Ulster Business June 2021 by Ulster Business

JUNE 2021 Price £2.30 (€2.60)

The home health care revolution Connected Health on its rapid expansion and changing the face of an evolving sector

FEATURE We look at NI’s video games industry MANUFACTURING The ﬁrms doing their bit to go green

Contents 08 News The latest news and exclusives from across the world of Northern Ireland business

47 Investment & wealth management

84 Appointments

Ulster Business looks at attracting FDI

A look at some of the latest top job appointments across the world of business

18 Cover story

53 IT & technology

86 Photocall

Connected Health on starting a revolution in the home health care sector

Pavel Barter takes a look at how the local video games industry is levelling up

From raising money, to new deals, we look at the last few weeks across NI

31 Manufacturing & engineering

63 Local government

94 Travel

Leaders on their part in the green recovery

John Mulgrew hears from councils in NI about what they are doing to help build back

Adrian Duncan visits Bilbao to stroll the streets and form a character for his second book

41 Education, training & skills

77 Motoring

96 Technology

Emma Deighan looks at the priorities in the post-pandemic training environment

Pat Burns goes electric once again and takes a spin in a modern hot hatch Ford

Tim Cook unveils a range of new products and services across the Apple range

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JUNE 2021

EDITOR’S COMMENTS

Returning energy to our towns and cities

e’ve come a long way in the last few weeks, it would be fair to say.

It’s been around ﬁve months or so since our high streets, our city centres, our towns and villages, have felt some degree of life about them. But due to the signiﬁcant progress being made by our health service, we are able to begin to reopen and enjoy, albeit safely, the things we all once took for granted. Welcome to the June edition of Ulster Business. It’s another jam packed 100-page magazine covering everything from our emerging video games sector, the huge steps our leading manufacturers are taking to go green, what the new skills agenda should look like post-pandemic, and the

usual plethora of interviews, proﬁles, analysis and exclusive news.

business calendar, having done so for more than 30 years.

Our cover story this month features Connected Health. It’s been an impressive journey, from just a few dozen staff only a handful of years ago, to a company utilising leading technology and data to improve how some of our most vulnerable are looked after. It’s also grown its headcount to well over 1,000 staff, turnover to £25m with ambitious plans to expand that considerably further still.

It will also give us a chance to turn our attention to the positives, as we emerge from what we all hope will be the ﬁnal lockdown, and the last signiﬁcant hurdle on our journey towards societal and business normality in the face of a year which has seen grief, sorrow, torment and the loss of some leading companies.

We’re also now under way with our leading Top 100 Companies edition. Our summer double-edition features the biggest and best ﬁrms from across Northern Ireland, and ranks our largest, based on turnover. It’s continued to be a key staple in the annual

I hope you enjoy this edition of the magazine. We’ll have plenty more news, features, expert opinions, podcasts and proﬁles in the coming months. Thank you for being part of the Ulster Business journey so far. ■ John Mulgrew

Publisher Ulster Business c/o Mediahuis UK Ltd Belfast Telegraph House 33 Clarendon Road, Clarendon Dock, Belfast BT1 3BG

Editor John Mulgrew

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Contact: s.gamble@mediahuis.co.uk

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Ulster Business Magazine

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JUNE 2021

NEWS

month IN numbers 1,000,000 A

It was a million vaccinations last month, but now more than one million people have received their first Covid-19 vaccination in Northern Ireland.

Lisa McIlvenna

55.5

The Ulster Bank PMI report for April which shows Northern Ireland’s private sector experiencing a return to growth. Most sectors saw an upturn.

£4.5m

The price tag for the Linen Green shopping village in Moygashel, which is up for sale with offers invited in excess of £4.5m.

200

Danske Bank deputy chief executive Vicky Davies will take up the reins at the helm of the organisation and become the first female chief in its almost 200-year history.

Firms looking to future with ‘guarded optimism’

ompanies across Northern Ireland are looking towards the future with “guarded optimism”, one business leader has said. Speaking on the Ulster Business Podcast, Lisa McIlvenna, deputy managing director of Business in the Community NI, said while it remains a mixed picture, some firms are performing well and feeling “cautiously optimistic”.

“They have been incredibly resilient and creative in how they have managed over the last year,” she said. “The uncertainty we still have is always a concern and I don’t think that anyone is being too complacent in saying we are making great strides in terms of vaccinations, things are positive even though it has been a difficult year and we have had some tragic numbers and losses… all the businesses have learned that we just don’t know what is around the corner. “Even those which feel they are looking OK over the next six months don’t want to be too vocal in their optimism as we don’t know what’s happening. “Some of the unknowns with Brexit and what is coming down the line. They are all doing

well and feeling cautiously optimistic about the future, but it is quite guarded optimism.” And speaking about how firms are addressing the return to the workplace, home working and ‘hybrid’ working, she said: “Any push towards a more flexible situation which helps an employee balance their life in some shape or form, should be welcomed. “Getting that balance right is critical to someone’s sense of wellbeing and their engagement in their job. What we will see and what we are hearing from our member organisations is that while there are some saying we will work from home, there are others who are doing work, surveying and pulling together employee focus groups, and the feedback they are getting is about a hybrid, flexible approach, so it isn’t necessarily taking footfall completely out of the city centre but potentially changing the frequency of that footfall and how many people will be there, but not trying to remove it completely.” Ms McIlvenna also says office and face-to-face meetings remain a key component in many working environments. “There is a recognition across organisations that a bit of camaraderie in the office is also very important for wellbeing and can’t be overlooked.”

NEWS

Fintech firm creating 200 jobs in Derry By John Mulgrew

ore than 200 jobs could soon be created in Derry as a new USbased financial services firm sets up shop, Ulster Business can reveal. It’s understood Fiserv, which includes the First Data business, is planning to set up a new office at Ebrington Square in the Waterside area of the city. The company is a global leader in the financial services and payments sector. It works across a range of areas such as global issuer processing, global merchant acquiring and account processing.

JUNE 2021

The business has an international reach across around 100 countries. When contacted, a spokeswoman said: “Fiserv has not made any decision nor announced plans to expand beyond our current locations in the UK.” Northern Ireland’s IT, cyber-security and fintech sectors are some of the fastest growing here. Some of the largest companies working across

the financial services sector include insurance giant Allstate, Citi and First Derivatives. Others include US firm Aflac and the CME Group, while there is now a booming indigenous industry here. One of the fastest growing firms across the wider sector is FinTrU. The Belfast and Derry firm has grown from just a few dozen staff around six years ago, to boasting a workforce of more than 700.

NEWS

Quotes OF THE month “It has been the privilege of my life to serve the people of Northern Ireland as their First Minister and to represent my home constituency of Fermanagh and South Tyrone.” Former DUP leader and outgoing First Minister Arlene Foster after announcing she was stepping down from both roles.

“This year is undoubtedly a sellers’ market. Next year is likely to be different when the recessionary painkillers are stopped.” Ulster Bank chief economist in Northern Ireland, Richard Ramsey, speaking after official figures showed a 6% rise in house prices here.

“Vaccination saves lives. It is vital to our hopes of a better summer and of continuing progress against the virus. It has been central to the progress we have made.” Health Minister Robin Swann speaking after reaching a milestone of more than one million people in Northern Ireland receiving their first Covid-19 vaccination.

Construction sector workloads rising but lagging behind UK

orthern Ireland’s construction sector has seen workloads rise albeit at a slower pace than across the UK as a whole, according to a new survey. A net balance of +8% of Northern Ireland respondents to the survey reported rising workloads, up from -18% in quarter four of 2020, according to the RICS and Tughans Construction and Infrastructure Monitor. But while that represented the first reading in positive territory since quarter one 2020, Northern Ireland continued to lag other UK regions where the recovery appears more pronounced. The biggest surges have been fuelled by public housing and infrastructure, while private commercial and industrial saw falls in activity. Labour shortages, material shortages and financial constraints were the factors most cited by respondents as limiting activity currently. But the biggest concern regarding the outlook is profitability, with respondents expecting profitability to be squeezed further over the next 12 months. “Quarter one saw another modest improvement in construction workloads after the very significant challenges of last year,” RICS Northern Ireland construction spokesman, Jim Sammon, said. “Indeed, it is encouraging to see workloads

move into positive territory and growth in some subsectors to be strong. However, it is concerning that Northern Ireland is lagging other regions, and the issues around skills shortages and material shortages are very real in the market and are impacting significantly on activity.” And Michael McCord, senior partner at Tughans, said: “The latest survey results chime with some of the other economic information we are getting at the minute in relation to a recovery taking place. “There are clear signs that conditions in the market are improving and indeed it is encouraging to see hiring intentions for the year ahead so strong. “The construction sector has an extremely important role to play in driving and supporting a recovery and it is extremely important that there continues to be investment in construction and infrastructure activity both to support the recovery and to enhance Northern Ireland’s competitiveness.” Meanwhile, average house prices have seen the biggest jump since 2016. The price of a home rose by 6% between quarter one in 2020, and quarter one in 2021, with the average house sitting priced at just under £150,000. Most areas saw an increase in the cost of a home, with Ards and North Down witnessing a more than 10% bump.

NEWS

Public realm plans for Derry to tackle Covid

Derry’s Peace Bridge

hree new public realm areas aimed at dealing with the challenges and negative hit of Covid-19 could be built in Derry amid new plans, Ulster Business can reveal.

Derry City and Strabane District Council is now planning three outdoor areas allowing people to “sit, rest, eat and drink in a congenial atmosphere”. It says the interventions are “in order to address the many challenges and negative impacts arising from the Covid-19 pandemic”. “Key challenges include low levels of footfall in town/city centres and businesses needing to quickly adapt to new Covid social distancing requirements. The spaces will be built off existing hard landscaped surfaces and “The spaces will provide out door spillover accommodation for surrounding businesses, particularly cafes, coffee shops and the like.”

incorporate synthetic grass carpeting, timber decking, planters, seating and dining street furniture, according to a fresh tender for the work.

The areas are due to be developed at Queen’s Quay, Police Court Street, close to the embankment, and Waterloo Place.

It says the sheltered spaces will be “created at each site using large commercial free-standing umbrella structures”.

Hospitality summit among first major live events

he first of a series of major in person live events have been announced post-lockdown, and since the start of the pandemic.

Stephen Meldrum

That includes Hospitality Exchange 2021, run by the Northern Ireland Hotels Federation (NIHF). It’s now due to take place at the Crowne Plaza on October 12-13. Last year’s event was held remotely. Hospitality Exchange has been a regular feature of the tourism and hospitality industry calendar for the last two decades. “In keeping with tradition, this year’s programme will focus on hot topics, new trends and challenges within the hospitality sector,” NIHF president, Stephen Meldrum, said.

tourism has played in shaping Northern Ireland as we know it today, the impact of the pandemic and the future potential.

“Time will be spent reflecting on the role

“We’ve come a long way and a lot of things

JUNE 2021

have changed but two things have come to the fore: the important role hotels play in the economic and social landscape of Northern Ireland and the important role that people play in the success of the sector.”

NEWS

Danske Bank chief Kevin Kingston retiring from role after six years

Kevin Kingston and Vicky Davies

anske Bank chief Kevin Kingston is retiring from the top role with his current deputy Vicky Davies taking up the job as chief executive. Mr Kingston will leave the role later this year, following six years leading the bank in Northern Ireland.

Vicky Davies will become the first female chief executive in the bank’s almost 200-year history. “It is of course with mixed emotions that I announce my intention to step down as chief executive by the end of the year,” Mr Kingston said. “Now that we are hopefully through the worst of the pandemic, and looking toward a brighter future, the timing feels right. It has been a privilege and an honour to lead

the bank over the past six years and to work with so many inspirational colleagues. “When I do leave, I know that Vicky and our strong local management team will continue to prioritise customer experience, while retaining a strategic focus on growing the business for the future.” A Cambridge graduate, Ms Davies started her career as a management consultant at Accenture in London. After gaining her MBA at the renowned INSEAD business school in France, she joined Ulster Bank in 2005. “Under Kevin’s leadership Danske Bank UK has undergone a significant transformation, and as part of his leadership team I am extremely proud of all we have accomplished,” she said. “I would like to thank him for the support he has given me over the past six years.

