaboutdevelopingfuture legaltalent.Ourtraineeprogrammesare designedtogiveyounglawyersmeaningful exposuretohigh-qualitylegalwork,ensuring theyarewell-equippedforsuccessfullegal careers.
“Havingbeneftedfrompositivementorship myself,itisaprivilegeformetobeableto providethatsameguidance.Encouraging andnurturingtalentwithinthefrmisa responsibilityIembrace.
“Itisfantasticfortheseyoungsolicitorsto lookatourseniorteamand,notonlylearn fromthem,butseethatthereisapathwayat ArthurCoxtoasuccessfuland rewardinglegal career.”
ArthurCoxhasalwaysbeencognisantof theimportant roleitcanplayinsupporting
theNorthernIrelandeconomyandcommunity, andthatisa responsibilitythat Lynseytakes extremelyseriously.
Partnershipswithbusinessorganisations suchastheBelfastChamberandBusinessin theCommunity,where Lynseyholdsboard positions, refectsthefrm’scommitment tosocialvalueforthebeneftorourlocal economy,environmentandcommunities. Internationally,theArthurCoxZambiaProject helpstoraisestandardsoflivinginsomeofthe mostrural regionsofZambia.
Since2008,over200ofthefrm’strainees havetravelledtoZambiaasvolunteersand raisedover£600,000tofundcommunity-led initiativesaimedatdevelopingsustainable health,education,agriculturalinfrastructure andwatersecurityinthecountry.
Withayearofachievementsandsustainable growthduringherfrstyearasmanaging partner, Lynseyisexcitedaboutthefuture successandevolutionofArthurCoxNorthern Ireland.
“Iamextremelyproudofwhatwehave achievedtogetherasafrm.Lookingahead, wewillcontinuetogrow,innovate,andbuild onoursuccessestoensurewe remainatthe forefrontofthelegalprofessioninNorthern Ireland.” ■
BankofEnglandholds UK interest rates at 4.5% TheBankofEnglandhaskept UKinterestratesat4.5%,as policymakerswarnedthat uncertaintyoverglobaltradehad intensifedfollowingnewUStariffs.
EightmembersoftheBank’snine-person MonetaryPolicyCommittee(MPC)votedto keepratesonholdlastmonth,whilethey assesstheimpactofeconomicandpolitical developmentsaroundtheworld.
“SincetheMPC’spreviousmeeting,global tradepolicyuncertaintyhasintensifed,and theUnitedStateshasmadearangeoftariff announcements,towhichsomegovernments have responded,”thecommitteesaidina summaryofitslatestdecision.
ThishasseenUSPresidentDonald Trump imposetariffsonUKsteelandaluminium imports,aswellasonCanada,Chinaand Mexico.
TheMPCsaidtherewereriskstothe economicoutlookforseveralcountries,
includingtheUK,anduncertaintiesabouthow thepolicychangescouldaffectinfation.
Itstresseditwasa“rapidlyevolving situation,whichitwouldmonitorcloselyand assessfurther”atthenextmeetinginMay
TheBankusesinterestratesasatoolto controlinfation,targetingaConsumerPrices Index(CPI)infationrateof2%.
CPIinfation roseto3%inJanuary, accordingtothelatestoffcialfgures,which theMPCsaidwashigherthanithadbeen expectingandthatitneededtopayclose attentiontoanysignsoflastinginfationary pressures.
AndrewBailey,governoroftheBankof England,said:“There’salotofuncertaintyat themoment.
“Westillthinkthatinterestratesareona graduallydecliningpath,butwe’veheldthem at4.5%.”
Hestressedthatthecommitteewillbe “lookingverycloselyathowtheglobaland
domesticeconomiesareevolving”everytime itmeets.
TheMPC’sdecisioncomesadayafterthe US’sFederalReserveoptedtokeepitsbase interestrateonhold,warningthattariffs hadincreaseduncertaintyovertheeconomic outlook.
Thepolicymakersalsocuttheoutlookfor USeconomicgrowthandraisedprojectionsfor pricerises.
Meanwhile,theBanksaiditweighedup developmentsintheUKjobsmarketfollowing theGovernment’sAutumnBudget,whichlaid outplanstoraisetaxesforsomebusinesses.
Morefrmswere reportinghiringpausesor freezes,andtheyplannedto reviewstaffng levelsthroughnaturalattritionor redundancies iftheoutlookdidnotimprove,theBank found.
Atthesametime,theoutlookforeconomic growthhadimprovedslightlysincetheMPC’s lastmeetinginFebruary. ■
TheBankofEngland’s headquartersinthe CityofLondon
Customersmayhavemissedthe chancetosamplethewaresof MarkHixathisnowshuttered restaurantempire,buttheycansitaround hiskitchentableinstead.
TheDorsetman,whocametothepublic’s attentionthroughtelevisionworkandhis successfulappearanceontheBBC’sGreat BritishMenu,hasbeenthroughthemachine somewhatoverthelastfewyears.
JustfveyearsagohelosthisHix restaurant empire,andwhilekeepinghisOyster&Fish Housein LymeRegisgoingforatime,itshutin 2024,beforehe relocatedtohisnativeDorset.
We’resittinginUlsterUniversity’sgrand AcademyRestaurant.It’sabastionofpomp andservice–agrandspacetohelptrainthe chefsandfrontofhouseofthefuture,across ourindustry.
He’safanofwhatheseeswhenhe walksintothedining roomandkitchenat TheAcademyinBelfast…lesssoaboutthe standardsofothershe’svisited,elsewhere.
“Alotthemareembarrassing,”hesays. “Sometimestheyjustlooklikeschool classrooms.
“There’salotofgreatfoodinNorthern Ireland.”
OnthemenuforMark’sdinnerisaDublin Bayprawnceviche,PeterHannan’ssugarpit beefcheek,turnips,andwildgarlic,with thingsbroughttoaclosewithrhubarband applepie.
He’sacutelyaware,however,ofthe challengesfacingpotential restaurateursout there,inwhatisanever-increasinglymore fracturedandexpensiveplacetodobusiness.
“Youknow,withalltheNationalInsurance contributions…asmall50or60cover restaurant,youhaveanextra100orsogrand incostsayear…ifyou’renotmakingmuch proft,anyway–it’squitetough,”hesays.“So, yeah,it’sharderandharder.”
Mark recallshisfrstmeetingwithCo Down’sPeterHannan–themanbringingsome ofthebestmeatfromtheseshorestosomeof thebest restaurants–sharingacigarettebreak outsidehis restaurantoneevening.
‘It was so tough to makea proft…I had fourdiferentjobs to subsidise my own restaurant’ MarkHix isnowservingupfareathisown kitchentableforguests,followingthecollapse ofhisrestaurantempire,aswellascontinuing writingandkeepinghishandinarangeofareas ofhospitality.OnavisittoBelfasthespeaks to JohnMulgrew aboutwhyhewouldn’tdo therestaurantgameagain,thecostofdoing business,andwhatheeatswhenhe’sgoingout
“Hesortofintroducedhimselfandsaid ‘yourmeat’sverygood,andyourmenuisvery good…butgivemeafewmonthsandI’lltake youandshowyousomething’.”
AndMark’sisalsoonlytoofamiliarwiththe challengesofthe restaurantsectorhereand beyond.
“Isuddenlydidn’thaveany restaurants,” hesaid.“Iboughtafoodtruckforduring lockdown,whenIdidn’thaveany restaurants oranything,andthatsortoftidemeover,you
know–therewasalittlebitofcashcoming acrossthecounter,andImanagedtobuymy fsh restaurantback.
“But,youknow,itwasjustsotoughto makeaproft.
“Youknow,Iendedupdoingfourdifferent jobstosubsidisemyown restaurant…I eventuallythought,enoughisenough.
“Ifyou’vegotafew restaurants,youcan kindof,youknow,getawaywiththem, becauseyoucanscalethingsup–swapthe
staffaround.ButIjustfoundwithjustone restaurantsotough,apartfrombeingan ownerandachefandoverseeingstuff,you know,you’vegotalltheproblemsthatgowith it.
“Youknow,youhavetobeacounsellorand atherapist.
“Peopledon’tthinktwiceaboutcallingin sickthesedays.Andhospitalityisnotanoffce job,soit’sharder really,inhospitalitynow.”
Markisverymuchbringinghisworkhome
withhim.Ifyouthoughtyou’dmissedouton gettingcloseandpersonalwithhisfoodathis London restaurants,thechef ’s tableisnow locatedinhisownkitchen.
“That’seightpeople,asix-coursemenu, withwines,”hesays.“Peoplecan’tcome tomy restaurant,buttheycancometomy house.”
Andhiswell-knownStargazypie–a dishwhichgarneredattentionontheBBC’s GreatBritishMenu–occasionallymakesan
appearanceonthemenu.
MarkHixisalsoawriter,andisinvolved inotherfood-relatedworkoutsidehisown home.
But,giventheopportunityandhisown moneyontheline,wouldhegobackintothe restaurantgameagain?
“Withmyownmoney?Iwouldn’t,”hesays. Whenhe’snotcookingforothers,and he’schoosingwheretoeatout,Marksayshe favoursAsianfavours. ■
ChefMarkHixpicturedat UlsterUniversity’sAcademy RestaurantinBelfast
Interconnectordelays costing consumers millionsas wellas threatening furtherinvestment Asecondnorth-southlinktohelpstopelectricitybillssoaringand furtherthegreenenergydrivemaynotbeoperatinganytimeamid furtherbarriers,writes StevenAgnew,directorofRenewableNI
TheSystemOperatorforNorthern Ireland(SONI),whichplansand operatesNorthernIreland’s electricitynetwork,hasestimatedthecost ofnothavingthesecondNorth-South Interconnectoras£55,000aday.
Afour-yeardelaytotheprojecthas recently beenannouncedmeaninganadditional£80m willbeforkedoutbybillpayersinNorthern Irelandifactionisn’ttaken.
Aplanningapplicationforthe400kv overheadelectricitycablewasfrstsubmitted inDecember2009.Thelinewouldrun through TyroneandArmaghinthenorth, andMonaghan,CavanandMeathinthe south.Itisamajorinfrastructureprojectthat isnecessaryfortheeffcientoperationofthe all-islandSingleElectricityMarket.
OnJanuary22,SONIpublisheditslatest TransmissionDevelopmentPlan,withan estimatedcompletiondatefortheNorth-South Interconnectorof2027.Thatwaswithacaveat thatdatesmightchange,sosomeslippage couldhavebeenexpected.
However,no-onewaspreparedforEirGrid’s networkdeliveryupdate,amereninedays later,whichpushedtheenergisationdateof theinterconnectorbacktoOctober2031. EirGridisSONI’scounterpartintheRepublic ofIrelandandthefulllinemustbecompleted beforeitcanbecomeoperational.Thishas hugeimplicationsforbillpayersinNorthern Ireland.
Inadditiontothe£80minforegone savings,itwillalsodeterfutureinvestment in renewableswhichwouldotherwisehave
reducedbills.EnergyconsultantsBaringa estimatethatachievingNorthernIreland’s targetof80% renewablesby2030(80by30) would resultinsavingsof£110mayear.
ThiswouldhaveassumedtheNorth-South Interconnectorwasinplace.The realityisthe 80by30targetcannotbeachievedwithoutit.
The renewablesindustryinNorthernIreland hasbeenfacingaconstraintscrisisdueto thelackofsuffcientinterconnectionwith thesouth.Constraintsoccurwhenthegrid can’tcarryalltheelectricityproduced,forcing operatorstoshutdownwindfarmsina processcalleddispatchdown.In2024dispatch downinNorthernIrelandaveraged30%,a levelneverbeforeseen,anddoublewhatcould reasonablyhavebeenexpected.
Oneofthemain reasonsforthiswasthat theMoyleInterconnectorthatrunsbetween CoAntrimand Ayrshire,wasconsistently importingfromScotlandtoNorthernIreland. Ifinplace,thesecondNorth-South Interconnectorwouldallowustopushthis extraelectricitysouthwherethereismuch greaterdemand.However,theexisting connectinglinehaslimitedcapacityandweare insteadturningofflocal renewables.
Theleveloflost revenueduetoconstraints severelyunderminesinvestmentinnew renewablesatatimewhenweneedtomore thandoubleourcapacitytoachieveour80by 30target.
AsBaringa’sRenewableRewards report shows,addingmore renewablesbringsdown thecostofthewholesalepriceofelectricity signifcantly,andevenwhenaccountingforthe
costofsupportsandnetworkinvestment,the end resultislowerbills.
NorthernIrelandcurrentlyproduces45%of itselectricityfrom renewables,mostlyfrom windfarms,butinvestmentinnewgeneration hasstalled.ThedelaytotheNorth-South Interconnectormakesdoublingthiscapacity unlikelyasthereissimplynowhereforthe additionalelectricitytogo.
SONIpublishedadraftDispatchDown ActionPlaninDecember,outliningactionsthat willhelpalleviatetheissue.Whilewelcome, SONIhashighlightedthattheimpactson dispatchdownlevelswillbemodest.The singlebiggestimpactwouldbeachievedby thecompletionofthesecondNorth-South Interconnectorwhichcouldpotentiallyhalve constraints.
Preliminaryworkontheinterconnectorhas nowcommencedinNorthernIreland,although afurtherlegalchallengeisunderway.However, thisisnotthemainfactorforthedelayand new2031completiondate.
Duetoaninabilitytogetcompensation agreementswithalllandownersforthe fullstretchoftheproposed138kmline, compulsorylandaccessisbeingsought.SONI wasgranted28wayleavesbythenEconomy Minister,ConorMurphy,withfurtherbatches beingconsidered.However,inthesouth,ESB Networkswhichwillbuildtheline,isexpected toseekconsentforacompulsorypurchase orderfromtheir regulator.Thisisnotexpected tobeastraightforwardprocessandany decisioncouldfacelegalchallenge.
LongDurationEnergyStorage(LDES)has
thepotential toprovide additional relief. IrelandpublisheditsElectricityStoragePolicy Frameworkinsummer2024,butsuchapolicy isyettoevenbeconsulteduponhere.
Bystoringpowerinsteadofturningoff generators,wecanthen releaseelectricityat timeswhendemandishigh.Thiswould reduce pricesatpeaktimes,aswellasbetterutilising our renewableassets.
NorthernIrelanddeclaredaclimate emergencyin2020,asdidtheRepublicof
Irelandin2019. Yet,thereisnosignofthe urgencythatthatwouldsuggest.AsGreta Thunbergputit,“Iwantyoutoactlikethe houseisonfre,becauseitis”.
RenewableNIwillbemeetingwithEconomy Minister,CaoimheArchibaldMLA,to emphasisetheneedforanacceleratedpace. Thestarkmessagewillbethatwithoutthe completionoftheNorth-SouthInterconnector billswillstayhighandthe80by30targetis notgoingtobemet.
ItisvitalthatMinisterArchibaldaddress thisissuewithherIrishcounterpart,Energy MinisterDarraghO’BrienTD,andpressfor progressacrosstheborder.Itiswelcomethat MinisterO’Brienhasactedswiftlytomeetwith EirGridandESBNetworksfollowingnewsof thelatestdelay.
Attimesofcrisis,weneedpolitical leadership.Thecostofthelatestdelayofthe North-SouthInterconnectorisintolerablefor billpayersandactionisneeded. ■
StevenAgnew, directorof RenewableNI
Dropping outof school early is presenting challenges for society and the economy inNI Thecostofyoungadultsnotineducation, employmentortraininginNorthernIreland iscalculatedat£134mayear,andeconomic inactivityremainsconsiderablyhigherhere thanintherestoftheUK,writes
Theeconomicinactivityratein NorthernIrelandisover5%higher thanintheUKasawhole–26.6% comparedto21.5%.Theratesarehighest (above32%)intheDerryCity/Strabane andBelfastcouncilareas.
Therearevariouscausesofeconomic inactivity–thelonghealthwaitinglists andhigherratesofdisability(24%ofthe populationhere,17%inEngland),for example.Insuffcientaffordablechildcareand weaknessesinthesocialcaresystem,leading tomoreadultsbeingcarersforothers,are otherimportantfactors.
Economicinactivityisadragonour economy,signifcantly reducingproductivity andcontributingtoaskilledlabourshortage, as reportedbymanyemployers.Itleadsto lowhouseholdincomesanddeprivation,while negativelyaffecting retailspending.Thereare serioussocialoutcomes,whichtendtotrail downthegenerations.
Thereisastronglinkbetweenpoorschool performanceandsubsequenteconomic inactivity.Inmanycases,adulteconomic inactivitybeginsasayoungpersoninnot
PaulGosling beingineducation,employmentortraining (NEET).NEETintheages16to24setsacourse that,foryoungmeninparticular,canbe diffcultto redirect.
Problems,ofcourse,beginearlierthan this. Toomanyteenagersswitchoffanddrop outofschooling–thisparticularlyaffects working-classboys.Whileitis recognisedthat Protestantboysfromdeprivedbackgrounds arethemostaffectedgroup,itisalsoaserious problemforworking-classCatholicboys.
Schoolpupilsgenerally,whatevertheir religiousbackground,tendtoperformmuch lesswelliftheycomefromdeprivedfamily backgrounds.Thisisexacerbatedbygrammar schoolscomprisingdisproportionatelylower intakesofpoorerchildren.Whileoneineight childrenattendinggrammarschoolsison freeschoolmeals,thefgurefornon-selective schoolsisoneinthree.
NorthernIrelandhasasubstantiallygreater problemthandoesoursouthernneighbour. While92%of15-to19-year-oldsinthe Republicenrolineducation,thefgureisonly 71%inthenorth.Earlyschooldrop-outrates aretwotothreetimeshigherinNorthern
Irelandthaninthesouth,settingintrainlongtermchallengesforoursocietyandeconomy. Thisvarianceisoneofthemostimportantin holdingbackthenorth’seconomy,producing lowlevelsofproductivity.
EducationMinisterPaulGivan’sindependent reviewofeducation,which reportedin December2023,explainedhowNorthern Irelandisunderminedbythedisadvantagesfelt bysomepupils.Thecostofyoungadultsnotin education,employmentortraininginNorthern Irelandiscalculatedat£134mayear.
Withoutaccesstogoodjobs,somewill turntocrime.Almosthalfofprisonersare withoutqualifcations:thecostofaprison placeinNorthernIrelandisnearly£45,000per prisoner,peryear.Astheindependent review pointedout,itwouldbebetterandcheaperto interveneearlierinchildren’slivestoprevent
ECONOMY thishumanwasteandeconomiccostinlater years.
Thesefactorsarepartofthecontextfor theeducation reforms– TransformED–that havebeenannouncedbyMrGivan.Heisto becommendedfortakingadvicefromthe independent review.Hisfrststepwastoraise thestatutoryleavingagefromeducationor trainingfrom16to18,bringingNorthern IrelandintolinewithEnglandandtheRepublic.
Theministerhasacceptedadvicefrom experts,includinginaddressinginequalities withinourschools.Itistobehopedthat the reformswillhelpmorepupilstoseethe relevanceoftheirstudiestotheirfuturelives andcareers.
Theeducationdepartmenthasstressed thatthelearningenvironmentinschools shouldinfutureplacegreaterstressnotjust
onlearningandskills,butalsooncritical thinkingandproblemsolving.Butitwillalso involveimprovingliteracyandnumeracylevels atprimaryschool,tosupportlearningat secondarylevel.
However,itwouldbewrongtothinkthat responsibilityfor resolvingthesechallenges liessolelywiththeeducationministerand hisdepartment.Supportingchildrenfrom low-incomefamiliestofullyengagewiththe schoolingsystemaffectsotherdepartmentsas well.ItistheDepartmentforCommunitiesthat haslead responsibilityinaddressingpoverty, forexample.
ButtheEconomyDepartmentalsohasa central role,asitcontainstheCareersService. ThequalityofcareersadviceinNorthern Irelandhasbeencriticisedinseveral reports overtheyears,includingin2020bythepublic
policythink-tankPivotal.Careersadviceis notconductedonlybytheCareersService,as schoolsalsoprovideguidancetopupils. Thereisaviewexpressedwithinpartsofthe furthereducationsectorthatcareersadvice canitselfcauseproblemswithinourlabour market.
Theimplicationisthatschoolsarefocused onpromotingthemselvestofuturegenerations ofpupilsandparentsbyboastingofhowmany schoolleaversgoontothebestuniversities. Itisconsistentwithmanypolicychallenges inNorthernIrelandthatthemostserious problemscannotbeaddressedbyone departmentoragencyonitsown.Instead, it requirespoliticians,offcialsandthose deliveringonthegroundtoallworktogether withasharedobjective.Andthat,consistently, iswhereinNorthernIrelanditfallsapart. ■
ITgiant Kainoscutting 190 jobs Belfast-headquarteredITgiantKainos iscuttingaround190jobsamid toughtradingconditionscausing clientstodelaymakingdecisionson projects.
Kainosplc,theonlyNIcompanylistedon theFTSE250,currentlyemploysaround3,000 meaningthatthenumberof redundancies equatetoaround7%ofitsglobalworkforce.
Themovecomesjustmonthsafterthe frm replaceditschiefexecutiveaftertelling shareholderstoexpectfullyearsalestocome inbelowmarketexpectations.
