Ulster Business February 2021 by Ulster Business

FEBRUARY 2021 Price £2.30 (€2.60)

The culture club We speak with Richard Gillan about Grant Thornton’s remarkable success

IN FOCUS

FEATURE

Hannon Transport on why GB is now off the table

The next wave of the industrial revolution

Contents 06 News

36 Roundtable

63 Health & wellbeing

News and exclusives from across the world of Northern Ireland business and beyond

Ulster Business and A&L Goodbody bring together the experts to talk hydrogen power

Emma Deighan speaks to the experts about what a post-Covid office could look like

14 Cover story

47 Jobs & recruitment

77 Motoring

Grant Thornton’s Richard Gillan on another record year for the business advisory firm

While we are experiencing record job losses, others are hiring. We take a closer look

Pat Burns tries out an electrifying Volvo and takes the new Honda Jazz out for a few miles

20 In Focus

52 Analysis

86 Photocall

Aodh Hannon of Hannon Transport on cutting out the GB market and focusing on Europe

Stephen Kelly takes a look at the first days and weeks of the NI Protocol and its impact here

A look at some of the latest announcements from across the world of business

29 Energy, waste & environment

55 Risk management & security

96 Technology

The next wave of the industrial revolution

The importance of trade credit insurance

Adrian Weckler looks at the IT involved in Ireland’s tracking of its vaccination programme

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FEBRUARY 2021

EDITOR’S COMMENTS

Error of some of our ways now apparent

’m sure many of the companies impacted during the first few days and weeks of both the end of the Brexit transition period and the introduction of the NI Protocol would like to tell those that lobbied for an exit ‘I told you so...’. The issues came thick and fast, with lorries – primarily those from GB firms into NI – delayed or turned back from ports due to the incorrect, or non-existent paperwork. We’ve comprehensive coverage of the stories emerging so far, throughout the magazine. And as I type this, more are emerging – from major delivery firms suspending trading in business to consumer across areas such as food and drink, to calls for the Secretary of State to push the

Government to trigger Article 16, which in theory allows the UK to “unilaterally take appropriate safeguard measures” if its application leads to “serious economic, societal or environmental difﬁculties that are liable to persist” or to diversion of trade. We’ll be keeping a close eye on the impact here over the next few weeks and months, and the stories – both positive and negative – which emerge. Speaking of emerging, while I write this as Northern Ireland remains in another degree of lockdown, we are seeing the light at the end of the tunnel – for business, and society as a whole. We are leading the way at rolling out vaccinations to those who need it most,

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

and are seeing our Covid-19 case numbers falling once again. In this edition we look at the growth and expansion of Grant Thornton, and focus on a range of key areas, such as energy, the health and wellbeing of our workers and the current state of the jobs market. While we experienced record, widespread cuts to workforces amid the outbreak, other sectors are expanding, and hiring. The next couple of months will, however, be a difﬁcult period for those companies whose sectors have been hit hardest – including hospitality and retail. I hope you enjoy this edition of the magazine. ■ John Mulgrew

Editor John Mulgrew Magazine sales manager Mark Glover Sales executive Sarah-Ann Gamble Sales executive Judith Martin Production manager Irene Fitzsimmons

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Graphic design Susan McClean, INM Design Studio Contact: s.gamble@independentmagazinesni.co.uk j.martin@independentmagazinesni.co.uk Cover story feature photography Elaine Hill

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FEBRUARY 2021

NEWS

Aodh Hannon

month IN numbers A

15.5%

The growth in Northern Ireland’s economic output in the third quarter of 2020, according to the Northern Ireland Statistics and Research agency. That was based on a surge from the previous three months.

£15m

The value of a new contract for aluminium casting business Ryobi. The deal will see the Carrickfergus manufacturer produce 150,000 clutch and transmission cases a year for new hybrid vehicles commencing 2023.

The number of new jobs being created by Lisburn-based OKTO Technologies. It comes amid a surge in business growth, coupled with the expansion of its service offerings, which includes its new OKTOair technology for offices and other workplaces.

Leading haulier ‘halting GB to Ireland trade’

By John Mulgrew

Northern Ireland haulage giant says it has pulled its GB to Ireland business and pivoted to increase trade directly with Europe as it’s become unviable, Ulster Business can reveal. Aodh Hannon and his firm Hannon Transport has spent the last two and a half years preparing for Brexit. The company now has a dedicated team of almost 30 staff dealing with customs paperwork, and has spent around £600,000 on preparedness so far. But he’s continuing to grow the company further. Hannon Transport is heading to £65m turnover this year, 500 staff and 230 trucks right across the business. He says chopping out its GB to Ireland trade is costing the business around £35,000 in turnover, but he’s moved to replace the lost income with other parts of the business and says turnover is only down around 5% compared to this time last year. “The biggest problem has been on the UK side,” he told Ulster Business. “We would have been doing 20 trucks a day – a groupage, including flowers, plants, fruit and vegetables – mostly food. (Now) we are down to zero.”

“We had a nice selection business and pulled it all together – around 15-20 trucks (a day from GB to NI). Our customers weren’t prepared.” He says the cost and time required for key paperwork, particularly sanitary and phytosanitary (SPS) checks which apply to things like food and plants, make groupage such as that unviable. Hannon Transport has also appointed a new head of Brexit role and now has a customs team of almost 30 people based in Templepatrick. His Brexit customs team deals with between 600 and 700 sets of paperwork each day. “That’s just for our own business. That took two and a half years… a good haulier (not prepared) is two years away from where they need to be.” Hannon Transport has also added a new distribution facility at Rungis outside Paris. “What we saw is that people are not going to be able to buy their imported goods and goods were going to have to be collected,” he says. “We needed a depot in France to allow people to collate things (there), and not in the UK.”

NEWS

Wrightbus owner sets sights on NI hydrogen production

he owner of Ballymena bus maker Wrightbus is eyeing setting up hydrogen production in Northern Ireland, Ulster Business can reveal. Jo Bamford, chairman of Wrightbus and founder of hydrogen firm Ryse, took over the reins of the bus firm in 2019 when it entered administration. The company is now producing around 100 new zero-emission hydrogen buses for Translink in Northern Ireland. “We are looking at putting hydrogen production in Northern Ireland. I would be delighted to connect to a wind farm or solar park,” he told Ulster Business. “I have a real

FEBRUARY 2021

contention, which is NI is actually uniquely positioned, and you can’t afford to be either, or. NI should say ‘we aren’t going to do batteries and we are going to focus on hydrogen’.

Jo Bamford

“Northern Ireland can export into Europe, there are great universities and I think it should really focus on it – there’s a lot of wind and a lot of water, all of the constituent parts. “Ultimately, you need the supply chain to cost less to be able to make hydrogen at £1.50 a kilo… there needs to be a production in Northern Ireland, at scale, in the next 12 months, built. I have been pushing to get money to build one in Northern Ireland and bring jobs to Northern Ireland.”

Read the full hydrogen roundtable feature on page 36-39

NEWS

Quotes OF We must avoid ‘not THE month applicable in NI’ “I would also like to thank Trevor Lockhart for his hard work over the past few years, both as CBI chair and vice-chair. His wisdom, warmth and humour have been so important to me personally and to the entire CBI team through one of the most tumultuous periods I can remember.” Angela McGowan, CBI NI director, speaking following the appointment of Elaine Birchall as its new vice-chairperson.

“Given these conditions and the sentiments expressed, it is clear that business needs to see a clear support package from government for the whole of 2021, not just another incremental intervention. The current drip-feed approach to business support measures is too short term.” NI Chamber chief executive Ann McGregor speaking following the publication of its latest business survey.

“Many people have lost their job or are on furlough and feel insecure in their current position. It is an unsettling time but for many, it may be an ideal opportunity to rethink their career and consider a new role.” Kieran Hegarty from Terex speaking as the firm announced a series of new roles.

Seamus Leheny

deal must be reached to ensure smoother flow of GB to NI trade to avoid Northern Ireland consumers losing out due to Brexit, it’s been claimed.

“We had a larger producer in GB which had 15 loads of produce come to Northern Ireland and not a single one could be collected because when they arrived they were asked for the customs reference numbers and they got that thousand yard stare. They simply didn’t know.

Seamus Leheny, policy manager for Logistics UK, says the “big fear” is that we become a ‘not applicable’ region of the UK, and many firms and businesses cease trade here, due to complexities with the NI Protocol.

“The problems that we faced over the first few days: one, from a customs perspective. Primarily, suppliers in GB just haven’t been fully over the detail of what they need to do to continue moving good to Northern Ireland.

“We don’t want consumers to lose out. When you are watching television at night and you see the car insurance ads and that bit at the bottom ‘not applicable in Northern Ireland’,” he told Ulster Business. “That is what the big fear is.

“I think GB businesses have been focused on the future relationship with continental Europe and the rest of the world and I think there has been downplaying between GB and NI.

By John Mulgrew

“What I would be worried about is government leaving this to the last minute again in March and trying to get another derogation. We need to deal with this now.” He said some of the delays and issues in the first few days of 2021 – which saw some lorries turned back or halted at ports due to incorrect paperwork – were “inevitable due to the deal being agreed between the UK and EU, and the rushed guidance which has been given to businesses”.

“In that case, the hauliers have had no choice but to suspend collections. Without customs declarations being done, you simply won’t be able to ship from GB to NI.” He says some major online UK retailers pausing shipping to Northern Ireland “should be and we are hopeful that it will only be temporary”. “The problem with that is the grace period. We have been given a grace period of three months. There is no requirement for any customs for parcels going in to Northern Ireland going directly to consumers.”

NEWS

New tourism attractions ‘being researched’ By John Mulgrew

new research study looks set to be carried out to seek out new tourism attractions and avenues for Northern Ireland, it can be revealed.

The tourism sector here has been decimated over the last few months as international travel came to more a less a full stop amid the coronavirus pandemic. Now, Tourism NI is wants to appoint a contractor to deliver a research study designed to support the development of new tourism products. Speaking to Ulster Business last summer, Tourism NI chief executive John McGrillen said an ambitious target to double tourism spending to £2bn a year by 2030 is now out the window, and that regaining our pre-virus spending is a more realistic target to aim for over the next three to four years.

The £2m for Tourism NI’s scheme had to be spent by the end of March – before the end of the financial year.

Meanwhile, a voucher scheme intended to boost tourism here by offering money off ‘staycations’ has been deferred.

It would have given households £100 off a two-night accommodation stay, with a separate offer for £20 off a visit to a tourist attraction.

The Giant’s Causeway

SHS Group chief’s new CBI role

he head of one of Northern Ireland’s largest manufacturers has been appointed as the new CBI vicechairperson for 2021.

Elaine Birchall, who heads up SHS Group – which produces big name brands such as Shloer and WKD – will take over the post from Fane Valley chief executive Trevor Lockhart and will serve alongside CBI NI chairman and Barclays head of corporate banking, Adrian Doran. Before joining SHS Group, Ms Birchall held management and leadership roles in Europe, the USA and South Pacific for Colgate Palmolive. “I’m thrilled that Elaine has been appointed as CBI Northern Ireland vice chair for 2021,” Angela McGowan, CBI NI director, said. “Her leadership will undoubtedly ensure the CBI continues to represent the views of NI businesses to policymakers – from Stormont, to Westminster and Whitehall – on the issues which matter at this most challenging of times.” Ms Birchall said: “I’m delighted to be appointed to this significant role, as the NI business community grapples with the considerable

FEBRUARY 2021

Elaine Birchall

challenges experienced throughout 2020. “As a region powered by businesses of all sectors and sizes, CBI NI will continue to use its voice to communicate what companies need at the highest level of policy and decision making.”

NEWS

Workplus reveals 50 new apprenticeships A round 50 new apprenticeships are up for grabs across dozens of some of Northern Ireland’s leading businesses. Workplus has announced 50 apprenticeship opportunities with 40 companies for 2021. The apprenticeships cover a variety of roles across a number of sectors including civil engineering, quantity surveying, IT and administration. Companies offering apprenticeships include AECOM, Farrans, Greiner, Tobermore and Liberty IT. Workplus says it “makes it easier for employers to find apprentices by providing a single place for applicants to apply, as well as ensuring a simple, thorough selection process for employers”. “We are pleased to be announcing these opportunities in various sectors and companies across Northern Ireland,” Workplus director, Richard Kirk, said.

“They reflect a confidence going forward into 2021, and give school leavers and those wishing to retrain hope that there are jobs and new opportunities available which combine earning and learning.

apprenticeship opportunities within the manufacturing sector,” Mary Meehan, deputy chief executive of Manufacturing NI, said. “Apprenticeships are important to Northern Ireland and vital to our economic recovery.”

“Workplus exists to bring together employers and apprentices on one platform and simplify the application and appointment process. Apprenticeships are the purest form of collaboration between employers, government and education providers and, I believe, will be integral to our economic recovery from the impact of the pandemic.”

The collaboration will support the creation of further apprenticeship opportunities in the manufacturing sector.

Some of the new demand has come through the Department for Economy’s Apprenticeship Challenge Fund. That led to collaboration between Workplus and Manufacturing NI. “We are pleased to be partnering with Workplus through the department’s Apprenticeship Challenge Fund to create

Jim Wilkinson, director of apprenticeships, careers and vocational education at the Department for the Economy, said: “Apprentices have undoubtedly been affected by the current Covid 19 pandemic but they remain a critical component of our economic recovery. “The announcement by Workplus is an indication that the Department’s package of interventions to minimise apprenticeship job losses, maintain and grow the supply of apprenticeship opportunities and support apprentices who have been displaced and lost their apprenticeship are working.”

NEWS

UK firms left ‘predictably’ unprepared

K businesses have been left ‘predictably’ unprepared for the impact of GB to Northern Ireland trade following an eleventh hour deal at the end of 2020, it’s been claimed.

Stephen Kelly

Stephen Kelly, chief executive of Manufacturing NI, says “the surprising thing is that this has come as a surprise to many of Britain’s industries”. “They were fed a narrative that it would be business as usual and that there is no border in the Irish Sea,” he says. “There was no detail until just after Christmas and the deal with the EU was promoted as the best thing since sliced bread… those now wrestling with complex rules of origin now know that simply slicing the bread would not be ‘sufficient processing’ to benefit from tariff free trade. “No one takes any pleasure in that, particularly here where much of the turbulence of the first few weeks of the NI Protocol has been caused by GB businesses unaware, unprepared or unwilling to understand the new responsibilities for shipping goods to Northern Ireland. “Leaving the customs union and EU’s single market was only ever going to cause turbulence. Tariffs were always a worry, but it is the non-

tariff barriers such as customs formalities, rules of origin, conformity assessment and more which cause the real hurt.”. Mr Kelly says a “cliff edge awaits” for many at the end of the grace period in April. Read the full article on page 52-53

Danske Bank raises £75,000 for Extern NI

anske Bank staff have raised more than £75,000 to help transform the lives of individuals, families and children who are among the most vulnerable and isolated in Northern Ireland. The money was raised during a year-long partnership with Extern NI which also included in-kind support such as the donation of essential items to support families “Our partnership with Danske Bank has been a vital support to Extern across the last year, particularly around the challenges presented by coronavirus,” Gavin Adams, business development director with Extern, said. And Aisling Press, managing director of personal banking at Danske Bank, said: “We began our partnership with Extern just before the pandemic hit and could never have anticipated just how needed our support would be. The support we have been able to provide is truly down to our colleagues, who have been 100% behind the partnership since day one.”

FEBRUARY 2021

Grace O’Neill, Extern NI and Claire McLernon from Danske Bank

RECRUITMENT

Ability to adapt and solve problems highly prized by employers in 2021 By John Moore, managing director, Hays NI

John Moore

ormally, in the first quarter of any year, employers will put a renewed focus on skills and development in the workplace, with the ultimate goal of making sure their organisation is equipped to overcome challenges and take opportunities in the year ahead. A new year also generally brings renewed ambition from employees to upskill and make themselves either indispensable to their current employer or attractive to any others who may come looking. However, according to new research carried out as part of Hays’ annual Salary Guide, the skills which organisations are most in need of and those which employees want to develop are different. The research surveyed over 950 employers and employees in Northern Ireland – professionals working across a range of industry sectors – and uncovered the skills which organisations are most in need of over the next 12 months. These are: ⬤ Communication and interpersonal skills (needed by 51%) ⬤ Problem-solving (51%) ⬤ Ability to adopt change (45%) ⬤ Coordinating with others (40%) ⬤ People management skills (38%) In light of the disruption caused by the coronavirus pandemic over the past year and the changes to our day-to-day working lives, those indemand skills probably make a lot of sense. The need to communicate clearly, solve problems, adopt change and manage people well has, arguably, never been more important in our new world of remote and hybrid working. And yet, despite these skills being the most in demand by employers, they differ considerably to the skills which employees want to develop in order to progress their own career. In our survey employees listed: ⬤ People management skills (45%) ⬤ Communication and interpersonal skills (31%) ⬤ Critical thinking (30%) ⬤ Judgement and decision-making skills (28%) ⬤ Problem-solving (27%) Only communication and interpersonal skills make it into the top three of both lists, highlighting that there is still a bit of a mismatch between the skills organisations are in need of and those which employees want to develop. So, what are the implications of this? The slight misalignment of

skills has potential to cause some problems if employers can’t find people with the attributes they want or if good candidates are put off employers because they don’t believe they’ll be able to develop their skillset. But many of the skills listed are actually complementary and any difference in the value placed on them should be easily overcome. My advice to professionals looking for a new role in 2021 is to stay ahead of what skills employers are looking for now and in future and which of them will help you to get your next job. Consider how you can articulate these skills in both the application and interview process. Employers, in turn, must be able to demonstrate that they offer a wide range of training opportunities that will enable staff to develop different skillsets. Professional development is a high priority for employees today and candidates often enquire about it when exploring new job opportunities. You may have specific skills needs at this moment in time, but remember, having diverse strengths in your workforce will ultimately benefit your organisation and aid employee attraction and retention. A positive reading from the research is that employers remain focussed on upskilling in the year ahead. Over two thirds (67%) said they plan to help employees upskill in their current profession, and a third (33%) said they plan to support employees to undertake academic qualifications in their current profession. This is encouraging and shows that professional development is no longer seen as a ‘nice to have’ by the best employers, but as a strategic investment that can spur future growth. ■

COVER STORY

Richard Gillan

COVER STORY

Grant Thornton: creating a culture that breeds success Reflecting on another record year for the leading business advisory firm, Grant Thornton Northern Ireland managing partner Richard Gillan is convinced that it is the firm’s culture which is at the heart of the organisation’s ongoing success

tep onto the floor of the vast open plan office that acts as the headquarters of Grant Thornton in Northern Ireland and it is immediately apparent this is a business advisory firm where things are ‘different’. The firm’s values adorn the walls of the modern and exceptionally well-appointed space at the landmark Belfast DSW (Donegall Square West) office building. Written in huge, oversized lettering, it’s not a gimmick, rather a reflection of a deeply embedded culture that permeates every level of the organisation. Managing partner Richard Gillan has witnessed incredible growth across the firm’s Audit, Tax and Advisory service lines since he joined the practice in 2014 – revenues have increased more than fourfold in that time – a fact he attributes to the firm’s unique culture. “Corporate literature and websites are full of grand statements around culture,” Richard said. “But it is what happens on the ground that matters. The question is whether staff, from the most senior to the most junior, recognise those grand statements as being played out on a day to day basis. “A culture isn’t developed overnight; it requires a concerted and conscious effort that must be instilled, cultivated and lived over time. “It’s about engendering a team spirit, taking pride in our work and focusing on being the very best that we can be. It’s about investing in people; in other words, recruiting and retaining the very best people in the market. It’s about excellence. It’s about energy. It’s about drive. It’s about trust. It’s about exceptional client service. It’s about being passionate about what we do. But, critically, it’s also about having fun while we do it.” STAFF SATISFACTION Whatever the secret sauce is, it seems to be working, with staff satisfaction continuing at record levels, despite the pandemic. In the recent annual staff satisfaction survey, more than half

FEBRUARY 2021

the staff rated the firm as a ‘nine or 10 out of 10’ when asked how likely they were to recommend Grant Thornton in Northern Ireland as a place to work. This translated to an eNPS (Employee Net Promoter Score – a globally recognised measure of staff satisfaction) of +40 for the second consecutive year, an extraordinary achievement. “Our employee Net Promoter Score is something I am extremely conscious of,” Richard said. “Of course financial results matter. But the results I focus on more than any others are those from our staff satisfaction surveys. This is, very simply, a people business. By employing the best, and keeping them happy, the rest falls in to place. “Attracting and retaining the best talent available inevitably leads to securing fantastic new clients and delivering superior financial performance. It is all inextricably linked, but it starts with the staff. To hear that they enjoy working here, and being part of what we are trying to achieve, is incredibly satisfying. “We work hard to make sure that it’s more than ‘just a job’ for colleagues. That can mean mixing business with pleasure – staff social gatherings are always a highlight. Our annual calendar of events includes dedicated evenings for young professionals, and our Ladies’ Evening is attended by several hundred from organisations across all sectors. Meanwhile, our Runway Run at Belfast City Airport has become one of the most popular social events in the business calendar. “All that said, we realise that we are far from perfect and the most important aspect of our staff satisfaction survey is understanding how we can improve. A lot of time is spent between surveys looking at areas that staff have identified as requiring attention. It never ends.” DEVELOPMENT Meanwhile, the firm’s headcount has grown significantly in recent years to 140, while a huge investment in training and development programmes ensures that employees do not stand >

COVER STORY

Aine Logan, Kate McCann, Emma Andrews, and Sinead O’Neill pictured at Grant Thornton’s annual ladies’ event

The Grant Thornton Runway Run at Belfast City Airport attracts hundreds of participants

still, and nor does the advice provided to clients. “The ethos of continuous development at all levels is critical”, Richard said.“For staff, this translates to progression up the ladder. Crucially, all promotion decisions are made here in Belfast, and we take very seriously our responsibility in nurturing and recognising our talent. Despite the pandemic, we were delighted to announce recently the promotion of over twenty members of staff across all grades.” GROWTH It is no surprise to learn that the firm has continued on the same upward trajectory it has maintained for some years. “Thanks to an incredible team effort, 2020 was another record year despite the obvious challenges brought by the Covid-19 pandemic and subsequent lockdown,” Richard said. “Following relentless growth right across our service lines, fee levels are now four times higher than five years ago. “It is an over-used term, often with little substance, but our growth has been driven by adding genuine value to our clients. That’s what clients want to pay for, and rightly so. I’ve been on the other side of the fence seeking professional services, so I hope that I have some empathy in understanding what clients want. It is no surprise to me that our market leading Tax Relief and Incentives division, for example, which helps clients realise major clawbacks on spending such as R&D activity, goes from strength to strength.” As a result, Grant Thornton’s client roster, which features organisations as diverse as tech businesses Learning Pool and TextHelp,

Grant Thornton staff Alice Bergin, Rebecca McIlroy, Naomi Little, and Megan Duff at the firm’s Beauty and Business networking event

to construction stalwarts McAleer & Rushe and O’Hare & McGovern, has mushroomed in recent years. “Significant recent full-service client wins include leading manufacturers such as Bamford Bus, Brett Martin and Bloc Blinds, the Galgorm Collection, Bryson Charitable Group, and leading sports ground contractor Clive Richardson Limited. “For obvious reasons, we were concerned that the pandemic might hamper our business development activities. But our experience has been quite the opposite. It seems that many businesses have actually taken the opportunity to reflect, and we have been fortunate enough to benefit from that.” Richard goes on to highlight what might otherwise seem obvious – Grant Thornton is focused on doing business in Northern Ireland. “We’re not a ‘back-office’ and deliberately so. We could easily have set up a back-office function but chose not to. What we find is our

staff get greater job satisfaction in working for leading indigenous firms and seeing real tangible results to their advice. It also keeps us hungry – nobody arrives with a lorry load of files from London or Dublin each Monday morning, so we need to get out in to the market and find the work for ourselves.” OUTLOOK Looking ahead, Richard anticipates continued growth throughout 2021 and beyond, particularly as the economy bounces back following the Covid-19 pandemic. “There is no doubt that many challenges still lie ahead, including some that we don’t yet know about,” he said. The vaccine programme offers the hope that an air of normality can return and that, for some at least, there is a wave of pent-up consumer demand that will help jumpstart the economy. “Our job is to be there for our clients, old and new, to help them maximise the opportunities and minimise the downsides. We have the team to do just that.” ■

NEWS

Major plans move forward for Belfast’s Giant’s Park

ajor plans are moving forward with a long-awaited development to revamp Giant’s Park in north Belfast. The plans will first include a hotel, fast food outlets and a petrol station, followed by indoor and outdoor leisure offerings. That will be followed by a ‘welcome hub’ to include a sports and leisure retail, community space all surrounding two civic plazas, along with a “world class golf entertainment facility”.