“I am both humbled and delighted to be chief executive designate. As we look ahead with optimism, I firmly believe Northern Ireland will grow again and that Danske Bank will have a central role to play in the recovery. “We are well positioned to continue to support our customers, to be there when they need us and to help them realise their ambitions.” And Gerald Gregory, chair of the bank’s board, said: “As chief executive Kevin has made a huge contribution to the strategic and cultural development of the bank. His personal commitment and strong leadership has further strengthened Danske Bank’s leading position. “His decision to announce his planned retirement now allows for a period of transition. The board looks forward to working with Vicky in her new capacity over the years ahead.”

NEWS

Ramore restaurant set for major extension

The Ramore complex in Portrush

ne of the north coast’s most popular food spots looks set to undergo a major extension, Ulster Business can reveal.

The Ramore Restaurants complex in Portrush, which includes The Harbour Bar and Ramore Wine Bar, is planning a new extension across the ground, first and second floor restaurants.

That could include new entrance doors at the ground level, an extension of the ground floor and first floor dining areas, along with extending the second floor area with glazing and a roof, new plans show. The fresh planning application has been made on behalf Owey Enterprises/Ramore Restaurants Ltd. The restaurant complex is one of the best-known in Northern Ireland, comprising of seven bars and restaurants. Over the years it’s played host to a range of celebrities, including Northern Ireland’s top golfers Rory

That includes Oliver’s Restaurant in Belfast, which is now around three

McIlroy, Darren Clarke and Portrush native Graeme McDowell.

times its original size.

Restaurants across Northern Ireland have been expanding their eating areas and outside sections over the last few months, in a bid to increase visitor numbers.

Owner Peter McCloskey told the Belfast Telegraph that business has been booming since Stormont gave the green light to the partial reopening of hospitality on April 30.

JUNE 2021

NEWS

First Derivatives posts ‘robust’ pandemic performance

ne of Northern Ireland’s leading software giants says it has had a “robust” performance amid the global pandemic as profits fell to just over £11m.

Seamus Keating

First Derivatives, headquartered in Newry but with a wide global footprint, saw revenues stable at £237.9m for the year ending February 2021. But profits fell by 39% from £18.3m. And the company has hired more than 400 staff over the last year. But it says it “delivered robust performance despite impact of Covid-19, in line with market expectations, underpinned by the strength of our customer propositions and enabled by high levels of customer retention”. The company produces software used across a range of sectors, from banking and finance, to Formula One. It now employs around 2,500 staff, up from 2,400 a year earlier. It says it has also proposed renaming the overall group as FD Technologies plc. That would include its KX software business, First Derivative and MRP. “Using streaming analytics to inform and automate operational decisions is one of the most important growth areas in technology today, and KX enables this for our customers,” Seamus Keating, chief executive of First Derivatives, said. “During the past year we have positioned the business to scale rapidly to address this opportunity, by accelerating our technology roadmap, strengthening our leadership, developing our commercial strategy and putting in place enhanced systems and processes to scale the group. By increasing our investment in the business we unlock the potential for rapid growth and for KX to become a key part of tomorrow’s technology ecosystem.”

And Donna Troy, chair of First Derivatives, said: “Following a detailed review by the board, informed by growing market opportunities resulting from the increasing capabilities of our technology, we have concluded that now is the time for targeted investment that will accelerate our growth and establish KX as a world-leading horizontal technology for realtime streaming analytics. “We are excited to announce this acceleration of our strategy and look forward to delivering enhanced value for our customers and shareholders.” According to its latest accounts, the company has secured multiple new contracts won in key target markets. That includes with Williams Racing, a major US gas and electricity utility, manufacturing, telecoms and fintech. Speaking about expanding its workforce, the

company says “while we initially paused recruitment in response to Covid-19, we resumed hiring to keep pace with growing demand, and during the year added 424 new employees”. It said to safeguard the business it “put in place mitigating measures including suspending non-essential travel, deferring executive bonuses and suspending dividend payments”. “The group did not utilise any Government financial assistance measures related to Covid-19 and nor did it furlough any employees during the year. To ensure liquidity, in March 2020 we drew down £34.2m from our available finance facility with the funds placed on deposit. Given the group’s strong cash generation in the first half of the year, this was repaid in the second half.”

NEWS

What the new Dobbies store could look like when completed

Dobbies creating 150 new jobs

he UK’s largest garden centre chain says it will create around 150 new jobs as it sets up shop at The Junction in Antrim. Dobbies says it is investing £10m in what will become its second store in Northern Ireland. It currently has one location in Lisburn.

The new proposed garden centre will cover 110,000 sq ft – making it one of the largest of the Dobbies stores across the UK. The company says it will create around 150 new part-time and full-time roles. The centre will include a large garden centre, pet department, home and cookware, books, toys and gifts, along with a restaurant and foodhall. “Our Lisburn store is one of our most popular and we want to build on this success with a complementary store in Antrim,” Graeme

JUNE 2021

Jenkins, Dobbies’s chief executive, said. “The Junction Retail and Leisure Park is a fantastic location and this development reinforces our ongoing ambition for growth. “The Junction has a strong retail offer and we are very much looking forward to working with them, contributing to a must-visit leisure and shopping destination.” And Alastair Coulson, managing director of Lotus Property, which owns The Junction, said: “We are thrilled to be able to reveal Dobbies as our latest addition at The Junction. This is a real boost not just for The Junction, but for Antrim and Northern Ireland as well, bringing significant investment and jobs to the area. “The last year has proven to be a very difficult trading environment for many retailers but this decision by a growing company likes Dobbies is a massive vote of confidence in The Junction as a retail destination.

“Dobbies proposal to open one of their largest stores anywhere in the UK complements brilliantly our existing portfolio at the retail park and our long-term vision to transform The Junction into one of the largest retail and leisure destinations in Northern Ireland. We look forward to working with the company in the coming months to deliver this exciting project.” Dobbies, which was owned by Tesco until 2016 and is now run by private equity firms Midlothian Capital Partners and Hattington Capital, has one other store here in Lisburn. The chain was established in 1865 and today has 73 stores UK-wide. In 2019 it acquired 37 stores. It also has four smaller formatted stores that retail under the ‘Little Dobbies’ name. Garden centres reopened in April after almost four months to long queues, despite Brexitrelated supply issues resulting in limited stock of some products.

RECRUITMENT

Poor hiring habits won’t wash with indemand candidates in post-Covid world By John Moore, managing director, Hays NI

s the economy begins to fully reopen after more than a year of disruption, it is encouraging to see that employers in many sectors are hiring at levels equivalent to their pre-pandemic levels. Although we know it will take time for some parts of the economy to fully recover, we are seeing strong demand for new staff in sectors such as technology, finance and construction, where permanent job levels have returned to levels last seen in March last year. As the easing gathers pace and many things return to what we would consider normal, it has also become clear that employers have a number of new post-Covid considerations to take into account if they want to be able to attract and retain the best talent. Our recent report Covid-19: One Year On found that wellbeing has risen to the top of the list of things employees think employers could have done better, followed by help with upskilling, provision of the right hardware and software to work remotely, better support for working parents and time spent maintaining organisational culture.

office that might mean and whether they can set their own hours. So, my three top pieces of advice to ensure you don’t miss out on top talent would be: •

My question for employers is whether they are demonstrating their commitment to wellbeing in how they do their hiring. A big part of wellbeing from a jobseeker’s side is a feeling of being wanted and unfortunately this is something companies are failing to address. During the pandemic, some employers needed to hire quickly because they needed support – and as a result poor habits have started to creep in. For example, delays getting back to candidates with offer letters or contracts, candidates not having a direct contact to deal with or having to email questions several times before getting responses. These might seem like small things, but they feed into the sentiment of feeling wanted. This matters because candidates in high demand sectors have options. If you’re not making a good impression on them in the recruitment and onboarding process, the reality is that people will leave and go to employers who are doing it better. Many candidates are getting two or three offers at the same time, so emotion comes into not only the recruitment process but the pre-start phase and first days in the job. We have seen examples of people withdrawing when something doesn’t feel right. One of the most common reasons recently for jobseekers to turn down offers has been when employers haven’t been able to articulate what their hybrid or flexible working policy is. Giving vague assurances that your organisation will allow flexible or hybrid working in future isn’t enough, people want to know the specifics of how many days in an

•

Be clear on your policy towards hybrid working – get feedback from your employees and industry to know what is attractive. Make sure you have all the resources in play to make the hiring easy – from producing an offer letter and contract quickly to keeping the recruitment process as concise as possible to demonstrate agility. Look at your onboarding process. Does it provide a good opportunity to meet people in an organised and useful way? Remote working means you can meet more colleagues but these need only be 15 minute coffee meetings, mixed with virtual tours, social, and training. Could you also create a buddy system for experienced team members to come alongside new hires?

All of this is really important to an employer’s ability to retain talent as well as hire it. Post-pandemic I think retention is going to be one of the biggest challenges employers in growing sectors will face. When companies go into operational mode the value they place on wellbeing can become less visible to employees. A year ago, due to circumstances, people were happier to accept a role without the process being perfect. But the jobseeker expectation of best practice has shifted and due to hybrid working many companies appear to be slow to see this, resulting in some jobseekers pulling out at the final stage. The hiring plans of many companies could be stymied if they don’t recognise and address this. ■

COVER STORY

Connected Health: a home care revolution Northern Ireland’s Connected Health is a home health care business doing things differently and leading the way. It’s utilising technology, developing its workforce, ensuring retention, investing in its people, and innovating. Ulster Business speaks to members of the senior team about its journey so far and its plans to scale up to become an ever bigger player right across the UK and Ireland

he word ‘revolution’ has been at the core of Connected Health’s home health care success story in the space of just a handful of years.

And with any successful business it can only get there through dedicated teamwork across all levels. “The team that I have around me are the ones which have made it all happen,” Douglas Adams, Connected Health chief executive, says. The business, which provides a vast range of domiciliary and home care solutions for clients and recipients across the UK and Ireland, has expanded from just a few dozen staff in 2013, to a team of more than 1,100, with turnover in excess of £25m and delivering three million visits to older and vulnerable clients each year. “We started with just 47 people and now employ 1,100 people,” Ryan Williams, Connected Health director, says.

“The vision for Connected Health was to completely reinvent what home care means for people. “It’s difficult to attract people into the career and to retain them. We have set about redefining what home care means to people and how we improve the quality of it. “It’s about looking at how we can do this and disrupt the traditional industry of home care.” And it’s an industry which traditionally has not changed with the times, but one which is facing huge challenges – including an ageing population, while it’s a career path and a sector which continually faces talent shortages and burn out. “What this sector needed was revolution,” Ryan says. According to chief executive, Douglas Adams, the old model of outsourcing various strands of home care didn’t work then, and certainly doesn’t work now.

“The training hadn’t really improved and there also wasn’t a clear career path for people,” he says. “We started off small. We wanted to recreate a business based on how we thought about care.” For Douglas, the core of building the company has centred around its staff, training the workforce and thus, ensuring that the utmost level of care is delivered for its clients, and most importantly, for the people across our communities which it looks after on a daily basis. “We decided to embrace technology but focused on the people first. The vision was about changing how you treat your people, changing how you deliver the care, helping to influence the policy-makers, and also providing the high level of service.” Ryan says: “We built Connected Health on

COVER STORY

Ryan Williams, Theresa Morrison, Douglas Adams and Lorraine Corr

what we call the ‘three Ts’ - talent, training and technology.”

Regardless of what’s happening, the role is constantly helping me grow as a person.”

TALENT Lorraine Corr has held almost every role possible in her years working across Connected Health. Now, as director of care, she has overall responsibility for the day-today operations of home care, overseeing more than a dozen managers and the organisation’s expanding GB team.