Kainosconfrmedithadmadethe“diffcult decision”to reducestaffnumbersin response tothe“currentmarketenvironment”.
“Thisdecisionwasmadewithcareful considerationandafocusonthelong-term growthopportunitiesofourbusiness,”a statement read.
“Whileourbusinessfundamentals remain strong,thisstepallowsustomanagecosts responsiblywhilecontinuingtosupportour customers.
“We recognisethatthismeanssaying
goodbyetotalentedcolleagueswhohave madevaluablecontributionstoKainos.
“Theyleavewithourdeepgratitude,and wearecommittedtosupportingthemintheir transitiontonewopportunities.”
LastAprilthecompanywasgivenplanning permissiontobuildnew14-storeycitycentre headquartersonDublinRoadwithconstruction reportedlyduebefnishedinearly2027.
InNovember,Kainos reporteda5%fallin revenueto£183.1mininterim resultsforthe sixmonthstoSeptember30,2024.
ButKainossaidithadmaintained proftabilitywitha1%declineinadjustedpretaxproftsto£38.2m.
Whileithadstronggrowthinits Workday productsdivision,itsaidtherewasasubdued servicesmarketamidatoughertrading environment.
Thefgureforadjustedpre-taxproft includeda£1.2minvestmenttosupportits partnershipwith Workday.
Overallbookingswere11%lowerat £179.5m,downfrom£201.9m.Buttherewas a8%riseincontractedbacklogattheendof
thesixmonthsto£354.1m,andastrongcash positionof£151.6m.
Thecompanyoperatesacrossthreedivisions –digitalservices, Workdayservicesand Workdayproducts.
TheninDecember,thecompany’sformer chiefexecutiveBrendanMooneymadea surprise returntohisoldjobwhichhe retired frominSeptember2023after22yearsin charge.
HissuccessorRussellSloansteppeddown withimmediateeffect.
Afterbeing reappointed,MrMooneyinsisted thereis“signifcantgrowthopportunities”for thebusinessandsaidhistimeoffhadgivenhim “afreshperspective”onfuturepotential”.
Kainoschair,RosaleenBlair,thankedhis predecessorinsistingtheMrSloanleft“with ourgratitudeand respectandwewishhim everysuccessinthefuture”.
MrSloansaid:“Ithasbeenaprivilegeto workwithsomanytalentedpeopleovermy 25-yearcareerinKainosandI’mtremendously proudofeverythingwehaveachievedand deliveredforourclients.” ■
BrendanMooney andRussellSloan
Connswater: First,names disappeared…nowanentire shoppingcentreisnomore AheadoftheclosureofConnswaterineastBelfast,retiredstoremanager Stephen Millings refectsonacareerworkingforonce-householdnames,andthetime RichardBransonwent AWOLonRoyal Avenue
Istartedmycareerin retailinthelate 1970s.Obviously, muchhaschanged sincethen.
I liketo refectoverthenamesI’veseen disappearoftheyears,from VirginMegastore, Woolworths,Comet,Debenhams,andnow, a wholeshoppingcentre intheformof Connswater
I amgratefultohavehad a careerinsuch anexcitingindustry, andfeelsorryforthose strugglingrightnow
I beganintheNPO(Norther n Publishing Offce), a small,family-ownedstationerand bookseller, as a salesassistant.
Thelocation I hadwasintheAbbeyCentre, whichwasidealasmylifelongbestfriend startedhiscareerinRadioRentals,theshop oppositeme.
Yes,TVswere such a proportionallylarge percentageofhomeexpenditure thatmany choseto‘rent’them –a businessmodelthatis longextinct.
Itwasinthedaysbefore computershad anyimpactontherunningof a store,and managementhadmuchmore autonomythan theydonowwhenrunning a shop.
Then,as I progressedintomanagement, I hadcontrolofbuying, re-stocking, merchandisingandprettymuchallother aspectsofrunning a smallbusiness.
Intheearly80s,NPOwentthrough a processofexpansion,enablingmetoopen severalnewstoresforthem,including a shop inDonegallPlace,Belfast.
Theleaseincluded a secondfoorwhich, initially, wewere at a lossonwhattodowith.
Researchshowedthatyes,it’s diffculttoget customerstowalkupstairs,butthey’llhaveno issueiffoodwasinvolved.So,wehad a very popularcoffeeshopwith a hugebaywindow givingfabulousviewsoftheCityHallandthe bustlebelow Thestore wasopenedbyJeffrey Archerasthetimingcoincidedwiththe release ofhisnovel,FirstAmongEquals. I stillhavemy signedcopy
Mynextmovewastoanotherfamily-owned business,Ratners.
The1980ssawthisjewellerychainundergo aggressiveexpansion,somuchso,that a 200pluschainofstoreseventuallywasabletobuy out a 400-pluschainof H Samuel.
ItwasanexcitingtimeandGeraldRatner was a verycharismaticleader, rightuptohis ‘prawnsandwich’speechwhich,in a matterof weeks,tumbledthecompanyintobankruptcy Hecomparedaninexpensivepairofgold earringstolastingthedurationofanM&S prawnsandwich.
A lessonlearnedthat,in retail,nevertake yourcustomersforgranted.Thebusinesshad anamazingturnover, andpersquare footwas streetsaheadofeveryoneelse.
Oneofthebranches I ranintheParkCentre, westBelfast,barelymeasured400sqftbut hadover35staff atChristmastime.Thismeant a strictbreak/lunch rotaand,withnostaffroom
StephenMillingswith RichardBranson
facilityforthisnumber, peoplejustsaton alternatestairseatingouttheback.
Notsure healthandsafetywouldallowthat now, butitdidinstilgreatcamaraderie.
VirginMegastore onthecornerunitat CastleCourtinthecitycentre was a different animal,ownerRichard Bransonhad a huge publicprofle.Onbeingappointedmanager, it wasoneofthebestjobs I everhad.There was a lotofassociatedgloryworkingforthebrand, and a respectgivenfrom reputationalone.
I wasexceptionallyluckyinthatanyconcert I wantedtogoto I onlyhadtoask.Myname wouldbe“leftatthedoor”.Evenbackthen, I knewhowfortunate I was.
Richard wasanamazingleader As I recall onthestore opening,wearranged a stretch limousinetopickhimupfromtheairport.
Apparentlyhetookonelookatitandsaid hewasn’t gettingintoit,thoughhissmall entouragehadnosuchissue.Hetook a black taxidowntoRoyal Avenuebutsomehowthis plannever reachedthepolicewhowere on highalertatthetimewithsuch a high-profle
personalityundertheircare fortheday
Thiswas1990 – The Troubleswere stillgoing on.Hewaseventuallydiscoveredwandering lostdownRoyal Avenue,muchtothe relief oftheauthorities. We had a wholeclatter ofdignitariesinthestore forhisarrival,all ofwhomheignoredonentering,andwent straightovertothestaff andstartedchatting tothem.
Hejusthas a knackforinstillingloyalty At theendofmytenure, I realisedthewriting wasonthewallwhen I wasabletoorder a CD onlineat a betterpricethan I couldgetwith mystaff discount.
Theimpetusforthissmall retailmemory journeyistheclosingofConnswaterShopping Centre.Itopenedin1983in a periodof economicoptimism,withlargesupportof thelocalcommunityitserved. I openedand managedtheNPObranchinitafterhaving GeorgeBestopenthestore.Losingitsanchor storeswasthedeathknell.Theoriginals –StewartsSupermarket,later Tesco,andDunnes, are longgone,andneverfully replaced.
a wonderfultermperfectly encapsulatingthemeaningandimportance oftheselargestores.Oncetheydisappear, thesmallerstoresthatare tetheredtothem simplydriftwithoutdirection,losingthecritical footfallofpassingtrade,andstruggleto survive.Sadly, unlikebanks, retailersare never toobigtofail.
Atitspeak, Woolworthshadover800stores intheUK.ThechaincloseditsfnalUKstore in2009.
Atitspeak,Debenhamshadover150stores intheUK.However, byMay2021,theyhadall closed.
I mustbeanexceptionallybadpennyas almostevery retailer I everworkedfornow doesn’t exist.That’s thenature of retail,even before theinternet,brandscameandwent. It’sa careerthatcangiveyoumuch responsibilityat a veryearlyage,and a huge dollopofcommonsenseisanexcellent substituteforqualifcations.
Butofcourse,you’llnevergetrichunless you’re theowner ■
Anchoris
ConnswaterShoppingCentreineast Belfastwhichhasshutitsdoors
TrumpEU tarif threat ‘couldhitNIhardest’ BusinesschiefsherefeartradewarcouldseeUSgoodscosting morethanelsewhereintheUK,writes MargaretCanning
NorthernIrelandrisksbecoming moreexpensiveforUSgoodsin theeventofatradewarover tariffsbetweentheEUandUS,it’sbeen claimed.
ButonebusinessbosshassaidTVproducer MarkBurnett,Donald Trump’sspecialenvoy totheUKandhusbandofLondonderry-born actressRomaDowney,mayspeakupon NorthernIreland’sbehalf.
TheUSPresidentimposed25%tariffson steelandaluminiumimportsfromaroundthe world,amovehittingtheEUhard,whichin
retaliationannouncedtariffson€26bn(£20bn) ofUSgoodsfromApril1.
Itwill reactivatetariffswhichexistedin Trump’sfrsttermonAmericangoodslike bourbonandHarleyDavidsonmotorbikes–buthasalsopublishedafurtherlistofother productswhichwouldbeslappedwithtariffs.
NorthernIreland’spositionduetothe WindsorFrameworkpost-Brexitarrangements meansthatanyUSimportsintothe regionwill betreatedthesameasthoseenteringtheEU, andcouldbecomemoreexpensivebecauseof thenewtariffs.
AndwiththeUKsofarnotimposingtit-fortattariffsonitsUSimports,NIcouldendupa moreexpensiveplacethanthe restoftheUK tobuythosegoods.
However,theEuropeanCommissionhassaid it’skeentonegotiatewiththeUSsothatthe revengetariffsarenotapplied.
TUVNorthAntrimMPJimAllistersaidthe risksNIfacedfromtheEU’s retaliatorytariffs demonstratedthatthe region“hasbeencut offfromthe restofourowncountry”bythe WindsorFramework.
“Itisnoweffectivelymakinguspartofa
USPresidentDonald
Trumpmeetswith
TaoiseachMicheal
MartinintheOval
OffceoftheWhite House
foreigncountryfortradingpurposes,exposing ustothecostsofthedesireofthatcountryto retaliateagainsttheUS.”
StephenKelly,chiefexecutiveof ManufacturingNI,saidtheEU’s reciprocal tariffswereaproblem.“Wecan’tavoidthose tariffsasthoseitemsmovingintoNIare automaticallytreatedasatriskofcirculatingin theEUmarket,sotariffsapply.
“Andthentheadditionallayeristhatthe PrimeMinisterhasyetto respondtotheUS tariffs,sotheUKcouldpotentiallyhavelower tariffsthanNIwillhave,ornone.
“IftheUKdoesn’t respondinasimilar fashiontotheEU,thenthetariffswon’tbe appliedonUSimportsintotheUK,whichputs usasaplaceapartwithintheUKmarketand potentiallydamagesourcompetitiveness.”
Thetariffsdidn’tjustmeanthatbigUS brandedgoodsbecamemoreexpensive, butalsocomponentsandrawmaterialsfor manufacturing.“Thosethingsbecomemore expensiveherethanthe restoftheUK,andas a result,thathurtsourpositionwithintheUK’s market,”MrKellysaid.
ButhesaiditcouldenduphelpingNIifthe UKdoesintroducetariffs.“Insome respects, theUKapplyingatariffisleastworstoption. Whileithurtsusall,itcreatesalevelplaying feld.”
Hesaid:“Thisconfusion,choppingand changing,justcreates reallyaunstable environmentwherepeoplearetryingtowork out,‘Whatdoesitmeanforus?Whatdowe needtodotoprotectourbusiness?’
“There’sariskthatNIgetslostinmiddleof allofthat.”
Buthesaidhewashopefulthatone Trump appointeecouldspringtoNorthernIreland’s aidintheformofMarkBurnett,whoproduced Trump’sTVshow,TheApprentice.
“WeareinthislegalweirdplacebutwhatI wouldsay,ourunderstandingisthatfromaUS perspective,there’snodesiretoinjureNI.
“TheUShasaspecialenvoytotheUK, MarkBurnett,who’smarriedtoRomaDowney, andweknowthathehasaparticularinterest inensuringthatNIisconsideredandNIis protected.
“Wewouldhopethatinthemidstofall
thisconfusion,somebodysomewhereinthe DepartmentforCommerceintheUSorthe ForeignOffce,andtheDepartmentofBusiness and TradeCabinetOffceinUKactuallysits upandgoes,‘Bytheway,we’reinaweird placehereandweneedtomakesureNIis protected’.
TinaMcKenzie,theFederationofSmall Business’UKpolicyandadvocacychair,said onavisitto WashingtonDClastmonththat NorthernIrelandwasatriskofgettingcaught upinatradewar.
Shesaid:“NorthernIrelandsitsinaunique spacebyhavingdualmarketaccesstoboth thewholeoftheUKinternalmarketandthe EU’ssinglemarket. We couldbeagatewayfor internationaltradebetweentheUnitedStates, UKandEurope.
“Howeveraswellasdemonstrating ambitionandextollingthebenefts,wemust alsobewaryofbecomingthemeatinthe sandwichofapotentialtariffwar.”
AndshesaidthatiftheUKandUSagreea tradedeal,NorthernIrelandbusinesses“should notbehinderedfrom reapingthebenefts”. ■
MarkBurnettand Donald Trump
First phaseof £20m Roe Valley Resort investmentunveiled GalgormCollectionisrevampingandinvesting signifcantlyintheRoe ValleyResortinLimavady afterpurchasingthehotelandgolfcourselastyear Thefrststageofa£20minvestment inaNorthernIreland resortand familycentrehasbeen revealed.
GalgormCollectionhasannouncedthefrst stageofa£20minvestmentatitsRoe Valley ResortinLimavady.
Itsaidthe£5mspend–intwophases –wouldmakeit“theultimateescapefor families”,withnewfeaturesaimedatyounger guestsincludingagianthelter-skelter,softplay area,kids’park,arcadeandpoolslides.
Theattractions,tobelaunchedinJune,will beopentovisitorsaswellashotelguests.
Itmarksadepartureforthegroup’s locations,suchasGalgormResort&Spaand TheOldInninCrawfordsburn,whichfocuson spaofferingstoadults.
AlsoinJunethecompanywillopenfamilyfriendlyItalian-style restaurantFratelliatRoe Valley.
Inthesecondphaseofthisyear’s investment,itwillunveila“stunningnewbar” andadult-onlyspaintimeforChristmas.
Improvementstothe resort’s18-holegolf coursearealsoplanned.
GalgormCollectionannouncedthe£28m acquisitionofRoe ValleyResortandGalgorm CastleEstateinNovember.Itsaidamultimillion-poundinvestmentprogrammeinthe nextfveyearswouldbringbothlocationsto newheights.
ColinJohnston,managingdirectorof GalgormCollection,saidRoe ValleyResort hadbeenknownforits“stunningsetting, warmhospitalityandexceptionalgolfandspa experiences”.
“Thisinvestmentallowsustobuildonthat legacy,enhancingthe resort’suniquecharm whileintroducingexcitingnewfeaturesthat willappealtoloyalguests,thelocalcommunity andnewvisitorsalike,”headded.
“OurvisionistoelevateRoe ValleyResort asoneofNorthernIreland’smostsought-after destinations.”
Roe ValleyResortoccupiesa150-acreestate withan18thcenturymanorhouse.
Themanorhousehasbeen restored,andthe locationnowboasts118bedrooms,thegolf course,drivingrange,spa, restaurant,barand conferenceandbanquetingspaces.
“Perfectlypositionedontheedgeof Limavadytown,Roe ValleyResortofferseasy accesstosomeofNorthernIreland’smost spectacularlandscapes,”thefrmsaid.
“FramedbythemajesticSperrinMountains tothesouthandthedramaticAtlantic coastlinetothenorth,the regionboastswide sandybeaches, rollinggreenvalleys,andscenic hikingtrails,makingitanunparalleledescape foradventureand relaxation.
“WithRoe ValleyResortenteringathrilling newchapter,guestscanexpectanunparalleled blendofluxury,adventure,and relaxationlike neverbefore.