The largest part of the site, which is around 200 acres, will be developed into a ‘Giant’s Adventure Park’. There are also additional plans for an equestrian centre, followed then by a research and development park with around 400,000 sq ft for businesses. This chunk of the North Foreshore site off the Dargan Road is being developed by Giant’s Park Belfast Ltd. It’s now submitted a proposal of application of notice ahead of a full planning application. Also on the wider site, work is under way on developing additional film and television studies.

The Giant’s Park area in Belfast

The Belfast Harbour Studios development will include additional film studios/sound stages, workshops, offices and a vendors village, as well as car parking and landscaping and will be located beside the existing studios on the North Foreshore.

jobs. That site has yet to be fully developed or attract a major investor to the area.

It was given the green light by Belfast City Council’s planning committee last summer. Investment in the site is thought to be worth around £45m, and it will help sustain 200 construction jobs.

Energia Group, which owns electricity supplier Power NI, is behind the proposal for a centralised anaerobic digestion plant.

Initial plans to develop on the Giant’s Park site first came back to the fore in 2015.

It was previously recommended for approval at an August meeting but was removed from the agenda for a site visit to take place in September.

Plans then included a 30 acre ‘clean tech’ hub, which was hoped would create up to 400

FEBRUARY 2021

Meanwhile, a decision on a £40m biogas plant at Giant’s Park has been deferred.

The plant would use anaerobic digestion

to convert organic waste such as food into methane-rich biogas, which would be turned into green electricity, using a generator. It is expected to take 20 months to build. Energia has said the plant would convert organic waste into energy through natural means “providing this power to homes and businesses throughout Northern Ireland”. “It is the largest regeneration site in Belfast and a strategic location for a bioenergy plant which will operate in an entirely complementary manner to all other nearby businesses, developments and the wider community,” it said. ■

PROFILE

Meeting growing demand for ultrafast Full Fibre broadband across NI Openreach has continued to expand and grow across Northern Ireland as a key service amid Covid-19. Mairead Meyer, director Openreach Northern Ireland, outlines the business’s further expansion plans, hiring 150 new staff, hitting record demand amid lockdown all while dealing with the challenges of a global pandemic

he last few months have shone an even greater focus on the importance of high-speed and reliable broadband connections for both our homes and our businesses. And for Mairead Meyer and her 1,000 strong team at Openreach – Northern Ireland’s largest digital infrastructure provider – it’s meant continuing to expand and roll-out its ultrafast Full Fibre broadband connectivity across Northern Ireland, aiming to reach 525,000 premises, around 60%, by March this year.

Mairead Meyer

supporting our people and focusing on the future and making Openreach a strong brand,” Mairead says. “Our focus is also on growing and expanding our ultrafast Full Fibre broadband network right across the region.” Mairead took on her current role in September 2018, following her time in charge of NI Networks, the engineering and servicing arm of BT, and has led Openreach through its growth and expansion over the last two and half years.

The burgeoning business and team have also been faced with soaring demand for connectivity, adapting to Covid-safe working for its engineers, and moving to home working for hundreds of its staff here.

“We have been growing significantly, year-onyear and helping support that huge growth in Full Fibre means we have grown the team to close to 1,000 people,” Mairead says.

“For me it’s all about adapting to change,

“We also have a lot of third parties which are

there to support build programmes across Northern Ireland.” Openreach is also going through a further expansion of its team here. That includes recruiting around 100 new apprentices – from across age groups and backgrounds – along with around an additional 50 new hires. “The new roles help bring a real energy to the place,” Mairead says. “We have so many new staff coming through. “With our apprentices, it’s a mixture of everything. Years ago it was primarily school leavers – now it’s a lot of people who are seeing it as a second career option. In some cases, people who are self-employed but like the stability of working for a larger business. And there’s no age limit, so we have people from their late teens up to those in their 50s.”

PROFILE

keeping the infrastructure build going during lockdown. In a way, we are there to help look after people and to keep them connected to what matters most.

It’s ramping up its investment here, reaching 50% ultrafast Full Fibre broadband coverage and well on the way to 60%, at a time when the demand for top-end and strong connectivity couldn’t be higher. On Boxing Day, Openreach hit a record with 210 petabytes of data consumed across its network. To put that into perspective, that’s equivalent to streaming around 44 million films from Netflix. “The pandemic has hugely accelerated digitalisation,” she says. “As more people are working from home and businesses are having to adapt how they function, demand for faster and more reliable broadband has increased exponentially and we’re working hard to meet that demand. “People are also much more aware of what options they have – what the products are and what they need from the service. They never really worried about it before – as long as they could stream and send emails. But now, with multiple people working from home in the household and children needing to access schoolwork online, there is much greater consumer awareness.” That expansion is seeing Openreach extend to 94 towns and villages across Northern Ireland. It also runs a Community Fibre Partnership scheme – operating with a local community to build a customised solution to bring ultrafast Full Fibre broadband to homes and businesses. “It has been a really nice way of bringing Full

FEBRUARY 2021

Fibre into the community and getting people engaged,” Mairead says. “Openreach continues to be a growth story in terms of recruitment and also moving away from just the traditional copper network.” As for what helps set Openreach apart from some of the newer players on the market, Mairead says: “One is our ultrafast Full Fibre broadband coverage. We’ll have reached over 60% by the end of March and we will continue to grow and build it throughout NI. “We are also an open access provider – meaning that many communications providers can access and sell products across our network. In fact, we support 600 communications providers across the UK. Customers are therefore able to choose whichever company they wish. It’s that freedom of choice allowing people to choose the package that best suits their needs. “The great thing about the ultrafast Full Fibre broadband build is that it is available at an affordable consumer level.” Openreach, like many businesses across Northern Ireland, the rest of the UK and Ireland, and the world, has had to deal with operating a huge company amid the challenge of Covid-19. “For us, it was first about getting all the right processes in place for our teams,” Mairead said. “We are classed as key workers, so it’s about

“We make sure we have safe working practices and adhere to the guidelines – how the engineers work within homes, making sure they have all the correct personal protective equipment (PPE).” Openreach was also front and centre in ensuring the greater data demands and connectivity were met across a range of key infrastructure – from hospitals to key businesses involved in the fightback against coronavirus. “For staff, it’s also adjusting to new ways of working – with desk-based staff working from home. We have been adjusting to that as most others have. For engineers, it’s about keeping them as a safe as possible. “It’s about supporting the teams. We have roughly 250 now based out of the office. It’s also about flexibility for people. Everyone is juggling their professional and personal lives and the boundaries are not as clear as they once were.” The future is focused on ultrafast Full Fibre broadband, and getting it into as many homes and businesses across Northern Ireland as possible. “We have ambitious plans ahead and will continue to make sure that as many people as possible, right across the region, have access to reliable broadband. Northern Ireland will have a good infrastructure story to tell and with widespread ultrafast Full Fibre broadband coverage, we will be able to take advantage of the socioeconomic benefits and help the region in its recovery from the pandemic.” ■

IN FOCUS

‘We were doing 20 trucks a day from GB … now it’s zero’ Aodh Hannon got his £65m firm Hannon Transport ahead of the curve. Two and a half years ago. In the last few days, it’s gone from 20 trucks a day from GB, to zero (a loss of £35,000 a day), invested £600,000 in Brexit, hired a dedicated team of 30 and ordered 80 new trucks. He speaks to John Mulgrew about the state of play and the move to dealing with Europe, directly

‘W

e were doing 20 trucks a day from GB – now we are down to zero’, Aodh Hannon tells

me.

It’s the first of many strong statements, big numbers, multi-million pound investments and huge hiring, that come out of our chat, looking back at the first days of posttransition Brexit. Brexit has meant two and half years of preparation, setting up new European depots, creating a dedicated customs team, and effectively ending most of its GB to Ireland trade – instead focusing efforts to mainland Europe, directly, or going through the Republic.

It’s responsible for reviewing each single job for customs readiness. If it isn’t it’s then about communicating to the customer to get the required information and processing the documents required. “The biggest problem has been on the UK side,” Aodh says. We would have been doing 20 trucks a day – a groupage, including flowers, plants, fruit and vegetables – mostly food. (Now) we are down to zero.” He says chopping out its GB to Ireland trade is costing the business around £35,000 in turnover, but he’s moved to replace the lost income with other parts of the business and says turnover is only down around 5% compared to this time last year.

Hannon Transport has spent the last two and a half years, and, according to Aodh, the guts of £600,000 on preparing for Brexit.

It appointed a new head of Brexit role and now has a customs team of almost 30 people based in Templepatrick. It’s an operation which Aodh says wouldn’t have existed if it weren’t for Brexit.

He’s ramping up business coming in direct from the European mainland the Republic – adding another 80 trucks to his roster here, and sourcing products directly from countries such as Holland, Spain, France and Germany.

Starting off with just one truck more than two decades ago, Aodh Hannon has grown his haulage company Hannon Transport into a business heading to a turnover of £65m.

“We didn’t replace it (the lost business). It replaced itself naturally. People were buying stuff – there is transit every day going from Holland to NI and the Republic. We have our own customs team with transit working perfectly. In and out of Europe is fine. We have had practically zero issues with paperwork. But if it’s coming from GB then it’s a nightmare.” In one case, Aodh says a truck load of avocados bound for supermarkets in the Republic was loaded on a Thursday and due to be in on the Friday. But three days later and it was still sitting at Holyhead. “We are looking at doing more business in and out of Europe, instead of the UK. The bureaucracy is not allowing us to do this,” he says. “We have been preparing for two and a half years. I’d guess (we’ve spent) £600,000.” His Brexit customs team deals with between 600 and 700 sets of paperwork each day. “That’s just for our own business. That took two and a half years… a good haulier (not prepared) is two years away from where they need to be. “It’s about making sure our customers

IN FOCUS

the armour for the whole thing to hit a brick wall. “If you collect a pallet of strawberries in Dublin, then a pallet of spuds (from someone else) and he doesn’t do the paperwork – one has done nothing wrong but it impacts on the others.” Aodh says the company has opened up a temporary storage facility and bonded customs area at sites here and in Dublin and Holland, which he says allows them to take off and set aside any loads which don’t have the correct paperwork, to continue the rest of the journey relatively unaffected. He says the Government needs to do something to ease the pressures and burdens in terms of paperwork and checks, including the SPS checks. “I have seen big UK companies preparing for two years and they still got it wrong,” he says. “There is so much detail needed. If you make one small error, it won’t clear customs. “They need to rid of SPS. That’s the big hold up. But I can’t see that happening. There have been goods coming into NI and Republic (before) without any issues. I can’t see why they would attempt to bring something like this in.

Aodh Hannon

are sorted. It was about servicing current customers.” Hannon Transport has also added a new distribution facility at Rungis outside Paris. “What we saw is that people are not going to be able to buy their imported goods, and goods were going to have to be collected,” Aodh says. “We needed a depot in France to allow people to collate things (there), and not in the UK. He says the company operates most of its trucks to and from Europe, directly into Northern Ireland, or through the Republic “French and Spanish hauliers have no interest

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in coming into the UK,” he says. “A lot of it is based around the food service business which is non-existent at moment. But we have grown that business from start of the year.” Hannon Transport is heading to £65m turnover this year, 500 staff and 230 trucks right across the business. Aodh also operates a large coach business – Hannon Coach. But that’s been more or less paused entirely amid the pandemic. Looking at the challenges of groupage in moving loads from GB to NI, Aodh says the reason it’s unviable is it takes just one chink in

“We are getting 80 new trucks for January to March – that’s £10m. It’s because Brexit is going to slow your production.” He says if the company wishes to keep the same volumes of goods and loads flowing, it needs the additional vehicles. And, looking back over the first couple of weeks, are things better or worse than he expected when first taking the early steps to try and mitigate problems? “I would say it’s worse than I thought it would be,” he says. “We were really prepared and still got things wrong. God help those who didn’t… we have had teething problems. “We have ironed them out one at a time. By (later in January) we will have all our systems singing and dancing, and have a good flow of business through our customs office.” ■

BUSINESS SHOWCASE WITH ULSTER BANK

Learning and growing alongside banking partner Technology firm Learning Pool has expanded and grown considerably over the last few years, which includes a number of key acquisitions, fuelled by its key banking partner Ulster Bank. In the latest in this series, its founder Paul McElvaney talks about the story so far, working remotely and growing its headcount to 260 staff

he continued burgeoning success of technology firm Learning Pool is yet another clear indication of the growing strength of the talent base in the north west.

Paul McElvaney

The Derry-based business, founded by Paul McElvaney in 2006, has surged to a workforce of more than 260 – now working remotely – and has expanded organically and through several major acquisitions, alongside the help of Ulster Bank, which Paul says has been a “key partner”. The company develops products for digital and remote learning. It’s now working with a host of international giants, including one recent major deal with a firm which boasts a workforce of more than a million people – equivalent to more than half the population of Northern Ireland. “We have 260 people in the team now following an acquisition in the US just before Christmas and the intention is to continue to grow,” Paul says. “We have about 1,100 customers across the portfolio – ranging from small local authorities right up to some of the biggest brands in the world which use our technology to train staff and stakeholders. “A typical customer uses our solution. The first part is the learning content that users interact with which we either create or give the client the tools to create themselves. “The second part is the hosted software which is used to publish that content. Customers use us to solve compliance problems, to onboard

new staff, to deliver leadership training and train people about new products and services which they are launching. “Customers are looking for something which

they can use to deliver a message quickly and consistently. A lot of times we are working with clients which are saying ‘we can do this face-to-face but it’s going to take me too long and lots will get lost in the messaging’.

Kenton Hilman

BUSINESS SHOWCASE WITH ULSTER BANK

Fortunately we have a number of companies who are stepping up to tackle this challenge and when you look across this sector, it’s remarkable just how well local businesses are performing. Even before the pandemic set in back in March 2020, our teams recognised the importance of this sector and the high growth it was experiencing and began to think carefully about the role we can play in its advancement.

Ulster Bank supporting technology, media, and telecoms sector By Kenton Hilman, head of corporate and property, Ulster Bank

he switch to remote working has emphasised the importance of connectivity which goes hand in hand with having good technology. Imagine how difficult the past year would have been had it not been for advancements in technology and all the various ways we have to keep in touch.

While many of us may be suffering from Zoom fatigue at this stage, it’s worth remembering how all of these tools and online resources have enabled workforces right across Northern Ireland to transition out of the office and work from home. It’s increasingly clear that those businesses who had already invested in good IT systems found this transition to be much more seamless than those who had not but it’s fair to say everyone will now recognise the value that this investment can bring. Of course here in Northern Ireland we have an additional challenge; regardless of how good your IT might be, too many areas are still unable to access high quality broadband. Significant strides have been made in this area but the rural / urban disparity is still causing problems.

Today we have a dedicated team working solely with the technology, media and telecoms sector. Their expert knowledge and specialist skills are helping these companies make the right financial decisions and our local presence is an obvious attraction to many in the industry. We have taken the time to get to know this convergent sector; the key players, the challenges, the opportunities, and are now in a strong position to help these businesses achieve their aims and bring their product to the global stage. A fitting testament to this is the work we have done with Learning Pool. Since being introduced to the company in 2016, our team has guided them through a number of significant acquisitions, both locally and internationally. We understand Learning Pool’s strategy is to continue to grow its customer base and geographic footprint, fuelled in part by the increasing demand for remote learning products, so we are working hard with them to identify opportunities in this area and ensuring our team always remains ahead of the curve. The team at Ulster Bank, supported by our colleagues in NatWest, is the leading supporter of the TMT (technology, media, and telecoms) sector and we are committed to always looking for new ways to support these businesses. Our aim is to grow alongside the sector and ensure our team of relationship managers are continually upskilling and developing their experience in this area. We want to deliver services that are expertly tailored to our network of partners and ultimately to you and your business. If you are interested in finding out about the work that we do or the value we can bring to your team then please get in touch and start, what could be, a very useful conversation.

“Having an online delivery gives you the ability to roll that out in minutes and hours, rather than weeks and months.”

“We are increasingly seeing a shift towards the US in terms of the business which we are winning.

The latest expansion, which saw it taking on US-based Remote Learner, has been backed by its banking partner Ulster Bank – and is helping meet growing demands across the Atlantic.

“Ulster Bank has been our company bank since 2016 and it has helped us on a daily basis, and done a great job. It has also helped us fund our acquisitions.

“The US is a key growth area for us and the acquisition gets us to just shy of 30% of revenues coming out of North America, which is quite a material step-change for the business,” Paul says.

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“The relationship with Ulster Bank has been fantastic… they have been able to get to grips with what our opportunities are, how the business works and what dynamics are at play, and they have been able to give us what we need to grow the business.

“They are a really key partner for us as part of our growth strategy.” And Paul says as a digital business, its own switch to remote working was “fairly seamless”. And while he says he sees the future of Learning Pool as a ‘work anywhere’ business, that Derry will always be the firm’s home. “When we go to recruit we are less precious or concerned about where people are now because we know we can do this,” he said. “But Learning Pool’s home is in Derry and it will continue to be here.” ■

WELLNESS IN THE WORKPLACE

How do we get employees back to the workplace? The importance of a healthy and safe workplace has never been more important, and a key move in getting staff back. OKTOair, part of OKTO Technologies, is now rolling out ground-breaking clean air technology across businesses of all shapes and sizes, utilising filtration technology, designed for the military in the US, which can remove 99.98% of Covid-19 size particles within just 10 minutes

he reassurance of a safe and healthy office environment for staff will be a key strand in welcoming teams from across the world of business back to their workplaces.

“With indoor air quality typically two to five times worse than outdoors and us spending 90% of our time indoors we are regularly exposed to dangerous pollutants and ultra-fine particulates that can enter our bloodstream and affect our health. Improving indoor air quality and breathing clean air has major health benefits as well as boosting cognitive abilities, reducing anxiety, stress and more.”

And for a growing number of companies, ensuring the air is clean and healthy, filtered and free from particles such as the Covid-19 virus, is key to this. Lisburn-based OKTOair is helping pioneer and lead the way here. The company, which is the new Wellness Division of OKTO Technologies, is bringing innovative, health and wellbeing technology solutions to homes, offices and businesses. OKTOair is working in partnership with HealthWay, a specialist with 40 years’ experience of innovative air purification through the use of pioneering Disinfecting Filtration System (DFS) filters. The resulting OKTOair system is based on patented technology developed by the US military to defend against chemical and biological warfare – and is proven to remove a proxy virus for SARS-CoV-2 (the virus that causes Covid-19) from the air with 99.98% elimination within

Philip Dowds

10 minutes and 100% in 45 minutes. The filtration technology is used across major US companies – from top financial institutions, to tens of thousands of schools in New York and Chicago, along with airports/lounges and hospitals. Air pollution is the greatest environmental threat to human health, with more than seven million people dying prematurely every year as a result*. *World Health Organization

“Our OKTOair filtration system uses intelligent and efficient technology to improve the wellness of workplaces and staff. We are able to monitor, measure and adjust the air quality on a room-by-room basis,” Philip Dowds, managing director of OKTO Technologies, says. “That’s done using our artificial intelligence sensor technology, a single air quality sensor in each room will uniquely and accurately provide readings and take action – for example, it will regularly check the indoor air quality and when needed take in fresh air from outside, if the quality is good, or it may instead close the vents, filter and clean the indoor area. It cleans and removes the ultra-fine particulates that cause a wide range of health problems and shows this data on a digital dashboard. OKTOair Disinfecting Filtration System can remove airborne particles smaller than any other filters on the market.” OKTOair was in development before the start of the pandemic last year. But since then, interest and demand for the solution has accelerated significantly.

Particle size comparison chart

“This technology can be used in any indoor space,” Philip says. “That can be anything from

WELLNESS IN THE WORKPLACE

office spaces, to restaurants and hotels, cafes and residential.”

through to ‘Human Centric Lighting’ and our Window Treatments,” Philip says.

The company offers both portable and fully engineered solutions for businesses – all using the same technology and able to accommodate from the very small business right up to much larger operations.

“They regulate the correct lighting, which helps productivity in the workplace, and is designed to improve general wellness including sleep and mood. The OKTOair real-time digital interface

“We are currently working on the designs for some large offices and financial institutions – our clients want to make sure that staff feel safe returning to work and are confidant being back in their workplaces. “For us, it’s about looking at ‘how we get employees back to offices or back to work’. Our solution is to provide employers with the best air filtration technology available to improve the air quality in the environment and spaces in which they work, ensuring employees feel comfortable returning. “Companies are able to inform staff with realtime digital dashboards throughout the office, letting them know that the air is clean. In addition to the filtration system, OKTOair Wellness includes a variety of technologies – aimed at improving the health and wellbeing of workers.

“There has been a clear increase in enquiries for projects across the UK and Ireland, and one of the instances is adapting to the post Covid-19 working world.