And it’s that talent attraction and ability to bring in the right people which is such an important strand of the Connected Health story, according to Ryan Williams – who spent more than a decade working to solve global recruitment challenges for a range of Fortune 500 companies.

“I began as a part-time carer and worked my way through the company, moving up through a range of senior management roles until my current as a company director,” she says. “That gives me a great understanding of the challenges faced along each step of the way. “It’s a fantastic journey. If you love your job, you’ll never have to work a day in your life.

JUNE 2021

“Our recruitment engine can deliver us more than 1,000 hires each year,” he says. “We also invested heavily in the training element, and Theresa Morrison has come in and reengineered how we provide that entry-level induction training, right through to much more complex and higher value home care services.” TRAINING Theresa is now director of clinical services and training with Connected Health –

responsible for a team of five trainers across the organisations relatively new and accredited Connected Academy. “We developed our online training platform to ensure we could provide high standard training to all our employees across the three jurisdictions,” she says. “Our Connected Academy platform is easily accessible, attractive and convenient ensuring our accredited programmes be accessed anywhere, anytime.” “Health and social care services are implemented to make sure the needs of the clients are met – putting the clients at the centre of it all. We also value our employees alongside our clients. “In some cases within the sector, people traditionally come in at one level and remain there for some time. But the sector is changing and demands are increasing. The Connected >

COVER STORY

Ryan Williams, Theresa Morrison, Douglas Adams and Lorraine Corr

Academy has been prepared to deal with that – meeting that demand, retaining our staff and ensuring they value themselves.” That begins with a Level One course right through a host of other qualifications, up to a Level 5 NVQ in health and social care, as well as leadership and management courses. TECHNOLOGY “Technology in home care was virtually nonexistent,” Ryan says. Connected Health’s vision of embracing digital solutions in order to improve its service is one of the key elements which helps both set it apart, and ensure its growth trajectory. That includes mapping health care packages from clients to cut down on staff travel time and allow them more time with their care recipients. Since then, it’s evolved and innovated. That includes in areas such as its Hospital to Home service – getting people into their homes sooner and reducing further hospital admissions, dedicated Covid teams, Carebox – an in-home care solution which is designed to support older people with virtual care and medication, and airCeption, which uses technology to monitor and alert patients and

carers to any form of incontinence. “One of most exciting projects in the whole of the UK and Ireland is Care Drop,” Ryan says. “We have created an outcome-based care model. If someone doesn’t need a visit that day, another person can benefit from that. And we have tied that into virtual care through video technology and devices which can monitor care recipients. All of this lets us know how people are improving through the home care our dedicated teams provide.

transformation. We have a three-year plan for growth which will require additional investment.” And Douglas says the “number of people who will require care across the UK and Ireland is only going to get bigger”.

“The differentiation in terms of the happiness of the client and the carer is phenomenal.”

“When this hits families, many of them don’t know how to deal with it, and navigating that is difficult,” he says. “What we want to do is reach out to those people and provide a wraparound service, allowing us to use the data to allow us to provide care on an almost daily basis.

Douglas says Connected Health has received fantastic support along the way from its banking partner Ulster Bank, as well as Invest NI.

“The market for this is massive, and it’s only going to grow. It’s not about grabbing market share – it’s about doing a good job and trying to change care.”

Ryan says the performance of the company in looking after its clients amid Covid-19 was also “exemplary”.

Ryan says that ability to expand further, utilising new technologies and ways of working, could see Connected Health grow to 50 offices across the UK, with more than 4,000 staff.

“As a well-trained service with the right kind of people to provide home care, it’s been a real eye-opener for the wider health and social care system,” he says. “For us, the future remains about

“We think home care can become a new foundation stone for how people view health and social care,” he says. “This is about delivering the vision of ‘Home care 2.0’ across the UK and Ireland.” ■

DENIS LYNN

A food firm stalwart with bigger plans on the horizon The sudden death of Finnebrogue founder Denis Lynn, following a tragic quad bike accident, sent shockwaves through the agri-business community here. John Mulgrew takes a look at his legacy and the ambitious future business plans he’d put in place ahead of his untimely death

hile Denis Lynn’s company Finnebrogue had evolved into something of household name as expansion continued, many others may not have quite understood the scale and reach the Co Down business had garnered across the private label market here.

Chances are if you picked up a packet of half decent bangers from your local Marks & Spencer or Asda, it would have come from the burgeoning factory less than a couple of miles from Downpatrick town centre. His sudden death at the age of 63 came as a shock to the Northern Ireland business community – an individual who, far from resting on the company’s laurels and already stellar growth, was now pivoting, adapting and investing tens of millions in meat-free alternatives. A business which is as old as this journalist, the father-of-four’s company grew from one specialising in pre-cooked chips, to an operation which counts the majority of the UK and Ireland’s biggest supermarkets and retailers among its customers.

Denis Lynn

John Ferris

DENIS LYNN

The Prince of Wales along with Denis Lynn from Finnebrogue during a visit to the Downpatrick

His grand ambitions paid off and he built a hugely successful business, with turnover just under £142m for the 18 months ending February 28 last year – a company with a workforce over more than 600.

memory by invoking his passion for making food the best it can possibly be, without being bound by the way it’s always been done – and by trying every day to make the world a better place.”

And while the meat end of the business remains a key element of the overall firm, investment was on the horizon to take advantage of a global shift away from large meat consumption, towards vegetarian and vegan alternatives.

And paying tribute to him, Nick Whelan, Dale Farm boss and chairman of the Northern Ireland Food and Drink Association (NIFDA), described him as “an exceptional entrepreneur, a true innovator, and a man of great vision and energy”.

In July last year I wrote about the company’s plans to invest up to £63m – creating 340 new jobs – in a huge new factory, aimed at ramping up production of “next generation” plantbased products.

“Denis had a real passion for the planet and was at the forefront in demonstrating how food and drink companies can lead the way in enhancing environmental sustainability. Indeed, his commitment to making the world a better place extended beyond his considerable achievements in business. His charity work, championing of his local community and personal kindness provide inspiration to us all.

The overall plans include a massive 300,000 sq ft factory, with the first phase including a 200,000 sq ft development, as part of a £32.9m investment. Paying tribute to its founder, Finnebrogue described Denis as “an innovator and a visionary with an infectious passion for delivering positive change for the planet and its people”. “He leaves behind an extraordinary list of achievements. Denis was our founder, leader and inspiration. We will best honour his

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“Denis will be sorely missed by his colleagues at Finnebrogue and right across the food industry and wider business community in Northern Ireland. His contribution to Northern Ireland was immense, and his legacy will leave a significant and lasting imprint for years to come. “Our thoughts are with Denis’ wife Christine, his children Kerry, Clare, Tara and Ciara and the

wider family circle at this very difficult time.” Belfast Telegraph restaurant critic Joris Minne, who previously worked with Mr Lynn, said he was a trailblazer. “Denis Lynn defined the meaning of entrepreneurship. His food innovations made a big impact,” Mr Minne said. “From selling chips across Northern Ireland to his venison plant in Finnebrogue estate where his products including venison sausages, burgers and rumps all made from Irish red deer, he was always doing things differently. “He struck deals with major retailers including Marks & Spencer, supplied top restaurants including Heston Blumenthal’s Fat Duck in Berkshire. Everything he made was very tasty, well researched and reliable. “I enjoyed working with him in the early years of Finnebrogue when he employed about 40 people and faced a lot of opposition to his expansion plans.” Baroness Ritchie of Downpatrick told the Belfast Telegraph, Mr Lynn “showed what hard work and determination can achieve”. “His loss will be felt by many who admired his entrepreneurial spirit and innovation.” ■

NEWS

Britt Megahey, founder of The Barclay Group and John Roulston, sales director, Barclay Communications

Barclay Group creating 35 new jobs with £2m investment

round 35 new jobs are being created as part of a £2m investment in a landline division of one Northern Ireland’s leading communications firms.

enjoy that success, we know to be fruitful and sustain such growth we must always put into the business what we get out and that includes investing in our team who are the backbone of the company.

The Barclay Group, which includes Barclay Communications, Barclay Digital Services and WorkPal, is expanding across its landline business.

“It also means securing the best, most convenient and the latest technology so we can offer our clients, who are seeking the most efficient communications systems around, the best on the market.”

It says the funding “will be part of a major growth strategy for the company”. That will include new systems at the business, including customer relationship management software (CRM), an expanding engineering team, which will treble over the coming months, and a major office fit-out, which started last month. An additional 20-seater call centre will also launch later this year at Barclay’s existing headquarters at Grove House in Donegall Pass in south Belfast. “We have been very privileged over the past year to have experienced so much growth during what has been a difficult era for many businesses,” Britt Megahey, founder and managing director, said. “While it would be easier to sit back and

And he said the investment will be “ongoing”. “We won’t be stopping at £2m. We have big plans to expand our services globally.” The firm says the 35 new positions will be filled by the end of this year, while more jobs will be added in coming months. Among the roles created as part of the investment are engineering positions, support staff, direct sales, telesales and business development managers. The £2m investment is one of The Barclay Group’s biggest spend to date and follows on from its most successful year. John Roulston, sales director, Barclay Communications, said 2020 was a

“challenging but rewarding year for Barclay Communications”. “We are still receiving fantastic feedback from our loyal customers expressing their appreciation in how we empowered their workforce with leading technology that stabilised their businesses at a very difficult time. “We have exceptionally passionate staff and this was evident never more so than in the past 12 months. This investment and expansion announcement is testament to their hard work and the amazing business community throughout Northern Ireland. “It’s exciting times for the business. We are growing in house and expanding our client base and will be initiating a number of campaigns in the coming months which will allow us to give back to businesses and further support them to flourish coming out of lockdown.” Other technological investments in the pipeline will include a £500,000 cash injection into new landline software specifically designed for businesses that don’t need the complexity or cost of a fully cloud hosted telephone system. π

CLIMATE CHANGE

With two climate bills in the works, we must mobilise green finance By Andrew Ryan, partner at UK law firm TLT, based in Belfast

n mid-May Northern Ireland’s Climate Bill was voted 58 to 29 by the NI Assembly to go to detailed scrutiny. This is a significant step towards committing Northern Ireland to net zero greenhouse gas emissions by 2045.

Whether the Bill makes it into law, or whether a competing Bill currently being drafted by the Department for Agriculture, Environment and Rural Affairs takes precedence, the fact that net-zero commitments are actively being considered by the NI Assembly is an important step forward for the clean energy sector. Coupled with a hopefully imminent (and much needed) new Strategic Energy Framework, a clear road map for the next decade is starting to emerge. Such developments are encouraging, but real progress on these goals requires the financial system that powers businesses to become increasingly green-focussed. The financial services sector in Northern Ireland has a clear opportunity to adopt and develop more greenaccredited financial products to drive further sustainable investment throughout the local economy. ATTRACTING INVESTMENT The transition to decarbonised, clean energy must become an investment priority. The good news is that intense competition, increasing availability of capital, and continued technological developments are propelling this market forward. Private equity investors have long been the driving force behind the rise of clean energy. Much of the investment market remains focused on bankable, subsidised operational projects. Such schemes are in high demand and so investors are looking to diversify into non-subsidised projects and technologies including energy storage, heat networks and green hydrogen. There is also growing appetite from equity investors to invest much earlier in the project lifecycle, whether at consented or even greenfield stage, in order to secure a pipeline and boost returns. Energy storage is key to decarbonisation of the electricity grid and investor interest is growing. Co-location projects where renewable energy generation is paired with battery storage and other energy infrastructure, such as electric vehicle charging infrastructure (EVCI), are becoming attractive propositions. To facilitate such projects each co-located asset must be viable in its own right, but the cost efficiencies created by colocation also boost long-term revenues and prove attractive for investors. With the trend towards co-location, developers and investors must ensure that projects allow for further technologies to be added down the line – both from a legal and planning perspective but also in terms of import and export capacity to grid. This future-proofing significantly enhances the flexibility of projects and facilitates additional revenue

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streams for expanded operations. With the requirements of a future investor in mind, the developer will also be able to secure a better price once the project goes to market. Whilst private equity investors remain the pioneers of the energy market, debt funders are looking to diversify lending portfolios to established technologies such as solar PV and wind along with energy storage, EVCI and multi-technology projects. In the more risk-averse lending market, propositions that can clearly mitigate risk and meet project finance requirements will be favoured, so the integrity of the project rights and authorisations and the quality of the contracts will be decisive; this is where expert legal input is paramount. With the fight against the climate crisis becoming a local political objective, the opportunities for the private sector and the financial services industry are clear. With investors more focused than ever on ESG and sustainability, the conditions are ripe to mobilise green finance. Drastic change cannot happen overnight however, and developers must work hard to make their schemes legally sound, flexible and demonstrate return on investment on each asset deployed. Investors and funders are looking to get on board – let’s give them the reasons to do so. π You can contact Andrew Ryan on 0333 006 0967 and 07867 905 204 or by email at andrew.ryan@tltsolicitors.com

PROFILE

PeopleHawk: disrupting the hiring process

eopleHawk has firmly set its sights on “disrupting” how companies go about finding the best candidate for a job.