1 SkeaEggFarmsLtd 31/12/2023159,692101,5737,3013,11415,015150
2 MCMUHoldingsLtd(KaneGroup)31/03/2024118,10952,6615,0885,11531,953465
3 ThompsonAeroSeatingLtd 31/12/2023115,12586,036-9,510-23,846-232,377644
4 HuhtamakiFoodserviceDeltaLtd31/12/2023106,73095,9137,8625,77967,695485
5 MBNIHoldingsLtd 31/12/2023105,02386,5593,5553,4394,488295
6 RadiusHousingAssociationLtd 31/03/2024104,46097,06811,6787,185169,998925
7 CooneenByDesignLtd 01/12/2023103,99880,65210,3033,63486,588197
8 AnnaghPropertiesLtd(Crust&Crumb)30/06/2023102,47255,3955,3691,71417,985797
9 ShelbourneMotorsHoldingsLtd31/12/2023100,83785,451-1,7711,3118,802146
10 GedaConstructionCompanyLtd31/12/202398,75667,7095,1604,2946,910155
14 RyobiAluminiumCastings(UK)Ltd31/12/202396,00281,260-9,156440-29,672616 15
17 CommercialShippingCompany(Oils)Ltd31/12/202391,76997,6751,3351,5858,9647
18 AvondaleFoods(Craigavon)Ltd31/03/202491,66178,1425,9093,58837,658501
19 PhilipRussellLtd
20 HannonHoldingsLtd
21 Andor TechnologyLtd
22 JohnHogg&Co,Ltd
23 DennisonCommercialsLtd
24 LamexFoodsEurope(NI)Ltd
31/12/202390,87086,1523,5872,27428,397233
31/12/202390,60492,10010,5636,83629,878599
31/03/202490,11076,9127,41819,80252,890370
30/09/202389,93179,7544,006-3,36338,224308
31/12/202389,67791,4782,0172,75016,065282
31/03/202489,63679,7368287951,1137
25 UlsterCarpetMills(Holdings)Ltd31/03/202489,04079,903-2,2333,25055,861712
26 PWP27UKLtd(LoweRefridgeration)31/12/202389,00075,097-14,276-22,521-78,256403
27 DiageoGlobalSupplyIBCLtd 30/06/202487,62588,7355,9866,78939,574134
28 CopelandLtd 30/09/202387,31174,7304,7172,6152,249,479313
29 McAvoyModularOffsiteLtd 31/05/202486,99167,6425,06111,31310,270138
30 VeterinarySurgeonsSupplyCompanyLtd31/08/202486,35383,3501,5101,9549,92455
31 CapitaManagedITSolutionsLtd31/12/202385,43176,1293,5726,22218,385308
32 MotisGroupLtd 30/06/202384,50170,7603,8093,3526,974129
33 PhoenixEnergyGroupLtd 31/12/202384,46464,62415,85716,119164,023120
34 MagirLtd 31/08/202384,18880,254-2,649-1,119-21,388511
35
39 SyscoFoodsNILtd 02/07/202382,20272,1063,1633,183-17,5190
40 EOSITManagementSolutions(UK)Ltd30/06/202381,65468,7463,6524,2309,337366
41 HenryGroup(NI)Ltd 31/03/202481,49984,0444,4964,47632,642189
42 PowerteamElectricalServicesLtd31/12/202381,06763,5192504,4268,109261
43 TobermoreConcreteProductsLtd30/04/202480,36876,86614,89810,88295,215413
44 StaffineRecruitment(NI)Ltd 31/12/202379,74980,0878852,4547,875125
45 UnilinFlooringLtd 31/12/202378,92481,5941,3081,34619,407160
46 Mac-GroupHoldingsLtd 30/06/202378,390127,37610,334-19,6282,768140
47 CAFRailUKLtd 31/12/202378,34751,9383,5842,6082,287350
48 Crestview TechnologiesLtd 31/12/202377,84857,955-2,514-4,915-11,539592
49 Walter WatsonLtd 31/12/202377,76675,9529,4669,07653,517224
50 MurdockBuildersMerchantsLtd31/12/202377,59887,4193,8396,71823,048369
51 FryliteLtd 31/03/202476,82799,3215,6825,03923,099270
52 S.E.R.E.HoldingsLtd 31/12/202374,17561,9751,281-4635,385259
53
54 LinamarLightMetalsBelfastLtd31/12/202273,77657,716-16,090-3,71854,186480
55 Uni-TrunkGroupHoldingsLtd 31/12/202373,57867,26514,40713,61929,043285
56 DirectMedicsLtd 31/01/202373,49564,2973,5342,78910,200666
57 BallygarveyHoldingsLtd 30/09/202373,47547,88816,6735,64145,57456
58 Heatons(N.I.)Ltd 24/04/202373,11375,74911,96417,75650,443507
59 LibertyInformation TechnologyLtd31/12/202372,71665,67810,0536,35330,986712
60 DowdsElectrical(Holdings)Ltd
61
63
64
65
66
67 MorganMcLernonLtd 30/06/202369,88367,527-16,553-339-274202
68 PraxisCare 31/03/202469,42566,6682,30226624,0231,691
NORTHERNIRELANDCOMPANIES 69 FintruLtd 31/12/202369,40050,6796,0211,51218,7761,283
70 ApexHousingAssociationLtd 31/03/202469,04561,9392,001-2,32335,849651
71 ViberoptixOpcoLtd 31/03/202468,64978,803-20911,96013,601539
72 PIHLHoldingsLtd 31/12/202368,62060,3991,615-1,009-9,394650
73 Regen WasteHoldingsLtd 31/12/202366,88560,8117,8049,40939,004327
74 RiverRidgeHoldingsLtd 30/06/202365,91760,4361,4151,8017,917280
75 CarnbaneEstatesLtd 31/12/202365,62379,8923,970-3,17621,095134
76 RoadsideMotorsLtd 30/09/202365,52650,19764489310,377123
77 KaneGroupBuildingServicesLtd31/03/202465,15949,0901,8931,06512,351241
78 UnionStreet(Lurgan)Ltd 31/03/202364,88343,5533,0132,95115,253722
79 FelixO'Hare&CompanyLtd 31/03/202464,78253,7146271,0547,826105
80 GCU(UK)Ltd 31/10/202364,33758,1405,2697,79816,250116
81 CunninghamContractHoldingsLtd31/03/202464,09446,50510,0935,86014,052161
82 JohnMackle(Moy)Ltd 31/12/202363,64552,4242,9461,38310,471262
83 GEGridSolutions(UK)Ltd 31/12/202363,45952,95819,03012,699132,833139
84 PropertyManagementServices(NI)Ltd31/12/202363,29363,0011,44283517,499521
85 World TravelCentreLtd 31/10/202463,21263,3092881633,073137
86 A&MCommercialsLtd 30/11/202363,21171,6664,2885,60727,84533
87 Gaffer(NI)Ltd 31/12/202362,61152,8685,0975,03030,705312
88 WRMHoldingsLtd 30/06/202361,72449,0962,5094,009-11,168110
89 Tennent'sNILtd 28/02/202361,15052,6313,2525,26415,41857
90 UformHoldingsLtd 30/04/202460,94962,2113,1013,41921,900417
91 CPAnimalFeedsLtd 31/10/202360,31949,2472,6834,52714,32850
92 PremierCementLtd 31/12/202360,12357,2698,5988,93039,3089
93 TelestackLtd 31/12/202359,82245,801-269-3,78915,835222
94 Dennison TrailersLtd 31/12/202359,61945,4501,1664599,839108
95 BailieGroupLtd
31/12/202359,17858,159-2,15123013,582406
96 IrwinM&ELtd 31/08/202358,94438,6824,9002,2495,090229
97 MivanLtd 31/12/202358,09421,4805,6102313,779211
98 DCCEnergyLtd 31/03/202458,07168,9085,0063,91841,85949
99 Smyths ToysNILtd 30/12/202357,68256,1911,4431,1241,516210 100 SpringfarmArchitecturalMouldingsLtd29/02/202457,42671,18411,12317,44437,067178
101 JohnMcQuillan(Contracts)Ltd 31/03/202457,09554,5553,5662,73314,837196
112 Telefonica TechNorthernIrelandLtd31/12/202354,91056,5873,0282,32814,010329
113 BelfastInternationalAirportLtd 31/12/202354,82740,7219,5423,73539,957189
114 GreinerPackagingLtd 31/12/202354,71957,1563,9942,92214,817300
115 Charles Tennant&Company(NI)Ltd31/12/202354,20761,1741,8342,34428,71486
116 Heartsine TechnologiesLtd 31/12/202353,66352,1426,389-4,76516,862242
117 Dawson WAMHoldingsLtd 31/12/202352,67246,3878,7984,37922,000112
118 ClanmilHousingAssociationLtd31/03/202452,54247,53910,4567,81587,013330
119 PremierElectricsLtd 31/03/202452,35549,5309,7729,34019,57579
120 PRMGroupLtd 31/12/202351,98841,9767,39735916,67242
121 CapitalReinforcing(ireland)Ltd 31/12/202351,85051,7336,2424,07913,08787
122 CombinedFacilitiesManagementLtd31/03/202451,56942,8262,3783,7332,690279
123 LowryBuilding&CivilEngineeringLtd31/03/202451,50341,7744,9725,67819,574100
124 Brook TopcoLtd(LearningPool)30/04/202451,40347,774-50,922-46,656-305,742465
125 A.J.PowerLtd 30/06/202351,09031,3863,56048116,815131
126 NTRGreenEnergyHoldingsLtd 31/03/202450,99665,55120,94037,07676,0930
127 RichmondMarketing(NI)ltd 31/12/202350,79945,6996203961,27326
128 HastingsHotelsGroupLtd 31/10/202350,74343,1796,8904,25334,053836
129 MervynStewartLtd 31/12/202350,66734,9931,0129385,90776
130 RadiusPlasticsLtd 31/12/202350,55356,016-1,5284,42618,204257
131 KilwaughterHoldingsLtd 30/04/202450,09349,8199,6038,76345,270201
132 Road TrucksLtd 31/12/202350,00037,0022,9043,02718,19154
133 GlasgivenContractsLtd 30/04/202449,63427,6091,224-1122,94557
134 EMNewsDistribution(NI)Ltd 31/12/202349,45750,4231,6311,3863,87175
153
152 TungstenAutomationNorthernirelandLtd31/12/202344,89242,1237,7278,625143,66054
167
168
172
173
174
175
186
189
190 WilsonsAuctionsltd
193
195 EdgewaterContracts&SpecialistJoineryLtd31/12/202339,40654,1579852,37410,35170
196 Winefair(Belfast)Ltd 30/09/202339,04239,4331,7472,16610,201409
197
198 ReidHoldingsLtd 31/03/202438,65429,8742,6682,3136,231306
199 ScottsBakeryLtd 31/03/202438,64332,8593,4301,63011,331246
200 TesabEngineeringLtd 31/12/202338,62622,679-4,0232,0344,23772
Salesup by 11.4% among NI’s top SMEs The2025compilationoftheUlsterBusinessNext200listingshowsthatexceptional tradingresultshavebeenpostedbythosesmallandmedium-sizedcompanies showingpotentialtobreakintothe Top100,writesanalyst JonathanCushley, whocompiledthelist
TheperformanceoftheNext200 NorthernIrelandcompaniesshows growthacrossboth,salesandpretaxproft–withyear-on-yearsalesforthe companiesshowingover11%growthand pre-taxproftabilityincreasingbyover8%.
The UlsterBusiness Next200listing incorporatesthe resultsofNorthernIreland basedcompanies,eitherNorthernIreland
registeredorwhenasignifcantportionoftheir businessisdrivenandtransactedthroughthe region.
Inthevastmajorityofcasesthefnancial fguresutilisedincompilingthelisting correspondtoeither2023and2024yearends.
Summary
Saleshavegrownby11.4%to£12.5bnfrom
£11.3bnandpre-taxproftabilityhasgrownby 8.2%from£676.8mfrom£625.6m.
Thesefgures representastrong performance,withtheNext200deliveringa proftmarginof5.4%downslightlyfroma marginof5.6%inthepriorfnancialyear.
ThetangiblenetworthoftheNext200 companiescurrentlysitsat£7bnandthe businessesemployed55,847people.
Sales/revenue
Revenueistheincomethatabusinessderives fromitsnormalbusinessactivities,usuallyfrom thesaleofgoodsandservicestoitscustomers. Revenueisalso referredtoassalesorturnover.
Therewereexceptionalperformances throughoutthelistingbutasapotential precursortoinclusioninthe2025 Ulster Business Top100,ninecompanieshave exceededtheminimumturnoverof£99.3m neededforinclusioninthe2024 Top100. SkeaEggFarmsLtdleadthelisting withaturnoverof£159.7m,withKane Group,ThomsonAeroSeating,Huhtamaki Foodservice,MBNIHoldings(McKibbin),Radius Housing,Crust&Crumb,CooneenByDesign &ShelbourneMotorsHoldingsLtdallhaving thepotentialtomove.
Salesgrowthwasexceptionallystrong–SkeaEggFarms,asmentioned,increasedsales from£159.7manincreaseofsome57.2%, whileMCMUHoldingsLtd(KaneGroup) faredevenbettermorethandoublingsalesto £118.1mfrom£52.7m.
Conversely47ofthe200companiesposted reducedyearonyearsalesfgures.
Thecompaniesthathavebeenidentifedas theNext200achievedproftabilityof£676.8m intheirlastfnancialyearstrading,up8.2% from£625.6m.
This representsapre-taxproftmarginof 5.4%slightlydownonprioryear,which
ColumEgan
showedamarginof5.6%.Thefgureof 5.4%howeverissignifcantlyhigherthanthe marginof3.7%postedbylastyear’s Top100 companies.
Twenty-twoofthe200companiesshowed pre-taxlossesduringtheirlatestfnancial fgures,postingcombinedlossesof£159.4m.
Tangiblenetworth
Thefnalmeasureofacompany’ssuccess thatwe reviewisitsvaluetoitsshareholders. Initssimplestformthisiscalculatedasthe shareholdersfunds(issuedcapital)and retained earnings–intangibleassets.
Thevalueofthisyear’s Top100Northern IrelandCompaniessitsat£7bn.
Sixteenofthecompaniesshowedanegative tangiblenetworth,aconditioninwhicha company’sliabilitiesexceeditsassets.
Theshareholders returnforthe200 companiesequatestoproft/tangiblenetworth asapercentage–9.6% Sales-to-equityratiodefnedasturnover/
tangiblenetworth,indicateshowmany poundsaregeneratedwitheachpoundof investment–forthelatestfled resultsthis equatestoaratioof1.78
Employees TheNext200companiesemployatotalof 55,847people.Thisfgurehasbeenpulled fromthelatestsetsofaccountscurrentlyon fleatCompaniesHouse,andissubjecttoa
NOTES Cutofffortheflingoffnancialfgures allowinginclusioninthelistingwas 01/03/2025.
AerLingus(UK)LtdandManning ConstructionLtdflefnancialfguresin euro–forcomparisonpurposesfgures havebeenconvertedtosterling.
MKeysLtdhavefledfnancialfguresfora 15-monthperiod.
MivanLtdandM.J.M.MarineLtdsharea
highdegreeoffuidity.
CorporateCateringManagementLtd (MountCharles)–2,463,PraxisCare–1,691, FintruLtd–1,283,BrysonCharitableGroup–1,050andJ.M.CRestaurantsLtd–1,043are thetopfveemployerswithinthelisting. EachemployeewithintheNext200 accountedfor£225,459sales–sales/ employeeandfor£12,118proft–proft/ employee. ■
parentcompanyM.J.M.(IOM)Holdings Ltd.
WDIrwin&SonsLtdhavefledfnancial fguresforan18-monthperiod.
CME Technology&SupportServicesLtd flefnancialfguresinUSdollars–for comparisonpurposesfgureshavebeen convertedtosterling.
Everyefforthasbeenmadetoinclude thosecompanieseligibleforinclusionin theNext200listing.
PeterJohnston
Employee jobshit a record highin Northern Ireland Employee jobs inNorthern Ireland havehit a newhighof832,180 thoughtypicalmonthlypay dropped.
Thequarterlyemploymentsurveysaid employeejobshadrisenoverthequarterto December, andovertheyear
Accordingtothe report, releasedbythe DepartmentfortheEconomy, there were risesinemployeejobsinthemanufacturing, constructionandservicessectors.
AnddataprovidedbyHMRCshowed thatthenumberofemployees receivingpay through PAYEinNIinFebruarywas809,300, anincreaseof0.2%overthemonthandof 1.3%overtheyear
There wasmedianmonthlypayof£2,295 inFebruary2025, a decreaseof£2overthe monthbutanincreaseof£137overtheyear
“[These]fguressuggestanythingfrom‘as youwere’toencouragingsignsofNorthern Irelandbeing a positiveoutlierwithbusinesses reporting,throughtheQuarterlyEmployment
Survey, anincreaseinemployeejobsinNI overthequarterandtheyear, reaching a new serieshighof832,180inDecember2024,” MarkMcAllister, chiefexecutiveoftheLabour RelationsAgency, said.
“Whencombinedwiththefactthatthere hasbeennoseismicshiftinthenumberof redundancies reported,thepicture maynot beasglumassomemightsuggest.Indeed, boththe12-monthtotalsofproposedand confrmed redundanciesare similartothelevels seeninthedecadeprecedingthepandemic.
“Aswehurtletowardstheendofthefscal yearyoucouldbeforgivenforbeingupbeat, butthenagainAprilchangesare literally aroundthecorner.”
Theseparatelabourforcesurveyfor NovembertoJanuaryputstheunemployment rateat1.5%,unchangedsincethequarter before,anddown0.7%overtheyear
Andtheemploymentratewasunchanged overthequarteranddecreasedby0.5%over theyearto72.2%.
Thetotalnumberofweeklyhoursworked inNIwasestimatedat29.2millionhours, a decreaseof1.8%onthepreviousquarterand anincreaseof1.9%ontheequivalentperiod lastyear
Theeconomicinactivityratewasunchanged overthequarterandhadincreasedby1%over theyearto26.6%.
ButtheseparateclaimantcountforFebruary was40,800,or4.2%oftheworkforce – up 3%frompreviousperiod’s revisedfgure.Andit was36.5%higherthanpre-pandemiccount.
However, thelatestannualtotalofproposed andconfrmed redundanciesisconsiderably lowerthanpreviousyear
TheNIStatisticsandResearchAgency, acting onbehalfoftheDepartmentfortheEconomy, saidithad receivedconfrmationthat90 redundanciesoccurredinFebruary
OvertheyearMarch2024toFebruary2025, 1,880 redundancieswere confrmed,which wasapproximatelythree-quartersofthefgure forthepreviousyear ■
Old Bushmills Distillery 103 TheIrishwhiskeymarkethasgrown itsexport reachintomarketssuch astheUSinthehundredsofpercent overthelasttwodecades.
Andit’sbeenPernodRicardleadingthe wayinthattime.IntheUS,itsmarketing pushandpenetrationsawJamesontake aroundthreequartersoftheentiremarket–helpingthemorenicheoperatorsjumponthe bandwagon.
Bushmills,however,isn’tanicheoperator and remainsNorthernIreland’slargestIrish whiskeyproducer,atitsbaseinCoAntrim.In thelastfewyearsit’sseendemandfordrams growing,leadingittoexpanditsdistilleryand warehousing.
It’sadistillerydatingbackmorethan400 years,andafteryearsintheDiageostable,it’s beenunderthewingofBecle–knownforits tequilabrands.
Accordingtoitslatestfledaccountsfor OldBushmillsDistilleryCompanyLtd,pre-tax profts rosemorethan8%to£11.3m,inthe yearendingDecember2023.
Theaccountsfor2023showanincreasein proftbeforetaxdespiteanessentiallystable levelofturnoverbetweenthetwoyears,sitting at£56.8minitslatestaccounts.
Thecompanyalso recentlyopenedthenew CausewayDistillery,nexttotheexistingsite.
Itwelcomedsome200,000visitorstoitssite
in2024,accordingtomasterdistiller,Colum Egan.
Hesaid2025is“shapinguptobea landmarkyearforBushmillsIrishWhiskey,with historicmilestonesalreadybeingachieved”.
“Recently,thepioneersofsmoothIrish singlemaltwhiskeyunveiledBushmills46 Year Old‘SecretsoftheRiverBush’–theoldestIrish singlemaltevertobe released,”hesaid.
“Only300bottlesofthisrareandprecious liquidexistglobally,withjust38bottles releasedinIrelandonStPatrick’sDay.
“In2024,theOldBushmillsDistillerysaw recordvisitornumbers,welcomingover 200,000guests.
“Earlyfguresfor2025suggestanother record-breakingyearaheadfortheworld’s oldestlicensedwhiskeydistillery.Offeringa premiumwhiskeyexperiencewithexpert-led toursandexclusivetastingsofitsawardwinningportfolio,theOldBushmillsDistilleryis amust-visitdestinationforwhiskeyenthusiasts andtouristsin2025.”
Thecompanyhadaturnoverof£56.2min 2023,almostidenticaltothelatestfgures.
Bushmills’costofsaleshasalso remained verystable,at£45m,upslightlyfrom £44min2022,aswasthe£2.4mspenton administrativeexpenses.
Employeecostswere recordedas£7.7mfor 2023,asmallrisefromthe£7.1min2022,
whiledirectors remunerationfeelto£180,000 from£234,000.
Bushmillshas releasedaseriesofhigherendwhiskiesforboththedomesticand internationalmarketoverthelastfewyears.
Andlastyearitunveiledatopendspecial limited release36-year-oldsinglemaltwhiskey –thentheoldestsoldintheEuropeanmarket.
TheBushmillsHillStreetEditionwascreated forBelfastwhiskeyshopTheFriendatHand –ownedbypublican WillieJack,whoisalso behindtheDukeof YorkandHarpbars.
Butearlierthisyearitlaunchedwhatitsays istheoldestsinglemaltwhiskeytobe released.
The46-year-olddram–whichcomesinat £10,000abottle–calledthe‘Secretsofthe RiverBush’islimitedto300bottles.
“Thisisn’tjustasmooth,raresinglemalt whiskey,thisis realhistoryinthemaking,” Bushmills’masterblender,AlexThomas,said.
“For46years,we’vepatientlywatched overthis remarkableliquidandwitnessedit transformintothisrich,darkbeauty.Thisis Bushmillsatitsbest.”
“Thisstunningwhiskeyjustshowsyouwhat timecando.Fornearlyhalfacenturyithas graduallybreathedinthewoodandmatured slowly.It’srichandauthentic,andfullof favourstraightfromthecask–creatingabold unprecedentedexperienceforthewhiskey connoisseur.” ■
ColumEgan
190 Wilsons Auctions A540-tonnecargoshipcaught smugglingdrugsintotheUKand anOlympicmedal-winninghorse arejusttwooftheoffbeatitemswhich havegoneunderthehammeratWilsons Auctionsinthelastfewyears.
WhatbeganasasmallbusinesswhichIan Wilsonstartedin1936hasblossomedintoa multi-generationalfamilyoperationwith19 sitesacrosstheUKandIreland,shiftinggoods worthmorethanhalfabillionpoundsayear.
WhengroupoperationsdirectorPeter Johnstonjoinedthebusiness,therewerejust 12staff.Now,therearearound300acrossthe frm’ssites.
“Wehaveboughtotherfrms,andsetup businessesfromscratch–somehavebeen familybusinesseswhichweremovingon,” Petertells UlsterBusiness
“Therearen’ttoomanyprivately-owned auctioneersleft–theremightbeanotherfew [acquisitions]onthehorizon.”
Initslatestfledaccounts, WilsonsAuctions Ltdpostedsalesofmorethan£40mandpretaxproftsof£7.6m.
Carsandothervehiclesstillaccountfor thelargestchunkofthebusiness.Butit’s diversifedsignifcantlyacrossawiderangeof areas.
Oneparticularsectorofinterestiswithin ill-gottengains–essentiallyitemstakenfrom criminals,manyofwhichwerepurchasedwith theproceedsofcrime.
Whatdrawsmanyeyestothewebsiteare theplethoraofitemstakenfromcriminals, whichareauctionedeachyear.
That’sincludedeverythingfromluxury watchesandsupercars,toboats,fnewineand helicopters.
Whatstartedoffwithafewforceshas grownsubstantially. WilsonsAuctionsnowsells offitemsfor48policeforces,theHomeOffce, BorderForce,andtheNationalCrimeAgency.
Andwiththat,comesaslewofhigh-end, luxuryitems.
“Itstartedoffwithjustcars,then diversifyingintocommercial,plant,andinto councilwork,”Petersays.
“Wearenowknownforill-gottengainsfor governmentbodies–theshinystuff.”
Asa result, WilsonsAuctionshasfeatured onanumberoftelevisionshowsintheUK.
“TheoddestthingwasanOlympicmedalwinninghorsecalledUtopia,”Petersays.
“Wehavealsosolda540-tonnecargoship whichwasbringingdrugsintoUKwaters,as wellashelicoptersandplanes.”
WilsonsAuctionssaysitis responsiblefor returninginexcessof£120m,in recentyears, backintothepublicpurse.
“Generally,it’sfastcars,jewellery, helicopters,andhomes,”Petersays.“Across theyearswesoldthePSNIfeetandMoDfeet, andcutourteethinthat.”
Hesaidmanyforcespreviouslydestroyed itemswhichwereseizedfromcriminals,but aroundadecadeagoitofferedupasolution tosellthem,and recoupsomemoneyforthe publicpurse.
Now,stafffrom WilsonsAuctionsjoinforces onoccasionstocollate,value,andstoreitems forauction.
Someoftheotheroffbeatitemsit’ssold off recentlyincludeoldtrainsonbehalfof TransportforLondon.
“Diversifcationhasbeenimportantfor us,”Petersays.“Everyonedrivescar,wearsa watch,andhasahouse.