OKTOair powered by HealthWay

You can breathe easy in here. These premises are equipped with a best-in-class, medical grade air purification system. Complete confidence that you are in a cleaner and safer environment.

PURE

CLEAN

FRESH

HEALTHY

Posters informing occupants the air in the building is clean

“The key thing is that we are the only company which can do the whole thing ourselves – from automatic invites to hands free building access, space and indoor air quality management, our Smart Building Operating System can help you prepare your work environment for the new normal.”

rhythm or 24-hour internal body clock, touchless control for doors and lifts, automatic and ‘smart’ window blinds and curtains (which can adjust to allow the correct light levels in) along with facial recognition and thermal scanning.

That includes ‘Human Centric Lighting’, which can help to regulate the body’s circadian

“We can improve the health and wellbeing in the workplace from good air quality right

FEBRUARY 2021

“As a business we have been very fortunate in continuing to work across all of our sites.

“Returning to the office or workplace is important for the whole economy. From the shops and cafes in our towns and cities to small and large businesses – getting people back to work will start to help our economy improve.” The last few months have also seen the Master Systems Provider and Integrator, OKTO Technologies, see an overall increased demand for its products and services. That’s meant increasing both its headcount and its reach – opening a second office in London and a new base in Dublin. OKTO Technologies will increase its staff numbers to around 85 by the end of 2021 – effectively doubling its size over the last couple of years. It’s currently hiring around 20 staff to meet demand. “We are seeing most of the increased demand in London and we have already had a good response as we start to launch our new Wellness Division in Ireland.” ■

The Peace Bridge in Derry

ECONOMY

Economic output up 15.5% in third quarter

orthern Ireland’s economic output increased by 15.5% in the third quarter of last year as the economy stirred following the outbreak of coronavirus in March. However the latest ofﬁcial ﬁgures show output in the year to September fell by 2.9%, yearon-year. That’s according to the latest Northern Ireland Composite Index from the Northern Ireland Statistics and Research Agency (NISRA). The increase, quarter-to-quarter, was buoyed by a surge in manufacturing, construction and the services sector, while there was a small contraction in the public sector.

Meanwhile, the construction sector saw a big surge in the third quarter of 2020 – up by around 36% from an historic low, three months earlier. However, output was 5.3% lower than the same quarter in 2019 and 8.1% lower on a rolling four quarter basis. “The pandemic has necessitated the introduction of lockdowns which switched off large parts of economic activity,” Richard Ramsey, chief economist, Ulster Bank, said. “Conversely, the lifting of restrictions in quarter three led to a reopening of the economy and a subsequent surge in economic activity.

The private sector grew over the quarter and declined over the year whereas the public sector decreased over the quarter and increased over the year.

“Proponents of a ‘V-shaped’ recovery will feel validated from what they see in the composite index. It is noted that output in quarter three was just 1.6% below pre-pandemic levels with private sector output just 2.1% adrift.

And the ﬁgures show that Northern Ireland economic activity grew at a slower rate than UK GDP over the quarter, but declined at a slower rate over the year.

“That means that the NI economy has recouped 90% of the drop in output that occurred during the ﬁrst two quarters of the pandemic. A recovery of this speed and

scale compares favourably with economies elsewhere. “For example, the UK economy has recovered just 60% of the output (measured using GDP) it lost between quarter four in 2019 and quarter two in 2020. As a result, UK GDP in quarter three 2020 was 8.6% below the prepandemic peak. “That gap is over five times the gap of the NICEI for the corresponding period. Has NI’s recovery been more robust that the UK’s? Not according to some of the local survey evidence including the PMIs. As often happens with official figures, we may well see revisions to the latest data in due course. “So at the start of quarter 2021 private sector output is expected to be even further adrift from its pre-pandemic levels than the latest data currently suggests it is now. “Assuming a rapid, efficient and effective rollout of the vaccine programme in the first half of the year, the economic recovery should resume with gusto in the second half of the year.” ■

Technology has never been more important

ince the pandemic began last year Leaf has seen a significant rise in the adoption of business focused solutions in the Irish market. There has been a clear emphasis on technologies that harnesses cloud for speed, agility and simple scalability.

“Leaf built an accessible grant application and management system that has proven invaluable to applicants applying for the VCSE Covid Recovery Fund,” Co-operation Ireland business development director, Anthony Quinn, said. “The automated features allow us to process applications quickly and efficiently, helping as many people as possible.”

Companies have had to look for packages that have new digital customer experiences to meet the need for changing processes, many of which have had to move online. Cloud platforms can deliver solutions in a matter of days – as opposed to months, which has proven invaluable to many clients as they have been forced to diversify their business and navigate remote working.

Effective company communication has become exceptionally important as more and more businesses adopt hybrid working environments, with many working remotely. Company intranet combined with Microsoft Teams have delivered robust communication and collaboration for businesses, helping them stay connected and productive.

A recent success is a grant management application delivered for not-for-profit organisation Co-operation Ireland.

Leaf chief executive, Steven Goldblatt, said: “In today’s economic climate and with the difficulties we all face, it’s important that we

FEBRUARY 2021

Steven Goldblatt, chief executive and chief operating officer, Larry Doyle

can use technology for meaningful outcomes. So whether it be a Covid-19 app, a ticket system for your helpline or having access to how your business is performing on your mobile phone. Leaf can build a bespoke business solution that is configured to exact organisational needs to ease the way you do business.” ■ To find out more about Leaf’s business solutions visit www.leaf-it.com or call 028 9089 7650.

NEWS

Irish whiskey market sees growth in online sales I rish whiskey brands are to continue to bolster their online e-commerce stores as the sales channel grows in importance through the Covid-19 pandemic.

The Irish Whiskey Association listed e-commerce as a growth opportunity for whiskey companies in its “Irish Whiskey 20102020” report published in December. It includes a forecast that e-commerce will account for 14% of all retail sales, not just whiskey, in 2021. Co Antrim’s Bushmills Distillery has an online shop. William Lavelle, head of the Irish Whiskey Association, said the rise in e-commerce sales in Asia, and the African continent’s digitisation, meant Irish whiskey could reach consumers in markets where sales were historically negligible. “Last year has seen an explosion in online sales

of Irish whiskey, and this has played a vital role in protecting many jobs in our industry which would otherwise have been lost,” he said. “While Covid-19 may have been the stimulus for this shift in consumer behaviour, it looks like this shift is here to stay.

“E-commerce is going to be an increasinglyimportant sales channel for the future, and it is already offering unique opportunities for Irish whiskey brands to breakthrough into new markets and new consumer segments.” Mr Lavelle said many brands across the country had already benefited from an increase in their e-commerce sales. Irish Distillers, the largest whiskey firm in Ireland, said global sales from its Jameson’s online store were up 200%. Simon Fay, the business acceleration director at Pernod Ricard-owned Irish Distillers, said:

“The pandemic has fundamentally changed how we think, behave and consume, which in turn has changed how we engage with our consumers.

“While we remain hopeful for the day that we can welcome guests from all over the world back to our Brand Homes, for now, the team in Midleton are very focused on replenishing orders coming through online,” he added. Other brands also reported benefits from their investment in e-commerce. Darryl McNally, the master distiller at the Dublin Liberties Distillery, which is behind brands such as The Dubliner, said it bolstered its online sales platform in April last year. It has since sold 6,000 bottles online. The Dubliner whiskey also has a new US e-commerce website for consumers in New York, New Jersey, Massachusetts, Minnesota, Colorado, and Texas.

Energy, waste and environment

Sponsored by

ENERGY, WASTE AND ENVIRONMENT

The next wave of the industrial revolution We’ve been talking about the green agenda for years now, but where does Northern Ireland sit in leading the way for clean hydrogen and electric energy production and can the private sector seize this moment to both beneﬁt ﬁnancially and help speed things up? John Mulgrew speaks to Dr John Barry of Queen’s University about the ‘next wave of the industrial revolution’

“T

here is a proﬁt-making opportunity for businesses here,” according to Dr John Barry.

“This is where the next wave of the industrial revolution is lying – the green transition.” John is a professor at Queen’s University – and a green economy expert – and has fairly frank views when it comes to what we all need to be doing here in terms of a cleaner energy future – across industry and domestic life. “The reality is this is the future,” he says. “It’s bright and it’s green – it’s up there with death and taxes.” There’s long been a call for Northern Ireland to ensure it’s at the forefront of a greener economy – from green electricity production through the use of wind farms, more energy efﬁcient homes, to a greater focus on public transport, and green public transport, and the proper development of an electric car network here. We’ve managed to up our green electricity game to almost 50% of production – crashing through a 40% target outlined in the last energy strategy, which came to an end in 2020. And in the last few weeks, Translink has begun

to roll-out its new Wrightbus-built hydrogen bus ﬂeet – as part of an overall £66m expansion of zero and low-carbon buses over the next couple of years. Turning to the private sector, ﬁrms of all shapes and sizes are embracing green energy – from hauliers such as McCulla turning their attention to anaerobic digestion, to giants of retail such as Amazon rolling out fully-electric vans here, and beyond. But the next step in improving the performance and expansion of this, along with a focus on making owning an electric vehicle a more realistic and appealing proposition, is making it a viable investment for the private sector. “We are transferring to a low carbon economy,” John says. “Getting in before the costs begin to rise is important.

“Public transport is a no brainer – it’s much more efﬁcient,” he says. “Like a lot of major cities, the lockdown massively improved the air quality in Belfast and elsewhere. However, we have seen more people driving in and not using public transport (amid the Covid-19 pandemic), but as we get on top of that, it will end. “The modal shift – how do you get people our of their cars? Belfast and Northern Ireland has the unenviable status of being the most car dependent part of Europe, with the highest levels of congestion. “The big issue is we can’t get people to leave their cars behind unless there is good, cheap public transport.

“The UK Government has a commitment to carbon neutrality by 2050 – citizens are demanding this move, a move away from the over-reliance on the internal combustion engine.”

“It’s also about reducing the need for travel. The cheapest form of travel is the one you don’t need to use – not travelling. I deﬁnitely think public transportation is an inevitable part of what a 21st century climate-resilient city needs. All of the major cities (in Europe and elsewhere) have an excellent public transport system.”

Firstly, take public transport. John says a green, zero-carbon, strong and efﬁcient public transport system is key the future here, and in particular in a city such as Belfast.

There are two elements which are key in determining the viability of a green transport system – the creation of green hydrogen (with electricity from wind and other renewable >

ENERGY, WASTE AND ENVIRONMENT

FEBRUARY 2021

ENERGY, WASTE AND ENVIRONMENT

sources as opposed to traditional coal and gas) and a competitive and comprehensive electric vehicle network. “The existing charging network was commissioned and built through the Office for Low Emission Vehicles,” John says. “We haven’t had any more added to it since. There’s an opportunity there for a publicprivate partnership – bringing the full roll-out of charging points. In the south, there are banks of Tesla chargers, for example. “That’s an example of the commercial element, including the production of the car itself. There is an opportunity here. “For me the two issues that are barriers to people choosing electric cars – the charging points and there is also a different way of driving. You suffer from range anxiety. You have to be more mindful and have a more

conscious way of travelling.”

happening already.

But for larger vehicles, the attention turns to hydrogen. Ballymena’s Wrightbus is now at the forefront of this technology – rolling out vehicles here and across the globe.

“A few years ago it (green energy) wasn’t part of the conversation. Now it is.” John believes Northern Ireland has a big part to play in the future green recovery.

“It is no good for private cars but for heavy goods vehicles, buses and trains, it is perfect,” John says. “Especially if it is generated ‘renewably’.

“The battery technology is fairly well advanced. We have buses in Belfast that are running on hydrogen – the unit costs will reduce the more we produce.

“Northern Ireland has a good (record) now – with almost half of electricity, mostly onshore wind, generated through renewables. The problem is we have to have to curtail that when the grid can’t take it. So, why don’t we produce green hydrogen with it?

“There is opportunity here. You can see large companies getting behind it – there are no jobs on a dead planet and organisations are exposed to a carbon-based investment.

“It is absolutely the way forward. We can demonstrate that through Wrightbus, we have world-leading technology that can be a market winner. It’s something we can export and that’s

“Get in while it’s cheaper – there are advantages there. We are very exposed to imports of coal, oil and gas. Largely when it comes to transportation, and we have been reliant on that. The quicker we move away from that will be better for energy security.” ■

ENERGY, WASTE & ENVIRONMENT

Taking a flexible approach to power NIE Networks is looking ahead to the future of energy, and as part of that is now launching its new FLEX project, offering financial rewards to customers in return for helping NIE Networks operate the network in a more flexible way. Jonathan Pollock, network development manager, outlines what consumers can do to get involved

IE Networks is looking towards a smarter and more flexible way of operating the network here in Northern Ireland. And its most recent innovation project, called FLEX – launching in February – will see it working directly with customers to be flexible with their electricity consumption or generation as and when the network requires it, in a bid to maintain security of supply and defer the need for some infrastructure schemes. The man heading up the team behind the project is Jonathan Pollock, network development manager, who has been with NIE Networks for the last six years. “I recently took on the role as network development manager – effectively that means I’m responsible for looking after the investment needed to accommodate growing demand on the distribution network,” he said. “That includes areas such as normal load related growth and more recently, areas such as low carbon technologies – from heat pumps to electric car chargers and rooftop solar generation. “My role also encompasses the future networks department which looks at trialling innovative solutions for the electricity network and meeting the renewables targets of the future.

The strategy will be a key influencer to the Department for the Economy’s ‘Northern Ireland Strategic Energy Framework to 2030’, which will define the government’s approach to the energy sector here over the next decade and working towards a 2050 net zero economy.

Areas marked in blue indicate the Flexibility Trial Zones

“Latest figures show that 47% of the total annual electricity consumption in Northern Ireland is being generated from local renewable sources. NIE Networks, has played a critical role thus far by providing the network connections for the renewable sources and investing almost £400m in the network to facilitate the generation. But we are now looking towards the future and the electricity network is going to be a key facilitator for the green energy transition.” NIE Networks is responsible for transporting electricity to almost 900,000 customers in Northern Ireland – throughout homes, businesses and farms. It invests around £100m annually in maintaining and upgrading the electricity transmission and distribution network. The company is also developing its own strategy on the role of the electricity network in Northern Ireland’s energy transition.

With governmental aspirations for achieving a minimum of 70% renewable energy here in the next 10 years, Jonathan says NIE Networks will play a crucial role if the target is to be met. “The network, which was designed to facilitate the flow of electrical energy towards the customer, is now experiencing significant energy flows in the opposite direction. Our role needs to evolve and move from being a static distributor to becoming a distribution system operator. “Central to that evolution are innovation projects such as FLEX which, if successful, will help to defer some of the infrastructure required to deliver future energy targets – instead of continuing to build out the network, in some cases we can do something smarter by working with our customers.” The new demand-side response project FLEX will evaluate the effectiveness of ‘non-wires’ solutions to congestion on the electricity network. Instead of installing bigger transformers, or putting more copper in the ground, NIE Networks will trial contracting with customers to adjust their electricity

ENERGY, WASTE & ENVIRONMENT

consumption or generation during periods in which the network is under pressure. That means working with customers within the distribution and low voltage network, including businesses and domestic customers and offering financial rewards to decrease or increase power to help manage the network of the future. “We are being technology agnostic and removing as many barriers to participating in the project as possible. As long as a customer meets our specification the project applies right down to domestic level technologies such as electric vehicle chargers and heat pumps.” NIE Networks has spent the last year designing and developing the project and is now rolling out the scheme for initial interest before a tender process. This month will see the company publish the 17 areas, covering approximately 15% of NIE Networks’ customer base, where flexibility could help to provide a

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solution in the future. “One key element is that it helps democratise the sector for customers. It allows customers who consume power only, as well as ‘prosumers’ – those who both produce and consume power – to play their part in our energy system and to be financially rewarded for doing so. NIE Networks will be making up to £500,000 available for customers participating in this initial FLEX trial,” Jonathan says. “If successful FLEX will be more widely deployed as a business as usual solution. It’s what’s required for the future of the network and the future of energy overall. “To deliver infrastructure, such as building overhead lines, can take time – FLEX is a potential solution which can be delivered relatively quickly and allows us to respond efficiently and manage loads on the network until infrastructure is delivered if required.

“We are now asking those interested to ‘express an interest’ in FLEX, whether that is directly or through an aggregator. We want the involvement of customers at all levels of flexible technologies such as electric vehicle charge points, heat pumps and industrial and commercial customers.” Customers can find out if they are located within one of the designated areas and how to submit an expression of interest via the NIE Networks website. NIE Networks will also be hosting a FLEX information event in February, where customers can find out more about the project. The expression of interest window will then open to customers for six weeks, with the first services expected be up-and-running in October. ■ For more information on FLEX or to register for the launch event visit www.nienetworks.co.uk/ flexibility

ENERGY, WASTE & ENVIRONMENT

Hydrogen energy: a new power player in Northern Ireland? It’s been around for some time, but hydrogen could soon play a much bigger part in our energy futures, especially in Northern Ireland. Ulster Business and corporate law firm A&L Goodbody brought together a series of experts for a roundtable discussion about what’s ahead for the technology, how it can help us achieve a greener future, and the production of hydrogen buses by Wrightbus which will be rolled out by Translink, powered by Energia Mark, you are an expert in green energy, and in particular hydrogen. Where are we at with hydrogen technology here in Northern Ireland? Mark Stockdale: The industry here in Northern Ireland at the moment is still quite small. But it is very much focused on renewable hydrogen and in the pilot stage at the moment. Northern Ireland is already quite advanced compared to other areas. The projects we have are some of the first in the UK and Ireland. While a small industry, Northern Ireland is doing quite well on the renewable side, which makes it very exciting to be involved with it. The EU and other parts of the UK are beginning to take it much more seriously. Is there scope for businesses or other organisations to get involved and begin to invest in hydrogen production/ technology? Mark Stockdale: I think there is and it’s time for businesses to take hydrogen more seriously. As far as opportunities you have hydrogen production, and also in hydrogen

technology, particularly fuel for heavy vehicles, manufacturing and other large energy users. David, if you can talk to us about the work you are doing at Energia, turning wind power in to green hydrogen, and also, how that will go towards powering Translink’s new hydrogen buses? David Macartney: Hydrogen has been used in many industries for many years… there is a skillset in Northern Ireland for managing it. Eight years ago I met with Sir William Wright (Wrightbus founder) when he had a couple of R&D people working on hydrogen buses, so this project has had a reasonably long gestation period to get the project progressed. With Jo Bamford (the new chairman of Wrightbus) coming on board in terms of buying the Wrightbus, it has been tremendous having a global industry which is coming in and pushing forward the potential for exporting hydrogen buses from Northern Ireland. We got funding for an electrolyser for our wind farm in Co Antrim. The challenge was

GUESTS Mark Stockdale Partner, A&L Goodbody Anne Donaghy OBE Chief executive, Mid and East Antrim Borough Council David Macartney Corporate development manager, Energia Thomas Byrne Director of energy strategy, Department for the Economy Jo Bamford Chairman, Wrightbus Ann McGregor MBE Chief executive, Northern Ireland Chamber of Commerce and Industry John Mulgrew Editor, Ulster Business

marrying that up with demand. We were able to progress with Translink marrying up the electrolyser with the (first) three hydrogen buses. There may be opportunities in terms of Brexit. We have a country which is quite small, but has a unique opportunity where it is EU and UK regulations.

ENERGY, WASTE & ENVIRONMENT

Mark Stockdale, partner, A&L Goodbody, John Mulgrew, editor, Ulster Business, Anne Donaghy, chief executive, Mid and East Antrim Borough Council, Thomas Byrne, director of energy strategy, Department for the Economy, David Macartney, corporate development manager, Energia, Ann McGregor, chief executive, Northern Ireland Chamber of Commerce and Industry and Jo Bamford, chairman, Wrightbus

Jo, can you tell me a bit about what’s being done by Wrightbus with its hydrogen bus technology and what the interest is at home and in the export market? Jo Bamford: We were making hydrogen, and then we bought Wrightbus. We now have around 100 buses on order for various places across the UK, and there are a lot of places around the world which are keen to take hydrogen buses off us. We are focusing on getting the products right in our home market. Hydrogen buses have been around for about 12 years… one of the problems has actually not been the bus, but how the bus has been looked after in the past. They were science experiments in some cases, with no real aftercare or service. So we are putting that in place to look after the buses as soon as they enter service. We are looking at putting hydrogen production in Northern Ireland. I would be delighted to

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connect to a wind farm or solar park. I have a real contention, which is NI is actually uniquely positioned, and you can’t afford to be either, or. NI should say ‘we aren’t going to do batteries and we are going to focus on hydrogen’. Northern Ireland can export into Europe, there are great universities and I think it should really focus on it – there’s a lot of wind and a lot of water, all of the constituent parts. Anne, how important is hydrogen to the NI economy and how do you see this growing post-Covid? Anne Donaghy: For me, hydrogen is one of the biggest tools we have in a post-Covid economy. There are huge opportunities in terms of job creation and investment. For the Northern Ireland economy it is critical that we are a world-leader in this. I agree with Jo that it is a time in which we have to push forward and grab the opportunity we now have.

We have written to the Prime Minister to set out the case for Ballymena to be the hydrogen town that he has this vision for. It’s about being a key part of the economy and getting that investment. I am so pleased the project which Wrightbus, Translink and Energia are working on – the whole circular economy and generating clean, efficient energy. What are the plans for Mid and East Antrim’s new Hydrogen Training Academy? Anne Donaghy: I’m hugely excited about it. If you want to have a successful business, you have to have people who are competent. We have become very skilled in being able to reskill people. The idea has come from looking at the future. We know there is going to be huge growth in the sector, so let’s build an academy. I want a world-renowned academy on hydrogen and I think we have all the key players to do so. >

ENERGY, WASTE & ENVIRONMENT

Ann, why is it important for businesses here to embrace greener options and head towards carbon neutrality and can you mention any standout examples? Ann McGregor: Companies have been interested in the suitability agenda for some time, but it has moved from a passive collection of data to a boardroom item. The whole policy environment has never been more favourable. The Department for the Economy and the Department of Agriculture, Environment and Rural Affairs are committed to this. You can see with Anne, that councils are engaged and starting to help. The need to be carbon neutral is right at the centre of it. Companies have been engaged before now, but it’s becoming a bigger contribution. Hydrogen has got to be part of the solution, and it is gaining momentum. Companies such as Encirc (Co Fermanagh-based glass manufacturer), they have a big site in Elton in England. They are going to be able to get access to a source of energy by 2024 and are working with a company call HyNet which will be able to store hydrogen for them. Thomas, what’s the current government focus on green energy, its targets and in particular, interest in pursuing hydrogen? Thomas Byrne: The key work strand for us in the Department for the Economy is developing

a new Energy Strategy for Northern Ireland which is about setting the direction of travel for energy policy. We have taken an approach which looks at heat, power and transport together. That is a really important part of taking that whole system approach. Hydrogen came through in a number of areas (following a call to evidence). The work that we have done since then, setting up a number of working groups, has been looking at that evidence provided and some of those opportunities around hydrogen. We see it in a number of areas. There’s the power side of things. We have had real success in renewable electricity. That is a real asset for us in Northern Ireland. In fact, we produce so much renewable energy that it can’t get on the grid. Something like an electrolyser can make the most of what we have. It’s not just power. There are areas around heavy goods vehicles, buses, air and sea travel. Hydrogen offers up a number of opportunities across these. Do we need incentives to get private sector companies on board? Thomas Byrne: I think that is something which we are looking at through the strategy, but government policy will play a key role in driving this.