The technology company has replaced the traditional black and white CV with an interactive digital profile, using scientific and algorithmic rigour to rank top talent – taking much of the costly and laborious work out of the hands of companies themselves. “What we have done is created an insightful digital career profile, which candidates can use to unearth their true potential,” Paul Kinney, PeopleHawk founder and chief executive, says. “Candidates can directly share their profiles with leading employers, revolutionising outdated hiring processes.” Unfilled vacancies are estimated to cost the UK economy around £15bn a year, and according to Paul, filling those roles can take anywhere between six and 10 weeks in sectors like IT and financial services, with each unfilled role costing employers around £350 a day. “Because CVs say precious little about personality and potential, employers have had to spend time, money and effort putting candidates through iterative behavioural, cognitive and other assessments in an effort to make informed hiring decisions.”

“Instead, we have created a digital profile that includes all those insights, and more. As well as categorising and grading the candidate’s knowledge, skills and experience in a way employers truly understand, the profile also includes a scientifically backed personality guide, a cognitive report and pre-recorded videos, including an elevator pitch and first round interview.” The company’s assessments were developed by scientist, Professor Colin Cooper, now based in Toronto. He is one of the world’s leading experts in personal differences and intelligence, and a former head of Behavioural Sciences at Queen’s University. Professor Cooper also created and validated the IQ tests for the UK and Irish versions of the ‘Test the Nation’ television programmes. PeopleHawk profiles have more than 360 data points which means employers can readily search and find ideal candidates. “Every data point is completely searchable and configurable,” Paul says. The platform also has its own job board so businesses can advertise open positions, with candidates using their digital profiles to apply, instead of submitting application forms and old-style CVs. “We also have a very scientific approach to ranking candidates,” Paul says. “Employers set their role specifications, including what the ideal candidate looks like and our algorithms then rank candidates against that criteria. The platform works across all sectors, particularly those with high staff attrition, such as the IT and financial services sectors.” PeopleHawk is already working across the UK and Ireland, as well as having just launched in South Africa. And Paul says, the platform is ready to be rolled out across every English speaking country in the world, while North America remains its biggest focus, and largest marketplace for future growth and expansion. “Part of our journey is collaborating with forward thinking universities. They have huge swathes of current and former students, and are tasked with helping them get employed. We have just launched our platform in Toronto, where together with a leading university and local employers are starting to change the way graduates and young professionals engage around their careers. It’s all very exciting.” π

BUSINESS SHOWCASE WITH ULSTER BANK

Creating a real-time health care environment Medical start-up firm Tuzzl is helping to improve the way in which patients and doctors connect with one another, share information and ensure the best possible treatment. And Dr Mark Mitchelson, its chief executive, says the rapid rise and journey has been helped along the way thanks to its relationship with Ulster Bank

n increased focus on digitisation utilising remote solutions within health care was a trend already

Dr Mark Mitchelson

emerging here before the beginning of the Covid-19 crisis. But start-up Tuzzl is among those companies pushing that digital interactivity further forward – a health and wellbeing software company which aims to harness digital technology to deliver proactive care through a virtual hospital environment. “We believed that technology could be used to improve health care, so we created Tuzzl,” Dr Mark Mitchelson, its chief executive says. “Even before Covid-19 there were significant changes and challenges effecting global health care – you had an ageing population, people were suffering from multiple medical conditions, and unsustainable rising health care costs.” Mark is a consultant in emergency medicine, and was previously clinical lead for emergency medicine at the Mater Hospital. “There was also this desire from patients and users for a greater understanding of what was happening to them, and a greater choice,” Mark says. “One big trend we see is this concept of the democratisation of health care.

that has been ramped up considerably. “(Covid-19) really changed the landscape,” Mark says. “Patients and staff couldn’t, or didn’t want to come to hospital, if they didn’t have to.

“People are demanding to be active participants in their health and wellbeing. They are no longer prepared to be just passive receivers.”

“When Covid occurred, patients and clinicians were fairly adaptable and did embrace the use of telephones and video for appropriate consultations.

While video or telephone consultations were already part and parcel of remote health care,

“What Tuzzl does is take that to a new level where patients and clinicians can share

information about how their conditions are actually progressing, how they respond to treatment and can deliver a real-time picture of the health and wellbeing of individuals. “This allows us to respond to changes in the health of individuals and to deliver more patient-centred care. Hopefully that improves the patient experience, and the outcome as well. “Patients have access to a web-based application on their device which allows them to enter data, linking in to wearable devices,

BUSINESS SHOWCASE WITH ULSTER BANK

Working with our parent group, NatWest, across the UK, we recently carried out some research into SME recovery. This process involved speaking directly to over 1,000 SMEs whose insight and first-hand experiences revealed some startling facts.

Our commitment to helping entrepreneurs is unwavering By John Ferris, regional ecosystem manager

ince launching our Entrepreneur Accelerator programme in 2016, Ulster Bank has made a significant contribution to Northern Ireland’s entrepreneurial ecosystem. We have welcomed 600 businesses through our doors who have gone on to secure over £20m worth of investment. A lot has changed in those five years but our drive and commitment to helping entrepreneurs unlock their true potential has been unwavering. Ulster Bank has relaunched its enterprise programme to ensure we continue to offer the right level of support to those businesses who need it most. In particular, we want to attract companies with high-growth opportunities and introduce them to new markets and potential investors.

to give us passive information. Clinicians can then view that information to see how their conditions are progressing, send out alerts or trigger video consultations. It becomes a more shared experience.” And according to Mark, the assistance and guidance the company has received from Ulster Bank has been “invaluable”. “The Entrepreneur Accelerator Programme has

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The Springboard to Recovery Report highlighted that boosting SME productivity and growth could deliver an additional £140bn to the UK economy by 2030; that increasing the number of female-led business would create an extra £50bn and that by encouraging more black, Asian and ethnic minority entrepreneurs to start their own business would lead to 310,000 new SME workers.

reduce the UK’s carbon footprint, but it will also lead to an increase in our overall GVA. The report also identified some concerning findings in terms of ethnic minorities and female-led businesses. Our team has been supporting a diverse range of entrepreneurs for some time through a range of initiatives, but we have more work to do to increase the visibility of these groups. We want to see more applications from females and ethnic minorities and are currently engaging with a number of stakeholders within this area to attract those from what are traditionally under-represented sectors.

While we know creating more businesses will

Applications to join the next cohort of entrepreneurs are now live and we are excited

be crucial to economic recovery in here in Northern Ireland, our report has also shown that boosting the productivity of existing businesses can have an equally positive impact. Now that we know the monetary value of reaching into this untapped potential, we are recommitting ourselves to addressing this issue for Northern Ireland businesses who could be enjoying even more success with additional help and support.

to be welcoming the next generation of business success stories in Northern Ireland on board. While much of the programme was delivered virtually during the pandemic, our hope is that this year’s participants will be supported using a more blended model; resuming use of our newly refurbished Belfast Hub whenever it is safe to do so, but also holding on to some of the virtual elements our entrepreneurs found to be the most useful.

Another priority for our team going forward is to increase our support for climate-focused businesses. These are companies whose main objective relates to being environmentally sustainable and aligns not only with our overall purpose-led approach, but also with the bank’s sponsorship of the forthcoming UN COP26 climate summit to be held in Glasgow later this year.

We’ll also be continuing with some of our other Enterprise offerings; our Business Builder programme, a digital qualification offered to early-stage start-ups; and Dream Bigger, an education programme aimed at 16-18 year olds, encouraging them to consider entrepreneurship as a career choice.

Our Belfast Hub is committed to dedicating 25% of available spaces to these types of businesses. Not only will this shift in focus help

been great,” he says. “With their help we have been able to shape our go-to-market strategy and have the opportunity to network with like-minded entrepreneurs in an expanding Northern Irish IT scene, which has been fantastic. “Ulster Bank has also been great in putting us in contact with its huge network of partners in Northern Ireland, Scotland and across the UK, but also moving in to North America as well,

So whatever stage of the growth journey your business is at or if you simply wish to find out more information about what we can offer, visit ulsterbank.co.uk/accelerator to apply today.

which has been great in terms of developing our business plan – giving us some challenges – in a constructive way, about how to develop the business, moving forward. “Ulster Bank has been invaluable in moving us forward. Ulster Bank and the Accelerator team in particular have so many contacts that they are able to access parts of the market and expertise that we could never hope to access.” ■

Stephen Kelly, Manufacturing NI, Maureen Treacy Perceptive Insight and James Donnelly, Tughans

SURVEY

Majority of NI manufacturers ‘suffer negative impact’ at beginning of Brexit

he majority of Northern Ireland manufacturers have been negatively impacted by the end of the Brexit transition period but many are continuing to see growth, according to a fresh survey.

NI chief executive, Stephen Kelly, says. “What almost half of the businesses surveyed are telling us is that the NI Executive must identify and secure new opportunities to support them.

And around 93% of manufacturers say they have seen a rise in the cost of raw materials. The latest Tughans Manufacturing NI Survey, conducted by Perceptive Insight, shows that some 77% of companies have “experienced a negative impact on their business since the Brexit transition period ended”.

“We have seen from the survey that 86% of firms have increased input costs on transportation and 66% want the Government to cut employment related costs to support the sector.”

However, around 59% of those surveyed said they are in growth mode.

And although Covid-19 continues to affect manufacturing businesses, the survey reveals that the sector is showing signs of recovery compared to July 2020.