“Peoplecometotheauctionforacar,but don’t realisewesellart,clothes,perfumesetc –oneleadsontoanother.
“Someofourpeersjustconcentrateonone thing–butforus,diversifcationhas really helped.”
Beforelockdown,around70%ofsaleswere inperson.That’snowfippedto70%online.
Butit remainscommittedtoin-personbricks andmortarauctionstothisday.
Andit’sabusinesswhich remainsonthe huntforexpansion–eyeingopportunitiesto buyothersimilarfamily-runauctionoperations.
“Really,it’snowaboutputtingmoredotson themap–[wehave]afewgaps,”Petersays. “Weknowafewpeers retiringsoon,anda fewdotswouldhaveuswellcovered.”
Intermsofitsowninvestment,it’sjustspent £1monitsMalluskheadquarters,aswell£7m initsShottonPointbasein Wales. ■
AineLavery SkinFuture Howdidyougetstartedinthe industry?
Really,itcamedowntocircumstance. Ihavealwaysbeeninterestedinskin andskincarebutasamumworkingin thecommercialpropertyworlditnever seemedlikelyIwouldturnthisinterest intoajob.Inlate2003wemovedto Hillsborough.Ournewly-purchased home requiredextensive renovations andoureldestwasjuststartingschool. Idecidedtotakeayearoutofproperty andfocusonhomelife,settlingour sonintoschoolandoverseeingthe buildingwork.Thisalsogivemethe opportunityto reset,andallowedme thetimeto rethinkmyfutureand myfocus. Withthesupportofmy husband,Isteppedawayfromthe propertyindustryandtookthoseinitial frststepsintoawholenewcareerthat hasevolvedandgrownoverthelast 17years.
Typically,whoareyourclientsor customers?
Ourclienteleisadiversemixthattraveltous fromacrossNIandbeyond.Essentiallyeach onecometousseekinganimprovementin theirskinhealth,whetherthisishelpwith chronicinfammatoryskinconditionssuchas acneordirectionandguidancewithanage managementprotocol.Asanutrition-ledskin clinicwedothingsalittledifferentlyfrom youraverageskinclinic.Aswellasaskin therapist,Iamalsoaqualifednutritionistand assuchweatSkinFutureofferourclientsa trulycomprehensiveapproachtoskin,looking attheskinthroughaholisticlensexamining boththeexternalandinternalfactorsthat playacentral roleonhowourskinlooksand presents.
Doyouenjoywhatyoudo,andwhatin particular?
IlovewhatIdo–yesthereisstress,andsome daysarebetterthanothersbutessentially Iamveryhappygettingupandgoinginto workeveryday.Iknowthatisn’tthecasefor everyone,soIdoappreciatehowluckyIam
Entrepreneur Month OFTHE toajobIfndfulfllingandgetalotfrom. Lookingback,IthinkI’vealwayshadthat entrepreneurialspiritandadreamofopening myownbusiness.Thatcombinedwithmy passionforskinhealthledmetoopening thefrstnutritionledskincarecentreinN IrelandandIhaveno regrets.Helpingour clientsfeelbetterandmoreconfdentintheir skinisvery rewardingandwhenyouseethe improvementsandthebuzzitbringstoalongsufferingclient,itisverygratifying,andyou knowyouareontherighttrack.
Whatisthemostdiffcultpartofyourjob? Keepingclientsonthestraightandnarrow andavoiding TikToktrends,thiscouldbea full-timejobnow,especiallywithouryounger clientele.Educationisabigpartofwhatwe do,separatingfactfromfction.Thereisalot
ofnoiseouttherenowaroundskinandweare heretohelpourclientsnavigatethelandscape. We makeitourmissiontoinformandeducate ontrueskinhealth.
Whatarethechallengesfacingyoursector andtheeconomyingeneral?
Asasmallbusinessonagrowthtrajectory, weareveryawareofthepressurecoming fromminimumwageandNationalinsurance legislationandeffectivelyrisingoverheads. We haveto,inmanycases,passtheserisingcosts ontoourclientsandcustomers.However,at SkinFutureweensurethatwearealsostriving forincreasedperformanceineveryserviceand productweprovidetomakesuretheyarestill valueformoney.Ineverybusiness,nomatter whattheheadwinds,webelieveourclients comefrst. ■
Carryingthe familytorch ConallMadden,co-ownerofTheAnchorin
Portstewartandatechfrmfounder,talksto Clodagh Traynor abouttakingonthefamily businessandthenextstepofthejourney
APortstewartpublicaninhis20s saysheis“keepingthingsfresh” withamajor revampofhisfamilyownedvenue,promisingaspaceevenGen Zcan’t resist.
AndConallMadden(24),directorofnorth coasthotspotTheAnchor,isalsocarryingthe torchforhislatefather,havingtakenthe reins alongsidehismumEdelandsisterCourtney fouryearsago.
Conallisalsoatechentrepreneur,as founderofsportstechbusinessAzguard.
Thebar, restaurant,accommodation,and nightclubcomplexinPortstewartisundergoing asignifcant refurbishmentforthefrsttimein twodecadesandissetto reopenbyEaster.
Despiteculturalshiftsamongtheyounger generationtowardsshunningalcohol altogether,theyoungbossisconfdentthe newplanswill“createanexperiencefor everyonetoenjoy.”
Hesayshe’sbeenpouringsomemuch neededloveintoTheAnchor,traditionallya favouritespotforstudentsatUlsterUniversity inColeraine.
“Thevenuehasn’tbeenproperly refurbished inabout20years,soit’slongoverdue.The buildingitselfneededlove,andwe’reputtinga lotbackintoitnow.
“IamblessedandgratefulforthetorchI carrythroughTheAnchor,whichishonestlyan incredibleplace.
“It’scrazytomethatI’mtheonelooking afterthepub,thebuilding,andthehistory behindit.It’sbeenaroundsince1898–it’sa long-standingbusiness.”
TheAnchor’snightclubhasbeenshutsince justafterHalloween,withthepubclosing atthestartofJanuary.The refurbisnow wellunderway,andEasteristhetargetfor reopening.
“Wearelookingforwardtowelcomingback everyoneinthecommunitysotheycancheck outwhat’sbeengoingonbehindthescenes.”
Conallsaysdrinkingculturehaschanged. “Ithasdefnitelyshifted,andtheyounger generationscomingthrougharemorehealthconscious.
“Whilethishashadanimpactonthesector, wearesocialcreatures,sopeoplestillwant togooutforanight, relax,andgrababiteto eat.
“There’sanelementnowthatisn’t orientatedarounddrinkingculture.It’sabout creatingaspacewherecustomerswillwantto socialise,haveadrink,eatfood,andenjoythe experience.
AndConallisexcitedaboutwhatthefuture holdsfortheAnchorwhenit reopens.“I amgoingtobebiasedandsaytheplansare unbelievable.
“We’rebringinginfreshmenusandwe haveplansforlotsofexperiences,likecomedy nights,bands,quizzes–funthingsforpeople toengagewithandbringthecommunity together.It’saboutprovidingagreat experienceandsocialatmosphere.
“Youjustneedtomakesureyou’re providinggoodqualityserviceandthatyou’re theplacepeoplewanttogoto.”
Takingoverthehelmwithlittleexperience in2021afteralegalbattleoverthebar’s ownership,theentrepreneursaidithadbeen achallenge.
Butoverall,hesaidthefamilyhad“hitthe groundrunning”withthebusiness.“Itook overTheAnchorinJuly2021,duringthe pandemicwhenitstillhad restrictedseating. We hadtofghtforthebarincourt,anditwas challenging.
“Itwashardattheverystart,butIhitthe groundrunningwithafreshtaste,bringing
somefair,gettingstudentsinvolved,going tocampus,andputtingourselvesoutthere.I takethe responsibilityofrunningthebarvery seriously.
“Growingup,youseeadifferentsideof goingout. Yougetthesamebuzzworkingin apubasyouwouldgoingout–andthat’sthe truth.It’safunenvironmentwhereyoulearn greatskills.
“Asoneofyourfrstjobs,workinginabar, youlearnhowtoengagewithpeople,andsoft skillsaresoimportant.Communication,staying calmunderpressure–thosethingsare really valuable.
ForConall,workingalongsidefamilyisa rewardingexperience.“Iwouldn’twanttorun theplacewithanyoneelse.
“Iloveworkingwithmyfamily.Mymumis astrongwomanwhoknowshowtogetthings
done.Itcanbetoughattimes,andwedobutt heads,butI’mgratefultodothiswithher.
“Runningahospitalitybusinessisfull-on, butifitwasn’tforherwewouldn’thave foughtforthis.”
Conall’sfatherIan,whoownedTheAnchor, diedsuddenlyin2012atjust52.Conallsays: “Ialwayslookedathimasahero.Hemade runningthebusinesslookeffortless,buthe knewwhathewasdoing.
“Istillhavealotofgrowingtodointhis industry,butIhavetime.I’malsobuildinga techcompany,buthospitalityisoneofthose businesseswhereifyounailallyoursystems andhaveagreatteamyoucan relyon,itcan runitselftosomedegree.
“I’mluckytohavemyfamilythere,and thatmeansIcanfocusonmultipleprojects atonce.Butifyou’retheonewearingallthe
hats,youcan’tdothat.Sohavingagreatteam andsupportnetworkaroundmemakesit manageable.”
ConallfeaturedontheBelfast Telegraph’s30 Under30listearlierthisyear,inhiscapacityas founderandchiefexecutiveofAzguard,atech start-upaimedatsupportingpeopleincombat sports.
“I’vetrainedinmartialartsformanyyears andwithtop-calibreathletes.I’vealways wonderedwhatgivessomeoneknockout power,whatmakesthemthebestintheworld andwhatgivesthemthatedge.
“Themostcommonthemethat’schangedin themoderneraofsportisdata.Golfershave Trackman,footballhasStatSports,runners haveStrava,andcyclistshavePeloton.
“Butwhatisthereforcombatsports?That iswhywe’redevelopingAzguard.
“We’vedonesomethingdifferent–we’ve usedtraditionalindustryequipmentand createdsmartpunchbagsthatcanmeasure power,fatigue,speed,precisionstriking,and recognition.
“We’vebuiltourapptoprovidetraining drillsforalllevels,frombeginnersto professionals,aswellasaleaderboardsystem tocompeteagainstthebestintheworld,and manymorefeatures. We aimtolaunchbythe endofJuneorearlyJuly.”
Hehasprideinhisfamilyhistorybuta strongsenseofpersonalambition.
“Idon’twanttojustliveoffwhatmydad andfamilyhaveaccomplished.Fromayoung age,I realisedbusinesswasforme,andIjust enjoyedit.Ilovethehustle,chattingtopeople, beingorganised,makingthingshappen,andI havethatpassionforit.” ■
ConallMaddenatOrmeau LabsinBelfastcitycentre
EnterpriseNIcallsforunifedaction togetenterprisesupportright EnterpriseNIandtheLocalEnterpriseAgency(LEA)networkstandreadyas theon-the-groundforcedeliveringtherightsupportattherighttimetolocal entrepreneursandbusinesses,thatiscriticalifwearetoachievethethriving regionallybalancedeconomytargetedbytheEconomyMinister,writeschief executive MichaelMcQuillan
EnterpriseNI’s 27member organisations(LEAs)operate64sites acrossNorthern Ireland,supporting over2,700localstart-up,micro,andsmall businesses.
ThroughtheLEAnetwork,weengage withmore than3,500businesseseachweek, placingusattheheartoflocalsocio-economic development.Thisdeeplocalconnectivity uniquelypositionsustodelivertimely, effective enterprisesupport – drivingthestart-upand businessgrowthneededtoachieve a regionally balancedeconomy
We are encouragedbyMinisterArchibald’s clearcommitmenttolocalenterpriseandher understandingofitscritical roleinachievingthe DepartmentfortheEconomy’s ambitionfor a regionallybalancedandgrowingeconomy Her emphasisoninclusiveeconomicdevelopment alignsstronglywiththevaluesandmission oftheEnterpriseNInetwork,whichisdeeply embeddedincommunitiesacrossNorthern Ireland. Werecognisethatwenowhave a short windowofopportunitytogetenterprisesupport right – andthetimeforproactivity, focus, andtruepartnershipisnow TheEnterpriseNI networkstands readytoactontheMinister’s callforkeystakeholderstocometogetherearly in2025toco-design a ft-for-purposeenterprise supportmodelthattrulymeetstheneedsof start-ups.
Anentrepreneur-centricapproachto enterprisesupportinNorthern Irelandisessential toensure limited resourcesare usedeffectively andsupportistrulyalignedwiththeneedsof thosedrivingeconomicgrowth.
Withfuture fundinglikelytobeconstrained, effciencyandcoordinationare critical.Genuine partnershipbetweencentralgovernment,local councils,EnterpriseNI,andtheLEAsiskeyto avoidingduplicationanddeliveringcoherent, accessiblesupport rootedin real-worldneeds.
JBDobbin,Demanu,MichaelMcQuillan,EnterpriseNI,MaureenO’Reilly,economist,Sarah Travers,Bespoke Communications,JonathanMcAlpin,chairofEnterpriseNIandchiefofEastBelfastEnterprise,JoelAnderson,coFounderKindredofIreland
Buildingonthis,leveragingemerging technologiesandAIcanenablesmarter, more personalisedsupport – butalwaysblendedwith qualityhumanadviserinput.Whiletechboosts effciencyand reach,trusted,tailoredguidance remainsvital.
EnterpriseNI’s newlydevelopedeConX platformoffers a majorstepforward,providing eachentrepreneurwith a personalisedportal thatoffersvisibilityof,andaccessto,theright supportattherighttime.Backedbyadviser engagement,itensuresscalable, relevant supportandaccessto resourcesandconnections throughoutthe regionandacrossthewhole enterprisesupportecosystem.
Nowinitssixthyear, theNIEnterprise Barometer(2024)continuestoprovidevaluable, up-to-dateinsightsintothe realchallengesfacing Northern Ireland’s smallandmicro businesses, whichmakeup98%ofalllocalenterprises.The barometerclearlyhighlightsthesupport,advice, andguidancethesebusinessesneedtosurvive
andgrow, andisalreadyhelpinginformpolicy andshapeinterventions.
Withgrowinggeopoliticaluncertaintyand tighterbudgets,effcient,outcome-focused publicsupportismore importantthanever EnterpriseNIandtheLEAnetworkare well equippedto respond,withNI-wide reach,strong localties,anddecadesofdeliveryexperience. Overthepastyear, ENIhasalignedwiththe InvestNIBusinessStrategy, supportedthe developmentofLocalEnterprisePartnerships acrossall11councils,andis readytoengage withthenewEntrepreneurshipActionPlan Group.PoweredbytheeConXplatform,the networkcanworkswiftlywithgovernmentand partnerstodrivemeaningfuldevelopment,even amid reduced resources.
We must,collectively, notmissthisopportunity togetlocalenterprisesupportright. ■
Formoreinformation,getintouch www.enterpriseni.com
Word FROMTHE Wise Thecolumnwithan earforexperience... Howdidyoustartoutinbusiness?
Ibeganmycareerasacomputerengineer withaglobalITcompanycalledNixdorf Computers.Atthetime,80MBwasconsidered asignifcantstoragecapacity,andcomputers requiredspeciallyconstructed,air-conditioned rooms. Workingonthemeveninvolvedusinga toolkitwithscrewdrivers,whichprovidessome contexttothefastpaceatwhichtheindustry moves.
Myfrstmanagement rolewasatNixdorf, whereIwaspromotedtoleadateamoffeld engineers.
Whathaveyoufoundthemost challengingduringyouryearsinbusiness sofar?
Ihavespentthemajorityofmycareerin technology,IT,andtelecoms-industriesthat areconstantlyevolving.Thepaceofchange hasbeenparticularlyrapidinthelastdecade withadvancementsinfbre,AI,andother emergingtechnologies.WhenIfrstmoved intotelecoms,over80%ofour revenuecame fromtelephonyservices–essentiallyphone calls–withthe remainderfromdataservices. Withinjustafewyears,thatmodelcompletely fipped,withdataservicesbecomingthe primary revenuedriver.
Howwouldyoudescribeyour managementstyle?
Ibelieveinmanaginginawaythataligns withmypersonality.Myapproachfocuses onempoweringpeopleandsupporting theirdevelopment,trustingmyteam, clearcommunication,ensuringeveryone understandstheir role,targets,andtheoverall
DavidArmstrong b4bGroup businessvision,fairnessandconsistencyin decision-making,whichIbelieveareessential qualitiesforanyleader.
Whatwouldyouchangeifyoucouldgo backanddoitallagain?
IfIlookedback,I’msureIcouldpinpoint thingsImighthavedonedifferently.However, Idon’tdwellon‘whatifs’.Ihavehadagreat careerandeveryexperience,whetherpositive orchallenging,hasshapedmyjourney.It hasallbeenalearningcurve,andIseeitas partoftheprocessratherthansomethingto change.
Haveyoudoneitallonyourown?
Defnitelynot…Idon’tthinkanyonehas.I havehadtheprivilegeofworkingwithsome fantasticteams,colleagues,andcustomers, allofwhomIhavelearnedfrom.Ihavealso beenfortunatetohavegreatmentorswho haveofferedinvaluableadviceandplayeda signifcant roleinshapingmycareer.Beyond work,myfamilyhasbeenahugesourceof supportthroughoutmyjourney.
Howwouldyoulikeyourbusinesstobe remembered?
Iwouldlikeb4bGrouptobe remembered fordeliveringanoutstandingcustomer experienceandempoweringbusinessesto growandadaptbybeinghighly responsiveto theirneeds.Iwantustobe recognisedasa trustedITandtelecomspartnerthatclientscan always relyon,andasaleadingproviderinthe regionsinwhichweoperate.
Whatpieceofadvicewouldyougiveyour 20-year-oldyou?
Havingseenmyownkidsstarttheircareers,I havethoughtaboutthisalotandtherearea fewpiecesofadviceIwouldgive.Thefrstone wouldbetofocusoncontinuousdevelopment –doyourcurrentjobwell,butalwaysbe preparedforthenextstep.Itisimportantto buildstrong relationships,bothinternallywith colleaguesandexternallywithcustomers. Lastly,learnfromyourmistakes. Youare goingtomakethem,sodon’tdwellonthem toomuch.Instead,takethelessonandmove forward. ■
BR AN DI NG & MA RK ET ING Thebrand backlash Abrandisonlyasstrongasitsreputation.Sowhat happenswhenthatreputationisdraggedthrough themudandhowshouldabusinessavoidbrand damage? PavelBarter takesacloserlook
Reputation,theAmericanbillionaire WarrenBuffetoncesaid,cantake 20yearstobuildandacoupleof minutestodestroy.
SageadviceforElonMuskwhose Tesla business,whichonceheraldedanewera fortheautoindustry,isgettingfnancially hammeredduetohisinterventionswithin USGovernment,wherehehasbeenmaking sweepingcuts,andEuropewherehehasbeen avocalsupporteroffarrightgroups.Between Januaryandmid-March2025, Teslasharesfell
over40%amountingtoa$121bnlossfrom Musk’snetworth.
Reputationshouldbeaneverpresent concernforsmalltomediumaswellas largebrands,accordingtoShonaJagoCurtis,managingdirectorofBelfast-based communicationsfrmJago.“Reputationisa corporateassetworth30%ofyourbusinessso youshould regularlyinvestinit.Itisimportant thatyoulookatthewaysinwhicha reputation couldgowrong:fromthequalityofyour productsthroughtohowyoutreatemployees
andhowyoudobusinessinthecommunity. Individualswithinabusinesscanrisk reputation too.”
In2024therewasabacklashagainst brandsassociatedwithConorMcGregorafter theMMAfghterwasfoundliableforsexual assaultinacivilcourtinDublin.“Companies makingmoneyfromhis…productsneedto lookatwhethertheywanttoalignthemselves withamanfoundbyaciviljurytohave sexuallyassaultedawoman,”saysClíona Saidléar,adirectorforRapeCrisisNetwork Ireland.RetailersandwholesalersinNorthern Ireland–including TescoandMusgrave (ownerofSuperValu,CentraandMace)–subsequently removedMcGregor’salcohol brandsfromtheirshelves.
Brandcontroversiescanemergethrough negativecustomerexperiencesorpoor socialmediamanagement.Inaconnected
world, reputationaldamagecanhappenfast. “Reputationscanbewonandlostonline,” Shonasays.
“Therearelotsofhigh-profleexamples becausetheytendtogoviralveryquickly.” Earlierthisyearthereweremoreprotestsover McGregor’sbrandsafterthefghterposteda disparagingcommentonXaboutPaulHughes, aProfessionalFightingLeague(PFL)athlete fromDerry.
Avoidingbrandcontroversyisnot rocket science,believesShona.“Onlineisabout engagement.Controversycanblowover quicklyforbrandsthat reactandlistento consumersandcustomersratherthanstaying silent.Ifyouactwithintegrity–putyourhands upandsay,‘Thatwasn’tagreatpost–wegot itwrong’–mostpeopleare reasonableand willacceptitwasamisjudgementandtreat youaccordingly.”