David Macartney: We should be ambitious with this. Is there something we can do in Northern Ireland as the only devolved nation to reach that 20% of injection of renewable hydrogen into the network. What impact, if any, will Brexit have on hydrogen production and imports/ exports? Mark Stockdale: It’s fair to say the industry is so small in Northern Ireland that it hasn’t been negatively impacted by Brexit, and the fact that we now have a trade agreement with the EU is very positive. That covers tariff-free trade on goods generally – that comes down to the origin of the goods. I would have thought that if the hydrogen was created in Northern Ireland, you are looking at a scenario where it can be traded freely within the EU. We are in a unique situation as we have access into the UK market and now potentially into the EU market – if you were going to put a hydrogen production facility anywhere, then Northern Ireland is a good place for it. Ann McGregor: Ultimately we should be a good spot for (future) investment… we could be a good test case. We all know each other. If someone needs to talk to a minister or a council and wants them to come on board, we can make these things happen.

ENERGY, WASTE & ENVIRONMENT

Buta Atwal, Wrightbus, Peter Johnston, Mayor, Mid & East Antrim Council, Jon Duff and Joe Scott, Clean Power Hydrogen, Economy Minister Diane Dodds, Mark Welsh, Energia, Jo Bamford, Wrightbus and David Surplus, B9 Energy Storage with one of the new hydrogen buses

Anne Donaghy: What we have noticed is that there is a huge increase week-on-week of freight coming from Dublin and Cork and they are using Larne Port and Belfast. The level of trafﬁc is increasing and that can only be good for Northern Ireland. How realistic is it that we will see homes or businesses being powered by hydrogen? Jo Bamford: Hydrogen in the heating grid is not something very feasible. The reason you start with buses is because the equivalent price of running a bus on a kilo of hydrogen is about £6.20. The equivalent of running a house is about £1.50 a kilo on hydrogen. Ultimately, you need the supply chain to cost less to be able to make hydrogen at £1.50 a kilo… there needs to be a production in Northern Ireland, at scale, in the next 12 months, built. I have been pushing to get money to build one in Northern Ireland and bring jobs to Northern Ireland. Mark, are you getting new enquiries around hydrogen, or expecting to? Mark Stockdale: A lot of companies are certainly looking at it but I don’t think hydrogen has reached the point where there are serious investment opportunities

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for companies yet. The EU is considering pumping massive amounts of money into this area so it is certainly something that people should be considering. Anne Donaghy: In 12 weeks I will have the training academy launched and at this stage we have a list of companies

wanting to get in – looking at how they can get involved or how they can make the change themselves. Thomas Byrne: When we talk about the hydrogen economy it’s about looking at the whole thing holistically, and how we progress this. ■

Mark Stockdale is a corporate partner in A&L Goodbody’s Belfast ofﬁce, with a focus and particular expertise in the energy sector. He has extensive experience advising sponsors, lenders and developers on the ﬁnancing and construction of large scale infrastructure projects, particularly in the natural gas and renewables sectors. He also advises on the acquisition and sale of large scale infrastructure projects, complex contracts and on joint ventures within the infrastructure sector. In addition, Mark is one of the leading experts on energy regulation in Northern Ireland. He can be contacted at mstockdale@algoodbody.com

ENERGY, WASTE & ENVIRONMENT

Infrastructure Minister Nichola Mallon, Translink interim chairman Dr Mark Sweeney and group chief executive Chris Conway with two of the buses

Translink: zero emission vehicles to assist with green recovery As Northern Ireland and the rest of the UK and Ireland heads towards an ambitious target of net zero carbon emissions, Translink has now signed a deal for 100 new clean buses. Its group chief executive Chris Conway looks at the journey ahead

ranslinkâ&#x20AC;&#x2122;s plans for net zero emission transport in the postCovid world have taken a major step forward with the recent signing of a contract to provide 100 zero emission buses for use on our network.

Representing a substantial investment of around ÂŁ50m, the programme includes buses supplied by Ballymena-based Wrightbus, alongside associated infrastructure. Translink is proud to be at the forefront of

this revolution in public transport, with one of the largest orders for zero emission vehicles in the UK. This will help address climate change and deliver a better, greener and more sustainable future for everyone, as well as support for a major local manufacturer.

ENERGY, WASTE & ENVIRONMENT

One of the new hydrogen buses

The order forms a key part of Translink’s Net Zero Emissions Strategy and will be fundamental in addressing the challenge of climate change, as well as enabling us to build back with healthier, greener transport and facilitate a sustainable recovery from the pandemic.

Translink priority and as we look forward to a world beyond Covid-19, a sustainable recovery must be front and centre.

The vehicles will initially be deployed to Metro and Foyle Metro services in Belfast and Derry~Londonderry and are expected to be in service by 2022, joining a number of hydrogen-powered vehicles which entered service in Belfast in late 2020.

Tackling climate change and encouraging healthier, sustainable transport options will be priorities for everyone in the years ahead – by definition, bus and rail travel is already more sustainable and better for our environment than travel by private car, and becomes even more so when new technologies are harnessed, thus helping to reduce carbon emissions and congestion on our roads and providing greater scope for active travel and healthier lifestyles.

As well as reducing emissions, the new vehicles will have additional safety features and enhanced comfort and accessibility, making public transport a more attractive and efficient alternative to private cars going forward. The vehicles will also align with the Translink Future Ticketing System, set to be introduced later in 2021, and will have wi-fi and USB capability. Investment in a zero-emission fleet is a key

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I am delighted that Translink is leading the way towards a greener future, ushering in a new era for public transport.

This will only grow in importance in the years ahead. In recent years, more and more people have been turning to public transport as their

primary travel option – in 2018/19, we witnessed record passenger numbers of 84.5 million journeys, our highest such figure in 20 years. We are confident that this will continue to grow in the years ahead, with ongoing investment and with sustainable transport placed at the centre of the recovery. Translink has further ambitious projects to come with our goal of zero emission public transport across the entirety of our bus and rail network in Northern Ireland by 2040. We look towards a ‘greener’ future with confidence as a post-Covid society develops – as our own journey to net zero emissions transport progresses, we will continue to work collaboratively with our stakeholders to harness a shift towards more sustainable transport and a healthier society. ■ To find out more visit www.translink.co.uk

INTERVIEW

We don’t want to end up seeing ‘not applicable in NI’ We’re now on the outside. So what have the ﬁrst few days been like for trade into and out of Northern Ireland? John Mulgrew speaks to Seamus Leheny of Logistics UK about the initial problems, empty supermarket shelves, GB traders not being prepared, online retailers pausing NI operations and our new relationship with the EU

he first hand impact many of us experienced following the end of the Brexit transition period was when Amazon decided it was no longer going to send you that special bottle of something. The online giant has paused much of its food and drink deliveries to Northern Ireland amid the first few days of life officially outside the EU.

But for our transport companies and hauliers, the problems were much deeper and on a larger scale – from 15 lorries from one ﬁrm arriving with the incorrect paperwork, to GB ﬁrms unaware of their requirements, delays and companies facing barriers when trying to get their lorries back laden, from GB. “It has been really intense since New Year’s Day and we’ve been faced with a lot of

challenges and problems,” Seamus Leheny told Ulster Business. “Some of them were inevitable due to the deal being agreed between the UK and EU, and the rushed guidance which has been given to businesses. “The problems that we faced over the ﬁrst few days: one, from a customs perspective. Primarily, suppliers in GB just haven’t been

INTERVIEW

There is a bit of an improvement happening now. A lot of businesses were closed over Christmas and New Year. What they have done is probably postponed deliveries to NI for a few days just until they get on top of these procedures.”

such as Amazon had to make the call before (a deal was reached) to say ‘we have to suspend certain products and lines going to Northern Ireland as we simply don’t know if those goods will be legal when they arrive in NI’.

For consumers, the immediate impact came as some major UK high street retailers – along with a host of smaller companies online – paused or stopped shipping to Northern Ireland.

“Once you stop the engine it takes a while to get it back up-and-running again, so we should see the reimplementation of a lot of those online certain and products coming to Northern Ireland.

“Some of it is temporary,” Seamus says. “As long as it is still profitable to move goods to Northern Ireland, businesses will still do that, even if there is extra admin involved.

“What I would be worried about is government leaving this to the last minute again in March and trying to get another derogation. We need to deal with this now.”

“What we are seeing at the moment… there is some confusion around the grace period on food. The Government announced there was a derogation for three months, where you wouldn’t need a certificate to move food into Northern Ireland, which was brilliant.

Seamus says many of the issues have focused on a lack of clarity and whether companies are required to complete a customs declaration. And it became quickly apparent that one of the biggest hurdles continues to be around ‘groupage’ – whereby there are parcels and products from a range of different sources in one load.

“But a lot of producers thought that was a by-ball on all SPS formalities. What they didn’t know is you still need to pre-notify those arrivals coming in for the Department of Agriculture, Environment and Rural Affairs (DAERA). That meant going on to an IT trace system, and you are outlining ‘this is the food arriving, this is when it’s arriving and here is who has shipped it’.” Seamus Leheny

fully over the detail of what they need to do to continue moving goods to Northern Ireland. “We had a larger producer in GB which had 15 loads of produce come to Northern Ireland and not a single one could be collected because when they arrived they were asked for the customs reference numbers and they got that thousand yard stare. They simply didn’t know. “I think GB businesses have been focused on the future relationship with continental Europe and the rest of the world and I think there has been downplaying between GB and NI. “In that case, the hauliers have had no choice but to suspend collections. Without customs declarations being done, you simply won’t be able to ship from GB to NI.

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Seamus says on the first day and first ship – which had around 15 lorries – around six were pulled over to the border control post. He says that “a lot of companies were caught on the hop” as they didn’t have the pre-notifcations. “That’s been a problem for a few days. We hopefully will see an improvement in this but we will see a lot of problems for the weeks ahead. “(With online deliveries) it should be and we are hopeful that it will only be temporary. The problem with that is the grace period. We have been given a grace period of three months. There is no requirement for any customs for parcels going in to Northern Ireland going directly to consumers. “With business to consumer, there is no need for customs. A lot of businesses and couriers,

“A lorry of parcels typically has between 5,000 and 6,000 items, so you can imagine the workload and having to do a delegation for every single one of those,” he said. And as for EU to Northern Ireland trade, some companies are already throwing us in the same bag as the UK as a whole, many not realising Northern Ireland remains within the single market. One concern is that if goods are passing through GB, but ending up in NI, they will have to raise a transit document. That’s another burden and cost of around £20. “We don’t want consumers to lose out. When you are watching television at night and you see the car insurance ads and that bit at the bottom ‘not applicable in Northern Ireland’. That is what the big fear is. “Goods leaving here are fine. I spoke to one haulier. They had sent 285 lorries to GB… but they only had 100 coming back laden. Supply chains going out are fine, but coming back we have the two frictions – the customs not being prepared or the prenotifications not being done.” ■

ENERGY, WASTE & ENVIRONMENT

Nathan Wakefield, Equitix with Agriculture, Environment and Rural Affairs Minister Edwin Poots and Brett Ross, chief executive, RiverRidge, during a visit by the minister to the EFW facility, Full Circle Generation, in Belfast in 2020 where the minister committed to seeing household waste diverted from landfill

RiverRidge celebrates 10th birthday with further commitment to innovation and environment

n February 2021, RiverRidge celebrated its 10th year of operations. After purchasing Coleraine Skip Hire and Recycling in February 2011, RiverRidge grew the small family run skip hire business into Northern Ireland’s leading waste management company, employing over 280 people. The company’s success over the last 10 years has been due to its unwavering commitment to innovation, and desire to improve the sustainability of the environment we all live and work in. Landfill diversion In 2011, Northern Ireland lagged the rest of the UK and Ireland in the diversion of local authority waste from landfill. This metric was a fundamental part of the UK’s waste

management strategy and a starting point for any sustainable economy’s commitment to protecting the environment. The widely accepted ‘Waste Management Hierarchy’ provides a guide for economies seeking to improve their overall sustainability in terms of waste management. The hierarchy ranks the six broad categories of waste management in order of preference with landfill (disposal) at the bottom and prevention at the top.

The Waste Management Hierarchy

It was this policy direction and the need for the UK to meet the then agreed Landfill Directive commitments that led to the introduction of the Landfill Tax Scheme in 1996, where a standard rate of tax that increased each year, was applied to any waste being landfilled. The tax started at £7 a tonne in 1996, increasing to £40 a tonne by 2011. The scheme played a key role in driving down the UK’s landfilled waste from 50 million tonnes in 1996 to under 28 million tonnes by 2011. While Northern Ireland’s local authorities had responded to the cost increase associated with the new tax, increasing their level of landfill diversion from 9% in 2002 to 33% in 2011, there was limited line of sight on how continued diversion would take place over the coming years. EU enforceable penalties on member states that failed to achieve the

ENERGY, WASTE & ENVIRONMENT The next 10 years and renewables Most recently, RiverRidge has begun focusing on how much further up the waste hierarchy they can move their solution. The company recently commissioned a washing facility at their Craigmore site – the first stage of a fully integrated mechanical and biological treatment process.

Some of the most advanced recycling technology available introduced at the Craigmore Site in Garvagh in 2011

targeted landfill diversion rates were part of the Landfill Directive and so financially, Northern Ireland’s local authorities were concerned at the lack of a tangible landfill diversion strategy. At the time, neither the public sector nor any private operators had invested in any meaningful way into infrastructure, that would ensure residual waste not suitable for recycling could be diverted from landfill. While various large scale public procurements to build three large waste to energy facilities had begun almost four years earlier, none had progressed to any great extent and in time, two eventually collapsed. In 2011, Northern Ireland was therefore woefully underprepared for the future. RiverRidge’s entry into the sector This was the backdrop to RiverRidge’s entry into the sector in early 2011. The company seized the initiative and within six months of the acquisition, had completed construction of its first waste recycling facility. The facility, located at its Garvagh site, included some of the most advanced recycling technology available at the time. Investment into technology The company invested in near infra-red separation units that scanned waste continuously, using micro jets of air to separate out selected materials such as plastic films. After an initial pilot project proved the potential of the plant’s capability to segregate waste effectively, RiverRidge was awarded a multi-year contract to treat the former Coleraine Borough Council’s residual waste streams. The contract immediately led to a significant increase in the level of waste diverted away from landfill. The landmark procurement changed the way

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local authorities approached waste disposal and within five years, RiverRidge was handling over 200,000 tonnes of residual waste a year from six different councils. The impact on Northern Ireland’s diversion figures was immediate and by 2015, the region was well on its way to meeting its 2020 diversion targets. Energy recovery Core to the diversion of waste from landfill is the use of non-recyclable waste as a fuel to replace traditional fossil fuels. Level two of the waste management hierarchy is energy recovery and so the process of creating Refuse Derived Fuels (RDF) is considered the first stage of improvement from landfill. Waste to energy facilities designed to take RDF have existed across Europe for many years and along with the use of these fuels within the cement manufacturing sector, created a ready market for the RDF, which RiverRidge began manufacturing in 2013. In the last 10 years, the RDF created in Northern Ireland has increased from around 3,500 tonnes to over 140,000 tonnes a year, with RiverRidge generating the vast majority of this. This development played a key role in ensuring that Northern Ireland’s exposure to European penalties were avoided. In 2018, RiverRidge commissioned a locally based purpose-built waste to energy facility, which further improved the robustness of their offering to local authorities. However, despite RiverRidge’s capacity to manage over 80% of the residual household waste created by all of Northern Ireland’s local authorities, and the environmental and financial benefits associated with this, there are still several local authorities sending their waste directly to landfill.

Under the process, RiverRidge will be able to extract all residual organic and food waste previously trapped in the waste stream, processing this material to a point where it is converted into a certified soil improver. This will also allow the company to generate additional levels of renewable energy and in time, even a renewable vehicle fuel that could be used to fuel its own collection fleet.

The recently commissioned washing facility at the Craigmore site

The £25m project is one of the most ambitious and innovative projects RiverRidge will have tackled in its 10-year history but one which most addresses the need to find a solution to the growing levels of CO2 in the atmosphere. By developing a natural soil improver, they will be able to displace manufactured chemically based fertilisers and improve the bio-culture of not only Northern Ireland’s agricultural lands, but potentially even those further afield. By continuously striving to improve their offering, RiverRidge remains one of the UK’s most influential waste management providers. Their efforts to date have helped Northern Ireland meet several of its environmental targets and placed the region on a sound footing for the more demanding targets contained within the Circular Economy Package. RiverRidge starts its next 10 years with a series of exciting projects and hopes that in that time, the environment we live in will be improved in some way because of the developments the company is investing in today. ■

TECHNOLOGY

NI tech ﬁrms won £46m in funding during 2020 By Emma Deighan

ech companies here raised a record £45.6m in investment last year, creating more jobs at better salaries than any other sector, according to a new report. Tech Nation, a growth platform for tech companies, said the figure represented the Northern Ireland tech sector’s most profitable year yet. It’s 50% more than what it raised in its last count in 2018. Back then new tech start-ups in NI raised £30.4m through capital investment. As a result of the investment the IT sector offered more jobs in 2020 than any other field here, ahead of healthcare, nursing, accounting and finance. Tech jobs here pay an average of £43,000.

And in Newry, 15 new tech roles have been created at Glantus’ new NI operation, which launched recently with £75,000 support from Invest NI. Dr George Windsor, head of insights at Tech Nation, said: “NI’s strong investment levels, despite the challenges of the past 12 months, are something to celebrate. “From established ﬁrms to start-ups, tech companies across the region have come together to form a supportive ecosystem, making it a welcoming place to launch a new venture. This is a great opportunity to understand what more can be done to ensure that Belfast and NI’s tech sector continues to thrive.”

The report comes as tech ﬁrm SustainIQ secured a six-ﬁgure investment from a syndicate of HBAN (Halo Business Angel Network) Angel investors and Co-Fund NI, managed by Clarendon Fund Managers.

Jason McKeown, chief executive of medical technology ﬁrm Neurovalens, said: “When we started Neurovalens, there was only the whisper of a start-up hub in Belfast. Now the ecosystem has really developed, with a wealth of co-working spaces, innovation grants and meet-ups.

It will allow the company, which helps organisations to monitor social, economic and environmental impacts, to expand its presence here and in the Republic.

“Six years on, the city is a phenomenal place to launch a tech company and we couldn’t be prouder to be part of such a thriving industry.”

Last year, Belfast was ranked as one of the best cities in Europe for tech firms according to fDi Intelligence, taking into account measures such as economic potential, innovation and attractiveness, and foreign direct investment performance. Minister for Digital Caroline Dinenage said: “All regions across the UK are benefitting from the tech industry. Belfast’s engineering heritage has laid the foundations for a tech industry rich in technical skills and passion, and one that is employing thousands of people.” There are currently 806 open tech roles in NI, with 516 of those in Belfast. The Tech Nation data also revealed that IT workers here, on average, earn more than £10,000 than their non-tech counterparts. The report said these new findings reflected the reliance on technology during the coronavirus pandemic, as businesses and consumers took work and life online. As a result, tech companies and skilled tech workers have been more in-demand than ever here. This increased need for specialist staff means tech workers across the region can command larger salaries. ■

Jobs & recruitment

JOBS & RECRUITMENT

The jobs market: who’s hiring? We’ve experienced a shake-up like no other, record job losses and sectors on their knees. But at the same time, other industries and areas are seeing a surge in both demand and hiring. John Mulgrew looks in detail at some of the ﬁgures and projections for our workplace in 2021

s Northern Ireland enters 2021 with Covid-19 – like much of the rest of the world – the demand for certain roles and jobs here has certainly changed dramatically. Sectors which were once booming, such as hospitality, travel and tourism – buoyed by ambitious targets to double visitor spend here by 2030 – are now floundering, while others have seen swathes of widespread redundancies. But according to recruitment firm Staffline, overall vacancies here are on the up, while Northern Ireland vacancies have been the most steady in the UK in recent months. There has been growth throughout November and December, with Derry and Strabane appearing among the top five areas for vacancy levels. Looking at some of the figures provided to

Ulster Business, it’s clear where the trends are emerging, and the impact the last few months has had on the sectors. Catering and hospitality vacancies listed by Staffline in Ireland in 2020 stood at 124 – down almost half on the 231 a year earlier. Meanwhile, engineering roles stood at 291 in 2020 – down from 472 in 2019, while production and manufacturing followed similar trends, with 575 and 813 respectively. Retail, however, has seen an uplift – with 89 roles in 2020, up from a figure of 64 a year earlier. And looking at the wider jobs market here, there were almost 1,400 active positions being recruited on NI Jobfinder (as of the middle of January). And while certain sectors are more buoyant than others, there remains a wide swathe

of posts available. That includes around 42 pharma roles in Northern Ireland, with positions within companies involved in the ﬁghtback against coronavirus, directly, including Randox. And Almac is also on the hunt for a host of roles here – including biostatistician, laboratory technician and project managers. It is supporting around 80 separate research programs to accelerate Covid-19 treatment. “While 2020 was challenging in some sectors our 2021 Salary Guide survey, which will be released shortly, found that 73% of employers in NI intend to hire in the next 12 months, with almost 80% of those telling us they will

JOBS & RECRUITMENT

be recruiting to meet peaks in demand.” John Moore, managing director of Hays NI, told Ulster Business. “Around 60% of those surveyed told us they plan to hire permanent staff.

course vary depending on sector. Perhaps unsurprisingly IT is the area where new recruits are most in demand as 95% of employers in the sector intend to hire new staff in the next 12 months. Engineering is also a sector noting quite high demand, with 80% of employers saying they plan to hire.

“When we look at the qualities employers are seeking, we’re seeing particular demand for skills in operations, ﬁnance and management, with soft skills such as problem solving, communication and the ability to adopt change also cited as being important by around half of the local employers we surveyed.

“Interestingly, 90% of employers we spoke to in hospitality, leisure, tourism and sport said they plan on hiring in the next 12 months – perhaps indicating conﬁdence that their industries can bounce back whenever Covid-19 restrictions do eventually start to be relaxed.