Among the biggest obstacle for companies remains the issue of disruption in supply chains, followed by wider global economic conditions. “A sizeable number, 36%, believe the difficulties are likely to persist,” Manufacturing

Around 17% of those surveyed described their business as reducing or contracting compared to 42% previously, while 48% are experiencing growth, compared to 23% previously. Increased expenditure on raw materials has

been experienced by 93% of manufacturers and 37% said disrupted supply chains are the biggest obstacle to their firms’ recovery. As for the future, 45% of businesses expect that the sector will see growth in the next 12 months, compared to 15% that expect continued weakness – 48% believe their productivity will improve in 2021. However, 44% expect their profit margins to deteriorate in 2021 relative to the previous 12 months. James Donnelly, head of corporate at Tughans, says despite the challenges of Covid and Brexit, there is a good sense of optimism at present. “Despite everything, many of our clients in the manufacturing sector have reported a relatively strong performance in the last year. “There is positivity with many expecting growth and this is reflected in clients’ future plans in relation to recruitment, investment and transactions.” ■

Manufacturing & engineering

MANUFACTURING & ENGINEERING

Manufacturing a carbon-neutral future Companies across Northern Ireland are utilising a range of clean energy sources to help both save on their huge power bills, while also looking ahead to a future carbon-neutral economy. John Mulgrew speaks to a range of industry leaders about how they are playing their part

f there’s a conversation had with Manufacturing NI’s Stephen Kelly about the challenges members come up against, then the cost of energy is more than likely to raise its head above the parapet. But as a result of the high power needs of many of our leading firms here, and with the move towards cleaner and greener becoming more than just aspiration or good PR, a raft of companies are getting well ahead of the curve and increasing their use of renewables – in come cases, powering the bulk of their energy needs. “Our manufacturers have endured some of the most expensive energy prices in Europe impacting considerably on competitiveness and indeed even losing some firms such as Michelin,” Stephen Kelly says. “This market challenge has been the most important driver which has led many to not only reduce waste and demand but invest in energy independence. “Whether that has been rooftop solar, on site wind, biogas or other sources either directly or on power purchase agreements. More recently firms have been responded to customer demand, recognised their place in the world

and been inspired to continue their carbon reduction journey through alternative fuels including the electrification of transport. This is going to continue and escalate, not as a trend but as a new normal.” Connaire McGreevy is an entrepreneur with his reach across two significantly different sectors. His company CTS works across facilities management, while he also founded Mourne Mountain Mountains Brewery in his native Warrenpoint. Now, up to 80% of his office energy needs are met through solar, while the company has also gone another step further to off-set its carbon footprint, considerably. “With energy costs being unpredictable we invested in a large solar array that is connected to the offices to power 50-80% of our daily energy needs,” he told Ulster Business. “The payback is approximately four years based on today’s electricity costs which made this a no brainier. We have also invested in some electric and hybrid vehicles. The next stage is to introduce hybrid vans. “We have a firm commitment to action and responsibility towards the environment. CTS has purchased mountainous lands and planted 10,000 trees two years ago

to off-set our carbon output. We will enhance this in the next 24 months through a detailed carbon report.” Not far away, another manufacturer – this time in the sandwich market – has made the move to being fully powered by renewable sources. Brian Reid co-founded Deli Lites with his wife Jackie in 1994. Since then, it’s grown into a major player in the ‘food-to-go’ sector, and recently landed a new deal with Boots here in Northern Ireland. “We have set ourselves some sustainability targets for the next 12 months,” he told Ulster Business. “Firstly, we announced our plant-based range to be fully carbon neutral and we achieved this at the end of March. “We have moved our main electric supply to be fully sourced from renewable sources. We are in the process of moving our gas for our bakery to biogas which is sourced from renewable feedstocks such as plant and vegetable waste. “We will double the solar footprint on the roof of the production site to use the power to run part of the facility here and run some of the vehicle ﬂeet that we have moved over to electric vehicles. >

MANUFACTURING & ENGINEERING

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MANUFACTURING & ENGINEERING

Jackie and Brian Reid from Deli Lites

“It will further reduce our carbon footprint this year with the overall objective to be a carbon neutral business by 2022.” When you’re part of manufacturing giant with a global reach, turning your attention to cutting your emissions and producing greener, recycled products, becomes increasingly important. Co Fermanagh’s Encirc produces a range of glass bottles for the drinks industry, and was short-listed among Business in the Community’s top responsible companies in 2020 for the effort it’s putting in to improving its corporate social responsibility credentials. “As a Business in the Community NI climate champion, Encirc have signed up to reduce our emissions by 50% by 2030,” Fiacre O’Donnell, director of sustainability, tells Ulster Business. “We recently developed a line of glass bottles in Derrylin, made from 100% recycled glass, using power generated from biofuel, equalling a cut of approximately 90% in carbon emissions. This is the world’s most sustainable glass container, a big step on our journey towards creating our carbon-neutral future. “Our Cheshire site is now home to the world’s largest and most efficient furnace, and the world’s first Industry 4.0 ready line.

We’re working on a project that will see our production processes integrated and drive by data; delivering significant energy savings by optimising our furnaces to run at minimum viable energy, increasing our productivity and efficiency and decreasing our carbon impact. “Our engineering department have installed three new compressors that provide all the necessary compressed air needed the run the plant in Derrylin. This upgrade has reduced our usage by 30%. “We’ve purchased three biodiesel trucks due to join us later in the year, which have the potential to affect our transport emissions by over 90%. “Our environmental manager has assessed our water usage and implemented new pumps with a new loop system. This means that we now use just 15 cubic metres of water a day, with our aim being to eventually use zero water, with all being recycled and reused on site.” Meanwhile, Infrastructure Minister Nichola Mallon has also now announced her decision to review the strategic planning policy on renewable and low carbon energy. “Addressing the climate emergency is one of my key priorities, as is supporting the economy

and a green recovery from this pandemic,” she said. “This review of renewable and low carbon energy development will also take account of the Executive’s emerging energy strategy. “The planning system has played a key role to date in helping to achieve and exceed Northern Ireland’s renewable electricity target and I want to ensure that my department’s regional planning policy remains up to date, robust and fit for purpose.” She has said there will be extensive engagement with stakeholders and the public to ensure that the new policy is up to date, fit for purpose and has the support of local communities. “The planning system is where different and opposing interests often meet and there will be opportunities as the review progresses to hear from everyone who has an interest in this policy area. I want to ensure regional planning policy for renewable and low carbon energy truly furthers sustainable development and delivers in the long term public interest. “The key challenge will be to facilitate renewable and low carbon energy development which is acceptable to our communities and also protects the environment.” ■

MANUFACTURING & ENGINEERING

‘Innovation and diversification… it’s key to survival’ N orthern Ireland’s manufacturing and engineering firms must continue to ‘innovate and diversify’ their service offering to survive and thrive in the post-Covid world.

That’s according to Graham Whitehurst MBE, chair of Mid and East Antrim’s Manufacturing Task Force (MTF). The industry body was set up by Mid and East Antrim Borough Council in 2018 and was

initially chaired by its chief executive, Anne Donaghy OBE. With an in-depth understanding of the local business landscape and supply chains

Graham Whitehurst, chair of Mid and East Antrim’s Manufacturing Task Force, Anne Donaghy OBE, Mid and East Antrim chief executive, and Buta Atwal, chief executive of Wrightbus

MANUFACTURING & ENGINEERING

to survival. It’s also something we have seen during the pandemic when business as usual was thrown out the window and the businesses in Mid and East Antrim adapted and made a real difference. “The newly launched 10X Economy, the department’s economic vision, focuses on the importance of Innovation for all industries across Northern Ireland, it seeks like us to embrace innovation to deliver a stronger economy which benefits all”. Now in his second year, Mr Whitehurst has been reappointed as chair of the Manufacturing Task Force, which is made up of over 50 companies and wider stakeholders actively engaged in the taskforce from across Northern Ireland. At its helm is a steering team providing strategic direction and a number of industryled subgroups (covering skills, the supply chain, productivity and R&D) that ensure outputs are aligned to industry requirements. “Bringing that number of senior executives together for the betterment of the sector is a powerful statement of intent in itself. Then throw a global pandemic into the mix. That’s where we really saw the power and extent of a collaborative approach,” Mr Whitehurst said.

across the region, former head of Michelin in Northern Ireland and operations director at Wrightbus, Mr Whitehurst is leading up the task force and helping to rebuild confidence in the manufacturing sector. This is being driven through the creation of new jobs focused on advanced manufacturing techniques and the introduction of measures to help sustain existing jobs. “I have been fortunate over the years to have experienced how some of the world’s most successful manufacturing firms operate and how they react in challenging times, especially how they respond quickly to the needs of their customers”. “Innovation and diversification. That’s key

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Proactively supporting businesses with a rapid response service in place, over 1,600 firms were contacted and offered assistance at the start of the lockdown. Then, once initial restrictions were eased, the Manufacturing Task Force refocused to assist in economic recovery by providing online support and advisory services to over 150 businesses. Recognising the role it could play in reskilling and upskilling employees, the MTF developed a range of support programmes aimed at helping those who needed it most as part of a wider ‘furlough action plan’, perhaps most evident through a virtual jobs fair which saw numerous vacancies filled across the MTF cohort. Companies rallied together and collaborations were created to manufacture essential products to combat and limit the spread of the virus. DNES Ltd, in partnership with Ashgrove Engineering and GEMAT Sign Company, created a branded foot-operated hand sanitiser

dispenser unit during lockdown with orders secured from companies across the UK and Ireland. McNickle & Sons’ main business is the bespoke manufacture of church furniture and ecclesiastical fitouts but they quickly diversified during the pandemic to manufacture industrial sanitiser stations. They used the BuySupplyNI portal to source materials and were soon providing businesses and communities with pumps rather than pews. The BuySupplyNI initiative was spearheaded by the MTF. Launched in February 2019 for the manufacturing, engineering and construction sector the portal had been linking Northern Ireland buyers and suppliers within these sectors over the last 18 months. Since last summer the site was adapted to offer a dedicated PPE buy and supply section which has been helping companies across Northern Ireland navigate issues brought about by the pandemic. Hundreds of buyers and suppliers from across all sectors still engage on the platform to source and supply much needed PPE, signage and protective equipment to continue to operate safely during the pandemic highlighting the responsiveness of the MTF. “The pandemic stressed the requirement for companies to diversify and forced many industries and businesses to augment their operating models and practices,” Mr Whitehurst said. “Part of this has been the rethinking of their supply chains and procurement strategies and in recent months we have seen BuySupplyNI play a key function here also.” MTF members are also playing a key role in developing Mid and East Antrim’s bid for funding for strategic projects through the Belfast Region City Deal, in particular a flagship i4C Innovation and Clean Technology Centre which will support and encourage SME Innovation and R&D activity across the region. And the council’s plans for the development of the first hydrogen training academy in Northern Ireland later this year will provide bespoke training to support Northern >

MANUFACTURING & ENGINEERING

Apeer Doors in Ballymena

Ireland’s growth in the renewables sector. Further examples of innovation and forwardthinking amongst the MTF member companies include Cranswick Country Foods, Ballymena who recently announced that they are the first agri-food manufacturer in Northern Ireland to be awarded carbon neutral specification PAS 2060. This is a key milestone in their journey to net zero and means that the site has reduced carbon emissions as much as possible, has an approved emission reduction plan and has invested in verified offsets to reach carbon neutrality. Ballymena bus-maker Wrightbus has recently been awarded £11.2m in government funding to develop and manufacture low-cost hydrogen fuel cell technology for buses. In addition, Apeer Doors, a bespoke composite door manufacturer, celebrated the opening of a new factory extension and the recruitment of 45 additional staff in the period since lockdown in March 2020. The company, who is an active member of the MTF, is continuing this growth through a number of bespoke projects and is planning the next extension to their current site. “We are proud members of the Manufacturing Task Force and look forward to continuing to work closely with the council as they support

our growth and development,” managing director, Asa McGillian, said. And Mr Whitehurst said: “It is great to know that we can reach out to our council officer at any time for assistance”. “We have a clear plan that is grounded in innovation, renewables and skills, with one eye on where we’ve come from and another on where we’re going. “Coupling this with our long-term vision to establish a hydrogen hub in the Borough as part of the government’s wider green energy revolution, this will support our strong track record of attracting international companies, which continue to expand their footprint in the area, reflecting our globally competitive, talentdriven value proposition.” So what of the immediate future? “The continued development of our existing MTF subgroups, with a particular emphasis on digitisation and the green agenda, will be complemented by the launch of additional groups,” he said. “These groups will have a focus on gaining business input for plans for Ballymena’s i4C Innovation Centre and working to develop skills for employees in the sector including support to make the transition to roles

in the growing construction industry and development of a Manufacturing Excellence Skills Academy, responding directly to the immediate needs of local companies who are struggling to fill vacancies in manufacturing roles, whilst also providing employment and vocational qualifications for unemployed and disadvantaged young people. “Our collaborative and pro-active approach means the continued facilitation and growth of local businesses as well as the development of a workforce enhanced with the skillsets required for 21st century life as evidenced by our plans for a pioneering hydrogen skills academy.” “We are focussing on innovation in areas where we have real strengths in Mid and East Antrim, such as advanced manufacturing and embracing Industry 4.0, and looking to the future with our plans for hydrogen and clean energy. We are also concentrating on emerging sectors and opportunities including health and life sciences and fintech to enhance our proposition and ensure that Mid and East Antrim is a key destination in which to do business, learn, visit and invest in. π To learn more about the MTF, contact invest@ midandeastantrim.gov.uk, visit www. investmidandeastantrim.com or follow on Twitter: @MTF_MEABC

MOTORING

Car sales soar 14,000% in Northern Ireland The UK-wide lockdown more than a year ago brought the motoring sector to an almost total standstill. But with forecourts now reopen, there’s been a surge in new car sales, albeit from a record low base, as John Mulgrew discovers

orthern Ireland’s new car market has exploded as lockdown restrictions are lifted across the

“The latest SMMT new car sales for April confirmed that UK new car sales increased by 3,177% year-on-year.

said: “It is extremely encouraging to see sales of new cars bounce back in April reflecting the significant pent-up demand as the lockdown was eased across the UK and dealerships

“But this growth rate paled into insignificance relative to the 13,629% year-on-year rise for the Northern Ireland new car market. Context is everything here.

reopened.

region.