Meanwhile,in recentyearssomeprotestors havebeenatwarwithbrandsconnected totheIsrael-Palestineconfict.McDonald’s, Starbucks,PumaandDomino’sPizzaare amongthosesubjecttoboycottcampaigns. Closertohome,somebarsandGAAclubs refusetosellCoca-Colaonaccountofits manufacturingplantinthe WestBank.
Poorclimatepoliciesareanotherpitfall.“For alongtimesustainabilitywasabox-ticking exerciseforcompanies,”Shonasays.“Nowit’s essentialtodoingbusiness.Peoplewillchoose abrandbasedonwhetheritisgoodforthe environment. Youarejudgedonyouractions. Ifyouaredoingsomethingthat’sgoodfor theenvironment,showit,talkaboutitandbe outtherewithit.Don’tburyitinyourannual report-thatdoesn’tworkanymore.”
Businessesignorecustomerfeedbackattheir ownperil.“Youcannotignoreyourcustomers,
employees,investorsandstakeholders,”says Shona,whohasworkedintheLondonmarket withglobalbrandleaders.“Youneedto engageandlisten.
“Ifyouchoosetoignorewhatpeople aresayingyouwilldevalueyour reputation andthathasthepotentialtobeincredibly costly. We allknowexamplesofbrandsand companiesthatignoredcustomers,dugdeep, anditendsupcostingthemmuchmoreinthe longrun.”
Companiesshouldnotoverreactto bad reviews,though.InJanuary2025an e-commercefrmfromNorthernIrelandwas criticisedforsendinglegalletterstoformer clientswholeftbad reviewsonline.“It’svery easytooverreacttoanonlinecomment,” Shonasays.
“Ratherthanobsessingandfxatingon negative reviews,thinkabouthowyoucan>
BR
BR AN DI NG & MAR KE TI NG
getpositive reviews.Highlightcasestudies onyourwebsiteandsocialchannelsthat showpeoplehavingagoodexperienceof yourbrand.Investingreatcommunication. Encouragecustomerstopostpositive reviews and rewardgoodcustomersthroughdiscount offers.Negative reviewscouldbetellingyou thingsaboutyourbusinessthatyouneedto hear.”
Anapologycangoalongway.“Peopleare generally reasonableandacceptthatmistakes canhappen.Whenacustomerisnothappy withameal,ifthe restaurantdigsinitsheelsin andsays,‘You’restillgoingtohavetopayfor it,hardluck’,that restaurantwillbeinaworse positionthanonethatsays,‘I’msorryyoufeel thatway,letuscorrectthat’.Ifyouquickly assessasituationthenbrandscan recover quickly–providedyouareauthenticaboutit.”
Andalthoughitmightseemcounterintuitive,brandleadersneedtoknowwhento exercisehumility.“Seniorexecutivesorleaders tendtobenaturaloptimistsandcheerleaders
fortheircompany.Sotheirnaturalinclination istodiscountcriticismandembracepositivity. Sometimesitcanbediffculttotakeoffthose rose-tintedglassesandacceptthatsomething you’vedoneasacompanywasnotright.”
Whenbrandmanagementgoeswrong,the falloutcanbecatastrophic.GeraldRatner,chief executiveofaBritishjewellerygroup,learned thiswhenhedescribedhisbrand’sproductsas “crap”and“cheaperthanaprawnsandwich” duringanaddressataconferencein1991.
DespiteRatner’sattemptstobacktrack, thevalueofhisgroupplummetedbyaround £500mintheaftermath.More recently, Kingspan,aninsulationbusinessbasedinCo Cavan,tookahuge reputationalhitwhenthe businessfacedcriticismintheGrenfell Tower Inquiry.
TheinquiryacknowledgedthatKingspan’s productwasnotthe reasonforthefre,which resultedinthedeathsof72peoplein2017, butallegedthecompanyshowed“complete disregardforfresafety”initsmarketing
anddemonstrated“deeplyentrenchedand persistentdishonesty...inpursuitofcommercial gain”.
Intheeventof reputationaldisaster, brandscantakecorrectiveactionsto rebuild trust.Monitoringpublicsentimentshould beapriority,Shonasays.“Rebuildingtrust isallaboutlisteningtohowconsumers,the mediaandstakeholdersare reacting. Tryand understand:didwedosomethingwrongthat weneedtoputright?It’sallaboutactingwith honestyandintegrity.”
Preventionispreferabletoacure. “Reputationmanagementshouldbean ongoingpartofyourbusiness.Phoninga corporate reputationcompanyattheeleventh hour,whenthehorsehasalreadybolted,is toolate.Beacompanythatactswithintegrity evenonthelittlethingsandnotjustduring acrisis.It’smucheasierto repairdamageto acompanyifitalreadyhasagoodcorporate reputation.It’sessentialtothesurvivalofa business.” ■
ShonaJago-Curtis
AGRI BUSI NE SS Thefarming fghtback Didthe Treasurymiscalculatethetruevalueof farmswhenformulatingitsplanstotransform inheritancetax? PavelBarter takesacloserlook
ChangestotheInheritance Tax(IHT), duetolandin2026,arecausing localfarmers“heartache”,“pain” and“unquantifablestress”.
SamChesney,afrstgenerationbeefand sheepfarmerfromCoDown,hopestopasshis 120-acrefarmtohistwochildrenbutbelieves IHTwillpreventhimfromdoingso.
“Mychildren’sinheritancetaxwillbeinthe hundredsofthousands.If TescoortheNational Trustweretobuythisfarmtheywouldnever payinheritancetax.Butifmyneighbourbuys thisfarmandhedies,hewillpayit.Thenthey wantanother20%inheritancetaxwithevery successivegenerationwhichisludicrous.”
WilliamIrvine,presidentoftheUlster FarmersUnion(UFU)citesthecaseofafarmer with“asignifcantfarmbusinessandthe collateralinhismother’sname.
Sheisinher80swithdementiaandthe farmercandonothing.Hejusthastosit andwait.Asitstands,hewillhavetosella signifcantlandamountofland[tocoverthe inheritance].Inthatcase,threegenerations ofworkisgoingtobewipedout.”IHTis promptingfarmersto reassessthefuture andviabilitytheirprofession,says William, aseventhgenerationdairyfarmerfrom MountnorrisinCoArmagh.“Thecivilservants within Treasurycameupwiththisgrand
scheme.The Treasury,forwhatever reason,has gotthiswrong.”
UnderchangestoAgriculturalProperty Relief(APR)andBusinessPropertyRelief(BPR) inthelastbudget,farmerswithcombined businessandagriculturalassetsworthover £1mwillbecharged20%IHTfromApril 2026.Since1984,agriculturalland,machinery, livestock,farmbuildingsandhouseshavebeen exemptfromthetax.
Agovernmentspokespersontold Ulster Business that reformtotheAgriculturaland BusinessReliefs“willimpactaround500 estatesayear.Fortheseestates,inheritancetax willbeathalftheratepaidbyothers–with10 yearstopaytheliabilitybackinterestfree.This isafairandbalancedapproachwhichwillhelp fxthepublicservicesweall relyon.”
The Treasury’sassessmentisinstarkcontrast toanalysisfromtheDepartmentofAgriculture, EnvironmentandRuralAffairs(DAERA),
AGRI
TheUFU’sWilliam IrvineonhisCo Armaghfarm
publishedlastDecember,whichfoundthat aroundhalfofallfarms–anestimated13,000 inNorthernIreland–couldbeimpactedby inheritancetaxchanges.Farmersbelievethe Treasuryseverelymiscalculatedthetruevalue offarms.
Untilnow“theadvicefromHMRCwas ‘don’tworryabout revaluingyourfarm duringgenerationalchangebecauseitdidn’t affectanything.Itwasjustalegalprocessof transferringdeeds’,” Williamsays.Asa result, “atrueup-to-datevaluationoffarmbusiness accountswasnotinplace.”
VariousfactorspushNorthernIreland farmersabovethe£1mmark,saysCormac McKervey,UlsterBank’sheadofagriculture. “TheaveragepriceoflandinNorthernIreland isaround£15,000anacre.Incountieslike Armaghit’s£20,000.”Assetspushthispricing furtherupwards.“Addinthefarmyard, buildings,dwellinghouse,thevalueofstock andmachinery,andyou’reprobablylookingat £25,000anacre.”At£25,000anacre,a40 or50acresizedfarmwillautomaticallytrigger intoinheritancetax.
TheaveragefarmsizeinNorthernIrelandis around100acres.SamChesneyownsaround 120acresoflandand rentsgroundaswell. “Youcouldn’tliveonthepostageof50acres,” hesays.
Thereisno relationbetweenthecapital valueoffarmlandandearningpowerfrom
farming,whichisvaluedat1%to2%per annuminNorthernIreland,accordingto Cormac.“Ifafarmhas100acres–astandard familyfarminNorthernIreland–intheoryitis worth£2m.Itgeneratesenoughmoneytojust aboutmeetitscommitmentsbutinnoway doesitevergeneratetheamountofmoney neededtocaptureaninheritancetaxbill.”
Farmerswillbeabletopassonfarmland withoutpayingIHTaslongasthedonorlives forsevenyearsafterthetransferismade.But spreadingcollateralacrosschildrencomeswith costandrisk,says William.
“Ateenager,forexample,isnotwell enoughsaddledonlife’sjourneytoknow whetherhewantstospendthe restofhislife onafarmorwhetherhehasotherambitions.” TheUFUpresidentispassinghiscollateralto hisson“inthehopeIwillliveforthenext sevenyears.IfI’mfortunate,withthehelpof God,Iwilldothat.ButifIwas80,that’s>
AGRI
CormacMcKervey ofUlsterBank
SamChesney
afarbiggerquestion.IfIwas40,thenext generationisn’tatthestagethat’saviable possibility.It’salottery.”
Famersfacinga£200,000IHTinvoicefora farmvaluedat£1mmighthavetoselloffland inordertomakethepayment.SamChesney equatesthisto“abuilderoraplumberselling hisvanorashopkeepersellingpartofhisshop foor”.Anotheroptionwouldbetoborrow moneytocoverthedebt.“Theproblemwith [loans]isthatthelanddoesn’tgeneratethe returnthatotherbusinessassetsmightdo–it’s alongtermgain,”Cormacsays.
Farmershaveorganisedmassprotestscalling forthegovernmentto reversecourse.Fifty UFUmembers recentlyattendedaPancake DayRallyinLondonandfarmersbrought alongmachines requiredtogrowpancake ingredients–acombine,sugarbeetharvester, tractor,seeddrill,andacropsprayer-inorder tohighlightthemonetaryinvestments required toproducefood.TheUFUhasbeeninvolvedin intensivelobbying.
“Ifeelwearewinningthisargument
everywhereapartfromatnumber10 [DowningStreet],”saystheunion’spresident. “Ifwegoquietonthis,thegovernmentwill thinkthey’vewon,soweneedtokeepthe pressureon.”
Althoughfarmershaveexplainedthe factsandfguresforwhattheybelieveisthe Treasury’smiscalculation,thegovernmenthas yettobudge.Inastatement,agovernment spokespersonhighlighteda£5bncommitment forfarminginthelastbudgetwhichincludes schemesdirectedatsustainablefood production.Thebudgetalsoincluded£60m throughtheFarmingRecoveryFundandthe establishmentofanewBritishInfrastructure Counciltosteerprivateinvestmentinrural areas.
Farmersbelieveallisnotlost.Thereisa “windowofopportunityforthegovernment topause,consultorchange[theproposed legislation]”, Williamsays.Thewindowwill notbeopenmuchlongerthough.Following theautumnbudgetthisyear,afnancebill willcementchangestoAPRandBPRin
legislation.“Ourcommitmenttofarmers remainssteadfastandourPlanforChange willprotectfoodsecurityandgrowtherural economy,”thegovernmentspokespersontold UlsterBusiness.Farmersarenotsosure.“We producefoodinNorthernIrelandfor10million people,eventhoughthere’sonlyamillion andahalfofus[intheprovince],”saysSam Chesney.“Theworldisaverydiffcultplaceat theminute.Acountrylivesandsurvivesonits stomach.”
CormacMcKervey,UlsterBank’sheadof agriculture, recommendsthatfarmers“get goodlegalandfnancialadvicefromtheir accountantorsolicitor”anddon’ttakekneejerk reactions.“Sitdownandplanthisout. It’saveryemotivesubjectforfarmersbutyou needtotaketheemotionoutofitandask, ‘Whatismylong-termbusinessplan?’This willopenupadiscussionaboutsuccession. Sometimesitisnotdiscusseduntilthefarmer dies.Butnowtherewillhopefullybeamore openandhonestconversationaboutplanning forsuccession.” ■
WilliamIrvine, presidentofthe UlsterFarmers Union(UFU)
HendersonWholesalerelationships atcoreofagrifoodsectorinNI HendersonWholesale,supplierto over500SPAR,EUROSPARand ViVObrandedstoresandpartof HendersonGrouphasbeendedicatedto localsourcingsinceJohnHendersonlaid outhisstallatStGeorge’s Marketover120 yearsagosellinglocaleggsandbutter.
Championingandsupportinglocalsuppliers fromacrosstheislandofIrelandcontinues tobe a toppriorityforthetradingteamwith 77%offreshfoodssourcedlocallyfrom180 suppliers.
Henderson’s EUROSPARbrandiscelebrating 25yearsinbusinessthisyear, andsinceits introductiontoNorthern IrelandinJanuary 2000,thebrandhascontinuedtosupport andbuild relationshipswithitsproducersand suppliersacrossIrelandthatcanstillbefound onitsshelvestoday, including WilliamOrrand Son, WillowbrookFoods,McColgan’s,Allied Bakeries,Irwin’s Bakery, andHovis.
Thesesignifcantpartnershipswithlocal suppliershaveenabledlocalEUROSPAR retailers,ofwhichthere are nowover90inNI, tostock a diverserangeofqualityproductsto shoppersintheirlocalcommunities.
“We takeprideindeliveringfresh,locally sourcedproducts,makingsure our retail partnersare abletooffertheirshoppersthe bestNorthern Irelandhastooffer, andour partnershipswithlocalsuppliershaveallowed ustodojustthatforover100years,andsince thefrstEUROSPARsupermarketsopened25 yearsago.
“Overthepast25years,EUROSPARNIhas beendedicatedtodevelopinghigh-quality own-brandproductstomeettheevolving demandsofourshoppers,”NealKelly, category developmentdirectoratHendersonWholesale, said.
“Byworkingcloselywithlocalfarmersand suppliers,we’vebeenabletosourcethebest ingredientstocreatedelicious,value-driven productsthatourshopperslove.
“Ouraward-winningTheKitchenrange, craftedbychefCarlJohannesson,features a rangeoffamilyfavouritessuchasluxurybeef
lasagneandmealsforoneincludingstreet food-inspireddishesandtakeaway-stylemeals, allofwhichare deliveringtotheshopper whoislookingforsomethingquick,freshand affordabletoputonthetableattheendofthe day.”
Richard Orrfrom WilliamOrrandSon, a familybusinesswhichhasbeensupplyingto HendersonWholesaleforover40years,said: “We’vehadsuch a successfulpartnershipwith Hendersonsandtheirbrandshelpingbring ourqualitypotatoesgrowninCoDownto hundredsof retailersandtheirshoppersacross Northern Ireland.
“It’s beenincredibletoseeourproduceon theirshelvesandusedincustomershomemade mealsand recipes,alongsideingredientsfrom otherlocalsuppliers.HendersonWholesale andEUROSPAR’s commitmenttosupporting localfarmersanddeliveringthebesttotheir shoppershasbeenattheheartofourjourney, andwe’re proudtobepartofit.”
Localsupplierswillonceagainbeshowcased withSPARNIattheannualBalmoralShow inMay, withthebrandsupportingNorthern Ireland’s largestagriculturaleventas a Platinum Sponsorforthe14thyear
“As a local,family-runbusiness,weare dedicatedtothoseagri-businessesthatalso haveNI rootsandhavegrownastheirown familieshavetoo,”BronaghLukefromSPAR NI,said.
“Northern Irelandhassomuchvibrancy throughouttheagri-foodsector, whichhas beencelebratedaroundtheworld,andweare veryproudtosupportandshowcasethebest throughouttheyearandatBalmoralShow
“Visitorstoourmarqueecanexpecttotaste someofournew‘TasteofSummer’range includingpopularBBQmeatssuchassalt & chilliporkbelly, BBQchickenalongsidesome newfreshsummersidessuchasBombay stylepotatosalad,basilpestosaladandspicy couscous.ChefCarlJohannessonwillbe providingfurthersummermealinspiration usingingredientsfromlocalfeldsandfarms, alongsidesomesweettreatsfromourSPAR EnjoyLocalrange,allofwhichisexpertly sourcedfromlocalproducersacrossNorthern Ireland.” ■
BalmoralShowtakesplace atBalmoral Parkat theEikon Centre onMay 14-17, 2025 For more information,visit spar-ni.co.uk
NealKelly
A Programme for Government... butcanitdeliver for the economy? AnewProgrammeforGovernment(PfG)promisesa lotwithoutbeingallthatclearabouthowitwillbe funded. JamesMcNaney speakstoseveralexperts aboutwhat’sinitandhowrealisticitsproposalsare
Businesseslikecertainty, andthe Northern IrelandExecutiveis attemptingtoprovidethatwith thenewlypublishedProgrammefor Government(PfG).
Afterthedraftprogrammewascriticisedfor lackingspecifctargets,theExecutiveparties
haveattemptedtoincludethem,andFirst MinisterMichelleO’Neillhaspledgedtobe transparentaboutprogresstowardsfulflling them.
Oneofthekeyprioritiessetoutinthe PfGisgrowing“agloballycompetitiveand sustainableeconomy”.
Theagreementofalong-awaitedProgrammefor GovernmentisannouncedbydeputyFirstMinister EmmaPengellyandFirstMinisterMichelleO’Neill
Thedrafthadtargetedseveralareasof theeconomytoimprove,includingboosting productivity, increasinghousingsupplyand boosting regionaldevelopment.
We pokewithexpertsintheseareasto gathertheir reaction.
Productivity Northern Irelandhaslongstruggledwith this,andthelocaleconomyhasbeentrailing behindtheUKaverage.AccordingtoQueen’s University’s productivitydashboard,wewere 13%lessproductivethantheUKaveragein 2024.
ThePfGacknowledgesincreasing productivityasanimportantgoal.However, ColinLewis, a formerdeputypermanent secretaryattheDepartmentfortheEconomy, saidthere is a needformore “long-termism”if theExecutiveisgoingtotackletheproblem.
Hesaidhewouldhavepreferredtosee a defnitionofourproductivityproblemincluded inthePfG,aswellasdetailaroundwhy tacklingtheissueiskeytoenhancingfuture economicgrowthandprosperity
“Baselineproductivitydataneedstobe
presented,andclarity[provided]astowhat successwould realisticallylooklikefor a small, peripheral regionaleconomylikeNorthern Ireland,”hesaid.
Hebelievesthere isanurgentneedfor “along-termindustrialstrategyacrossthe remainingcurrentandnexttwomandates”, which refects a ‘wholeofgovernment’ approachacrossmultipleareasofpolicy, and whichbringstogetherExecutivedepartments, industryandotherdeliverypartnersto remove barrierstoproductivitygrowth.
AsthecurrentAssemblymandateends intwoyears,MrLewisbelievesproductivity targetswouldbe“meaningless”,butsaidhe wouldliketosee“acommitmenttodevelop a short-termcostbusinessplanoutliningthe keypolicyinitiativesfocusedonimproving productivity, togetherwithoutputtargets.”
Housing Oneofthebiggestchallengesfacingthe economyishousingsupply
With a growingsocialhousingwaitinglist, whichcurrentlyhasover48,000households, supplyisfailingtomeetdemand,whilethe housingmarketisplaguedbyissueswith wastewaterinfrastructure.
ThePfGmakescommitmentsonsocial housing,pledgingtobuildover5,000new homesby2027.
MarkGraham,chiefexecutiveofnon-proft sharedhousingorganisationCo-ownership, saidhousingis a complexissue,addingthe privatesectorisexperiencingthelowest numberofcompletionsinover60years.
“Thecurrentplandoesacknowledgethat ifgovernment,privateandthird sectorswork collectively, wecanaddresssomeofthese short-termissuesandchallenges,”headded.
“Intermsofclearsolutions,itpositionsthe growingimportanceofsharedownershipasan effectivesolutionforNorthern Ireland,withCoOwnershipsettodeliveratleast847homesfor peoplethisyear, andatleastanother1,900by theendofthemandateinMarch2027.
“Iamparticularlypleasedtoalsosee a commitmentmadetoaddresstheplanning system’s currentweaknesses,andwelcomethe
prioritygiventohousing,togetherwiththe publishedsupplystrategy
“Thislong-termframeworkhasbeen urgently requiredtoincreasethesupplyof homesacrossalltenures, reducehousing stress,andensure thatwebuildvibrantand sustainablecommunitiesthatservepeoplein thelong-term.”
Onecomplicatingfactorforhouse constructionhere isthestateofwastewater infrastructure.
Thelackofsuffcientwastewatercapacity hasheldbackmanyconstructionprojects, worseninghousingwaitsandhurtingthe constructionindustry’s abilitytostartnew projects.