“The outlook for recruitment does of

“That obviously won’t happen in the short

FEBRUARY 2021

term but provides some encouragement for later in the year.” Returning to currently available posts, according to NI Jobfinder, on the retail end, there’s a focus on roles across key and essential businesses, such as positions within supermarkets or warehousing – Lidl chiefly among many of the advertised roles here. As far as office-base roles go, hiring appears to be continuing across roles such as finance, HR, media, marketing and legal, along with other professional services. However, one of the few areas which had no active recruitment at the time of going to >

JOBS & RECRUITMENT

Conor Lambe

print was travel and tourism – with lockdown ongoing and global travel restrictions still in place.

introduction of more stringent coronavirus restrictions,” Danske Bank chief economist, Conor Lambe, said.

There were also just a handful of roles within the hotel and catering sector, as many firms remain closed and only essential businesses open.

“With a further six-week period of restrictions coming into effect in late December 2020 and expected to be in place until at least the first week of February, the economy is also likely to experience a challenging first quarter of 2021.”

According to the latest survey from Danske Bank, while the extension of the furlough scheme until the end of April will continue to provide some support to workers in impacted sectors, data shows “there has been some deterioration in the labour market and, unfortunately, further jobs losses are expected as many firms remain affected by coronavirus restrictions and the economic recovery from the pandemic is likely to be a gradual one”. “The economic recovery is expected to have stalled in the fourth quarter of 2020 as higher numbers of Covid-19 cases led to the

The bank is forecasting the average number of employee jobs will fall by 3% in 2021, following a projected decline of 0.3% in 2020, and expects the unemployment rate to increase to an annual average of 6.7% in 2021, reaching a peak of around 7% in the second quarter of this year. “Given they are among the most adversely impacted by the coronavirus pandemic, the bak expects significant job losses in consumerfocused sectors in 2021.

“Accommodation & food services and arts, entertainment and recreation are forecast to experience contractions in employment of 7.6% and 7.3% respectively. Similarly, employment in the wholesale & retail trade sector is also expected to decline by 4.8% in 2021. “For the construction sector, the reasonably strong rate of jobs growth expected in 2020 is unlikely to be repeated with employment projected to contract by 2.4% in 2021. And the manufacturing sector is expected to experience job losses in both 2020 and 2021. “In 2021, the administrative and support services sector is projected to experience a decline of 5.4% in the number of jobs and employment in the professional, scientific and technical services and the information and communication sectors is forecast to decline by 2.1% and 1.0% respectively.” ■

JOBS & RECRUITMENT

Is it time to look at Brexit workforce planning? Businesses are already dealing with the massive impact Covid-19 has had on operational practices and now with the end of the transition period post-Brexit, it raises many new questions for employers and employees. Helen Hardy of BeyondHR takes a look

e are still without complete clarity on the Brexit process and how this may impact businesses in the long run. Therefore, firms must now carry out its Brexit workforce planning to adapt where necessary, take control of the situation and avail of new opportunities as we wait to discover what the new normal will be. Many firms employ globally mobile employees and as immigration law changes, it will be more difficult to bring skilled workers into businesses â&#x20AC;&#x201C; thereby impacting significantly on the talent pool from which organisations can choose. This means that employees in Northern Ireland with specific skills will be in greater demand, making it harder to retain valuable employees and very much placing employees in the box seat. Alternatively, this provides an opportunity for firms to re-evaluate their business, identifying skills gaps and upskilling employees to develop talent from within.

That being said, some companies will continue to bring in migrant workers and be willing to do the extra paperwork required (having to register, sponsoring workers and a mountain of administration tasks to be completed), however for many this may be an arduous task and not always possible. When the UK left the EU on January 31, 2020, the Withdrawal Agreement governing departure set an 11-month transition phase which ended on December 31, 2020 â&#x20AC;&#x201C; with the deadline for extending this date now passed. Many items remain unclear and naturally employers and employees are growing concerned about what happens next. With many already concerned about job

FEBRUARY 2021

Helen Hardy

viability following Covid-19 it is paramount firms ensure that workers are kept informed during this uncertain period. With many open questions hanging in the air regarding the expected shape of the labour market as well as changes to the law and immigration policy, businesses should endeavour to ensure they have the necessary skills and workforce in place to meet business goals. Conducting Brexit workforce planning enables firm to prepare for alternative scenarios by trying to understand what the future may look like. With no trade agreement, companies may find it difficult to import and export goods as they regularly would, this could then have a knockon effect on entire workforces as companies are forced to restructure their business in order

to reduce costs in response to a decrease in sales. Restructuring the business may be a more favourable option to redundancy but this poses legal risk and needs to be carried our lawfully. By having flexibility in contracts, it would enable firms to retain valuable employees whilst responding to changing business needs. With the unclarity surrounding exact Brexit terms potentially continuing for the couple of years, firms should start planning now to minimise risk to business performance and workforce ability. Firms can seek help from HR companies as they navigate their way through Brexit implications to ensure that they are equipped to deal with the various new scenarios that may arise. â&#x2013;

ANALYSIS

Recklessly unprepared UK has hit Brexit storm It’s now a month since the transition period ended. But there’s been serious disruption both here and in the Republic, as UK ﬁrms were thrust, largely unprepared, into the Brexit storm. Stephen Kelly of Manufacturing NI takes a look back at the ﬁrst few days and the areas of business coping better than others

nyone who keeps a close eye on how our electricity is generated will know that we’ve had an unusually calm winter so far. Cold at times, damp as always, but the wind has barely blown enough for the turbines to make a full rotation. While the new year weather has arrived with barely a whimper, the winds of change are howling through our economy as we begin 2021. On January 1, despite all the warnings, a recklessly unprepared UK with little more than the ﬂimsy Trade and Co-operation Agreement for protection thrust its business community out into the teeth of a Brexit storm. The result has been sadly predictable.

Leaving the Customs Union and EU’s single market was only ever going to cause turbulence. Tariffs were always a worry, but it is the non-tariff barriers such as customs formalities, rules of origin, conformity assessment and more which cause the real hurt. The surprising thing is that this has come as a surprise to many of Britain’s industries. They were fed a narrative that it would be business as usual and that there is no border in the Irish Sea. There was no detail until just

after Christmas and the deal with the EU was promoted as the best thing since sliced bread… those now wrestling with complex rules of origin now know that simply slicing the bread would not be ‘sufficient processing’ to benefit from tariff free trade. No one takes any pleasure in that, particularly here where much of the turbulence of the first few weeks of the NI Protocol has been caused by GB businesses unaware, unprepared or unwilling to understand the new responsibilities for shipping goods to Northern Ireland. While what we make and move continues to enjoy unfettered access to Britain and the EU, with firms reporting strong demand and sales, undoubtedly significant new friction is hurting supply chains. To be fair, thanks to the work by officials in our ports, the new Trader Support Service and the unsung heroes in our logistics industry, the border in Belfast is working well. What’s taking six minutes here takes six hours where the UK’s Brexit border lands in Dublin. However our biggest challenge remains getting businesses in England, Scotland and Wales both equipped and still keen to be our suppliers. In the meantime, our local businesses are finding a way to get stuff done by reorganising

where they get their raw materials and by reorientating transport routes. There is much still undiscovered in the thousands of pages of new guidance published between Christmas and New Year’s Day and since. In those depths likely lurks some nasty surprises. The issue with steel is a case in point. While we were all tucking in to our turkey dinners, the taxmen and women at HMRC were wading through the UK’s new deal with the EU. They discovered that the UK’s tariff quota in the deal likely didn’t take account of the NI Protocol and that a 25% EU tariff defence could be applied to Rest of World steel. A quick attempted ﬁx was shared with UK steel suppliers and service centres on December 31, but it became apparently later that week that if steel was sent to NI that the UK’s quota would quickly expire meaning the 25% tariff would be applied. Thankfully after a deep dive, eight days of hard work by many and some

ANALYSIS

support from the EU a solution has been found and agreed and our strong and critically important engineering and construction community can continue to be competitive. There’s undoubtedly other issues as yet to be found but having to be resolved in real time as parliamentarians, including some of our own, took away the time to uncover problems, ﬁnd ﬁxes and allow

business to adapt. While there will be many unknowns, there are problems which we had spotted and already ﬁxed including the VAT margins scheme on used cars, food groupage, unnecessary customs on Royal Mail deliveries from here to the EU and lots more areas identiﬁed to be improved or removed. A cliff edge awaits at the end of the SPS grace period, the rules of origin on moving EU goods through GB to NI, transiting through Dublin Port, labelling, pallets, apportionment of ‘at risk’ goods, EU customs recognising our goods as different from those from elsewhere in the UK and more. After the problem solving, there’s urgent work to develop out a new proposition which capitalises on our new, unique trading position which will be attractive to investor and home grown businesses. There are undoubtedly choppy waters ahead but there is already plenty of evidence that hard work, pragmatism and good relationships can help us navigate ourselves through whatever storms 2021 throw at Stephen Kelly us. ■

FEBRUARY 2021

NEWS

PwC ofﬁce to include yoga and GP services

Margaret Canning speaks to Kevin MacAllister, who heads up PwC in Northern Ireland, about plans for its new ofﬁce in the heart of Belfast city centre

he new ofﬁces of one of Belfast’s biggest employers will offer staff a nail bar, GP services and yoga classes, its boss has said.

Kevin MacAllister, NI regional market leader for accountancy and consulting firm PwC, said it hoped to move some of its 2,300 staff to the new £70m Merchant Square building in the summer. He said PwC had not wavered in its plan to move, first announced in 2018 – despite the adoption of working from home as a result of the pandemic. There is space for 3,000 people in the nine-storey block, developed by Gareth Graham’s Oakland Holdings. Mr MacAllister said: “Undoubtedly the world of working and how we deliver professional services will change, but it’s not either/or, office or homeworking. We’ll be

into a much more blended, flexible working regime.” But he said an office is needed for an organisation of its kind. “What we do is collaborative, you need an office, a facility and a focal point to come together.” He said the practice has consulted with staff on what they’d like in the office. “We’ve been developing it quite closely with our people, and quite a significant part of the floor space will be a wellbeing area. “We’ll be providing things like onside healthcare with GP services, yoga classes, nail bars - anything that has a wellbeing angle to it.” Mr MacAllister stopped short of saying that attendance in the office would be compulsory, adding that the firm wanted to move on from

a culture of presenteeism. “Never say never, that someone working for PwC won’t be able to work full-time on a remote basis. “We’re trying to bridge the gap between home and office and sort of blur the lines a little bit, so you make an office an extension of home. “It’s about creating an environment that people want to come to as opposed to an office people have to show up to. “It’s an end to this idea of presenteeism and instead have a very flexible environment for people to move in and out of.” Mr MacAllister said he also believed large employers had a responsibility to support other businesses like hospitality and retail by returning to their city centre offices where possible.

Risk management & security

RISK MANAGEMENT & SECURITY

Trading through a fresh wake Ensuring your business is protected not only includes brick-and-mortar, or data. Trade credit insurance, providing cover to thousands of ﬁrms across Northern Ireland, has had a spotlight shone on it, both with the Government’s extension of its £10bn guarantee to the sector until June and with Brexit now a reality. Ulster Business looks at the increasing demand and importance on the outside

hile the business community was expecting turmoil in 2021, it didn’t forecast a double-hit of a global pandemic along with the direct impact of an exit from the EU.

underwriters to keep credit lines in place on businesses considered most vulnerable to the challenging post Brexit trading conditions, otherwise there could potentially have been serious disruption to supply chains”.

“With an increase in the projected number of insolvencies due to both the pandemic and increased trading costs related to Brexit the demand for credit insurance has increased exponentially,” Nigel Birney, head of trade credit and surety Northern Ireland, Willis Towers Watson, tells Ulster Business.

Trade Credit Insurance insures suppliers selling goods against the company they are selling to defaulting on payment.

He says the recent announcement by the UK Government that it will extend its £10bn guarantee to the UK credit insurance sector until June 30 “reﬂects the pivotal role of credit insurance in not only helping to business recover from the unprecedented impact of Covid-19 but the scheme also enables

And with coronavirus and businesses struggling to pay bills, there is a risk of having credit insurance withdrawn, or premiums increasing to unaffordable levels. “The unprecedented levels of uncertainty in the domestic and global economies has made managing trade credit risk an incredibly difﬁcult task,” Nigel says. “What is certain is that over the coming

months and medium-term businesses will find it harder to get paid, it will take longer, and they will not get paid at all if a customer fails. “In the post-Brexit era credit insurance will continue to enable businesses to trade with confidence knowing that should a customer default in payment either because of insolvency or cashflow difficulties, they will not suffer financially. “Credit insurance also provides policyholders with extremely detailed market intelligence on their customers and prospective customers to enable more informed commercial decision to be taken to enable them to grow their business safely. “Most major credit insurers also provide an integrated debt collection service which can be extremely useful, especially when exporting, as

RISK MANAGEMENT & SECURITY

the insurers have locally based debt collection teams across the globe.” The need and demands have changed considerably over the last few months. According to Nigel, companies would have only reverted to credit insurance when exporting high-value loads. “Historically companies would generally have only considered credit insurance for protection when exporting however the risk landscape has changed significantly with most local businesses requiring credit insurance to cover sales within the UK and Ireland and with the significant increase in the projected number of insolvencies due to both the pandemic and increased trading costs related to Brexit the demand for credit insurance has increased exponentially,” he says. “Due to the prevailing uncertainty in the UK economy and in order to ensure that credit lines with insurers are maintained in order to prevent potential disruption to supply chains businesses are encouraged to take ownership of their own credit rating and be prepared to share management information with underwriters on a regular basis

FEBRUARY 2021

Nigel Birney

“As companies look to continue trading through Covid-19 and in the new post Brexit era access to working capital may be critical for many businesses and having credit insurance can improve access to such facilities and improve a company’s credit risk profile as many banks and commercial funders accept credit insurance as an additional means of collateral.” Among the sectors reliant on credit insurance is construction. It plays a significant role in the industry, giving businesses throughout the supply chain the confidence to trade with one another. “The coronavirus pandemic has created

problems for many businesses,” according to the Construction Leadership Council. “Given the sudden disruption to economic activity, reduced cashflow and the resulting increased risks of insolvency and default in the market, businesses have seen trade credit insurance withdrawn, premiums increasing significantly, or the level of cover offered reduced. “The withdrawal of cover could cause further difficulties for businesses, by placing pressure on liquidity, necessitating changes to payment terms, and depriving SMEs in the construction sector access to trade credit, on which they depend.” ■

INTERVIEW

James Leckey: I was meant to do this, I’m meant to be here Serial entrepreneur and inventor James Leckey talks with Emma Deighan about how his new ﬁrm is aiming to ‘revolutionise’ personal protective equipment (PPE)

n his own words, James Leckey is a born inventor. Creativity and an enthusiasm for engineering are his biggest passions.

He says he loved to “take things apart, see how they worked and put them back together again”. Even growing up with the family florist business, he somehow managed to turn flower-arranging into an invention. Eventually he won an award for an invention to make transportation of flowers easier. “I was meant to do this, I’m meant to be here,” he says, discussing his latest invention, which he says will revolutionise personal protective equipment (PPE).

Hi Viso is just one of many medical inventions that will be part of his new business. It’s a reusable, all-in-one face and neck guard with a design that offers full face visibility. The business say it’s “suitable for client facing settings and where social distancing cannot be achieved” including schools, care homes and other work settings.

then we came across Sunrise and they were so enthusiastic and they wanted to own the business, but it took me around three years to make that decision. “I sold it when I got to the point where I thought, I’m holding this back.” Now the ﬁrm is led by Ben Stocks, a former managing director at Chain Reaction Cycles.

James is best known as the founder and former owner of James Leckey Designs, which makes mobility products for children with special needs.

“I still have close contact with the business and we have a great relationship and Ben is an excellent chief executive,” James says.

He sold the 37-year-old business earlier this year to German company . He says: “It was time to sell. We needed a partner to go further and

He is still landlord of the building where the business operates. James grew up on the Ravenhill Road in east Belfast.

Gemma Garrett wearing the new Hi Viso mask

INTERVIEW decade the business was a market leader, exporting globally. In 2010, Leckey acquired and developed a new facility in Lisburn, placing all operations at one location. While running a marathon and raising funds for Mencap, James saw the devices and products used by families of children with needs. It sparked an interest in working to help parents and their children by making even better adaptive equipment for their children. He created Firefly, a brand that’s still central to the lives of parents of children with special needs. It has created revolutionary products for young people with disabilities including like the mobility aid ‘Scoot and Ride’ and the Firefly Upsee, an upright mobility harness for children who cannot walk. Firefly was sold as part of Leckey Design. And while James may no longer be at the helm of Leckey Design, he says he will continue to invent from his home in Lisburn, as well as looking after his hobby farm of donkeys and one remaining alpaca.

He went to Methodist College leaving shortly after completing his O-levels. “I don’t know why academia didn’t appeal to me,” he says. “I just wanted to be out working, inventing.” He began his career as an apprentice on the shop floor at James Mackie and Sons. At its height, the famous textile machinery plant and foundry employed 7,000 people. He left there to work with his father in the family florists, a trade carried on by his brother Alan who runs Leckey and Golden on the Saintfield Road. In 1983 he founded Leckey Design, which designed and manufactured equipment including standing frames and walkers to improve the quality of life for children with special needs. That began in his garage and within a

FEBRUARY 2021

James’s new firm, Hi Viso, is “in the embryonic stage”. But he says there is a pipeline of products or release in the near future, some of which “can do exceptional things for other target audiences”. “During lockdown all of our designers went home and we turned our minds to PPE. There were PPE shortage conversations going on everywhere and I felt that the PPE being used wasn’t going to really provide the necessary protection. “The filtration quality wasn’t there either, and while I’m an advocate of face masks, we wanted to create something that addressed issues like facial contact and also that issue around not being able to see people’s faces and expressions. “Like so many households my wife Jayne and I would watch the news every day during the start of the first lockdown and we could not believe that masks and visors were the

best solution for everyone – there had to be something more comfortable and durable that gave full-face visibility. “We could see there was a need for more effective face protection that didn’t irritate the wearer and immediately got to work with rapid prototyping and trials with local designers and professionals.” “Hi Viso has full face visibility as well as filtration that is built into the neck scarf.” The product was created through a series of conversations and back and forth with the design team through WhatsApp and other online communication apps and programmes. “It really energised us and it was a day and night creation,” James says. He says he is pleased by customer feedback, and even in the earliest stages of sales, he is exporting Hi Viso as far afield as New Zealand. The company has partnered with Usel, which helps people with disabilities or health conditions gain employment in Northern Ireland, on the production and distribution of Hi Viso. Locally, 550 units have gone to Belfast Metropolitan College, while Rathmore Grammar School in south Belfast has also invested in the product. A further 300 plus units are being used by beauticians, hairdressers, hospitality. “We’re focusing on two key areas, the UK and the south. The target audience, which receives the greatest benefits, includes education and close contact services like nursing homes and people like that,” he says. “Education settings where work is mostly practical really makes use of the product and we are seeing that.” There are three people working at Hi Viso with recruitment on the horizon as sales grow and the product line expands. James and his team are working consistently to invent new products, he says, adding that he is where he is meant to be right now, inventing. And in spite of the challenges of a pandemic, James is very hopeful for the future. “These are exciting times for designers and inventors.” ■

BUDGET

Budget ‘doesn’t have enough to deliver economic recovery’ Following almost a year of economic turmoil, Finance Minister Conor Murphy has outlined his draft budget. Suzanne Breen takes a closer look at what it includes and how far off we are to sufficient cash levels to assist our financial recovery

Conor Murphy

inance Minister Conor Murphy has announced a “difficult draft budget” and admitted that he does not have enough funding to deliver economic recovery following the Treasury’s spending review. The Executive’s response to Covid-19 has been allocated £538m, compared to more than the £3bn received last year. And 70% of that funding – £380m – will go to the Department of Health, with £30.6m for the Department of Education to help lowincome families and £700,000 towards higher education. Major infrastructure projects such as the A5 and A6, along with Casement Park, will secure £1.75bn of capital spending. But the Sinn Fein minister said: “It is difficult and effectively a standstill of our 2020-21 budget position.

“With increased demands on public services, and taking account of inflation, it will be a challenge merely to deliver existing services at their current levels. I recognise for most departments the draft budget outcome represents flat cash settlement, which will mean effective reductions once increased costs and demands on services are taken into account. “Choices will have to be made, public services will have to be prioritised.”

Funding for welfare reform mitigations, and for special education needs, has been prioritised. However, Mr Murphy said Northern Ireland Secretary Brandon Lewis had not confirmed several previously agreed financial packages worth £254.4m in the 2021/22 financial year. These include funding from the confidence and supply deal, City Deals and New Decade, New Approach money.

Mr Murphy said London should fund the payments – which could cost £800m – because the legislation was passed at Westminster. In a statement following the announcement of the draft budget in the middle January, the NIO said the Secretary of State “has always been clear” that Stormont must fund it.

He said this meant they could not be formally allocated as part of the draft budget. “I hope that the Secretary of State will confirm these important funds in time for them to be incorporated into a final budget in the coming weeks,” he added.

Ulster Unionist leader Steve Aiken said Mr Murphy’s draft budget failed to adequately support the health service. “It is also very concerning that the draft budget doesn’t include provision for the Victims’ Pension Scheme,” he said. “This will cause dismay in the wider community.

While Stormont has the option of increasing revenue through the regional rates, Mr Murphy said it had opted not to do so.

“Are victims going to have to go back to court again to force (Stormont) to pay innocent victims what they are owed?

“This financial year we reduced business rates by 18% and froze domestic rates. Next year we intend to freeze the regional rates for both households and businesses,” he said.

“The Executive must make urgent moves to ensure that innocent victims get the payments which they deserve.

There is continuing stalemate between Stormont and Westminster over the compensation scheme for Troubles victims.

“The fact that this budget is being proposed without a programme for government shows the degree of dysfunctionality that still exists at the core of our government.” ■

Health & wellbeing

HEALTH & WELLBEING

The post-Covid workplace of the future From collaboration spaces, enhanced hygiene and social spaces to showers and bike facilities, our modern offices will have to think big in order to attract back staff to the workplaces in a post-Covid environment. Emma Deighan speaks to those at the forefront

hat’s needed to pull workers away from their kitchen tables and back into the traditional workplace post-Covid? The crux of much of this is removing the word traditional from the equation. The post-Covid workplace, especially for IT heavy roles, will have to be more than just a place to plug in your laptop.

In a recent survey, Destination Workspace, commissioned by commercial property firm CBRE, the changes the office world can expect include everything from reconfiguring layouts to expanding lift capacity right through to installation of antibacterial surfaces and filtration systems. Those behind multi-storey buildings, it says, will look at moving meeting and social spaces to the lower floors. Traditionally these areas could be found on upper levels. “The building of the future will likely locate social zones down the building to reduce lift usage and limit opportunities for contamination,” it says.