The number of new motors powering out of showrooms soared by almost 14,000% in April, based on the same period a year earlier, when just 24 cars were sold as the UK and Ireland entered Covid-19 lockdown. But while it’s coming from a record low level – or what economists refer to as “base effects” - it remains a much-needed shot in the arm for dealerships here. More than 3,200 cars were sold here in April, with 141,109 shifted across the UK as a whole. But it was Northern Ireland which saw the biggest spike in overall sales.

“The huge increase is a reflection of how bad April 2020 was rather than how strong activity is this year. This is what economists call ‘base effects’ in this case rebounding off an extremely low base. For example, there were just 24 cars sold last April during the first full month of lockdown.

“May has already brought with it April showers and some weather warnings,” Richard Ramsey, Ulster Bank’s chief economist in Northern Ireland, said.

“That represented a 99.4% decline on the previous year. Despite a near 14,000% in April 2021, the sales of 3,295 new car sales were still disappointing. Local dealers sold 20% fewer new cars in April 2021 than they sold on average each April during the decade before Covid-19 struck. Indeed, April’s car sales figures represent the second worst April on record.”

“The first week of May has brought in the first economic data for April and we should brace ourselves for some startling year-on-year growth rates for April and for quarter two in due course. Two indicators worth watching concern residential property transactions and new car sales.

And Sue Robinson, chief executive of the National Franchised Dealers Association (NFDA), which represents franchised car and commercial vehicle retailers in the UK,

Overall, April sales rose 3,255%, year-on-year. However, volumes still remain 12.9% lower than the 10-year average, according to the latest figures released by the Society of Motor Manufacturers and Traders (SMMT).

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“Customer footfall at dealerships is strong and driving schools are seeing a major increase in young people booking driving tests. All of this leads us to believe that there is a very upbeat outlook ahead for the motor industry in the summer and retailers are looking forward to a further release of the pent-up demand accumulated over the past months.” And speaking about the latest figures, Mike Hawes, SMMT, chief executive, said: “After one of the darkest years in automotive history, there is light at the end of the tunnel. A full recovery for the sector is still some way off, but with showrooms open and consumers able to test drive the latest, cleanest models, the industry can begin to rebuild.” ■

MANUFACTURING & ENGINEERING

Helping to reduce your carbon emissions

owever small you think the impact of your business on climate change, shouldn’t you act now to make the difference? Fossil fuels including oil, LPG and natural gas are currently the world’s primary energy source, yet they are ﬁnite resources that are irreparably harming the environment by creating greenhouse gases such as CO2. Around 50% of these emissions are created as a result of space heating buildings and homes, and the heat used in industrial processes. Future technology, including heat pumps and hydrogen, should be perfected just in time to create the necessary reductions to make an impact, however, it is possible to make

The Manor House Hotel – wood pellets take up less storage (energy area in green)

a difference now by removing 100% of the carbon you produce to heat your business. In 2005, The Manor House in Fermanagh was one of the ﬁrst commercial properties in the UK and Ireland to make the move to heating their business with locally produced, carbon neutral fuel. Since then, the hotel has reduced its carbon impact by over 6,500 tonnes – a reduction in the need for over three million litres of imported heating oil. It is just one of thousands of homes, businesses and industries using Balcas Energy to fuel operations and reduce carbon footprint. As a renewable source of heat and power, compact wood pellets take up less storage space and could be the answer to becoming more sustainable.

The footprint of the hotel’s wood pellet system is actually less than a fossil fuel equivalent, with no need for separation distances from buildings or ﬁxed sources of ignition, or for a bund wall used for oil or LPG, and no risk of polluting the land or waterways through fuel leakage. Zero carbon is being released by heating the hotel using a wood pellet system. We can reduce the carbon emissions of your business using a proven, reliable alternative to fossil fuels. Balcas Energy is the largest manufacturer and distributor of wood pellets in the UK and Ireland. We manufacture the fuel and deliver it all year round. Contact us at www.balcasenergy.com or phone us on 028 6641 1001.

Education, training & skills

EDUCATION, TRAINING & SKILLS

Jackie Henry

Reskilling to help the rebuild

Ahead of the opening of a new consultation on a fresh skills strategy for Northern Ireland to help speed up the recovery of the economy and challenge talent deﬁcits, Emma Deighan looks at the priorities in the post-pandemic training environment, from up-skilling to apprenticeships

peaking during a debate in the Assembly on her new Skills Strategy, Economy Minister, Diane Dodds, said upskilling and training the workforce is crucial to not only help the economy recover from the pandemic, but to address a deﬁcit in skills in the future. “We have an opportunity to consider more efﬁcient ways to deliver training and development, particularly given the move to online delivery as a consequence of the pandemic. We need to change attitudes to

learning and upskilling. Our economy is changing very quickly, with automation and digitisation transforming the workplace.” She pledged £15m, over three years, to the cause but called on employers and individuals to “recognise the need to invest time and money in people” as well as launching a suite of skills interventions that will assist individuals gain skills in areas such as digital technologies, as well as employability skills such as leadership and management.

“The development of a new skills system in Northern Ireland is a major undertaking, but it is an imperative if our economy is to ﬂourish over the next decade. That is why I am excited by the opportunities that the new Skills Strategy provides,” she said. Richard Kirk, chief executive of Workplus, which pairs apprentices and employers here, said the pandemic has sharpened the focus on training and upskilling even before the Department for the Economy’s latest intervention.

EDUCATION, TRAINING & SKILLS

including civil engineering, software, fintech, construction, accounting, and business. Jackie Henry, lead partner at Deloitte and chair of the Skills Strategy Advisory Group, says priority for new apprenticeship scheme is to remove age limits “to allow everyone, irrespective of age, to retrain and gain skills, and to ensure the public sector becomes a much larger player in the apprenticeship system, offering a range of public sector apprenticeships.” She says there is also necessity to focus on a “digital spine” as Covid fast-tracked the digital world, which can leave certain employees “vulnerable”. “The pandemic also highlighted the importance of digital skills, not only in terms of employment, but in everyday life, therefore there is a real need to focus on the development of a ‘digital spine’, that will ensure everyone has the skills to function in a digital world from an early age, right through their career.

Economy Minister Diane Dodds

“Many businesses have not just survived the pandemic but are thriving and need talented people to join in with their growth plans. More businesses are reaching out to us as they want to explore apprenticeships as a better way to develop that talent.

significantly, bringing with it a new impetus around apprenticeships.” And he said further incentives should see more businesses come on board. Currently, only 12% of NI’s businesses have apprenticeship programmes.

“In many ways, the pandemic spurred me on to grow the reach of Workplus. Knowing that so many individuals were adversely impacted by the pandemic – young people and those who lost their jobs – made me more determined to work with employers to create more opportunities that combine earning and learning, the prospect of a job from the start that doesn’t involve student debt.

“The Department for the Economy has committed to an Apprenticeship Incentive Scheme which will pay employers £3,000 for each apprentice they start before March 31, 2022. CEBR found that governments receive a 21 times payback in the wider economy for each £1 they invest in apprenticeships, so the benefits are well understood.”

“Somewhat ironically, while the pandemic may have stifled apprenticeship opportunities in 2020, it caused the profile of them to be raised

Richard says alongside traditional apprenticeship schemes there is a growing focus on “higher level” schemes in areas

JUNE 2021

“The impact of the Covid-19 pandemic on employment has been stark, particularly affecting young people and those with low or no skills, who have limited opportunities to re-engage with the labour market. It has exacerbated a range of long-standing issues, such as low levels of productivity, a high incidence of economic inactivity and a disproportionate number of people with low or no skills.” She says any deficit in skills is “not just a problem for Government. It is essential that employers and individuals recognise the need to invest time and money in skills development – lifelong learning needs to become a part of everyone’s working life. Investment is key to this.” Collaborative work between the Executive, businesses and local academies has been ongoing to ensure colleges address the industry needs in their localities. One example of this is a series of Assured Skills Collaborative Welding Academies at South West College, where, recently, Minister Dodds launched the first two of up to seven >

EDUCATION, TRAINING & SKILLS

Richard Kirk

new Assured Skills Collaborative Welding Academies at South West College, with 24 training places. This will help meet the needs of Mid Ulster’s strong manufacturing and engineering sector Many employers, especially those in the IT sector have long been proactive in safeguarding their own pipeline of talent, even prior to the Economy Minister’s pledge. Places like Catalyst, the not-for-profit organisation which brings together innovators “in an entrepreneurial eco-system” to help drive the knowledge economy here, is one of those active parties. It goes one further by appealing to school age children to consider careers in STEM industries and launched Generation Innovation recently to address the loss of school work experience during the pandemic. The summer scheme aims “to not only fill that gap, but also enable more than 600 students to gain the type of new skills that are in high

demand in the NI economy”. Starting in June, students from years 13 and 14 will have the opportunity to work with well-known employers such as Seagate, Instil, Randox and Allstate, over a four-week period to develop skills. Meanwhile at NIE 2021’s apprenticeship intake is not a new initiative, but rather a continuation and evolution of what is part of the company’s long-established heritage. “We’ve had a very active apprenticeship programme for over 50 years,” Paula Leathem, senior human resources officer says. “That’s our bloodline into the organisation. We have recruited around 600 apprentices in that time – the majority of whom have remained in the business long-term. Some staff members who are marking milestones such as 30 years in the business this year started out as apprentices. So, it really can be a career for life.” It partners with Northern Regional College

to develop and deliver a bespoke programme that supports its future workforce of cable jointers to metering electricians, overhead line operators, digital cartographers, planners, AutoCAD roles and more. Richard Kirk believes the Executive’s pledge to training is just the beginning of a much bigger apprenticeship drive. “It feels like we’ve reached the tipping point into the apprenticeship generation. More employers are seeing the benefits of developing people on-the-job, complemented by off-the-job learning. For some of the companies I am working with, apprentices make up almost 10% of their workforce. “A recent survey has shown that parents are more likely to encourage their children into an apprenticeship rather than full-time qualification. Coupled with the Economy Minister’s commitment to removing the upper age limit for apprenticeships this is also going to be the best way to help people at any stage to re-skill into growing sectors.” ■

NEWS

Redundancies lowest in 10 months but furlough cut-off on horizon

he volume of new redundancies in Northern Ireland has fallen to its lowest level in almost a year, fresh figures show.