BuildHomesNIis a constructionindustry bodythatwasformedtocallforinvestment and reformofwastewater
A spokespersonfortheorganisationsaidthe targetincludedinthePfGwaswelcome,but addthatit“needstobeviewedagainstthe scaleofthehousingcrisis”.
“It’s notpossibletobuildnewhomes –socialorprivate – becauseNorthern Ireland’s wastewaterinfrastructure isn’t ftforpurpose,” hesaid.
“NI Waterhasconfrmedthatitisfacing a £800m-plusshortfall.[Recently]itmothballed itsinfrastructure improvementprogrammefor Belfast,whichwillhave a detrimentalimpacton theenvironmentandeconomicgrowth.
“Ourcrumblingwastewaterinfrastructure isfuellinganeconomic,environmentaland socialcrisisthatisunderminingtheExecutive’s ambitions.
“TheProgrammeforGovernmentis a lostopportunitytodetailhowadditional fundingwillbedeliveredthrough a long-term, sustainablesolution.”
Regionaldevelopment Enhancingtheeconomyofthe regionsoutside ofBelfasthasbeen a long-termgoalhere.
Oneorganisationthatliaisedwiththe Executiveonthisgoalforthedraftprogramme wastheDerryChamberofCommerce.
RespondingtothePfG,thechambersaid ithad“stressedtheimportanceof regional
balanceandtargetedinterventionbeingmade a bindingaspectofthe remitsofanyeconomic developments,inparticulartheEnhanced InvestmentZoneproposedin2024”.
“Itisthechamber’s viewthatthe achievementof regionalbalancewithin Northern Irelandshouldbeanexplicitpartof theInvestmentZone’s remit.
“ThedeliveryoftheInvestmentZonethat explicitlyfocusesonaddressing regional disparityaroundthenorthwestwouldbean exampleofsuchtargetedintervention,an approachthatweencouragetheExecutive totaketoaddressthedecades-long regional imbalancethathassodeeplyaffectedthis region.”
Itaddedthatitwouldliketosee a Regional EconomicStrategyforthenorthwest,with a strongerInvestNIpresenceas a keyelement.
“We believethe regionis a specialcase thatnecessitatesspecialisedinterventionand investment,”itsaid.
“As recognisedbytheGovernmentin theRegionalDevelopmentStrategyand Ireland’s NationalPlanningFramework,Derry Cityprovideskeynetworkandconnectivity functionsforthe region,whichistheonly functionaleconomiccity regionofitsscale whichstraddles a UK/EUjurisdictionalborder.”
Thechamberalsopointedoutthatthe populationinthenorthwestisforecastto declineslightlyoverthenext20yearsdueto outward migration,whilethepeoplewho remainwillbeolderonaverage.
“Theseforecastscanbeoverturnedby a targeted regionaleconomicstrategythatmakes DerryCityandthenorthwestinto a region thatbothattractsand retainsbusinessesand people,”itsaid.
“Inemphasisingtheimportanceof regional balance,thechamber’s approachisnottopit thenorthwestagainstother regions,butrather weare encouragingan‘allboatswillrise’ scenario.
“This region,whichcontainsNorthern Ireland’s secondcityandthefourthlargest city regionontheislandofIreland,isripefor developmentandtheChambersimplywantsto seedelivery.” ■
WillChinesebrands’ latest charge at the phonemarket bear any fruit? CanXiaomi,Oppo,Honorandotherlocally unfamiliarmarquesconvinceIrishphoneusers(as wellasusersthroughoutmostofEurope)tomake abreakfromwhathasbecomeaSamsung-Apple duopoly? Adrian
Wecklerwrites Inthelastthreemonths,therehave beenseveralsignifcantphone launchesinIreland.Butmostof themwerebrandsthatmostpeoplestill haven’theardof.
Inacountrywherefouroutoffvepeople buyeitheraniPhoneoraSamsungGalaxy, thelikesofOppo,Honor,Xiaomi,TCLand othershavetheirworkcutoutforthem.
Mostofthechallengerbrandshaveone thingincommon:they’reChinese.
SixyearsafterDonald Trump’sfrst presidencykilledHuaweifromcatching SamsungandAppleinwesterncountries–asitwasontracktodo–agaggleofother Chinesesuper-brandsarenowmakingtheir ownbid.
“Agoldrushisunderwaybetween numerousChinesesmartphonemakers tograbashareintheaffuentEuropean market,”saidBen Wood,chiefanalystat CCSInsight,oneoftheUK’smostprominent mobileindustryanalystagencies.
“CountrieslikeIreland,theUK,Germany andothersall representthesecompanies’ bestopportunitytoselldevicesatatime whentheyareeffectivelylockedoutofthe US.Theproblemisthattoomanybrands arechasingtoofewcustomers,sotheyhave tospendbigtogetnoticedonthehigh street.That’swhyyou’llseeplentyoffashy promotionsandlavishadvertisinginastore
LeiJun,chief executiveofXiaomi
nearyouoverthenextyear.”
Thisweek,Xiaomi,theworld’sthirdlargest smartphonebrandbysales,launchedits Xiaomi15andXiaomi15Ultramodels.
Itstopfagship,whichcosts£1,299,boasts acamerafeaturealmostnootherphonehas, instantlybecomingalikelynewcameraphone champion–aheadofiPhonesandGalaxy models.
Theyfollowaseriesofnotablelaunches fromOppo,theworld’sfourthlargestphone brand,andHonor(formerlyasiblingbrandof Huawei,thoughnotbigenoughtoearnaban fromtheAmericans).
Whilethesebrands,alongside Vivo,Realme, ZTE,PocoandTCL,are regularlyamongthe best-sellingphonesinmanycountrieseastof Germany,theystruggleto registerbeyonda fewpercentagepointsintheUSandwestern Europe,whereAppleandSamsungdominate smartphonesalesinanear-duopoly.
CounterpointResearch recentlybooked
downtheglobalsmartphonemarketshare bybrand,withSamsungslightlyoutinfront (19%),followedbyApple(16%),Xiaomi (14%),Oppo(9%), Vivo(9%)andthenaslew ofothersmakingupthefnalthird.
InEuropeandtheUS,Huaweiusedtobea strongthirdplayer,gettingtoaround15pcof salesandclosinginonthetoptwo.
Then,in2019,Googlewasbannedbythe USfromallowingHuaweitouseitsappstore. Withnowheretodirectlyandeasilydownload themostpopularapps,Huawei’ssalesin Europeweredestroyed.Ithasnever recovered, althoughit remainsatop-sellingbrandinthe hugeChinesemarket.
Sincethen,therehasbeennoclear challengertoeitherSamsungorAppleinthe West.
InIreland,asintheUSandsomeEuropean countries,thereissomeevidencethatGoogle’s Pixelhascomeclosesttobecomingthatthird force.Ithas reportedlybecometheonlyother
brandoutsideSamsungandAppletoapproach double-digitpercentagefguresinwestern markets,sellingover10millionunitsperyear.
Thisisthroughacombinationofaggressive pricingonitsmid-tiermodels, regular discountingandagrowing reputationas beingat,ornear,thefrontofthepackfor photographyandnativeAI.
WhilesalesfguresforIrelandaren’t published,othermetricssuggestthePixel rangeisdoingwellhere.Statcounter’sfgures forIrelandputGoogle’sfgureataround13%, thoughthatfgureisbasedon recordingweb activityfromsmartphonebrandsratherthan sales.
Statcounter’sfullIrishfguresshowApple outinfrontat39%,followedbySamsungon 35%,Googleon13%,Xiaomiat3.3%and athenaslewofothersat,oraround,1% including,indescendingorder,Huawei,Oppo, OnePlus,NokiaandMotorola.
Chinesebrandsnowmatch,orevenexceed,
thetechnologicalspecifcationsoniPhonesand Samsungs,andusuallyatalowerpricepoint.
Buteveniftheystartmakingsignifcant headwayinwesternmarkets,willsecurity considerationsbetriggered?
Chinesebrandsknowthatadvancing marketsharecomeswithgeopoliticaljeopardy. WhilenoneofthecurrentChinesemarques areanywhereclosetothesizeinmarket penetrationofHuaweifveyearsago,when itturnedatwo-horsemarketintoathreehorseone,anylargeChinese-basedconsumer businessthatdoesexceptionallywelltriggers nervousnessinwesternmarkets.
TikTok,whichhasaChineseparent,knows thisphenomenonalltoowell.
Fornow,it’snotaproblemthatanyofthe Chinesebrandsknockingonthedoorhere have.Butinthreeorfouryears’time,Ireland –andEurope–mighthaveawholenewset ofgeopolitically-tingedtechissuestoconsider withoursmartphones. ■
TECH NOLO GY
Fresh andfavourful Asian recipes to fre up the tastebuds for spring Thedaysaregetting longerandthesunis occasionallymaking itspresenceknown. JohnMulgrew takes alookattwovery differentAsianrecipesto brightenupyourspring
■ PORKADOBOWITH COCONUTRICE Ifyou’veanyinterestincooking,thengetting thechancetoeatoutwilldowondersfor spikingyourcreativejuicesinthekitchen.
Iboughtsiliconemadeleinemouldsafter trying WineandBrine’ssublimetakeonthem.
AnditwasKubo’sversionoftheclassicpork adobo–consideredthenationaldishofthe Philippines–whichsentmedownthatculinary rabbithole.
Whiletheslowcookerhasgarnered attentionin recentyears,particularlyasa methodofcookingtofeedhungryfamilieson
their returnfromworkandschool,thistakes littlemoreefforttoprepare.It’sallabouta shortmarinade,whichyoucoulddothenight before,thenalittlehotcooking,lidon,and you’redone.
Startoffwithsomeporkbelly.Ifyoucan fndawholepiece,you’llbeallthebetterfor it.Butthick-cutsliceswillalsowork.
Sliceintobigchunks,abouttwoinchesin size.Now,placeinabowlwithagoodglug ofbothlightanddarksoysauce,aglugof whitevinegar(keytowhatmakesthisdish), sixtoeightclovesofchoppedgarlic,four bayleaveslightlybrokenupintoacoupleof
Porkadobowith coconutrice
pieces,acoupleofteaspoonsofmuscovado orbrownsugar,andafewblackpeppercorns. Marinadeforaboutfourhours.Ifyouleave longerorovernight,youmightwanttousea lowsodiumsoysauce,otherwisethingscould gettoosalty.
Onceyou’re readytocook,getaheavybottomedpotwithalid,addatouchofoiland addinyourpork. Youwantittostickalittle andgetbrowned.Onceyou’vedonethat,add inyourmarinadeandscrapeoffanyfondon thebottom.Addinsomewatertojustabout coveryourporkandcookonamedium-low heatforaroundanhourandhalf.
Removethelidandthencookwithitoffto fnish.Thiswillalsoallowtheliquidto reduce intoadark,maroonsauce. Youdon’twantit tobetooloose,instead,abletosticktothe meat.
Serveupwithcoconutrice.
Simplycookyourriceasyouwouldnormally, butaddinacoupleofbayleavesandsome driedcoconutmilkpowder(orfreshifyou prefer). Youcanalsomixthroughalittle desiccatedcoconutbeforeserving.
Plateupwithyourporkandtopwithafew fnelyslicedscallions.
■ SMASHEDCUCUMBERSALAD
Meatdoesn’thavetobethestaroftheshow eachtimeyougetintothekitchen. Andwiththeoddglimpseofthesunin recentweeks,youmightsoonneedtoturnto somethingalittlefresherandlighter.
Thesmashedcucumbersaladisaboutas easytoprepareasitsounds.There’sverylittle workinvolved,it’sextremelyversatile.
Startwithalargecucumber,cutoffthe ends,thenintoafewlargepieces. Takethe backofalargeknife,orsomethingheavy, andcrushthemsotheybreakapartalittle, exposingtheinsides,but retainingmostof theirshape. You’reessentially releasingsome ofthejuicesandalsoincreasingthesurface areatoallowasmuchfavourtosoakinand turn,whatistraditionallyablandingredient, intosomethingabletocarrysignifcantpunch.
Forthedressing,combinesoysauceand ricevinegarwithacoupleofgarliccloves, chopped,atouchofchillioil,sesameoil(don’t overdoitasitcanbepungent),sugar,asmall
sprinkleofMSG,andatwistofblackpepper. Toastafewsesameseedsinadrypanto releasetheirfavour,andaddinjustbefore serving,alongwithafewontopifyouwish.
Ifyoulikealittlemoreheat,addsomedried chillifakes,or,ifyou’veapenchantforKorean noodles,aglugofSamyangBuldakSauce(you cangetitinAsiansupermarkets,online,or someLidlstoresnow).
Thisproducessomethingfarfromthe prettiestplateoffood. Youcoulddressitup,if youwish–addingalittlefairhereandthere withafewthinly-slicedpickledshallotsontop. Butitsruggednessandeaseofpreparation arewhatmakesthispunchysalada real success.
It’llgowithalmostanythinginthevein ofEastAsiancuisine–somethingtolighten Koreanfriedchicken,acurry,oreventhe aforementionedporkadobodish.
Italsostandsonitsowntwofeet,and asidefromasplashofoil,it’sextremelylowin calories. ■
Smashed cucumbersalad
Whatdoes your choice of cofee say about you? Just halfa generation ago,yourcoffeemenuhad considerablymorebrevitythanthosein2025. John Mulgrew takesalookattheplethoraofcaffeinated beveragesonoffer,andatongue-in-cheeklookatwhat yourchoicemaysayaboutyou
FILTERCOFFEE You’reeitherthesortofpersonwholikesa bargain,ifyou’repickingupadropofflter fromachainortraditionalcafé,or,you’rea truecoffeesnobwholikesyourbeveragedrip fed,ratherthancomingundertheextreme pressureandconcentrationofanespresso machine.Thosewithapenchantforthelatter perhapshaveaninclinationtowardsthesocalled‘thirdwavecoffee’,withagreaterfocus onprovenance,measuredperfection,lighter roasts,andnaturalbeans,whicharedriedin thefruit. Youmightpreferaslowdripthrough somethinglikeaV60,andhaveanexpensive setofscalesandburrgrinderathome.
ESPRESSO Thisisthecoffeechoicewhichsaysyoumean business. Youliketherichnessandheftofthe concentrationoffavour,thebitternessfrom adarker roast,andthecaffeinejoltyouget fromjustafewsmallsips. You’velittletimefor savouringabigbowloffrothy,milkycoffee.
Youwanttogetitfromthesource,andmove on. You’realsolikelytodrinkadoubleespresso likeit’swater,andmayfndyourhandsshaking towardstheendofaworkingdayafter knockingbackonetoomany. Youmayalso besomethingofyourowninterpretationofa purist,whowantstotastethenuancesofthe brew.
PUMPKINSPICEDLATTE Astheyearsprogress,thisisactuallynowat thetamerendofwhat,mostly,chaincoffee shopsdotobutcheraperfectlyfunctioning hotbeverage. You’vebeentakeninbythe ads,you’vewatchedflmsandtelevisionshows setinacrisp,snowyManhattanbackdrop, designerstoresonFifth Avenue,orcosy scenarioswithalogfreina remoteandidyllic woodcabinsomewherequaint. We’renow interritoryfar removedfromthatlittlebean. Itdoesn’ttasteunpleasant,butit’snomore coffeethanitisaNeapolitanpizza. To quote LarryDavid:“I’llhaveavanilla...oneofthose
vanillab******tthings. Youknow,whatever youwant,somevanillab******tlattecappa thing”.
AMERICANO Youlikeitplain,straightforward,andsimple.A littlemilk?Perhaps,butyou’rehappytotakeit black(andnormallyscorchingsincethere’slittle tocoolitdown).
FLATWHITE Forsome‘commentators’here,thischoice putsyoufrmlyinthecampoftheliberalelite. In reality,it’sbecomeenvogueasthecoffee ofchoiceifyouwanttositandsipsomething forawhile,butforgotheexcessivenessofthe sugar-laden,cream-toppeddrinks,whichshare
Whatdoesyourchoiceof coffeesayaboutyou?
asmuchincommonwithamilkshakethan anything resemblingcoffee.It’samoregrownuplatte,andalsosays,‘I’veactuallybeento Italyandknowyou’renotsupposedtodrinka cappuccinoafternoon’.
FRAPPUCCINO ThisvarietalfromStarbucks,whichhasbeen copiedinoneguiseoranother,feelslikethe sortofthingayoungchildwouldorderwhen presentedtheoptions.It’sfullofsugar,dairy fatand,proportionately,atraceofcoffee. Someofthemore‘interesting’variationscan havethesamecalorifccontentasaBigMac.It says‘Idon’tlikecoffee,havenointerestinit, butdon’tmindspendingasmuchonasludgy messasawell-pouredpintofGuinness’.
ICEDCOFFEE Ifyougothemilkandsugarfree route, you’restillsomethingofacoffeepurist.But you’veforgottenthemercuryonlyrisesby anysignifcantmarginacoupleofweeksin theyear.Ofcourse,ifyougodownthemilky, caramelsyrup route,thenyoufallbackintothe campofthosewhoprobablyaren’tactuallya bigfanofthefavourofcoffeeitself.
OATMILKLATTE Youeitherhaveadietaryorlifestyle reasonfor avoidingthe realstuff,or,you’retryingtohelp theworld,onesmallstepatatime. You’re probablynotbestpleasedthatmanyspotswill chargeyouapremiumforit,butyou’llstill partake.
CORTADO Youwouldn’tgetit.Whenthefatwhite becomesovertlyubiquitous,thenyouwant toturntotheevenmoregrown-upversionof coffeeandmilk.Thisshortdrinksees roughly aone-to-oneratioofcoffeetomilk,andtends tobeservedinanespressocup.It’sacoffee forthosewholiketosaythey’rewelltravelled, they’veseenthings,andthisishowtheydoit inCatalonia.
DECAF Unlessdirectedtobyadoctorformedical reasons,thisissometimesthechoiceforthose whofeeladropofstrongcaffeinatedcoffee isequaltojumpingoutofaplanewithouta parachute. ■
FOOD&
Santanderiscuttingaround 95branchesacrosstheUK
Santander to close seven branchesinNI Sevenbranchesofhighstreetlender SantanderinNorthernIrelandareto shutaspartofaUK-wideoverhaul. TheSpanish-ownedbankwillalsocuthours across36sitesaroundtheUK,andswitch18 tobecounter-free.
Santandersaiditwillbeleftwith349 branchesaroundtheUKafterthesweeping changes.Itwillbeleftwith14brancheshere.
InNorthernIreland,branchesareshutting inArmagh,Downpatrick,Dungannon, Magherafelt,Portadown,StrabaneandLarne.
Sixofthemhavealreadybeenprovidedwith closing-downdatesofbetweenJune23and August6.However,nodatehasbeenprovided fortheclosureoftheLarnebranch.
Thechangeswillputabout750jobsatrisk–morethan4%ofits18,000UKworkforce–if theplansgetthegoaheadafterconsultations withunions,thebanksaid.
Themajorityoftheplanned redundancies are relatedtothebranchclosures,butabout
12%ofthecutsarebecauseofthe reducedhourproposals.
Itcomesin responsetocustomers increasinglyswitchingtoonlinebanking,with a63%surgeindigitaltransactionssince2019 whilebranchtransactionshaveslumpedby 61%inthattime,accordingtothefrm.
ASantanderUKspokesmansaid:“As customerbehaviourchanges,weareensuring thatourbranches remainftforthefuture.
“Ournewcombinationoffull-service branches,alongsideworkcafes,counter-free branchesand reducedhoursbranches,aims toprovidetherightbalancebetweendigital bankingandface-to-facemoneymanagement andguidance.”
Headded:“Closingabranchisalwaysa verydiffcultdecisionandwespendagreat dealoftimeassessingwhereandwhenwedo thisandhowtominimisetheimpactitmay haveonourcustomers.”
SantandersaidthatfromJune30,the
majorityofthe reduced-hoursbranches willbeopenjustthreedaysaweek–either Mondays, WednesdaysandFridaysfrom 9.30amto3pm,or TuesdaysandThursdays from9.30amto3pmandSaturdaysfrom 9.30amto12.30pm.
Itwillchange18sitestobeingcounterfreebranchesfromJune16,butstressedthey willalsobemannedbystafftoofferfaceto-facesupport,withanaverageofeight workersinthesebranches.
Thegroupwillbe recruiting95new communitybankersinthelocationswhereit isshuttingbranchesandhopesto redeploy someoftheaffectedworkersintothesejobs.
Itcomesafterthefrmshut111branches in2021–aroundaffthofitsnetworkat thetime–aspartofitslastmajornetwork review.
SDLP West TyroneMLADanielMcCrossan saidtheclosureoftheStrabanebranchwas badnewsforthearea. ■
Motoring ByPatBurns
TimetoElroqandroll SkodahasexpandeditsElroqline-up aheadofitsimminentarrivalhere nextmonth.Ithasaddedarangeof additionalvariantsthatareavailableto ordernow,includinganewSportLinetrim.
Thesportingfagshipoftherangewill introduceasharperlookandbespokeinterior, alongwitha revisedsuspensionset-upto deliveramoredynamicdrivingexperience.