An increase in shower and bike facilities are also likely as the pandemic encouraged many people to rethink their exercise habits and reduce their vehicle and public transport consumption. Collaboration spaces will also feature in more office spaces, the report predicts. And while such social settings were becoming more and more popular with techy setups, the integration of more of these spaces can be expected to surge within many other sectors. Touch free access points and air quality sensors and filters may be another area of investment for those involved in maintaining and building offices and while a costly add on to any office space, it is set to be one that will act as a USP in attracting tenants. David Wright, director, advisory and transaction services at CBRE NI said: “Landlords in Belfast were already looking at such measures and like most things the pandemic has sped up the process as landlords now need to look at effectively future proofing their asset.” He cites River House on High Street in the

city centre as a classic example of how office buildings were already changing despite the pandemic, with its breakout spaces including a cafe, super loos and 80-plus cycle parking spaces. “If we look at some of the new developments such as The Ewart on Bedford Street or Olympic House at Titanic Quarter in Belfast, both developers are investing significantly in enhanced common areas, minimising touch points, enhanced toilet facilities, excellent back of house facilities with cycle parking and showers etc. “As well as landlords investing and enhancing buildings, we will also see tenants invest in the space within their control.”

HEALTH & WELLBEING

Patrick O’Gorman from Bywater Properties, which, recently, in a joint venture with Ashmour, began construction work on a refurbishment programme of the Boots building on Belfast’s Donegall Place, said space will be key in its new design.

computers. Many of the large tech companies had already designed their offices this way pre-Covid but the pandemic has encouraged other businesses to catch up and rely less on the office desk in work.

“Of course, Covid has had an impact on the way we use – or don’t use – offices right now,” he said. “But with a longer-term view, I think we’ll find that Covid has simply accelerated changes in the office market that we were all experiencing anyway.

“Likewise, we at Bywater have already being focusing the design of our own office developments with a huge amount of social space for person-to-person interaction. Employees should want to come into their office for the experience and making that happen all comes down to the design.”

“Notably, I believe the largest impact on the design of the office will be the creation of more space designated for collaboration and innovation, and fewer rows of desks and

PwC’s Belfast team will move into one of Belfast’s newest office settings in the coming months on Merchant Square. Its layout will be reflective of the future of office space, focusing

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on the wellbeing of employees, says PwC regional market leader, Kevin MacAllister. “We’re designing Merchant Square so our people can meet and work with our clients and community partners safely and easily. To make this work, we’re incorporating a vast range of hackable spaces throughout all nine floors where people can collaborate in a variety of settings from four people to over 100, using the latest technology. Combined with the wellbeing offering and inspiring interior designs, this will be a destination workplace for everyone,” he said. And while there were concerns that demand for office space would dwindle while many of us opt for the kitchen table, Rajesh Rana, >

HEALTH & WELLBEING

PwC’s new offices at Merchant Square

director of Andras House has every faith we will, in our droves, return to the office.

to grow and train people, you need to be in the same room.”

The commercial property and hospitality Belfast-based firm recently unveiled its plans for Bedford Yard, a former linen warehouse in the city centre. The company plans to convert the space into a mixed offering including grade A office space. The project is expected to be complete within the next three years.

Nial Borthistle, business development manager at Glandore which has around 700 desks in Belfast between two buildings on Arthur Street, said a hybrid work culture will see flexible leasing companies like Glandore, benefit, and we can wave goodbye to desk heavy workspaces.

“I expect demand for office space to be back by then,” Rajesh says. “I think the profile in the city centre will change and business travel, as a result of the pandemic, will change but demand for office space, including conference and meeting spaces will always be there.

“I think companies will require less space and instead need more of a hybrid model. Some of our members are not needing the same amount of space as they previously did but are utilising collaboration spaces filled with sofas and white screens.

“I do think we will see a blend in working from home and in the office but essentially everyone will need a desk and as a company, if you want

“That’s ideal for those who are working from home but still need to bring a team in. I think we’ll see that downsizing in offices but

growth in collaboration space and we are well positioned for that. But that is something that was already happening at places like Google so those who hadn’t quite gotten where the Googles of the world are, I think we’ll start to see them adapt.” These breakout spaces to limit the transmission of Covid-19 will undoubtedly be one of the biggest legacies felt in the office block with 72% of respondents in a CBRE EMEA Occupier Flash Survey, stating they will reconfigure their offices to observe social distancing meanwhile 45% said they will introduce touch-free technology and 45% will look at introducing wellbeing strategies. And many of the globe’s biggest tech giants agree that the office, albeit under its new more spacious and technical guise, still has an important role. ■

The column with an ear for experience... How did you start out in your business? I joined McDonald’s on a part-time basis at 18 while I was studying at college and university. During that time, McDonald’s approached me to join the trainee management program. I worked my way through the management ranks as assistant restaurant manager, then manager and then McDonald’s offered me a promotion and I decided to stay and pursue a career. Nearly 27 years later, I’m still here having worked right through the business including as director of operations and now as director of operations and franchising, where I’m working closely with our Northern Ireland franchisees. My journey wasn’t a conventional one, but McDonald’s has provided me with phenomenal personal growth development opportunities, including the Executive Leadership Programme at Henley Business School. What have you found the most challenging during your years of business, so far? The most challenging yet most rewarding part of my job has been getting to know franchisees. It’s important that I invest the time to listen and find out what’s important to them. I work with 30 excellent franchisees across Northern Ireland and the Republic of Ireland, who themselves employ thousands of people and who are committed to their local communities, so it’s important I have a good relationship with each and every one of them. That investment in time is rewarded in spades as together we grow their businesses and McDonald’s presence through the region. How would you describe your management style? I’m pretty open and easy to deal with and like to involve my team in the decisions we make, so I welcome input and feedback. At

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Name: Alistair Reid Position: Director of operations and franchising at McDonald’s the same time, I don’t shy away from criticism and I’m comfortable calling out poor practise or poor behaviour. Because of the unique culture which I’m lucky enough to work in at McDonald’s, each day is different. One day I could be meeting the chief executive and the next I could be meeting crew members so it requires an ability to deal with everyone on an equal basis.

were plenty of others. If you have talent in McDonald’s, then the world is your oyster.

What would you change if you could go back and do it all again? Perhaps I didn’t anticipate forging a career at McDonald’s when I first joined at 18 but I couldn’t be happier with the path it has taken me on. I absolutely love working for the business. It is hugely interesting, hugely challenging and has been fantastic for my own development.

How would you like your business to be remembered? I want McDonald’s to be remembered in Northern Ireland as a brand people can truly trust. We work with many thousands of people across the business who can tell a really great story, from suppliers like Dawn Meats and Huhtamaki, to employees to senior leaders and the executive team. This year we celebrate our 30th anniversary in Northern Ireland and I hope people can see the value McDonald’s bring to this region through jobs, the supply chain and through our community partnerships with organisations such as the Irish FA and many others. We are embedded in this community and will be for a very long time.

Have you done it all on your own? I’ve had some great support over the years, particularly from mentors within the business who I’ve been able to go to for support and guidance over the years. Nick McPartland, who hired me as a youthful 18-year-old and who is now a franchisee for McDonald’s, has had a big influence on my career but there

What piece of advice would you give to a 20-year-old you? Work hard, believe in yourself and if you’ve the right attitude you can achieve anything. Have a bit of self believe, surround yourself with people you can trust and treat people the way you would like to be treated yourself. That advice has helped me hugely in business. ■

PODCAST

The Ulster Business

Podcast with

The Ulster Business Podcast with Bank of Ireland UK has ﬁrmly established itself as one of the leading business podcasts here, now boasting close to 40 episodes. We look back at some of the recent highlights EPISODE 34 – MARGARET CANNING AND ANN MCGREGOR

Margaret Canning

BioNTech vaccine had a positive impact on outlook. “That sense of optimism will build. It is going to be challenged by the situation in the ports. The vaccine is giving everyone some optimism in 2021. Ann McGregor said: “For business, 2020 was the most challenging year, ever. If you look at some of the forecasts for 2021, the economy is bleak. But I think it should be better. We are learning to cope with Covid, even though it is not ideal. We are moving from that reactive phase, developing into planning.

Ann McGregor

he roll-out of vaccinations across Northern Ireland will help businesses and society rebound from the pandemic but 2021 will remain a tough year ahead, it’s been claimed. Looking ahead to 2021, Margaret Canning, business editor of the Belfast Telegraph, and Ann McGregor, chief executive of the Northern

Ireland Chamber of Commerce and Industry, were speaking on the Ulster Business Podcast with Bank of Ireland UK. “I think its going to be a better year as we have a vaccine now… that definitely gives people something to feel positive about after a very difficult year,” Ms Canning said. “I think even the beginning of the roll-out of the Pfizer-

“I think there will be a gradual economic recovery. Companies have shown resilience and should be able to capitalise on it. I think life will be different. I have a much more balanced approach to work and life.” And with further job losses expected as furlough and a moratorium on commercial debts comes to an end, retraining will be key to ensuring those out of work ﬁnd new roles. “In business it depends on your sector,” Ms McGregor says. “Service and retail have been incredibly damaged, and that’s where

PODCAST EPISODE 36 – ANNE MCREYNOLDS opened just 33 days in 2020 and has already let go around 45-50 workers.

“In the very first instance we had to cancel all live events and workshop programmes.

She says the business has “flatlined” since the coronavirus pandemic began, and that it cannot survive as just a hospitality business, with its cafe and restaurant.

“The arts sector is full of people who will not lie down and who will not give up. We (the arts sector here) have consistently tried again and again to get going. It’s all be largely for nought.”

She also says “we (the business) are never going back to the way things were” and it must “embrace change” to deal with whatever lies ahead. “The entire business model depends on people coming in to the building… in the future we will diversify and reduce our reliance on the physical presence,” she told the Ulster Business Podcast with Bank of Ireland UK.

rts venues must be saved to ensure “there is some remnant of civic and cultural society remaining” after the Covid pandemic, one leading chief has warned. And Anne McReynolds, chief executive of the MAC (Metropolitan Arts Centre), says the organisation has lost around £1.3m in revenue,

the big losses will be. That’s why it is really important for good retraining for those people. “Generally, businesses which are in managed services – companies such as that are doing well.” Ms Canning said: “It is going to be really difficult for some people as some may not be able to master IT or have the confidence to retrain for a digital role. “The new ethos and practice of working from home shows how easy it is to get people to be productive at home. Maybe there can be an opening for digital roles where people are working from home.”

FEBRUARY 2021

“That (business) has flatlined. We have always prided ourselves on having a big contribution to the animation of the city centre, and to a non-retail offer in the city centre. We opened 33 days in 2020. That is looking at in excess of £1.3m loss in revenue. “It’s been really difficult since March. It’s a terrible time for everyone… peoples’ lives are at the top of the priority list. When we come out of this it is important that there is some sort of remnant of civic and cultural society remaining, to play its part in the social and economic recovery in Northern Ireland. In the absence of all that, what was it all for?” The MAC has played host to a variety of arts over the last eight years, including plays, comedy, music and art installations and galleries from the likes of David Hockney. “The timing was frustrating for us,” Ms McReynolds said. “We have been through an intense process, looking at ways in which we could drive greater sustainability through primarily commercially-driven activity. We were just seeing the fruits of that… and my goodness, it was working.

She says one of the toughest decisions she had to make was making workers redundant amid the crisis. “The MAC is a relatively large employer. We have provided jobs for more than 110 people at times. “One of the toughest decisions is we made all our team members on casual contracts redundant – 45-50 people… young people who are those most at risk regarding employment opportunities.” She says the venue cannot operate just as a cafe or restaurant “in any way, shape or form”. “It’s not just an ethical issue that the MAC is not a cafe,” she says. “It’s a contemporary arts venue to drive social change and to make a social impact in Northern Ireland. “We know the MAC can open safely. We know we can do social distancing, because we have done it. We surveyed our audience before they came in to test their anxiety levels, and after. Overwhelmingly, they felt safe and nurtured while they were in the MAC. “Notwithstanding the fact that the vaccine is coming, which is brilliant news, restrictions are going to loosen. Arts venues cannot get back to full business capacity.” That means not returning to some form of normal business until the first quarter of 2023, she says.

Listen to the podcast at www.ulsterbusiness.com/interview, on Spotify, SoundCloud and iTunes

INTERVIEW

A brush with the lockdown surge

Lockdowns forced big changes on Irish firm General Paints, but not all of them were bad. Its managing director Rachel O’Connor talks to Gabrielle Monaghan

s a child, Rachel O’Connor played hide-and-seek with her sisters in the paints warehouse run by the family business, General Paints Group. Her grandfather, Ronan, set up the company behind Colourtrend paint in a former famine workhouse in Celbridge, Co Kildare, in 1953, handing over the reins to O’Connor’s father, Kevin, in 1985. But when the Irish economy and housing market imploded in 2008, it didn’t take long for the gloss to come off paint sales which had plunged by a third by 2011. Rachel – then in her early 20s – knew life at one of Ireland’s homegrown success stories could be far from glossy.

“There was a huge dip in turnover over a short period of time, and although I wasn’t part of business then, I remember Dad having lots and lots of sleepless nights,” Rachel says.

“It would have been a challenging year anyway, what with being a new managing director, but Covid added a whole new layer.

Her father primed General Paints for the economic recovery that followed, through a reorganisation and cost-cutting. By February 2020, it was time for O’Connor to continue the family legacy and take over as managing director. It would prove to be a baptism of fire: within a few weeks, the Government had shut down most of the retail sector in a bid to halt the spread of Covid-19.

“Our initial planning for the worst-case scenario for the first lockdown was that we would have no revenue at all, like other companies. But the opposite was actually the case, and we grew our staff headcount by 23%” to 126 people.

“In February, we had been watching the Covid events unfold, but never expected it to evolve the way it did,” she says.

Demand for paint soared during the first national lockdown as householders who were confined to their homes during fine weather turned to DIY. With bricks-andmortar hardware shops, paint stores and DIY superstores shut, consumers who had

INTERVIEW customers via Instagram Live and moving the Colourtrend.ie e-commerce site to the Shopify platform. By moving to the US for a spell, O’Connor had emulated both her father and grandfather. Ronan O’Connor, a chemical engineer, had emigrated to San Francisco in 1950 and worked for a Californian paint company. But unlike thousands of other Irish emigrants, Ronan made it home again. When the Californian company asked him to set up a branch in Mexico, he decided that if they were going to expand abroad, he could just as well set up a business of his own in Ireland and returned home armed with plenty of knowledge about American emulsion technology. While he initially specialised in making oilbased glosses, oxides and enamelling for machines and paints to line roads, by the 1960s, the company became the first in Europe to manufacture water-based paint using a pure acrylic resin. The company’s focus increasingly shifted towards Colourtrend decorative paints, using colours inspired by the Irish landscape.

used up leftover paint in their sheds turned to online stockists for scarce supplies.

Ronan’s son Kevin studied chemistry at Trinity College Dublin, did a master’s degree at Arizona State University and moved to San Francisco, where “he met my mum”, Rachel says. Kevin’s plans to work in the US were cut short when his father fell ill and he had to go back to Ireland to help run the business.

Online sales at General Paints grew more than tenfold during this period, albeit from “a very small base”, she says.

“My father and grandfather ended up working together for five years and now my father and I have worked together for five years,” she says.

The company’s bread-and-butter is sales at 160 independent paint retailers and hardware shops – many of them family-owned – and General Paints own store network. The company has seven outlets, – in Celbridge, Waterford, Mullingar, Swords, Dundalk, Newbridge, and the MRCB store near Christchurch that General Paints acquired in 2019.

After pursuing a degree in civil engineering at Trinity, Rachel O’Connor went to North Carolina to do a master’s at Duke University in engineering management, a tech-savvy alternative to the MBA for engineers with an entrepreneurial streak. After graduation, “I fell into the tech sector and worked for two startups in Silicon Valley – the last one was Box and I was with them when they went public”.

Having a millennial with experience working for Silicon Valley tech startups has helped the traditional Irish company steer its way through a rollercoaster 12 months by pivoting to digital channels, including offering colour advice to

When she returned to Ireland, “I had conversations with my father about joining the business: from the outside looking in, paint can be seen as a dry business. But it’s a good industry to be in.”

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Rachel started out at General Paints in 2016 as the business development manager and was the company’s export director before she became managing director. The family have a succession plan in place, with the business undergoing a two year transition period to ensure a smooth handover. Kevin O’Connor plans on transferring ownership of General Paints to the third generation in the next few years. Despite the explosion in demand for paint last year, online sales accounted for less than 5% of total revenue at General Paints, but O’Connor expects that share to increase in the years ahead. One of the paint maker’s main objectives is to crack the US and European markets, but efforts were constrained in the past by the fact that another company has the registered trademark for the Colourtrend name in those markets. Rachel says this is one reasons why General Paints launched another paint brand, called Curator, in 2018, having spent €1m (£900,000) and three years on developing it. Unlike the UK market, the US “is not too crowded at the designer end, which is where Curator sits”, she says. Although the company sells Colourtrend in the UK, it has no plans to push Curator beyond 10 existing stockists because “I think there are more opportunities in the US and mainland Europe”. However, restrictions imposed during the pandemic have hampered the company’s ambitions for further expansion into physical stores. International sales accounted for less than 10% of revenue in 2019, a share that declined last year, with events to market Curator in the US having to be held virtually instead. General Paints is currently working with Enterprise Ireland to help it enter the eurozone market within three months. In the meantime, the public appetite for paint in 2020 means revenue likely jumped from around €17m in (£15.2m) 2019 to the “low 20s to mid-20s” last year, she says. General Paints posted a profit of about €3m (£2.7m) in 2019. While Rachel declined to provide an earnings estimate for 2020, she said “generally, paint companies are expecting earnings in the mid-teens”. ■

ANALYSIS

Brexit is done… but it’s not yet dusted With just a few weeks following the end of the transition period, economist John Simpson looks ahead to what’s next for us in NI and beyond

he good news is that, formally, Brexit is done. The transition is over and relations between the UK and the EU are now on a continuing and agreed basis. Reaching agreement with the European Union was a major achievement for both Boris Johnson, on behalf of the UK Government, and the EU’s Ursula von der Leyen. In terms of diplomatic achievements, they both deserve congratulations because they have agreed a deal that (with marginal exceptions) meets the ambitions they gave to their negotiators. The drafting of the huge agreement is, as ever, a clever use of language and an elegant avoidance of clear differences on major principles. Boris Johnson has gained the freedom that the UK can now make its own laws. Ursula von der Leyen has held the UK in an acceptably close, but independent, relationship and at the same time has demonstrated to any other country tempted to leave the EU that withdrawal can be a painful process. Time will show whether the decision-making embodied in the new agreement has kept a close interdependence between both parties sometimes disguised behind co-operative arrangements.

On the island of Ireland, or between both of the political entities on this island, we now have one of the more complex political and economic settlements in western Europe, designed to minimise the disadvantages of a fractured economy and retain highly integrated social living between two political systems. The challenge now is, while respecting the political differences, to develop a strong island economy drawing on the strengths of this setting alongside the UK and the EU. The seamless integration that served this island well during 40-plus years of EU membership has now given way to a form of economic and social organisation that can still function well if the stitching of the newly-created seams is good enough to strengthen the end result. To cope with the consequences of leaving the EU, for the mutual benefit of both jurisdictions, we have a diverse multi-layered network. Early in the Brexit negotiations, there was an understanding between the British and Irish Governments that, replacing the freedom of movement created by the EU, the governments would reactivate the freedoms of the Common Travel Area that for many years has allowed British and Irish residents to live anywhere in these islands. To date there has been no suggestion that a formal residency qualification would be

introduced, although such a step would be consistent with the post-Brexit regime in Great Britain. The new agreement also paves the way to continue arrangements for reciprocal rights to emergency medical treatment and for the cross-national payment of certain social security benefits. By parallel coincidence, the UK and Irish Governments have inherited a series of policies and institutional arrangements for cross-border co-operation in Ireland. The Inter-Governmental Council, along with specific institutional arrangements for road and infrastructure projects and for tourism and inland waterways, gives scope for

ANALYSIS

continuing jointly agreed policies. The new agreement between the EU and UK also contains two specific references that will ensure continued cross-border public passenger services and for the continued functioning of the Integrated Single Electricity Market. Since the island of Ireland will continue to host two different political policy areas, there will be a degree of competition, north and south, to stimulate business development and grow the economies. That competitive outcome could be a source of strength or, if not carefully

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managed, might miss out on opportunities for complementary gains or more beneficially might (if used with too great a degree of protection) be used unintentionally to mutual disadvantage. An important factor in the operation of the new political structures will be the interpretation of the UK-EU as it relates to the (so called) level playing-field in making economic policy. At first reading, the UK Government has not accepted the constraints as commended by the EU Commission. Closer reading of the text as now published is

not so clear-cut. There will be a close interest in the evolution of a new regime on State aid. The accord has excluded a formal agreement but the wording of the guidance for policymaking leaves scope for the avoidance of competitive policies giving â&#x20AC;&#x2DC; a race to the bottomâ&#x20AC;&#x2122; to attract development. Northern Ireland has now inherited a network of opportunities for co-operation in securing development. The challenge, for businesses and the Executive, is to maximise the benefits from the changes. â&#x2013;

INTERVIEW

Jeremy Eakin, Eakin Healthcare Group with John Armstrong, Armstrong Medical

Deal done as ‘worlds collide in a positive way’ Jeremy Eakin of Eakin Healthcare Group tells Margaret Canning about acquiring Armstrong Medical and the journey ahead for the company amid a changing and evolving environment

ollowing decades specialising in dressings and wound care, it was unexpected to say the least when Eakin Healthcare Group in Co Down announced it had taken over Armstrong Medical.

wholesalers, hospitals and pharmacies for use by patients who have undergone surgery such as a colostomy, ileostomy or urostomy.

The Coleraine family-run company specialises in machinery to help people breathe during an operation, and to help tiny babies in neo-natal units.

The deal, for an undisclosed sum, was announced at the end of 2020. Speaking at the time, the companies said that “the combined resources of the two indigenous NI healthcare manufacturing businesses will now help the group to grow its domestic and international presence”.