Overall, the unemployment rate here increased over the year to 3.6% in the first quarter of 2021. There were 9,350 collective redundancies planned in the 12 months to the end of April, more than double the number recorded in the previous 12 months, while 140 redundancies were proposed in the three month period February – April 2021 and a further 150 in the first two weeks of May. But during April, 110 redundancies were confirmed, the lowest monthly total since June 2020. This takes the annual total to 5,780, one of the highest since 2001, according to the figures from the Northern Ireland Statistics and Research Agency (NISRA). “The latest labour market data show that employment levels (which include furloughed jobs) remain below pre-Covid levels, while measures of unemployment remain above preCovid levels,” NISRA said. Richard Ramsey, Ulster Bank chief economist in Northern Ireland, said: “Last year was a record year for redundancies and some of those proposed job losses are continuing to land in 2021 with almost 1,100 during the first quarter. “But the pace of confirmed redundancies continues to ease with just 110 in April. Proposed redundancy numbers, however, remain very subdued with just 140 in the three months to April 2021. That represents the lowest three month total since 2007 and follows the record high of 5,120 proposed

JUNE 2021

redundancies in June – August 2020. An additional 150 redundancies were proposed during the first two weeks of May.” And he said the jobs recovery appears “weaker” than previously thought. “The best indicator of employees in employment is the HMRC PAYE Real Time Information System data. “This covers employees on payrolls. The latest figures provide significant revisions to earlier estimates which provide both good and bad news. The good news is the scale of the decline in employment last spring was not as large as previously thought. However, the “big test will come” when the furlough system comes to an end in September, according to employment law expert, Andrew Lightburn, DWF. “There were possible early indications of increasing redundancies in the three-month period from February to April 2021 with 140 redundancies proposed, and a further 150 redundancies proposed in just the first two weeks of May.

Richard Ramsey

“This could be an indication that employers are adjusting to the reopening of their businesses and reflects the closure of certain national retailers on the high street.” ■

NEWS

Linen Green goes on sale for £4.5m

landmark luxury retail park in Co Tyrone has been put on the market by its UK developer owner for £4.5m.

The 2021 price tag for the Linen Green in Moygashel outside Dungannon is £1m less than seller Neptune Group paid for it in 2015. Directors include Patrick Heffron, who is from Co Tyrone. High-end retailers on the site include Bedeck, Storey Menswear and Womenswear and Dumbrison Furniture. There are around 15 vacant retail and ofﬁce units, including former ofﬁces of newspaper group Alpha Newspapers. The location is being marketed for sale by selling agents Osborne King. It has historic links to the linen trade, with sections still bearing names like The Bleach House, the Weaving Sheds and the Cloth Loft. Agent Harry Crosby described it as “a well-

established and popular retail destination which has been developed over approximately 30 years”. “The property offers a range of asset management opportunities and we anticipate a good level interest from a range of investors both locally and further aﬁeld.” Ulster Unionist councillor Walter Cuddy, who owns a retail business in Dungannon, said “money and vision” would be required to make the most of the site’s potential. Neptune Group specialises in urban regeneration and acquired the site of the old Belvoir Hospital in south Belfast in 2014, redeveloping it into high-end housing. It has an ofﬁce at Linen Green, which it’s due to vacate upon sale. Mr Cuddy, who also owns a newsagents in the town centre, said he hoped the retail village would succeed under new ownership. But he said it had failed to complement the

Linen Green

town centre, with visitors failing to travel the further half a mile from the Linen Green into the centre of town. And he said he was unsure it could survive as a hub for high-end retailers. “There aren’t that many retailers expanding apart from discounters. “We used to have buses coming down from everywhere to the Linen Green but soon the rents go too large. Now, retail space going downmarket is the only show in town. Everything is up in the air and everyone is trying to understand what the future is for the high street. “It is a good site for a lot of things but to pay £4.5m and try to get a return, you would need to be looking at different opportunities. I’d like to see it move onto bigger and better things but you’d need a person with a vision and money to take it on.” Mr Crosby said alternative uses such as housing could be accommodated, “however this would be subject to obtaining the necessary planning and statutory consents”. ■

Investment & wealth management

INVESTMENT & WEALTH MANAGEMENT

Attracting investment in a fluctuating landscape What does the future hold for foreign direct investment in Northern Ireland, post-Covid, with the first uneasy months of Brexit, and political unease, and will we return to burgeoning cities rife with new companies and busy streets? John Mulgrew takes a closer look

here’s been a distinct lack of clarity around what the future holds for us here in Northern Ireland, and across the wider world.

While the politicking continues apace, the strands and sinew of the NI Protocol pulled apart, dismantled and analysed, and we return to our towns and cities in the wake of a hugely successful vaccination programme, it’s been harder to see the bigger economic picture in terms of what’s happening behind the scenes. And while we hear of damaged stability, an unease over what the future of towns and cities will look like in a post-Covid world, there

are companies continuing to make significant inroads and investments.

large player in the US will soon call Ebrington Square home.

Covid-19 may have put some of them into a temporary stasis, but there is a list of several major foreign direct investments on the cards for Belfast and Derry, expected to be announced in the coming weeks and months.

In regards to the impact of the NI Protocol on investment, a recent survey of manufacturers here, commissioned by Manufacturing NI and Tughans with Perceptive Insight, showed 77% of businesses had suffered a negative impact as a result.

That includes a new major legal services firm, currently recruiting, as well as another requirement for 300-400 staff in the IT and cyber-security sector. Elsewhere, Derry is set to get between 200 and 300 new roles within the fintech sector, as a

But, interestingly, around 59% said they remained in ‘growth mode’. Similarly, turning attention towards the long-term viability of the NI Protocol, a survey has found that 80% of Londonderry Chamber members want the Executive to take advantage of Northern

INVESTMENT & WEALTH MANAGEMENT

Ireland’s unique trading position introduced by the protocol.

to how inward investors view Northern Ireland.

According to the survey, two-thirds of respondents said the Protocol was having either minimal or no effect on their business, with 17% stating it presents an ongoing challenge, but that they were coping.

That, and the potential for political instability in the coming weeks and months, is something we all need to address and put in the forefront of our minds when it comes to wanting to see our region grow, prosper, and become something better than it was before.

However, while many of us have spent our formative years watching and experiencing significantly darker times in our recent history and may have seen the latest brief flare-up in pockets of Belfast and elsewhere as perhaps more minor in the grand chronology, it does have a lasting and direct impact when it comes

THE FUTURE OF THE CITY For Belfast, Derry, our other towns, and our neighbours to the south and to the east, the future of a ‘city-centric’ world isn’t going away, according to Jonathan Dobbin, managing director of wealth management at Julius Baer “Even though the coronavirus has temporarily

JUNE 2021

turned the world’s cities into sleeping giants, it will not put an end to the long-lasting trend of urbanisation,” he said. “History has shown time and time again how resilient and how powerful the cities are. They are able to master different kinds of challenges and in the end they are bouncing back even stronger than they were before. Therefore, we do not believe the coronavirus crisis will lead us into a less city-centric world and we are still convinced that the cities will remain the growth engines of the global economy. “That being said, the return to normal looks like a longer-lasting process and we need to learn to live with the virus. Ironically, this is >

INVESTMENT & WEALTH MANAGEMENT

David Durlacher and Jonathan Dobbin of Julius Baer

partly because our desire to return to normal is so strong. We want to go out and we want to meet friends, as social connections are important to our health and our well-being. For that reason, most likely, we will also be back in the office. Maybe not every day, though, as working from home will be more common, providing us with greater flexibility. “During the coronavirus crisis we were forced to shift an even bigger share of our lives from offline to online, providing a big boost to the already established trend of digitalisation. The stay-at home economy became the name of the game during the lockdowns, not just for consumers and companies but for investors as well. “While many of the companies which are driving digital disruption have been sound

longer-term growth stories since before the pandemic, others have come into investors’ focus more during the crisis, lifting their valuations to lofty levels. But how much of this boost will last as we learn to live with the virus and people return back to the office? “The trend towards digitalisation is not just affecting our lives but also the cities in which we live. The integration of technology and the expansion of the digital infrastructure have the potential to transform our cities, making them more than just an amassment of asphalt, concrete, glass and steel. Technology is a tool to make our cities smarter and more sustainable. In a smart city, everything is connected: traffic lights, street lights, buildings, roads and the self-driving cars using them. Smart cities are heavily reliant on data.

“This data is collected by an armada of sensors and cameras that are spread all over the city, gathering information about traffic, temperature, air quality and humidity, both inside and outside. “The goal of a smart city is to make our lives easier, to know what happens before it happens. Its basis will be built on new generations of telecommunication technology and applications such as artificial intelligence or cloud computing. “Today it looks like all of the world’s cities want to become smarter, sometimes leaving a gap between ambition and implementation. To make our cities fit for the future, we see the expansion of the digital infrastructure as an absolute necessity, independent of the crisis.” ■

NEWS

Stobart Air launches Belfast to Cardiff route S tobart Air has added two new routes from Ireland to Wales – linking Belfast and Cardiff with a regular connection.

The airline, which is the operator of Aer Lingus Regional routes, will operate a new route between Belfast City Airport and Cardiff, which will initially operate four times weekly on Monday, Friday, Saturday, and Sunday, starting June 28.

with the rollout of vaccination programmes.

Anticipating a resumption of air travel within the Common Travel Area in line with the rollout of vaccination programmes across the UK and Ireland, Stobart Air has added these new routes to its Aer Lingus Regional network to provide additional choices for customers wishing to travel to Wales from Ireland.

Air already boasts an impressive network from Belfast City Airport, serving key destinations across both England and Scotland. “With the welcome addition of this Cardiff service, the airline now adds Wales to that portfolio, creating a UK-wide offering to customers in Northern Ireland.

Andy Jolly, managing director at Stobart Air,

“We are delighted by the announcement, which not only strengthens our partnership

said: “Airlines need to be able to plan and resource their schedules in advance, so it is critical that the government can outline a roadmap for the resumption of international travel.

with Stobart Air and Aer Lingus Regional but also further enhances the choice and convenience we promise to our passengers, and we look forward to the route taking off later in June.”

In a statement, the airline said it was calling on the Irish government to outline a roadmap for the safe resumption of air travel, and to put in place a practical vaccine passport policy to allow people who have received a complete dose of the Covid-19 vaccine to travel within the Ireland-UK Common Travel Area.

“We are committed to providing our passengers with frequent, convenient and affordable services through our regional connections. We look forward to welcoming our staff and customers onboard these new routes.”

In April, Stobart Air was sold to Isle of Manbased Ettyl. Pre-Covid, Stobart Air operated over 900 flights weekly across 30 routes throughout Ireland, the UK and Western Europe.

This, it said, will help restore public confidence in aviation and help air travel resume in line

And Ellie McGimpsey, aviation development manager at Belfast City Airport, said: “Stobart

And it will also will have flights from Dublin to Cardiff three times weekly, on Monday, Friday, and Sunday, starting on August 30.

The airline flies 13 aircraft from Belfast, Dublin, Cork, Shannon, Kerry and Donegal airports as well as operating across 13 UK airports. ■

IT & technology

IT & TECHNOLOGY

The winner takes it all Around 25 video game development companies are currently operating around Northern Ireland. With video game sales booming around the world, Pavel Barter takes a look at how the local industry is levelling up

heights, through a Minecraft-esque world that included stories, mini-games, and much more: “Disneyland inside a game”, as the developers described it.

Hytale promised to take the player-crafted landscapes of ‘block-building’ games to new

But until that month in 2018, they had kept their plans secret. “We took a long time to get the trailer thematically right,” Sean McCafferty, chief operating officer of Hypixel Studios in Londonderry, says. “We wanted to hit all the notes that would resonate with the audience. I remember taking bets about how many views there would be in the first weekend. Some people said, 20,000 or 40,000. I said, ‘Half a million: go big or go home’.”

n December 2018, two Northern Irish video game developers were preparing to launch the first trailer for their new game. Aaron Donaghey and Sean McCafferty had been working for three years on Hytale, alongside a squad of developers who were dispersed around the world, as part of Hypixel Studios. The team had previously worked on an independent server for Minecraft, one of the biggest video games of all time, until they set up their own operation.

By the end of the first weekend, the trailer had amassed 10 million views. Currently, the view-count stands at 58 million. “We always knew it had legs, we just didn’t know it also had a fast motorcar and possibly a rocket,” Sean says. “We were completely overwhelmed by the response and how it resonated with our audience.” Video games are big business in 2021. According to research from Ofcom and the UK games industry, 62% of adults in the UK played computer games last year, and game sales leapt to £7bn. The Northern Irish games industry is ideally poised to profit from this demand.