FollowinginthewheeltracksoftheEnyaq SportLine,thenewElroqSportLineisavailable withboththe60and85batteryvariants,the latterfeaturesstandardsportssuspension withspeciallytunedspringsanddampers. Additionally,therideheightisloweredby 15mmatthefrontand10mmatthe rear. SportLine85modelsalsofeatureprogressive dynamicsteeringasstandard.
TheElroqSportLine60featuresa63kWh batterypackanda204PSmotorthatdelivers powertothe rearwheels.Itcansprintfrom 0-62mphin8.0secondsandhasaWLTP drivingrangeofupto263miles.TheElroq
SportLine85comeswithalarger82kWh batteryanda286PS rear-mountedmotor. Ithasa0-62mphtimeof6.6secondsand aWLTPrangeofupto355miles.TheElroq SportLine60hasamaximumDCrapidcharge speedof165kW,whiletheSportLine85hasa peakDCchargespeedof175kW.
LikeotherSportlinemodelsintheŠkoda range,theElroqfeaturesnumerousglossblack details,includingtheexteriormirrorcaps,side windowtrimsand roofrails.Bothversions comewith20-inchalloywheelsasstandard, alongwithafrontbumperspoileranda rear aproninsertfnishedinglossblack.
Intermsofstandardequipment,both ElroqSportLinemodelscomewithfullLED Matrixbeamheadlightswithvariablelight distribution,a13-inchinfotainmentsystem withsatellitenavigation(standardfromSEL) andanelectrically-operatedtailgatewithkick activation.
Equippedwithanew63kWhbatterypack, bothElroq60modelsarepoweredbya204PS
rear-mountedmotorthatdrivesthe rear wheels.BothmodelsdeliveraWLTPcombined fgureof265milesandhaveapeakDCrapid chargespeedof165kW.
TheElroqSEL60buildsonthespecifcation oftheElroqSEandaddssatellitenavigation, atwo-spokeleatherheatedmultifunction steeringwheelwithpaddlesfor recuperation selection,heatedfrontseats,frontand rear parkingsensorsanddrivemodeselectas standard.
Forcustomerswantingevenmore equipment,theElroqEditionadds19-inch anthracitealloywheels,uniquedarkchrome roofrailsandwindowtrimandprivacyglass withacousticsidewindows.Editionbuyers alsobeneftfromtravelassistplus,keyless entryandstart/stopsystemwithwalkaway locking,andpredictiveadaptivecruisecontrol withtraffcjamassist. Wirelesschargingwith coolingfunctionalongwithUSB-Cportsin thefrontand rearcompletetheequipment highlights.Pricesstartat£31,500. ■
NewA6 Avant offeringwiderange Audi’s newA6 Avantwillarrivehere inJune.
Pricedfrom£52,510thenew modelswilloffer a choiceofpetrolordiesel enginesmatchedtomildhybridtechnology
ThenewA6 Avantmodelsare basedon thePremiumPlatformCombustion(PPC)and highlightsincludeintuitiveoperatingand infotainmentconcepts,newdigitallighting technology, andintelligentdriverassistance systems.
Since1977,thename Avanthasstood forvehiclesthatcombinesportyandelegant design, a greatloadspacebutwithimpressive drivingdynamics.
ThenewA6 Avantis60mmlongerthan thepreviousmodelwhile a newswitchable panoramicglass roof, a costoption,spans almosttheentire cockpitandallowsthe interiortoeitherbefoodedwithlightor effectivelyshaded.Ninesegmentsformthe basisforvariouspatternswithareasthatcan beswitchedonandoff toprovidefullglare protection.The‘digitalcurtain’isoperated using a buttoninthe roofmodule.
Theluggagecompartmentofthenew A6 Avanthas a capacityofupto503litres. Whenthe rearseatbackrestsare foldeddown,
theluggagecapacityincreasesupto1,534 litres. A railsystem,thestorageandluggage compartmentpackage,and a partitionnet are alsopartofthestandard equipment.The electrictailgateisalsoincludedasstandard and itopensandclosesbyfoot,with a projection lightindicatingwhere to‘kick’.
Atitslaunch,thenewA6 Avantwillbe availablewithtwodifferentengines – one petrolandonediesel.Thedieselunitfeatures mildhybridtechnology(MHEVplus)andis therefore partiallyelectrifed.TheMHEVsystem supportsthecombustionengine,performance andridequality, and reducesCO2emissions.It consistsofthreemaincomponents: a 48-volt battery,a beltalternatorstarter, andthenew powertraingeneratorwithintegratedpower electronics.
MHEVtechnologyusestheadvantagesof electricdrivingwhenparkingandmanoeuvring. Theelectricdrivingcomponentscanalsobe usedwhendrivinginslow-movingtraffc.The MHEVsystemcanalsoproduceadditional torqueupto230Nmandupto24PSofpower whenneeded.
The48-voltsystemalsoenablestheuseofan electricallydrivenair-conditioningcompressor Themajoradvantagehere isthatevenwhen
theengineisswitchedoff– forexamplewhen coastingorat a red light – theair-conditioning continuestooperateatfullpower
The2.0TDIdelivers204PSand a maximum torqueof400Nm.Thevehicle respondsmore quicklywhensettingoff andisnoticeablymore agile.The2.0TDIisfttedwith a dual-clutch transmissionandquattro all-wheeldrive.
Theentry-levelvariantwith a 2.0-litre turbochargedfour-cylinderpetrolengine,has a start-stopsystemasstandard to reducefuel consumptionandisonlyavailablewithfrontwheeldrive.Itdelivers204PSandgenerates a maximumtorqueof340Nm.The2.0TFSI isalwayscoupledtotheseven-speed S tronic auto‘box.
Threesuspensionsetupsare available: Standard suspension,designedtobeeven more comfortablethanitspredecessor Thisis standard onSportspecifcation.
Sportssuspension,whichlowersthebodyby 20mmforsportyhandlingandcomeson S line andEdition 1 models.
Adaptiveairsuspensionwithelectronically controlleddamping,whichgivesthevehicle a widerangeofoptionsbetween a verysmooth, comfortablerideandsportyhandling.Thisisan optionalextraacrosstherange. ■
Volvo’snew EVboastsnext generationtech Somemightsayitisasaloon.Others willseeafastback,orevenhintsof anSUV.Thisisthenew,fullyelectric VolvoES90whichcarvesoutanewspace betweenthosethreesegments.
TheES90combinesthe refnedelegance ofasaloon,theadaptabilityofafastback, andthespaciousinteriorandhigherground clearanceassociatedwithSUVs.It’saversatile carthatdoesnotcompromiseoncomfortor space.
It’sthefrst Volvocarwith800Vtechnology foralongerrangeandfasterchargingthan anyelectric Volvobefore.
Thefrontfeatures Volvo’sThor’sHammer headlightdesign,expressingafamiliar Volvo identity.The rearisequallydistinctive,with newC-shapedLED rearlampscomplemented byLEDlampsinthe rearwindow.When pickingtheirES90,customerscanchoosefrom sevenexteriorcoloursandfourwheeloptions thatvaryfrom20to22inchesinsize.
Thebootprovidesupto424litresofloading space.Folddownthethree rearseats–allof whichcanbefoldeddownindividually–and
theloadingspaceexpandsto733litres.The 22-litrefrunkatthefrontisperfectforthe chargingcables.
Inside,thefocusisonpremiumcomfort, authenticmaterialsandpurpose-drivendesign, inlinewith Volvo’sScandinavianidentityand designprinciplesthatarethehallmarkofa true Volvo.Thankstoitslongwheelbaseof3.1 metres,theES90offersgenerouslegroomfor second-rowpassengers.
TheES90alsocomeswithapanoramic roof thatprovidesUVprotectionofupto99.9%. Andifyoupicktheelectrochromicversion,you canevenadjustthetransparencyoftheglass. Soifyou’retravellingonawarmsummer’sday andyouwantto‘turndown’thesunabitto reduceglareandboostprivacy,youcandoso atthetouchofabutton.
Addedsupportcomesfromafour-zone climatesystemwithanadvancedairpurifer, certifedasasthmaandallergyfriendly.Itcan stopupto95%ofPM2.5particulatesfrom enteringthecabinand remove99.9%ofgrass, treeandpollenallergens.
Noiselevelsinsideareverylow,makingit
oneofthequietestcabinseverandtakingan alreadysmoothandsereneridingexperienceto thenextlevel.
TheES90hasGooglebuilt-in,whichincludes servicessuchasGoogleMaps,GoogleAssistant andmoreappsonGooglePlay.The5G-capable systemispoweredbytheSnapdragonCockpit PlatformfromQualcomm Technologiesandis designedtoprovideyouwithallthedrivingcriticalinformationyouneedthroughthe 9-inchdriverdisplayandthehead-updisplay.
The14.5-inchcentrescreendisplay, meanwhile,givesyouaccesstonavigation, entertainment,climate,phoneandmore. Anew3Dviewsupportedbya360-degree cameraistherewhenyouneedit.
TheES90also representsthelatestinterms ofelectricsystemsandbatterytechnology.The new800-volttechnologymakesitsdebutin theES90,helpingtounlockfastercharging,a betteroverallperformanceandmoreeffciency. The resultisacarthatgoesfartherandcharges fasterthananyelectric Volvobefore.TheES90 offersadrivingrangeofupto700kmunder theWLTPtestingcycle. ■
Taxcuton EVs‘willhelp boostsales’ Cuttingtaxonnewelectriccars couldhelpthegovernment reach ambitioussalestargetsoverthenext fewyears,it’s beenclaimed.
NewmodellingbytheSocietyofMotor Manufacturersand Traders(SMMT)suggests thatundercurrentmarketconditions,1.782 millionnewEVswillbe registeredbetween 2025and2027.
Growthcouldbeaccelerated,however, by halving VAT onnewEVpurchaseswhichwould driveupdemandby a further15%,putting 267,000additionalnewEVs – ratherthanfossil fuelvehicles – onthe road.
“Thiswouldraise registrationsto2.05 millionelectricvehicles – all requiringcharging, insurance,maintenanceandenergyservices, andultimatelyincreasingsupplyintotheused carmarket,”itsaid.
“Manufacturerinvestmenthasmeant tentimesasmanydriversare goingelectric comparedwithjustfveyearsago,”Mike Hawes,SMMTchiefexecutive,said.
“Thisisgreatprogressbut,withtheright supportforconsumers,wecangobeyond
currentexpectationstoput a totalofmore thantwomillionnewEVsonthe roadby2028. Governmentinvestmenttoconvertthe‘electric sceptics’wouldenergisebusinessacrossthe countryfarbeyondjusttheautomotivesector
“Everystakeholderwouldbeneftfromthe impactofconsumerincentiveswhich,when combinedwithbindingtargetsforchargepoint rolloutandmore fexible regulation,would create a virtuouscircleofrisingdemandthat stimulatesgreeneconomicgrowth.”
Overall,theUKnewcarmarketfellslightlyin February, down1%to84,054units,according tothelatestfguresfromtheSMMT
“Inwhatisusuallythesmallestmonthofthe year(accountingforonlyaround4%ofannual volumes),Februarywastheffthconsecutive monthofdecline,with a 4% reductioninfeet registrations – whichhavedrivenprevious marketgrowth.Private registrations roseby 4.6%toslightlyincreaseoverallmarketshare to 35.6%,whilethemuchsmallerbusinesssector roseby3.3%.”
Overall,electrifedvehicleuptakecontinued togrow, withplug-inhybridvehicles(PHEVs)
rising19.3%andhybridelectricvehicles(HEVs) up7.9%.
Batteryelectricvehicle(BEV) registrations were upby41.7%to21,244units,securing a 25.3%marketshare comparedwith17.7% a yearago.Thisdramaticincreasecompared withthe restofthemarketwasunsurprising consideringtheforthcomingtaxchangesin April,whichwillseemanyEVmodelssubject tothevehicleexcisedutyexpensivecar supplement(ECS)forthefrsttime.
“AlthoughFebruary’s fguresshow a subdued overallmarket,thegoodnewsisthatelectric caruptakeisincreasing,albeitathugecostto manufacturersintermsofmarketsupport,” MikeHawes,SMMTchiefexecutive,said.
“Itisalwaysdangerous,however, todraw conclusionsfrom a singlemonth,especially oneassmallandvolatileasFebruary Withthe all-importantMarchnumberplatechangenow uponus,andtaxchangestakingeffectinApril thatwill,perversely, dissuadeEVpurchases, weexpectsignifcantdemandforthesenew products…but,longterm,EVconsumersneed carrots,notevermore sticks.” ■
APPOIN TM EN TS TheSimonCommunitiesofIrelandhas appointedBerGroganasitsnewexecutive director.Shebringsawealthofexperience andadeepcommitmenttoaddressing homelessnesstotherole.
MarkBradleyhasbeenappointedtax partneratGrantThorntonNI.Inhisnew role,hewillleadthetransactionaltax advisoryteam,specialisinginmergersand acquisitions,businessrestructuring,and propertytransactions.
PaulPrenterhasbeenappointedadvisory partneratGrantThorntonNI.He specialisesindealadvisoryandtransaction advisoryservicesandisoneofNorthern Ireland’sleadingadvisersinstructuring employeeownershiptrusttransactions.
Catalysthasannouncedtheappointment ofPatrickMcIlveenasitsnewheadof entrepreneurship,withresponsibilityfor overseeingitsentrepreneurshipsupport programmes.
TheLivestockandMeatCommissionfor NorthernIrelandhasappointedEmma Brownleeaseducationandconsumer promotionsmanager.Shewillbepartof theconsumerpromotion,education,and marketingteam.
ÁineLoganisnowpartnerandheadof transformationatGrantThorntonNIin Belfast.Shepreviouslyworkedasan assistanteconomist,beforejoiningGrant Thorntonin2014fromalargeconsultancy frminDublin.
RajKheristhenewdirectorofbusiness developmentandpartnershipsatNOW Group.MrKherissalesprofessionalwith over28yearsofexperienceinIT,software consultancy,softwareasaservice,and data-drivenanalytics.
BronaghBourkehasbeenappointedaudit andassurancepartneratGrantThornton NIinBelfast.ShefrstjoinedGrant Thorntonin2006,initiallyworkinginthe frm’sDublinoffce,beforerelocatingto Belfastin2016.
NiamhMcGonaglehasbeenappointedto theroleofpolicyandpublicaffairsadviser atNIChamber.ShejoinsfromIbec,where shewasapolicyoffcerintheBrussels offce.
1. BarclayCommunications, inpartnershipwithThree MobileUK,haslauncheda not-for-proftinitiativeaimed atsupportingcharitiesand socialenterprisesacross NorthernIreland.Pictured areBrittMegaheyand SusieMegahey,Barclay Communications.
2. Theteamfrom TitanicHotel Belfastarepicturedcelebrating withthefundsraisedforchosen charityCancerFundforChildren.
3. NIChamberandSONIhave establishedanewEnergy Taskand FinishGroupwhichwilldeliver recommendationstostakeholders tosupportthe2025 reviewofthe NorthernIrelandEnergyStrategy. PicturedareAlanCampbelland SuzanneWylie.
4. SolicitorsMillarMcCallWylie andadvisoryfrmBDONorthern Irelandhavehostedabusiness eventatCustomHouseBelfast. PicturedareDavidMitchelland AbbieLongofMillarMcCall Wylie,withJaneLeeofBDONI (centre).
5. BaristaBariscelebrating10 yearsservinglocalcommunities acrossthecountrybyteaming upwithUlsterUniversityBelfast SchoolofArt&Designtohelpit markadecadeofitscoffee.
6. TheIrishFootball Associationhasconfrmed detailsofitsearlyplansto createanewmulti-millionpoundNationalFootball Centrelocatedona50-acre siteoppositeGalgormResort &SpainBallymena.
7. Catalysthasannouncedthe appointmentofPatrick McIlveenasitsnewheadof entrepreneurship,with responsibilityforoverseeingits entrepreneurshipsupport programmes.
8. Anewstreetfoodmarket andcommunityhubintheheart ofBelfastissettobethefrst developmentofthe1.5millionsq ft WeaversCrossproject.
9. Hillsborough’sSkinFutureClinic hasoffciallyunveileditsnew extensionfollowingaglittering launchevent.Themulti-awardwinningclinicwasfoundedby expertfacialistandnutritionist AineLavery.
10. Bushmillshasunveiledwhat itsaysistheoldestIrishsingle malt released:Bushmills46 Year Old‘SecretsoftheRiverBush’. PicturedisBushmills’master blender,AlexThomas.
11. TitanicBelfastishosting over90leadingtourism andculturalorganisations foratwo-daysummitto discussthechallengesand opportunitiesoftheUK’s visitoreconomy,organised bytheAssociationofLeading VisitorAttractions(ALVA).
12. FinanceMinisterJohnO’Dowd (right)hasmethis Welshand Scottishcounterpartsandthe ChiefSecretarytothe Treasury, DarrenJonesMP,inCardiff(left). He’spicturedwithMarkDrakeford MSandShonaRobisonMSP.
13. MartinFlynn,OpenCollege NetworkNI(OCN),andCeline McStravick,NorthernIreland Councilfor VoluntaryAction (NICVA),launchapartnership toenhancetheskillsand qualifcationsofeducationand trainingfacilitatorsacrossthe voluntaryandcommunitysector.
14. DownRoyalRacecoursehas announcedanewpartnership with Translink,NorthernIreland’s publictransportprovider,making Translinktheoffcialtravelpartner fortheracecourse.
15. Tourism&HospitalitySMEs fromtheMidSouth West(MSW) Regioncannowsecurefunded placestosupporttheirjourney tonetzero.PicturedareKevin Savage,BenCraig,andAbigail McConville.
16. TheNorthernIreland HotelsFederation(NIHF)has announcedthe returnofthe NIHFReceptionist Awards 2025.PicturedareClio O’Gara,StephenGillespie, VickyGreen,DavidAnderson, andEimearCallaghan.
17. UsedCarsNI,ispleasedto announcetheappointmentof EmmaMarleyasitsnewchief executive.Sheispicturedwith chairman,DrCecilHetherington.
18. HousebuilderBallygood Estateshasannouncedthe successfulcompletionand handoverof12newhighspecifcationapartmentsto RadiusHousingAssociationin Carrickfergus.
19. RetailNIhashelditsthird annualsuppliershowcaseevent, celebratinglocalproducersand manufacturers.Picturedare LiamO’Connor,BiopaxLimited, GlynRoberts,RetailNI,Heather McCracken,HinchDistilleryand PeterAikman,Bobby’sFoods Limited.
20. AntrimandNewtownabbey BoroughCouncilhasheld itsSeachtainnaGaeilgele Energia2025event,thelargest internationalfestivaloftheIrish languageandculture.
21. FindInsuranceNIhas beennamedafnalistfor the AvivaBrokerCommunity Fund2025.Picturedare ElaineMcGilligan,Nicole Harkinand TeresaDickson fromFindInsuranceNIand ConnorMcGillowayfromthe FoyleDownSyndrome Trust (FDST).
22. LotusWorksiscelebrating being recognisedasoneofthe Best WorkplacesinIrelandforthe ninthconsecutiveyear.
23. NorthernIrelandinternational footballerandGlentoran Women playerEmily Wilsonhasbackeda roadsafetycampaignto reduce roaddeaths.
24. ProgressiveBuildingSociety hasoffcially reopenedits newly-refurbishedbranchin Newtownards.Picturedare MichaelBoyd,chiefexecutive, LynCrawford,branchmanager, DanielleMurphy,assistant branchmanager,andKeithJess, chairman.
25. Morethan120topfood expertshavegatheredatanevent aspartoftheindustry-ledBelfast Food&DrinkCollective.Pictured areNiallMcKenna,JamesStreet and Waterman,AndrewDougan andPaulKane,BelfastFood& DrinkCollective,withchefsAnna Haugh,andPaulRankin.
26. BelfastChildren’sFestival, curatedby YoungatArt, hasteamedupwithBelfast BusinessImprovement District,CQBID,withits FestivalFamilyDayOutat locationsacrossCathedral QuarterinMarch.
27. M&SandcharityAction Canceraremarking15yearsof partnership,raisingmorethan £1.2msince2010.Picturedare DougieKing,headoffundraising andcommunications,and Ryan Lemon, regionalmanagerfor M&SinNorthernIreland.
28. RugbylegendAndrew Trimble hascuttheribbononLidl’snew Colerainestore.He’spictured with TomasFusek,storemanager, MayorofCausewayCoastand Glens,CiaránMcQuillan,andIvan Ryan,chiefcustomeroffcerfor LidlIrelandandNorthernIreland.
29. LambertSmithHampton’s Belfastoffcehasbeenappointed tomanagethreelargeshopping centreassetsinEnglandand Scotlandby realestateinvestment trustNewRiverREIT.
30. BreastFriendsFundraiserAnn BrownandAnnaKayesfrom onlinecarinsurancecompany its4womenarepicturedwith ActionCancer’sAdvanced PracticeRadiographer,Donna Kelly,infrontofthenewSiemens B.BrilliantMammographyunitat ActionCancerHouse,Belfast.
31. TheteamfromApex HousingAssociation acceptingthe‘Besthousing development’awardin recognitionofDunineany Viewataceremonyheldin TitanicBelfast,outshining11 otherhousingprojectsfrom acrossIreland.