Eakin Healthcare Group, which was founded by Tom Eakin, is based in Comber. It sells skin-friendly medical adhesives to distributors,

“The acquisition will be supported by an ambitious investment plan to enable further development of innovative medical products

INTERVIEW

in Northern Ireland to meet the needs of patients worldwide.” But speaking over the Christmas break, Jeremy Eakin, the managing director of Eakin and son of Tom, said the global Covid-19 pandemic and the huge demand it has prompted for respiratory equipment, had not been a factor in driving forward the deal. “Covid-19 really was nothing to do with it, to be honest. Our two worlds collided in a positive way and it was a coincidence that it was the year of the pandemic,” Jeremy says. “We had been in one therapeutic area of ostomy care and wound care for a long time, but for a considerable number of months, we had been putting our feelers out for expanding into another therapeutic area and looking into potential acquisitions. “And I know now that for John Armstrong, the founder of Armstrong Medical, he had been planning on exiting the business, and was looking for ways to do that and potentially sell up. “Clearly in the first wave of Covid-19 last springtime, Armstrong was massively impacted and was able to step up to the mark and come to the rescue of quite a few intensive care units.” But Eakin’s core business will remain in wound and ostomy care. Tom Eakin founded the company in 1974. At the time, he had been working as a pharmacist in Dundonald. Many patients were telling him that patients were experiencing discomfort such as leakages and skin irritation from existing ostomy pouches. Even now, Jeremy says there are still advances to be made in the area: “We haven’t exhausted ostomy and it’s still our core business and a growth area. We will be expanding our geographies and looking to new product development. We’ve investigated significantly in research and development at our premises in the ‘three Cs’ of Comber, Cardiff and Cambridge.”

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But there was a strong desire to diversify – and he said there were parallels between Armstrong Medical and Eakin Healthcare Group. Both had entered into their second generation of family ownership. “We can all relate to each other and we in the second generation have been working with our respective founders. We’re very enthusiastic and there is that shared Northern Irishness – we’re both businesses that have grown up and survived the Troubles and difficult times. “Eakin wants to retain, grow and develop the group for future generations. “And for John Armstrong, for whatever personal reasons, he felt it was time for him to retire.” He said Eakin had seen peaks and troughs in its business throughout the year. People had overstocked on its goods in April, May and June, with the company ending the year as normal. But such was the demand for Armstrong Medical’s products during the first wave that it had to double its staff numbers to around 300 employees.

Our two worlds collided in a positive way and it was a coincidence that it was the year of the pandemic “It was great they were able to step up in their capacity and help and support the NHS – it was very positive and also very stressful. “We’re now monitoring demand very carefully to make sure we can continue to meet whatever demand there is. We’ll have the capacity and will be ready, able and willing to support the NHS. “Being based in the UK, Armstrong was able to get product to the NHS and the HSE in the Republic in a way that some competitors weren’t.” TG Eakin, the main manufacturing firm within

the Eakin group, is a much larger company, with pre-tax profits at £16m for the year ending March 2019. Jeremy says the deal was done quickly. “From start to completion, it was 10 weeks. I think John would have preferred to have sold at the end of 2019 but at the start of 2020, the pandemic came and he really only approached us at the start of that wave. “Once it was agreed, he wanted to complete very quickly – before Christmas and before Brexit – so we met and shook hands. It’s fair to say that in terms of NI merger and acquisition activity, it would be a pretty big deal though the value of the deal was commercially sensitive.” And he says the Armstrong deal isn’t the end of its ambitions. “We are still as a group looking to diversify and expand more. We have a great track record in stoma and wound care, we will invest and grow respiratory but we would like to move into another therapeutic area, be that through acquisition or not.” In the meantime, he says they will be investing and expanding Armstrong Medical at its base in Wattstown Business Park in Coleraine. “There is a great team and a great community there, and we’ll be building on what we have there. He says he believes Northern Irish companies will be resilient and will cope well with the challenges of Brexit. The company has stockpiled in its warehouse in Comber. “There’ve been enough challenges for us already in NI and we’re in the habit of getting the head down and getting on with it,” he said. “I personally didn’t see any advantages to Brexit after always being on the international side of the group. All my work was in exporting and the EU was borderless, which was great. Personally I struggle to see any real benefit to it at all. I only see negatives and disruption. But Northern Ireland is extremely resilient and we will get on with it.” ■

LAURA BRADLEY INDIE FÜDE

How is business? Business at Indie Füde is good, all things considered. Last year was a tricky one for everyone. Both in business, and personally. But we are fortunate enough to be in a sector that has been able to continue, in some capacity, throughout the ‘lockdown’ periods. So, with some diversification and juggling we have managed to get to 2021 relatively unscathed. How did you get started in the industry? The food industry has been part of my working life since I had my first job as a waitress at 16. Admittedly, it took me a little longer to fall in love with the sector. Pursuing a politics degree in the meantime – but the chefs I worked with over the years will confirm that I was forever torturing them with rapid fire questions. Not only about how I could attempt to create the delectable dishes they were whipping up. But also as to where they were finding the incredible products. I then moved from the restaurant industry into the wine industry. Where I spent five years working at JN Wine, which I enjoyed immensely, and learnt an incredible amount about all aspects of business. And truly discovered my passion for a products journey – from field to bottle or fork. Typically, who are your clients or customers? We are lucky to have a wide range of customers across both shops, and the online

Entrepreneur of the Month offering. Our local communities range from people who want to start shopping as local as possible – to those who have always felt passionately about supporting their high street. Accompanied by people on the look out for a specialist spread for a celebration. And, of course, anyone and everyone who appreciates the incredible quality of the produce of the island of Ireland. Do you enjoy what you do, and what in particular? I love what I do. Of course, like every job, it has it’s challenging moments. But the highlights outweigh the lows 10-fold. The best parts are always about the people. The excellent produce is clearly an advantage, and at the very core of what we do. But what makes each and every product special is the people behind it. I’ll never tire of meeting a new maker, hearing their story, trying their product – and then watching them flourish and grow. Nothing beats sharing the highs and lows, alongside a cup of coffee and a gentle push towards an idea that might just work. Not only do these conversations lead to great collaborations – but to increasingly important friendships too.

What is the most difficult part of your job? That’s an easy one at the moment. Covid-19 has provided an extra level of complication to every aspect of business. Whether that be with an increased level of vigilance from the staff, to the upwards trend towards home to delivery, the increased pressure on our local producers and so much more. It has also meant that best laid plans for business in 2020 had to be put on hold. With all of our much loved ‘Meet the Maker’ events and supper clubs off the menu and big plans for a collaborative ‘Strangford Food Tour’ put on hold – a lot of the fun was taken out of the year. What are the challenges facing your sector, and the economy in general? With Covid-19 and Brexit both being of huge significance this year – all sectors of the economy face a number of challenges. However I am confident that we will meet those challenges with the vigour and flexibility that our team, and our producers have shown to date. We’ve proved that working closely together to understand each others businesses works to everyone’s advantage. And allows for what I hope will be exciting opportunities in the future. ■

Motoring By Pat Burns

MOTORING

Electrifying Volvo

olvo proved the strength in depth of its model range and its service to customers by increasing its share of the UK new car market in 2020. Although volume was down, the reduction was significantly less than the 29.4% decline recorded by the UK market as a whole. Volvo remains one of the fastest-growing premium car brands in the country, with its most popular model, the XC40, achieving the status of the UK’s best-selling premium SUV. It was also the 10th best-selling car of all in the UK in 2020. Completing an all-SUV top three, Volvo’s next best-sellers were the mid-size XC60 and the range topping XC90. Having taken a lead in electrification by rolling out plug-in hybrid (PHEV) variants across its entire model range, Volvo saw its PHEV sales almost double, accounting for 15% of its new car sales total. Volvo also introduced a series of upgrades for the seven-seat XC90, making its flagship luxury SUV an even more appealing proposition with new styling details, additional equipment, upgrades to petrol-electric plug-in versions and a new mild-hybrid powertrain. The latest XC90 range is the first to offer

Volvo’s new mild-hybrid engine range, in this case a diesel designated ‘B5’. This combines Volvo’s established 2.0-litre 235hp diesel engine with a 48-volt battery, a KERS kinetic energy recovery system and an integrated starter generator. The system improves fuel economy – by up to 15% in real-world driving – and produces lower NOx emissions than the outgoing D5 XC90 it replaces. Energy captured by the KERS system when the car brakes or decelerates is stored as electricity in the battery. This is used to supplement the engine’s performance when accelerating and to power ancillary functions such as the headlights and audio system. The technology is also applied to petrol engines in the XC90 line-up. The B5 also gets an updated eight speed automatic transmission, which brings improved fuel efﬁciency and superior gearshift quality. Acceleration from a standstill is sharper, too, thanks to a greater torque capacity in the lower gears. The B5 also breaks new ground for Volvo by using a brake-bywire system. The XC90’s T8 Twin Engine petrol-electric plug-in hybrid powertrain has been revised, with an increase in the high-voltage battery’s capacity from 10.4 to 11.6 kilowatt hours.

This increases the car’s electric-only driving range from up to 21.7 to a maximum of 28.6 miles – more than enough for an urban commuting journey. The styling changes focus on detailing, with new grille and lower front bumper designs. The air intakes also have a fresh look and new alloy wheel designs have been introduced. All XC90 versions also now come with integrated roof rails and dual integrated exhaust tailpipes as standard. The XC90 has an impressive standard specification that perfectly expresses the model’s status as a luxury vehicle. Key features include the Sensus nine-inch multimedia touchscreen with voice-activated control, navigation system and access to the Volvo ‘On Call’ connected services platform. ‘City safety’ equips the car with extensive systems to warn of and help avoid many common accident risks, and to provide optimum protection if a collision does happen. Other equipment fitted as standard includes a power-operated tailgate, LED headlights, a rear parking camera and keyless entry and start. Like every other new Volvo, the XC90 also benefits from a data SIM card, which provides access to up to 100GB of data for 12 months. ■

MOTORING

Renegade on the loose

eep has always pioneered new market segments and new technologies. Its legend started in 1941 with the Willys-Overland, the first ever mass-produced 4x4 vehicle and continued in 1949 with the launch of the four-wheel-drive Willys Wagon, which created the sport utility vehicle. Its renowned off-road capability has endured ever since and it is now being electrified the Jeep way. The Jeep Renegade 4xe is the most fuelefficient Jeep SUV ever, with the new 4xe technology offering zero tailpipe-emission in full electric mode. Efficiency is not achieved at the expense of performance. The Renegade 4xe remains true to its allterrain vocation while offering an enhanced driving experience on the road, with smooth responses and acceleration. The increased torque generated by the electric motor and the ability to adjust it with precision ensures four-wheel-drive capability on any terrain. Thanks to the plug-in hybrid electric technology, CO2 emissions are lower than

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50g/km in hybrid mode and the cost of ownership is reduced. At the same time, it is ideal for everyday driving in the city, thanks to the plug-in hybrid system that allows it to travel with zero tailpipe emissions for a range of up to 26 miles in full-electric mode. The Renegade 4xe also feature a new six-speed automatic transmission selector, updated Selec-Terrain rotary control with eAWD modes (4WD Lock, 4WD Low, hill descent control) to engage the different driving modes – auto, snow, mud and sand, and rock – including the new sport mode for enhanced throttle response and steering. The Renegade 4xe pairs a 1.3-litre turbo petrol engine with an electric motor, located between the rear axles, which is powered by an 11.4 kWh battery that can be recharged while driving or through an external power outlet or charge point. On its own, the efficient 1.3-litre turbo engine delivers power outputs of 130hp or 180hp, plus the 60hp produced by the electric motor, giving a total of 190hp in the Longitude and Limited version or 240hp in the Trailhawk model. In terms of torque, the electric

motor produces 250Nm, while the combustion engine delivers 270Nm. The combination of an internal combustion engine and the electric units guarantees performance and maximum driving pleasure, with acceleration from zero to 62mph in around 7.5 seconds and a top speed of 81mph in full electric and up to 124mph in hybrid mode. The new Jeep Renegade 4xe line-up includes three trim levels – Longitude, Limited and Trailhawk – all featuring four-wheeldrive (eAWD) and a six-speed automatic transmission. The new Jeep Renegade 4xe comes with a suite of the most advanced ADAS systems available including high-visibility full LED headlights, forward collision warning and lane departure warning plus, intelligent speed assist and traffic sign recognition and front and rear parking sensors. Jeep Renegade 4xe also features the new drowsy driver detection system, offered for the first time in a Jeep model. The Jeep Renegade 4xe is priced from £32,600. ■

MOTORING

Jazz is miles ahead

onda has launched a new Jazz along with a new SUV version called the Crosstar. Both models are available with Honda’s new hybrid technology called eHEV.

active lifestyles. Available with the same hybrid powertrain and interior features as the standard model, the new Crosstar adds increased ride height, water-resistant upholstery and integrated roof rails.

hybrid drive. For driving at highway speeds, engine drive is used, supplemented by an on-demand peak power ‘boost’ from the electric propulsion motor for fast acceleration.

Part of Honda’s new eTechnology range, the new Jazz is available exclusively with the eHEV two-motor hybrid powertrain technology and is the first of six electrified Honda models scheduled to be introduced in Europe by 2022.

The model’s enhanced visual presence is also bolstered by a bolder front grille design, black cladding around the wheel arches and side sills. The total power output of 109PS can speed the car to 62mph in 9.4 seconds and on to a maximum speed of 109mph. The result is an effortless and comfortable journey, whether travelling through urban areas or cruising at speed on motorways.

In hybrid drive, excess power from the traditional petrol engine can also be diverted to recharge the battery through the generator motor. EV Drive is also engaged when the vehicle is decelerating, harvesting energy through regenerative braking to recharge the battery.

The eHEV system is newly developed for the Jazz and comprises two energy-dense electric motors, a 1.5-litre i-VTEC petrol engine, a lithium-ion battery and a continuously variable automatic transmission, which all work harmoniously together to deliver the best ratio of fuel economy to acceleration in its class.

Its fuel-efficient hybrid system produces CO2 emissions from 102g/km (WLTP) and fuel economy of 62.8mpg (WLTP) on the standard model and 110g/km (WLTP) and 58.9mpg (WLTP) on the Crosstar.

The new models also feature the most comprehensive suite of advanced safety features and driver aids in their class, the Jazz and Jazz Crosstar are fitted with active and passive Honda safety technology designed to make driving both easier and safer.

To deliver such a highly-rewarding driving experience and exceptional efficiency, the advanced eHEV hybrid set-up seamlessly selects from three different interchangeable drive modes.

The Crosstar variant presents a more SUVstyle proposition, aimed toward those with

In most urban driving situations, optimum efficiency is achieved between EV Drive and

Switching between the three driving modes is unnoticeable. The high-speed electric motors have been developed in-house by Honda to be as lightweight, compact and efficient as possible, the electric propulsion motor spins up to 13,300rpm and the maximum torque is generated instantaneously for low-speed acceleration. The central HMI nine-inch touchscreen – standard on SR and EX grades – and seveninch full TFT instrument cluster – standard across the range – are simple and easy to read. Convenience features and controls are easy to reach and use, contributing to a stress-free driving experience. ■

MOTORING

Car sales down a third but electric vehicles up

here were 30% fewer cars sold here in 2020 compared to the year before as the economy and consumer spending took a hit during the pandemic.

According to the Society of Motor Manufacturers and Traders (SMMT), 36,191 new cars were registered here in 2020, down from 5,152. Declines in other UK nations were at a similar level, the SMMT figures show. The Ford Focus was Northern Ireland’s most popular choice of new car, with 1,025 sold – closely followed by the Volkswagen Golf.

the economy with unemployment set to soar in the summer following the expiry of the furlough scheme in the spring. “While many households have increased their savings over the last nine months it remains to be seen whether purchasing a new set of wheels is the priority it once was. “Consumer behaviours have been impacted by the pandemic and this will influence their spending.” Mr Ramsey said people working from home amid the pandemic’s first wave had put a temporary halt to the commute for many.

The Ford Fiesta, Hyundai Tuscon and Nissan Qashqai completed the top five bestsellers here. The Vauxhall Corsa was 2020’s top seller in Scotland and Wales, while England’s number one set of wheels was the Ford Fiesta.

He predicted that some workers would adopt hybrid working, split between home and office – which would bring a reduced commute.

Ulster Bank chief economist Richard Ramsey said it had been a year to forget for car dealers here, with over 15,300 fewer cars sold.

“Both these scenarios will impact on households’ driving patterns and motoring needs. Equally, public transport may be shunned with consumers preferring to travel in their own private ‘bubbles’,” he said.

“It was the fifth year of decline in a row – the worst performance since at least 2002 and nearly 50% below the peak of 2007, Mr Ramsey said. “This year is set to be a challenging year for

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But he said the UK’s decline in car sales had been the worst since the Second World War. “Last year was a year of record rates of decline on a number fronts, not least within the car industry. Brexit and lockdowns were two

headwinds for the sector that dampened demand. “New UK car sales slumped by 29% last year, which represented the steepest annual fall since the Second World War (1943) with sales volumes plumbing their lowest level since 1992. “Last year marked the fourth consecutive year of declining car sales in the UK with a cumulative decline of 40% (1.1 million cars) since 2016’s peak.” But he added that electric vehicle sales did provide a bright spot as drivers adopted more environmentally-friendly cars. Battery electric vehicles and plug-in hybrid electric vehicles saw sales soar by 186% and 91% respectively last year. “As a result, electric vehicles now account for one in 10 of all new car sales, up from one in 30 in 2019.” Mike Hawes, SMMT chief executive, said 2020 would be regarded as a “lost year” for the industry. “However, with the rollout of vaccines and clarity over our new relationship with the EU, we must make 2021 a year of recovery.” ■

BREXIT DIARY

The Brexit diary The end of the Brexit transition has taken place and Northern Ireland is now facing up the challenges of both leaving the EU (but with one foot in the single market) and the fresh difficulties with trade from GB. John Mulgrew looks at the first few days on the outside  The first trucks and lorries begin entering Belfast post and others, post-Brexit transition period. Stena Superfast VIII becomes the first freight ferry to port in Belfast under the new rules.

Podcast about some of the main issues facing our hauliers and businesses here. That includes 15 lorries from one ﬁrm delayed from entering Northern Ireland due to the incorrect paperwork.

 The BBC’s John Campbell reports issues at Northern Ireland border control posts. That includes some hauliers and ﬁrms thinking that moving a load before 11pm on December 31 meant it didn’t need to be covered by the new sanitary and phytosanitary checks, when in fact it did.

 Some of the issues include GB firms not being as prepared for the changes and requirements needed when shipping to Northern Ireland. In other cases, one operator sends more than 280 lorries to GB, but only around 100 return full again, reinforcing the case that the current situation could make it financially difficult or unviable for some businesses.

 A quick search through Amazon and other sites shows many of its food and drink products are now no longer able to be shipped here. Meanwhile, large retailers put their Northern Ireland deliveries completely on hold, at least temporarily, while it deals with the challenges around the NI Protocol.

 A slew of images begin to appear across social media showing bare shelves in many of our supermarkets, some of which is down to delays in getting goods in. Some supermarkets appear to start hedging their bets, with Sainsbury’s signing a deal with Henderson Group to supply dozens of product lines here.

 Seamus Leheny of Logistics UK tells the Ulster Business

 M&S boss Steve Rowe has says it may not be able to send

BREXIT DIARY

its famous (sort of) Percy Pig sweets to EU countries like the Republic without incurring tariffs, as M&S itself brings the sweets in from Germany.  It’s also reported that ‘groupage’ is becoming the main problem for companies here, whereby containers and lorries have loads across a range of areas and suppliers, making it much more complex and time-consuming to deal with.  It’s reported that border officials confiscated ham sandwiches and other foods from drivers arriving in the Netherlands from the UK, under post-Brexit rules.  A handful of websites begin to start shipping to Northern Ireland again. That includes food and drink suppliers, such as spirit merchant Master of Malt. Customers were emailed to say orders had resumed, but to expect an additional two days on the estimated time for delivery, due to the complications now in place between GB and NI.  John McCann MBE, owner of Willowbrook Foods in Killinchy, tells the Belfast Telegraph problems at ports as a result of increased red tape could threaten the flow of salad vegetables usually imported from southern Europe in the winter months.

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 It’s understood haulage firms here have hired significant new resources to deal with the new challenges facing them, and the companies which they transport goods for. Ulster Business understands one Northern Ireland firm has hired 30 staff alone just to deal with the ever-shifting sands and increased paperwork.  Another issue for consumers begins to raise its head, as mentioned by Seamus Leheny. That’s firms based in the EU, or elsewhere, not understanding Northern Ireland remains in the single market, and thus, the same rules apply as before.  Michael Gove promises there will be new ‘practical mitigations’ on GB to Northern Ireland groupage.  The British Retail Consortium says it is ‘pretty confident’ it has overcome the initial supply problems to supermarkets here. But the next stage is ensuring changes are made to accommodate at the end of the grace period at the start of April.  Some UK firms ask customers in Northern Ireland and the Republic to pay extra for foot the bill for paperwork and other post-Brexit costs. Cases emerge online of customers being charged significant additional fees for duty or other overheads when ordering products from GB retailers to Northern Ireland. ■

APPOINTMENTS

Professor Claire Archbold, barrister and deputy departmental solicitor for the Northern Ireland Civil Service, has been appointed honorary professor of practice in public law at Queenâ&#x20AC;&#x2122;s University, Belfast. Social enterprise NOW Group, which supports people with learning difficulties and autism into employment, training, and volunteering, has appointed former high-profile lawyer John G Gordon as its new chairman. Christine Brown has been appointed as vice-principal for teaching and learning at Northern Regional College. She is responsible for ensuring that the learner experience at Northern Regional College is relevant and fit for purpose.

FinTrU has appointed Emma Pollock as chief technology officer. She has more than 16 yearsâ&#x20AC;&#x2122; experience in technology and leadership roles, spanning financial services, telecoms and cloud storage domains. HLM Architects has appointed EmmaLouise Hannigan as its new education sector Lead. She will be based within the Belfast studio of HLM. Kainos has appointed Rosaleen Blair CBE as a non-executive director of the group. She is the founder and chairwoman of Alexander Mann Solutions.

The Consumer Council has announced Noyona Chundur as its new chief executive. She joins The Consumer Council from Invest NI where she was head of campaigns and digital solutions. Schneider Electric has appointed Rhonda Doyle as director of operations, services and projects in Ireland. She will play a fundamental role in managing the operations of the Schneider Electric business in Ireland. Liam McHenry has been appointed associate director and head of the specialist tax reliefs and incentives teams at Grant Thornton in Belfast, responsible for research and development, patent box, and capital allowances tax relief claims.

PHOTOCALL

1. Pictured at Stormont ahead of the new hydrogen buses entering service on Belfast Metro routes are Buta Atwal, Wrightbus, Chris Conway, Translink, Ian Thom, Energia Group and Infrastructure Minister Nichola Mallon. 2. Ulster Bank collected two awards at the Contact Centre Network NI Awards 2020. The bank won Best Diversity & Inclusion Programme and team member Christine Allen was named Hero of the Year. 3. The leadership of the Cross Border Workers Coalition (CBWC) has welcomed the recent commitment by the Irish Finance Minister Paschal Donohoe TD to examine the taxation issues facing cross-border workers early in 2021. 4. Irish Water has launched the Irish Water Certified Water Stewardship Programme to provide water stewardship training for business customers. Pictured are Michael Gillen, Ibec and Christine Crawford, Irish Water.