32. NorthernIrelandsocialpolicy hubARK,withaprimarygoalof increasingtheaccessibilityanduse ofacademicdataand research, hasmarked25yearswithan eventatBelfastCityHall.
33. ARCRegulatoryhasunveiled anewlabinBelfastaspartof a£3minvestment.Picturedare DavidRiberio,chiefoperations offcer,DrLindseyBennie, laboratorymanager,andSeamus Kearney,chiefexecutive.
34. GaryScott,chefanddirector ofSaltKitchen,ispicturedwith teammembers,LisaGamble, KarlBanks,seniorchefandNeil Walker,manager,asitexpandsat TheBoulevardinBanbridge.
35. EconomyMinisterDrCaoimhe Archibald(centre)saysthatland necessarytodriveforwardthe expansionofUlsterUniversity’s DerryCampustoachieve10,000 studentshasnowbeenacquired bytheDepartmentforthe EconomyandUlsterUniversity.
36. TheDublinBelfast EconomicCorridor(DBEC) fagshipeventhastaken placeatICCBelfast.First MinistersMichelleO’Neill andEmmaLittle-Pengelly, arepicturedwithcouncillor PeteByrneandMayorBrian McDonagh.
37. Antrim-basedGolden Popcornistoasting10years ofapartnershipwith TescoNI. Picturedare TessOsborn,headof freshfoodssourcingNIat Tesco andGoldenPopcornmanaging director,SeanMcClinton.
38. TourismNorthernIreland’s ‘MeettheBuyer2025’eventhas takenplaceatEikonExhibition Centre,connectinginternational buyersfromkeymarketsaround theworld,openingdoorstonew opportunitiesforcollaboration andbusinessgrowth.
39. NorthernIrelandcouncils willtakeovertheLandlord RegistrationScheme, CommunitiesMinisterGordon Lyons(centre)hasannounced. He’spicturedwithDavidBurns, chiefexecutiveofLisburnand CastlereaghCityCouncil,and MayorKurtisDickson.
40. Applegreen,oneofIreland’s largest roadsidehospitality brands,willopen20newM&S Foodstoresthisyear,aspartofa majorexpansionofitssuccessful partnershipwiththe retailer.
Newupdated Tudor BlackBaynails the everyday diver Tudorhasrevampeditsclassic41mmBlackBayrangewith thinnercaseandparedbackaesthetic. JohnMulgrew spent afewdaystoseehowthenewmonochromediverperforms
Tudor’scomealongwayinbuilding whatwasonceabrandstruggling withitsidentityanddirection,into onewhichhasfrmlypaveditsownway andfrmlyestablisheditselfasoneofthe bestentrantsintotheSwissluxurywatch market.
Theinitialfagshiprangeof Tudor’s revampedlinecameinat41mm,whencases largerthanthatthatwerestillpopular. Cutto2025,andthere’sanever-growing demandforthesomewhatmorediminutive watchhead.
Theissuetheearliermodelshadwas primarilyaroundoverallheft,andcase thickness.Andwhile Tudorturneditsattention toexpandingitstop-selling39mmlines–from
theoriginalBlackBay58tothePelagosand GMT–italsodecidedto revampandimprove its41mmseriesconsiderably.
Thelatestwatchcomeswitharangeof options,includingapareddownandslightly moresportyrubberoption,aswellasafvelinkbracelet,akintoRolex’sJubilee.
It’samuchmorecontemporaryversionof theBlackBay–crisp,cleanandforgoingany gilt,monochromeinitsaesthetic.
Itsharesalittlemoreincommonnowwith itsbiggerbrother,theRolexSubmariner,not justincasedimensions,butalsothecolour palette(orlackof).Butitbringsitsownlook andpresencetothetable–thatJubilee-style braceletaddingtothecomfortonwrist. There’salsoanotablythinnercasethanthe
original41mm.
Inside,there’sthein-houseCalibre MT5602-Uwithitssizeablepower reserve.The increasingfocusonthequalityofmovements beatinginsidewatchesamongconsumersis whathelps Tudorsetitselfapartatthisprice range.
Asusual,ftandfnishispreciseandtidy. Theblackdialisclean,especiallywithout thedatecomplication,andthediverbezel satisfyingwithitssolidclicksuponturning. Thecaseisacarefulmixtureofbrushingand polishing,withasizeablecrownfeaturingthe Tudor rose.
Thefve-waybraceletaddsalittlemorefash towhatisa reasonably reservedandbalanced piece.Butitalsohasmorefexibilitythan
most.The T-ftmakeson-the-fyadjustment extremelyquickandeasy.Manybrandshave theirownversion,andit’sthesortofthing everyoneshouldbedoingatthispricepoint andbeyond.
Tudor’shitthefrontpagesofwatch websitesoflatethankstoafewinteresting specialeditions,includingthe‘Tiffany’blue
dialvariantofitsBlackBayChronograph–one likelytosellforwellover retailonthegrey market–whileeachannualupdatetoits burgeoninglinesoftengarnersasmuch,ifnot moreinterest,thansomeofitsslightlybetter knownSwisscompatriots.
Thislatestupdatedand revised41mm BlackBayisverymuchasweetspotforthe
Model: TudorBlackBay41
Movement: CalibreMT5602-U
Casesize: 41mm
Material: Stainlesssteel
Price: £4,010
all-round,everyday,onewatchcollection.For thosewhowanttospendlessoravoidwait times,thisisthesortofpiecewhichticksa lotofboxes.Whileit’sslightlychunkierthan its39mmbrethren,itfllsasimilarchunkof themarket–alittlesomethingforalmost everyone.It’savailableatthe Tudorboutiqueat Queen’sArcadeinBelfastcitycentre. ■
On track fora cracking tour of Switzerland Withstunningviewsandworld-classtime-keeping,Swiss publictraintravelisaluxury,writes CatherineMurphy
Wakingtoearly-morningsounds fromtherailwaystation oppositemy roomistheperfect starttoagrandtraintourofSwitzerland. I’vespentthenightattheGrandSuisse MajestichotelinMontreuxonthefrst stopofmytrip.
Theentire route–designedtoshowcase Switzerland’senviablepublictransportsystem –takestwo-and-a-halfweeksandcovers 1,280kmbutI’vecherry-pickedafve-day tripthroughthecantonsof Vaud, Ticinoand Valais.
BeginninginZurichwithstopsin
Montreux,Spiez,Lucerne,LocarnoandSion, thetourtakesmealongshimmeringlakes, intohistoriccities,withaMediterraneanisland throwninforgoodmeasure.Itravelonthe GoldenPassandGotthardPanoramaExpress trainswithlargedomedwindowsthatopenup Switzerland’suniquescenery.
It’scertainlynotdiffculttoseewhythe Swissmakesuchgooduseoftheseiron horses.Four-hundred-and-fftycompanies, manyofthemprivateandthelargestof which,SBB,isgovernment-owned,co-ordinate toprovideaservicethatoffersa92.5% punctualityrate.
PerhapsthemosticonicfeatureofSwiss railtravel,though,isthemotherclock.Every railstationclockinthecountryissynchronised withaminutehandthat rotatesin58seconds thenstopsfortwo,allowingittomove elegantlytothenextminute.
IspendamorningexploringMontreux, famedforitsannualjazzfestival.Mysix-day Swisstravelpassincludesaccesstoallpublic transportin90cities,townsandvillagesas wellasentryto500museums,soIhopona bustoChillonCastle,themost-visitednational monumentinSwitzerland.
IcannotleaveMontreuxwithoutpaying
homagetoitsmusiccredentials.Thecity inspiredDeepPurple’sSmokeonthe Water–thebandwastherewhenafrebrokeoutin thecasinoin1971,spreadingsmokealongthe surfaceofthelake.
Queen’sFreddieMercuryspentmostof thelastyearofhislifelivinginanapartment overlookingthelakeandtoday,hisformer homeisclearlyvisiblefromthestatueerected inhismemory.
FromMontreux,ItaketheGoldenPass ExpressinthedirectionofLucernewitha stopoverinthetranquillakesidevillageof Spiez.Thetrain’sprestigeclassispopularwith AmericanandAsianvisitors.
AndyNef ’s biggesttipistotaketimeto experienceeachstoponthetourandalso,to takesomesidetrips–forexample,tomedieval
Thecityof Montreuxon theshoresof LakeGeneva Gruyerestotastethe“motherofallfondues”. Anothertip relatestoluggage.Dailyluggage transfersareavailablebutunlessyou’repartof alargergroup,thecostisveryexpensive.Most peoplecarrytheirluggagewiththemsoone basicpieceofadviceistotravellightasyou’ll beonthemove.
IarriveinSpiezinahazeofautumnalrain andwalkuphillforfveminutestothefour-star superiorBelvedereStrandhotel.
PeopleinSpiezlocalshavebeenmaking winesincethesixthcenturyanddespitethe currentchallenges– reduceddemandand reducedproductionduetoclimatechange factors–theyaredeterminedtokeepwine growingaspartoftheirculture.
ItasteRieslingSylvanerandBlancdeNoir, andIdon’tleavewithoutpurchasingabottle ofSpiezerSouvignierGris.Atiny1%ofSwiss wineisexported,whichmeansIcan’tbuythis inIreland.
Thefollowingmorning,Itakeaboatfrom SpiezalongthecleanwatersofLakeThun toInterlaken,homeofadventuresportsand viewsofthemightyJungfraupeak.
Today’sone-hourtrainrideisontheLuzernInterlakenExpress.
Itravelalongsidefvelakeswithspectacular viewsoftheSwissAlpsanduptheBrunig mountainpass.Lucerne’strainstationisright attheheartofthissmallmedievalcity.
Forasmallcityof80,000inhabitants, Lucernepacksabigcreativepunchwitha museumofartnexttothestationandothers liketheRosengartandmuseumoftransport withineasy reach.
ThesteamboatfromLucernetakesme throughthehistoricheartofSwitzerland wherelocalsfoughttheHapsburgstogain independenceandtheSwissstatewas foundedin1291.
AtFluelen,aone-minutewalkfromboatto railtrackbringsmetoahighlightofthetour–theGotthardPanoramaExpresstoLocarno(via Bellinzona)inthecantonof Ticino.
Thissectionofthetourisflledwithrailway history,animpressive700-metreclimband skilfulguidingfromhostErichBukkofer whowarnsuswellinadvanceaboutphoto opportunities.Ilearnabout19th-centuryfeats ofrailengineeringandnarrow-gaugesystems thatallowtrainstonavigatesteepmountain terrain.
Locarnoissuchacontrasttomedieval Lucerne. Withitspalmtrees,mildyear-round climateandproximitytoItaly,itfeelsfarmore Mediterranean.
Icheckintothethree-starHotelMuralto overlookingthelake(its roomsarebrightand airyandstaffmemberswelcoming)thencross thePiazzaGrande,whereIbegintowander downlittlecobbledalleywayslinedwith independentshopsandeaterieslikeRistorante Fiorentina.
Formylastboattripofthetour,Ispend anhouronLakeMaggioreen routetothe enchantingBrissagoislands.Duringthe19th century,these“foatinggardens”werebought byBaronessAntoinetteFleming-StLeger (saidtobetheillegitimatedaughterof Tsar AlexanderIIofRussia)andwifeofAnglo-Irish noblemanRichardFleming-StLeger.
Today,theislandfeelslikeparadisewithits Romanbaths,beautifulgardensanda refned neo-classicalvillawhich,surprisingly,doesn’t costtheearthtostayin.
Ifyoucanbeartotearyourselfaway,it’s alsoaneasyboatridetoAscona,thesecond largestvillageonthelakeandwell-knownfor itsartisticheritage.
BackinLocarno,IeatlunchfromAlPorto cafesittingbythelakethentakeatrainto Domodossola,crossingoverintoItalyviathe Centovallirailway.This narrow-gaugeraillinepassesthrough gorges,vine-coveredslopesandalongthe dividebetweentheAfricanandEuropean continentalplateaus.It’sajourneyof toweringvistas.
AquicktrainchangeatDomodossolatakes mebackintoSwitzerlandandontomyfnal stop,Sioninthe Valaiscanton.
The Valais regionproduces30%ofallSwiss wines,sonaturally,ImustvisitCelliersde Sion,an“oenoparc”whereguestscanexplore terracedvineyardsone-bikes,tastingwines andsnacksatguerites(littlecabins)alongthe way.
ReachingthejewelinSion’scrowninvolvesa 20-30minuteuphillwalkthroughtheoldtown tothe ValereBasilica,Chateaude Tourbillon and Valaishistorymuseum.
The13th-centuryhistoryandviewstothe mountain resortsof Veysonnaz,Nendazand Verbierareamemorablelaststoponagrand traintourofSwitzerland. ■
Review: iPhone 16e is a budget-friendly optionofits fagshipmodel Applehasanewentry-leveliPhonewhich,forthefrsttimesince SteveJobslaunchedthedeviceontotheworldin2007,doesnot haveafront-facingbutton,writes Adrian Weckler
TheiPhone16e(from£599)looks, feelsandactsalmostidenticaltoa regulariPhone16(from£899),with justafewnoticeabledifferences.It’sso similartothenormalfagshipdevice,in fact,thatI’mnotsureitwon’tdrawaway aheftychunkofiPhone16sales.
WhileitcostsmorethantheiPhoneSE button-phoneit’s replacing,it’scheaperthan aniPhone16.
Afterafewdays’testing,theonly real differencetotheiPhone16I’vehadfor monthsisthelackofasecond rear(ultrawide) cameralens.WhileIdomissthat,I’mnotsure howmanynon-photographerswill:Applehas madeagenuinelycheaperiPhone16fora hugechunkofpeople.
To beclear,thereareotherdifferences.The iPhone16edoesn’tsupportApple’swireless Magsafechargingsystem,whichisfaster thanthestandard‘Qi’wirelesscharging setup(whichithas).Italsodoesn’tsupport
ultrawideband,formoreaccurate‘FindMy’ missionstodigoutkeyringsinthehouse.
Itsscreen,whichisotherwiseidenticalin sizeandqualitytotheiPhone16,doesn’thave amaximumbrightnesssettingashigh.Italso doesn’thavetheiPhone16’s‘dynamicisland’ selfecameracutoutarray,usingtheolder ‘notch’formatinstead.Anditdoesn’thavethe side‘cameracontrol’buttoninthesameway asthefagshipmodelsdo,norcanitscamera take‘spatial’photosandvideos,ordomacro photography.
Finally,forthosewhocare,itdoesn’tcome inthesamerangeofcolours,withjustblack orwhiteasoptions,althoughitoneshavea colourfulrangeofcases.
Butotherthanthat,thisis,forallintents andpurposes,thesameiPhone16asthe priciermodel.
Inotherwords,it’sthesamesize,with thesamechip,thesameabilityforApple Intelligence,largelythesamemaincameras,
thesameUSB-Ccharging,thesame5Gand thesamescreen resolution.
To me,it’sa relativebargainat£200cheaper thanthemainmodelforthesameengine, memoryandstorage.
Insomeways,it’sevenasuperioroptionto thefagshipiPhone16–itsbatterylifeismore than15%better.
SoIhavefound,fromunboxingittousing asadailyphone,thatithasfeltlikeusinga regulariPhone16,withtheexceptionofthe second rearultrawidecamera,mentioned above,whichI’mratherfondofasa photographer.
Ioftenhadto remindmyselfthatthis wasn’ta regulariPhone15or16.Becauseata glance,itseemsdefnitelytobeaniPhone15–becauseofthenotch–untilyouseeitsaction buttonwhichisn’tontheiPhone15,orthe single rearcamera.
Butonepotentiallybigupgradeonthe iPhone15thatthis‘affordable’iPhone16ehas
FACTFILE iPhone16e
PRICE: from £599
PROS: muchmore affordablethan iPhone16withalmost thesamefeatures
CONS: nosecond camera,onlycomesin blackorwhite
TECH NOLO GY
isAppleIntelligence,theAIsystemAppleis pouringinvestmentintofortheiPhone16,16 Plus,16Proand16ProMax.
Asit’snotfullylaunchingintheEUuntil April,it’shardto reallysayhowmuchofan advancethisistoadailyuserexperience. I’vetrieditwhentravelingwithintheUS onmy regulariPhone16–itswitcheson automaticallyinAmerica–butnotenoughfor anyofitsfeaturestobecometestedformeas daily requirements.Thefeaturesinclude‘clean up’inphotos,built-inChatGPTandsummaries fornotifcations,mailandwebpages.
Butit’sstillaprettygoodfuture-proof featureforAppletohaveonitsentry-level phone.
Therearesomeunder-the-hood improvementsthatarehardto reallygauge. Itsnewown-designC1modemissaidto havedesignbenefts,butastheiPhone16eis almostexactlythesamesizeandweightasthe iPhone16,thisisn’tmeasurable.Itsclaimed effciencyonbatterylifemaybeamaterial advantage,though.
IfIhadasinglequibble,itwouldbethe familiarcomplaintthatAppleistotallyoutof syncwithbasicdisplaytechnologystandardsby onlyhavinga60Hzdisplayforanyphonethat costsover£500.Iunderstandwhyitcouldn’t one-upitsowniPhone16–alsowitha60Hz display–andIalsoknowthatthishasnever reallybeenadeterrentforpeopletobuyan iPhone.Evenstill,forsomeonewho regularly uses90Hzandeven120Hzdisplaysonbudget modelshalfthepriceoftheiPhone16e,it’sa standoutomission.LuckilyforApple,no-one whohasbeenusinganystandardiPhonefor yearswilllikelynotice.
Applehasn’tsaidwhatthe‘e’in16stands for,althoughsomeinthecompanyI’vespoken tohave–withanodandawink–describedit as‘excellent’,‘essential’,orfor‘everyone’.
I’dsuggestiPhone16ie–forinexpensive–mighthavebeenmoredescriptive.
Thisispossiblythefrsttimeinawhilethat Applehaslaunchedademonstrablymore budget-friendlyoptionforwhatisalmostits fagshipiPhonemodel. ■
Thenew iPhone16e
my day 3.30pm
Owner,TheHalfwayHouse,Banbridge UNCOVERINGTHE9-5 7am
Mydayalwaysbeginsaround7am.Ipopthe kettleonandstarttowakeupmyfourgirls.As theyaregettingchanged,Igettheirbreakfast organised.Astheyeattheirbreakfast,Ihave ashowerandstartgettingmyselfdressedand readyforthedayahead.
8.15am
Igetallthegirlsloadedintothecaralongwith whattheyneedforschoolthatday.Mywife Ciara(pictured)helpsmakesuretheyhave theirhairallniceandtidyandthatnothinghas beenforgotten.
8.40am
Thefrstdropoffisnormallyprimaryschoolfor thethreeoldergirls.Isecretlylovedoingthe schoolruninthemorningbecausewealways havefunwitheachotherandthegirlslove tosingalongtotheirfavouritesongsonthe radio.
8.50am
Theseconddropoffisnurseryschoolforthe youngestofthegirls.Oncethisisdone,I alwaysgrabacoffeeandstarttomakemyway towardswork.Everymorningmyfrstphone
callofthedayiswithmybrother. We havea veryclose relationship,andthisisagoodway toletoffsteamandhaveabitofcraic.
9.45am
Dependingonhowbadthetraffcis,Inormally arriveatTheHalfwayHousejustbefore 10am.I’vebeenworkinginthetourismand hospitalityindustrysincemyteenageyearsand haveworkedmywayuptheladder.Thefrst jobIdoeverydayislightthefreandstartto warmupthe restaurant.
11am
Iusethistimebeforeanycustomerscomein togetontothecomputer,checkemailsand havemeetingswiththe reps.Ourspecialsin the restaurantchangeeverydaysoonceIget acatchupwiththechef,Ipreparethespecials menuandupdatethetills.
1pm
Asthelunchtimerushstarts,Iusuallymake mywaytofrontofhousetohelpout,Ilove thispartoftheday–interactingwithnew or returningcustomersandensuringthereis asmileontheirfaceiswhatworkinginthis sectorisallaboutforme.
Afterthelunchspell,Iusuallycoverstaff breaksandthengetsometimewithMark,my headchef.Ialsotrytogetsometimeonthe computertodoadminandemails.IfIneed tohaveanyothermeetings,Iusuallytryand scheduletheseforthequietertimesduring theday
5.30pm
Aroundaboutnowwe’restartingtoget organisedaheadofthedinnerservice.For me,thisperiodisaboutensuringthestaffare allintheirpositions,updatedonthespecials andanyotherimportantinformationthatthey needfortheshift.
9pm
Ourlastordersforfoodareby8.45pmsofrom 8.30pmwestarttogetorganisedforclosing downthe restaurant.Thismeanswestart polishingcutleryand restockingsuppliesfor tomorrowwhenwegettowelcomeahostof newpeopletoTheHalfwayHouse.
10pm
Withthelastcustomershavingleftthe buildingfortheevening,wedothefnalclean down,thehooveringandmoppingandthen Iheaduptotheoffceandgetthetillsclosed downforthenight.
10.30pm
ItisaroundthistimethatIheadhomeforthe nightandtrytobeinbedbeforemidnightso thatI’m readyforthenextday. ■
CaorlanMcAllister