5. Bronagh Luke, head of corporate marketing at Henderson Group is pictured with Conor Oâ&#x20AC;&#x2122;Kane, senior partnership manager at Marie Curie as they launch the new face coverings available at SPAR NI.

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6. Dolores and Tom Smyth from Dream Luxury Serviced Apartments (right) are pictured with nurses from the Children’s Cancer Unit at the Royal Hospital for Sick Children after donating toys worth £3,000. 7. George Best Belfast City Airport has been awarded an airport health accreditation certificate by the Airports Council International (ACI) for its extensive Covid-19 measures. Pictured is Judith Davis, airport operations manager. 8. Hinch Distillery has launched its new retail shop. It will offer a complete range of Hinch Irish Whiskey and Ninth Wave Gin. Pictured are Hinch Distillery head distiller Aaron Flaherty and owner Dr Terry Cross OBE.

9. Tourism Ireland has set out its plans for restarting overseas tourism in 2021. Pictured are Niall Gibbons and Joan O’Shaughnessy of Tourism Ireland. 10. NOW Group ambassadors, Grainne Cregan and Andrew Herd with chief executive Maeve Monaghan as the social enterprise announced it has reached the milestone figure of 60,000 JAM card users across the UK and Ireland.

FEBRUARY 2021

PHOTOCALL

11. Finance Minister Conor Murphy (centre) has launched a ÂŁ20.5m Dormant Accounts Fund which will provide funding to the voluntary, community and social enterprise sectors. He is pictured with Kate Beggs, The National Lottery Community Fund and Isobel Loughran of Footprints. 12. The Royal National Institute of Blind People (RNIB) has acknowledged the support of Asda in circulating RNIBâ&#x20AC;&#x2122;s best practice guidance to its staff. Pictured are Jacqueline Kelly, Gary McKernon, Julie Christie, and Charlene Ferguson. 13. Infrastructure Minister Nichola Mallon has announced the opening of a major road and footway scheme at Blacks Road, Belfast. 14. Pictured at the launch of the Avoid Harm on the Farm Child Safety 2021 calendar is Joanne Bryans, principal, Carr PS, Daniel Glenn, Carr PS, and Robert Kidd, chief executive of the Health and Safety Executive.

15. Lisburn & Castlereagh City Council Mayor Nicholas Trimble alongside his wife Sarah pictured with Hillmount owners Robin and Alan Mercer during a visit to see Santa at the garden centre.

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16. Whiterock Finance has reached the milestone of lending £20m to businesses in Northern Ireland. Pictured are David McCurley, Whiterock Finance, David Murphy, NILGOSC, William McCulla, Invest NI, and Susan Nightingale, British Business Bank. 17. National Museums NI has announced that the Ulster Museum will display a series of Impressionist works, including a masterpiece by Pierre-Auguste Renoir. Pictured is Anna Liesching of National Museums NI. 18. Adrian Doran, head of corporate banking Northern Ireland at Barclays, joins Nicola Donaghey, Addiction NI to mark Addiction NI named as the beneficiary of the Barclays 100x100 UK Covid-19 Community Relief Programme.

19. Dawn McLaughlin has been appointed as the 78th President of the Londonderry Chamber of Commerce. She will be supported in her role by Aidan O’Kane, Allstate NI director, who will now be vice-president. 20. Enterprise Northern Ireland chief executive Michael McQuillan and economist, Maureen O’Reilly launching the findings of the 2020 Enterprise Barometer.

FEBRUARY 2021

PHOTOCALL

21. The HSC has invested ÂŁ9m in a new electronic patient record system which will improve healthcare services for patients. Pictured are David Bryce, ITS, Peter McKay, DXC and Karen Bailey of BSO. 22. Charles Hurst Renault has announced the transition to a cleaner, greener vehicle fleet as part of a ÂŁ600,000 investment. Pictured is Terry Murray, Charles Hurst Renault fleet manager. 23. Custom software and app development company GCD and Independent.ie have scooped a major award at the prestigious UK App Awards for the Irish Independent news app. Pictured are Melissa Devlin and Emma Kerr of GCD. 24. Broadband provider Fibrus has appointed a chief people officer, Terri Johnston (centre) to manage its growing team, following the recruitment of the 100th member of staff. She is pictured with recruits Rebekah Gregory and Stephen Craven.

25. Health Minister Robin Swann visits pharmaceutical wholesaler Sangers AAH to see the preparations for the end of the Brexit transition period.

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26. Ards and North Down Borough Council has deployed ‘town centre ambassadors’ throughout the borough’s five main towns. Pictured are Karen Morrison, Derek Wright, Trevor Cummings and Keith Richardson. 27. Ryobi Aluminium Casting (UK) Ltd has secured a significant new £15m annual contract with an emerging transmission supplier specialising in electrified drivetrains for the automotive market. Pictured is Ryobi’s David Watson. 28. Tesco shoppers across the UK have been thanked after donating more than 1.3 million meals to feed people in their communities amid this year’s Covid-19 pandemic, with customers in Belfast donating 22,666 meals.

29. Northern Ireland headquartered Eakin Healthcare Group has announced the acquisition of Coleraine-based Armstrong Medical. Pictured are Jeremy Eakin, Eakin Healthcare Group and John Armstrong, Armstrong Medical. 30. Finnebrogue Artisan has won a national deal with Asda to supply three of the retailer’s Extra Special products for Christmas. Pictured are Asda’s Emma Swan, and Sarah Savage, Finnebrogue.

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ANALYSIS

Where protocol and â&#x20AC;&#x2DC;shared islandâ&#x20AC;&#x2122; agenda meet Businesses are now slowly coming to terms with the new institutional arrangements for Northern Ireland coping with the protocol agreed between the UK and the European Union, writes economist John Simpson

ANALYSIS

lready it is clear that in the coming months some of the rough edges of the new rulebook will need to be smoothed.

then this should come from a meeting of that committee which will have representatives from Northern Ireland and the Republic taking part.

An early and unnecessary problem is the suggestion that, after a temporary exclusion, all goods sent or posted into Northern Ireland from Great Britain should require customs declarations and could be liable for duty, as if being imported into the EU.

As a possible solution, it might agree that small consignments, up to an agreed valuation limit, would be excused duty payments because they are usually not part of business to business transactions.

When the protocol was initially defined the expectation was that trade within the UK should be unfettered. Then this was expressed more carefully so that the arrangements would identify goods ‘at risk’ of being consigned through NI to reach the European Union, and using this routing to avoid EU duties. In order to identify goods ‘at risk’ of being routed through the back-door, duties should be collected, and that (for now) includes smaller personal consignments which carry little risk of distorting trade. A grace period applies until April 1 but we don’t know what rules will apply afterwards. The unintended imposition of customs duties after the exemption now needs to be corrected. Economy Minister Diane Dodds has asked Cabinet Office Minister Michael Gove to investigate. Procedurally, this unintended consequence should be dealt with by the Joint Committee that has been set up under the final agreement between the EU and UK. This example of a trading complication is a first test of the work of the Joint Committee. If Ms Dodds hopes to get an acceptable answer,

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A simple free sticker on postal packages or online shopping declaring the contents as being not commercial or being valued at less than £150 would help most of the innocent transactions. In a parallel illustration, a form of trusted trader recognition scheme might be used to allow shipments on a commercial scale that are genuine GB to NI transactions. The example of unintended difﬁculty caused by the protocol emphasises the need for a transparent mechanism to allow workable commercial relations on this island. Joint Committee meetings and their agendas should be published. The new trading and commercial environment affecting businesses in Ireland, north and south, must now be used as an opportunity created by the unique status of Northern Ireland. The search is now on for relationships that allow NI to gain advantage from the best of both worlds from within the UK and also from within the EU market for goods. The mechanisms of the protocol are now in place. They cannot be ignored even if, controversially, some groups are hostile.

There is now a new opportunity to maximise the benefits from a reshaped shared experience across the island. The ambition of Taoiseach Micheál Martin, when he set up a think tank model to explore the potential benefits of shared experiences across the island of Ireland, should be accepted as a potential source of mutual benefit, north and south. The political and institutional arrangements across the island of Ireland reflect two separate systems. Indeed, they might be described as a series of structures reflecting differing degrees of political and cultural separation. The current systems have created a complex network of decision-making authority where, for example, Northern Ireland has devolved responsibility for many aspects of Government economic policy but is constrained by overriding aspects of policy from the UK Government. The Irish Government, seeking to develop policies for the shared island, must recognise the asymmetry stemming from the political inheritance. Nevertheless, there is a range of competences shared, for Northern Ireland and the Republic of Ireland, that create scope to demonstrate the possible gains from a vision of shared island economies, as a partial reflection of issues which might draw on decision-making by the national Governments. Making the protocol work is an unfinished agenda for mutually agreed refinement. ■

TRAVEL

There’s no place like home for a holiday A whistle-stop tour in a campervan showed John Creedon how much Ireland has to offer

h, how we laughed during the Celtic Tiger years. As we boarded the homeward flight with our bags of duty-free and real- estate brochures, the cynics among us giggled at the ‘home holiday’, as they called it back then. The rain, the ‘Irish salad’ and the pubs closing at 10pm of a Sunday night; when ‘Music Lounge’ meant misty-eyed ould fellas crying into their lukewarm pints, while singing some ‘come-all-ye’ extolling the virtue of misery and the Emerald Isle. So, for many, the prospect of a ‘staycation’, a sort of mid-Atlantic term for a home holiday, brought foreboding and flashbacks of a month spent in the Gaeltacht when we were teenagers. Is the ‘bean an Tí’ still out there, and have they inside loos in rural Ireland now? Well the summer of 2020 was to answer that. Ireland is as sophisticated a holiday destination as you’re likely to find on the planet, albeit a little expensive. So now that the Irish are rediscovering the beauty of a full two-week

holiday in Ireland and might be booking for summer 2021, I thought I’d take a whistlestop tour through a variety of favourite places, with a quick feadóg-stop in a lesser-spotted Gaeltacht. The first thing many people will have discovered is how the country’s infrastructure has improved. A recession and a pandemic have done little to dent the work that was done during the Tiger years. The motorways haven’t fallen apart and the picnic tables and public parks are all still there. You can traverse the country in a couple of hours or you can drop down the gears on a myriad defined routes, greenways and walkways. You can follow the Wild Atlantic Way or the Shannon, or itineraries in the Midlands or the Ancient East. But let’s get away from the madding crowd and take the road less travelled. Our tour begins at the spot where, every year, over 100,000 foreign camper vans, caravans, bikes and cars first touch Irish soil: the ramp where the ferry docks at Rosslare.

You could just roll off, pull in and roll on again having spent the entire two weeks in the ‘Sunny South East’. Indeed many of our less welcome visitors landed along the Wexford coast and stayed. Viking, Norman and English names abound, and that’s one of the southeast’s greatest selling points. While this corner may not boast the same rugged landscape of Gaelic Ireland on the west coast, it’s steeped in the culture of those who came later and added to the rich tapestry that is Irishness. The coastline from Wexford’s Rosslare to Tramore in Waterford and on to Garryvoe in East Cork is sprinkled with fine south-facing beaches. I’ve never gone hungry or thirsty along this road. Artisan cheeses from the Golden Vale and Waterford’s scrumptious floury bap, the ‘blaa’, are a must for every campervan kitchen. Chef Paul Flynn of The Tannery restaurant in Dungarvan once cooked me a Viking dinner on the beach at Helvic Head. We slurped mussels and oysters with flatbread and greens foraged on the foreshore, to the soundtrack of wellrounded rocks rolling in the breaking waves,

A road along The Burren in Co Clare

TRAVEL

Trains never liked hills and I’m approaching an age where I too prefer my hillwalking on the flat. I have come to know well the Great Southern Trail, the old railway line from west Limerick towards Listowel. An hour or so into my walk here, I still haven’t met another soul, apart from the spirits of the people who worked the land here. Their light footprint can be seen in the field patterns and fading furrows on the hills around Tullig. My next port of call is the Banner county, Clare. So we head for the Tarbert-Killimer car ferry. It takes almost two hours off the road journey and affords an opportunity to snatch a gulp of fresh air and stretch the legs. Plus the Shannon Estuary can be like a playground for dolphins. That’s exactly where I’m headed next, to meet Mary O’Dea of Hidden Burren Walks. Mary is no-nonsense and nimble, as any guide, or goat, should be on this terrain. Mary’s inner romantic blossoms, however, as she reveals a love and understanding of the exotic flora, fauna and landscape of the Burren. a crackling driftwood bonfire, a traditional air played gently on a low whistle and the dordán of Irish language conversation. You’re not only in Viking country here, you’re in Gaeltacht na Déise, an enclave of Gaelic culture in the midst of Norse, Norman and English influence. There’s a complete drinks micro-culture along this route too. You have Waterford’s Metalman pale ale and Dungarvan’s Helvic Gold ale, while Blackwater Gin, distilled in Ballyduff, is as good an aperitif as I’ve ever tasted. By the time you’ve done the Jameson experience in Midleton, it’ll be time for a lie-down in the van. We hang a sharp right here and head northwards to the fairytale beauty of Lismore Castle and village. The panoramic view across the Golden Vale from the Vee Gap, particularly when the rhododendron is in bloom, literally takes my breath away. On to Kilkenny to gaze aloft at its castle, cathedral and spires. As well as looking up, we are also going underground at

FEBRUARY 2021

the dramatic Dunmore caves, wherein lie the remains of almost a thousand locals slaughtered by Guthfrith of Ivar in AD 928. The poor innocents felt they had escaped the Viking’s wrath in the seclusion of the caves. Unfortunately not. Three hours cross-country and we are tacking west along the borders of Cork and Limerick. We pass through Bearna. It is, exactly as it is named, a pass or a gap in a hill. We pause to look back at the Golden Vale and onwards through west Limerick to Kerry. North Kerry might not boast the dramatic and sometimes tropical scenery of west and south Kerry but makes up for it in personality. Traditional music is strong here and it has also produced many of Ireland’s greatest weavers of words: John B Keane, Brendan Kennelly, Bryan MacMahon. If it’s a quiet creamy pint and a story you’re looking for, you won’t go too far wrong in Listowel, Ballylongford, Knocknagoshel, Abbeyfeale or Lyreacrompane. There’s poetry in those place names.

Why wouldn’t she? Her family have worked their land here for eight generations. A few hours’ walking the flat limestone and leppin’ across craters, bulláns and deep fissures full of botanical surprises is a few hours well spent. We say goodbye to Mary and press on to the voluminous sand dunes in Fanore, where we have a perch booked for tonight. Out with the rods, just in time to catch the high tide. A handful of casts yields a dozen fresh mackerel. Once, when I didn’t have a real barbecue, the guy in a neighbouring tent gave me an unused fridge rack, which I rinsed and placed on top of four empty beer cans, filled with sand. I lit a modest fire of driftwood underneath. Now, beneath an ink-black sky with a million twinkling diamonds, I lick my fingers as we polish off freshly barbecued mackerel, brown bread and butter with lashings of hot tea. I’m only fit for bed. Tomorrow? Well, we can decide where next in the morning. ■ That Place We Call Home by John Creedon (Gill Books, €19.99) is available now

TECHNOLOGY

Getting to grips with tracking vaccinations As Ireland and the rest of the world grapples with obtaining and administering a Covid vaccine to as many citizens as possible, there’s one element that it has had to put together in a hurry – an IT system to keep track of it all, writes Adrian Weckler

hat’s needed is not a simple Excel sheet. Nor is it a question of gradually linking up different agencies, digitally, over time.

The Irish Government has to introduce a way to stitch together multiple IT systems across different State bodies and departments in weeks. It then has to make sure that it all works with the systems used by doctors, nursing homes, pharmacies and members of the public. The challenge is laid bare in a speciﬁcation sheet published by the Government in recent weeks. “Ireland does not have a national vaccination IT system with the required level of functionality to support the Covid-19 vaccine rollout,” the HSE document says. “Therefore, a functionally rich and proven solution for the proposed vaccination programme must be sourced, purchased, implemented and integrated into the HSE ICT infrastructure.” The task and scale of such an IT system is daunting. There are at least a dozen different IT systems in use across different Government departments, agencies and ‘stakeholder’ participants, such as doctors, nursing homes and hospitals.

TECHNOLOGY

GPs, for example, use a selection of different systems, including HealthOne, Complete GP, Helix or Socrates. The HSE’s task is to try and make its new vaccination system compliant with all of them. It also has to do basic things, like synchronise with text-messaging, email systems and Eircodes. And it must be capable of vaccine passport interoperability and other data-checking functions at a European level. All of this needs to be done while making sure that everything is GDPR-compliant, meaning that a data protection impact assessment (DPIA), or maybe multiple instances of it, must be carried out. Normally, this wouldn’t be an impossible ask. Lots of big software companies base their offerings connecting up services like this. But it would take 12 to 18 months. By contrast, Ireland has weeks, if not days, to get things moving. A few weeks ago, HSE boss Paul Reid said that the State will turn to IBM and Salesforce for part of the IT system that will help to tie some of the strands together quickly. “The contract was signed on December 31, 2020,” a HSE spokesperson said. “The records are being kept on the Salesforce system but we are not producing vaccine certificates yet.” The spokesperson did not say how much the state is paying for the technology. However, it is set to perform the same function as IBM’s ‘Digital Health Pass’, which can deliver a vaccine ‘certification’ in a way that respects privacy because it uses so-called Blockchain technology that keeps personal health data on an individual’s phone as opposed to a Government database. We spoke with IBM’s global vice president for Blockchain solutions, Eric Piscini, to ask about how the technology works. “As you deliver the vaccine, you also deliver a digital certificate that everybody can

FEBRUARY 2021

have on their phone,” he said. “Then they can show that to businesses or travel companies or hospitals or anyone you need to interact with.” Mr Piscini said that the system is also designed to accommodate those without smartphones, in roughly the same way that airline or concert tickets work. “Inclusion is important,” he said. “You need to make sure that everybody will have access to this technology, even if they don’t have a smartphone. We have a way to be able to go on your computer and print, so you can carry a bit of paper with you. This might be a QR code with a unique signature.” Mr Piscini also said that privacy is one of the most main things that citizens will be looking for. “We [IBM] have access to none of the personal data,” he said. “What we deliver is just a verification mechanism. I think people are more comfortable being in control of their information, knowing that big tech companies like IBM do not have access to this information. That’s a very important piece of the platform here.” A typical scenario of how the whole thing might work might see a pharmacy administering a test. “This test result would be sent to the individual, whereupon the system could create a credential, done on the phone,” Mr Piscini said. From there, a hashed representation of the data could materialise as a QR code. Crucially, such a code would “not contain any personal medical information”, he said, but only a certification of the test result and possibly an expiration date on its validity. “Then you might go and present the QR code to an individual at, for example, a stadium. The person there might double check that code against the one stored in the Blockchain system. If they are the same, and they’re in date, you might get into the stadium.” Mr Piscini said that the use of Blockchain is

a boost for any vaccine delivery IT system’s security. The basic job of the new IT system is to tie together lots of practical strands involved in booking, delivering and verifying vaccine tests. This includes appointments and bookings for citizen tests, integration with systems used by pharmacies, GPs and care facilities (such as nursing homes) and the proper identification of citizens to receive it. The result, it is hoped, will be a usable, secure record of bookings and clinical workflows as well as verifiable citizen participation numbers and details of vaccine administration, including any adverse drug reactions. All of this, the Government hopes, will make for a reliable ‘vaccine certificate’ that might be usable in a number of situations. This last point is one of the most talkedabout by-products of the vaccination rollout: could a vaccine certificate equate somehow to a vaccine passport? Might it be somehow integrated into ticketing systems or visa requirements? The Government hopes this will be the case, according to its specification sheet for the new system. But it says that we’re unlikely to go it alone on this, instead synchronising with what the rest of Europe does. “The design of this certificate and the scope of how [a vaccine certificate] will be delivered, either physically, digitally or both, is currently being progressed with a number of stakeholders, including the EU,” according to the HSE. How fast can we make progress implementing such technology in Ireland and other countries? “It’s going to take time,” said Mr Piscini. “It’s not going to happen overnight. But I’m very optimistic. The level of integration that is required to benefit from it is very light. If you want to integrate a solution like this into an airline system or a stadium, it will take a little more. But in general, it’s very light. The design of the platform is designed to be a utility.” ■

Uncovering the 9-5 NAME: Eoin Doherty POSITION: Store manager, Lidl Holywood Exchange

7am Before my alarm goes off in the morning, I am usually woken up energetically by my one-yearold son Patrick jumping on the bed. Although it can be a shock to the system for early in the morning, I love starting every day by spending quality time with him. 7.30am I go down to the kitchen to sort out breakfast for everyone. Patrick and I have porridge every morning, so once I’ve sorted out his breakfast, I have my own and then we all get washed, dressed and I head off to work. 9am I usually work a middle shift in-store, meaning I start at 9am. As soon as I get out of the car I have a walk around the store to check the externals, as this is what a customer sees as soon as they pull up so it’s really important that this is all in perfect condition. Once inside, I do a thorough walk around to check the cleanliness and orderliness of the store. I catch up with the member of staff who has opened up the store that morning to make sure I’m up to speed with any potential issues and get a feel for the day ahead. 10am I check in on the rota to see who is working for the afternoon and use this time to organise the breaks for the morning staff. By this point, the store has been open for a couple of hours so it’s all hands-on deck to restock the fresh produce. 11am Every day in store is different, so at this time I could be helping on tills or maintaining the shop floor. On a normal day this is when I check in on the warehouse to make sure that the morning’s deliveries have been unpacked and distributed so I can focus on the rest of the

day’s store management tasks. 12pm At the middle point of the day the main effort is to reset the store for the afternoon. This involves organising the afternoon bake so our customers can pick up the freshest products from our in-store bakery, restocking all the fresh produce to ensure we have a full store offering until we close at 9pm. I was delighted to lead the team that opened our new store in Holywood Exchange in November, and given its location in a busy retail park we have a lot of new customers visiting so it’s important that I regularly check stock levels. 2pm I try to grab a bite of lunch during this time, but I’m usually on my feet as the store is always busy. 3pm I’m focused on the daily action points now. This involves reviewing what still needs to be done in the store which forms the basis of the handover for the evening shift before I do

another walk round of the store to ensure the store is in good order for the evening. 5pm We complete our stock orders two days in advance so we can receive fresh deliveries daily, so I sit down and make sure our store order is submitted on time. With thousands of weekly customers, we have to ensure we have enough stock to meet increasing demand so forward planning is key. 6pm I usually try to clock off around this time so that I can get home and spend some time with my son. Until he goes to bed at 8pm I spend as much time with him as possible doing all the family things that we love – having supper and reading a bedtime story. 8pm My girlfriend and I try to wind down by watching a bit of television. At the minute we’re getting prepared to move to a new house so our nights are mostly spent planning for our new home.