IT & TECHNOLOGY

Hytale is a game made by Hypixel Studios

Since the scene started emerging around 15 years ago, it has grown to encompass 25 studios and contributes millions to the NI economy, according to NI Screen. Studios produce a variety of titles. Recent examples include Buildings Have Feelings Too, a citybuilder game from Belfast-based Blackstaff Games, released for PlayStation 4, Xbox One, Nintendo Switch, and PC, in which players upgrade buildings inspired by landmarks such as Belfast City Hospital. Supermarket Shriek, by Belfast’s BillyGoat entertainment, is a madcap kart racing game; Stargazing, from White Pot Studios, mixes puzzles and astronomy. The teams behind these games range from one or two person operations to studios of 15 to 20. Hypixel Studios lead the way. In April 2020, the studio was acquired by Riot Games, which developed and published League of Legends, one of the biggest PC titles in the world. This led to the establishment of a 3,500 sq ft studio in Derry. “Riot would have loved us to end up in Santa

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A screenshot from Buildings Have Feelings Too

Monica or downtown LA,” Sean says, who worked from home prior to the acquisition. “But myself and Aaron wanted to stay here because this the place where I was born and bred. The talent is here. Derry is home for me.”

his placement year at university. Inertial Drift features 20 tracks spread across five locations, one of which is inspired by Antrim’s north coast, and was released to consoles and PC – in digital and physical formats – in 2020.

Independent SMEs make up most of NI’s game development community. “Many of them have publishing deals with larger operations and have grown organically over the last five years,” Rory Clifford, interactive manager at NI Screen, says.

This arcade-style racer received rave reviews for its graphics, gameplay, and control mechanisms. Most AAA games have budgets to rival Hollywood blockbusters. But Inertial Drift, which won Best Game at 2021’s NI Game Awards, cost around £100,000 to make. It illustrates how independent developers can find their own space in the market.

Level 91 Entertainment in Belfast is at the opposite end of the spectrum to Hypixel. Michael O’Kane and Tom Mathews founded the studio in 2017. “At the core, it’s just the two of us,” Michael says. “I did all the programming, design and business stuff. Tom Mathews did all the art.” The developer, who is 29, began masterminding their first release, Inertial Drift, a street racing game, during

“The barrier for entry, in terms of game technology, has been removed,” Rory Clifford says. “Game engines, such as Unity and Unreal, are free to use for studios. Selfpublishing is becoming more accessible on mobile and Steam [an online game distribution platform]. You can also self-publish on the >

IT & TECHNOLOGY

Inertial Drift is made by Level 91 Entertainment

major consoles: PlayStation and Xbox.” NI Screen has helped nurture this nascent sector. “We probably wouldn’t have been able to do it without them,” Michael says. This agency might be better known for supporting film and TV shows such as Game of Thrones, but it’s also embedded in interactive entertainment and provides development and production funding for games.

Educational institutions have many incentives for young people. In February, 2021, Ulster University announced a £1m investment in a top virtual studio at its York Street campus in Belfast, which will give game developers the tools to motion capture actors. Epic Games, creators of Fortnite, has endorsed Ulster University’s videogame design courses.

In 2019, for example, it invested £218,000 in Paleo Pines, a simulation in which players become dinosaur ranchers, by Co Down-based Italic Pig. In 2016, Belfast-based Inlifesize released Evil Dead: Endless Nightmare, which received a £65,000 NI Screen investment. The title recouped £177,000 in sales, according to NI Screen’s 2018-2022 strategy. Northern Ireland provides other areas of support for young gaming talent.

The region, however, faces a challenge when it comes to retaining talent. NI alumni – such as Dave Perry from Lisburn, who created franchises like Earthworm Jim, made games for the Matrix movies, and sold technology to Sony in 2012 for £273m – had to leave home to find success. “Brain drain” remains a problem, according to Sean McCafferty. Hypixel Studios, alongside NI Screen, offer financial relocation packages, which they call the “Mon’ Home” scheme, to encourage game developers return to Northern Ireland.

The Pixel Mill, a co-working space based at the Ormeau Baths in Belfast, provides free desks and Internet access. “We run support programmes there and have mentors who provide advice around game design, publishing, production, accounting, and legal,” Rory says.

The cost of business is also hampering growth. Following the budget in March, the region is threatened with a 25% corporation tax rate: double that of the Republic. But despite economic obstacles, Northern Ireland has nurtured a community of developers who are celebrated at events, such as the NI Game

Awards, and supported through organisations such as Games NI and the NI Game Dev Network. Other industries – animation, music, services and products – can thrive from the success of the NI games scene. The creators of Inertial Drift, for example, outsourced the game’s audio and character animation aspects from two local studios: Boom Clap Play and Taunt Studios. Hytale has the opportunity for transmedia spin-offs: from cartoons to merchandise. Hypixel has yet to announce a release date for Hytale, but anticipation for the game has not waned, with fans describing it as Minecraft 2.0. “The plans are nothing short of world domination,” Sean says. “We’re pushing into full production and things are looking better than ever.” For smaller outfits, such as Level 91 Entertainment, the ability to maintain a career in game development while remaining in NI is reward enough. “Since I was in university, I thought I was going to have to go to England at some point,” Michael O’Kane says. “But that hasn’t happened. I don’t see the scene disappearing – it’s only looking better.” ■

IT & TECHNOLOGY

Kevin Holland, chief executive of Invest NI with Jacqui Dixon, Antrim and Newtownabbey Borough Council

Digital programme to assist 1,000 firms

ore than 1,000 businesses from across Northern Ireland will be able to enhance their productivity and digital capabilities through a new Digital Transformation Programme. The Digital Transformation Programme is designed to support more than 1,000 businesses across Northern Ireland to improve their productivity by incorporating digital technologies into their businesses and will be delivered through a range of workshops and one to one mentoring. Invest Northern Ireland has allocated over £860,000 of funds, with councils contributing £216,000, to support the Programme which will be delivered by all 11 councils. “Covid-19 has strongly reinforced the importance of digital technologies and has significantly accelerated the shift to digital for businesses across Northern Ireland,” Invest NI chief executive, Kevin Holland, said.

JUNE 2021

“The new Digital Transformation Programme will provide a platform for businesses to understand the digital options, which are available to them, plan the next steps in their digital journey and create value for their customers in an increasingly competitive economy. “The collaborative nature of this Programme is exceptional and is a Northern Ireland wide effort across all 11 councils to support Northern Ireland businesses to drive an increase in productivity through digital transformation. The workshops will show Northern Ireland businesses how they can adopt existing and proven technologies to help them transform their business models, improve productivity and create value for customers and will appeal to businesses in all sectors including manufacturing, retail, tourism, hospitality and construction.” The Digital Transformation Programme is part funded by Invest NI and the European Regional

Development Fund, under the Investment for Growth & Jobs Northern Ireland. The scheme, which will be rolled out in summer 2021, will also offer almost 200 businesses with the highest potential for digital transformation an opportunity to be selected for one to one digital innovation mentoring. Jacqui Dixon, of Antrim and Newtownabbey Borough Council, which is the council administering the programme, said: “The councils are delighted to have secured this funding from Invest NI. Delivery of the Digital Transformation Programme is strategically significant for the region. “It will accelerate the adaptation of technology by SMEs to improve productivity and shows the determination of Northern Ireland’s 11 councils and Invest NI to re-build the economy through partnership. The programme will equip and guide businesses to develop digital acceleration plans with the support of public sector.” ■

INTERVIEW

‘Belfast is home to our highest skilled staff’ Keith Farley, head of US firm Aflac’s office in Northern Ireland, tells Emma Deighan about the importance of the company’s key Belfast operation

eith Farley, a native of Atlanta, Georgia, relocated to Northern Ireland with his family at the end

Eighteen months on from his move, the tech chief has had time to soak up the lifestyle (albeit under restrictions), as well as

of 2019 to set up the local arm of US insurance firm Aflac.

understand the education system and the political landscape.

The Fortune 500 company, which has over 50 million customers and 12,000 employees globally, chose Belfast as its cyber-security base. It also has a major operation in Japan.

“Even though there has been a lockdown, Northern Ireland is still new to us as a family and we are still on an adventure,” he says.

Its headquarters is at City Quays 2, where it will be home to 150 workers when recruitment finishes and office work resumes.

“There are many things we still haven’t done yet. We joined a vintage car club and the National Trust, but we haven’t been able to do anything with that. We have a lot of intentions.”

Staff at City Quays 2 will develop software and intelligent cyber-security solutions for the parent company, which provides supplemental insurance to pay for out-of-pocket expenses not covered by major medical insurance.

Keith has a son aged 15 and a daughter aged 12, who’s now making the move from primary school to secondary school.

Keith was instrumental in the firm’s decision to invest here, a choice he says was made easy by “the warmth and talent of the people” as well as the “city’s ability to reinvent itself”.

Based in Holywood, Co Down, Keith, his wife and children brought their Yorkshire terrier from Atlanta with them, and then “adopted a little piece of Armagh”, where they picked up a Cavapoo puppy recently.

“As the lives of our customers have changed, with the movement of many more day-to-day services and products online, it was important for Aflac to find a technology expansion location with strong talent and a culture of innovation so we could develop the digital solutions to meet their needs and aspirations,” he says.

The large investment the business made in the premises, which features a mix of pods, stand-up desks, large interactive white boards and televisions, as well as breakout areas and an elaborate mural that celebrates links between NI, Japan, and US, has yet to be fully appreciated by staff as they continue to work from home.

“So, in 2016 Aflac embarked on its journey of finding a location for a new global cyber security and technology innovation centre. After considering 15 other potential locations, we decided to settle here in Belfast.”

“It’s an agile space and we’ve made it the crown jewel and we’re looking forward to welcoming the team into it. We’ve a top-quality place there, with free vending machines, a beautiful view across the water

and we’re constantly looking at ways to show our staff that they are a highly valued team.” Only 19 members of the team of 100 have been to the office. The rest are pandemic recruits. He says the company’s set-up will, like many other firms, take a hybrid approach postpandemic – three days in and two days at home. “That was always going to be the intention at our Belfast office even before the pandemic. But the pandemic has shown us that it can and will work.” Aflac has a 66-year history. “During those decades Aflac voluntary insurance policies have given policyholders the opportunity to focus on recovery, not financial stress,” reads its website. Here, the tech savvy 100 staff already employed will be ensuring the digital offering from the company is hack-proof through innovative cyber-security. “Everything we do in Belfast is the newest and

INTERVIEW

Keith Farley

most innovative. It’s a place of fresh perspective where people haven’t looked at these problems before and it is home to some of our highest skilled people,” Keith says. “I got an email from a leader in the US about our cognitive engineering team here. His note was to let me know how proud of the team he is. He said these people are a dream to work with. I want them to look at us (the Belfast team) as the innovative tip of the spear of the group, the team that does the most testing work.” Growth is on the cards for that team too. “By 2022 we expect to reach 150 staff and we intend to stay that size. It’s small enough to know everyone on a first term basis but also big enough to work on cutting edge, interesting projects,” he says. The company hopes to not just provide wellpaid roles for talented tech professionals, but to play a part in the community.

JUNE 2021

This includes its recent sponsorship of a TEDx event with Queen’s University, Belfast and the sponsorship of five scholarships with Ulster University. It also supports a local children’s cancer charity. He says locating here is about more than tapping into talent, but “the whole package”, which he urges Stormont to maintain. “Yes, skills and talent, connectivity and professional office space and services are vitally important, but so are things like the retail, leisure and hospitality offering, green spaces, the availability of high quality, affordable accommodation and the cost of living,” he says. He says the political landscape and Brexit won’t impact the company, but advises our leaders to ensure safety and stability are mainstays. “If you look at the US, the Capitol was

insurrected and around the world politics changes quickly. In 12 months the US has had a new President, a new Congress, and a new Senate, so who is in Stormont and conversations about an Irish Sea border won’t impact us. “What will is when politics causes divisiveness and a reaction from the community that is beyond the normal. As an investor we want stability for our employees, a health service that is funded, good infrastructure, high-speed internet and the good education system that is already in place. Those are strengths. “We would never want to see any decision made at Stormont erode that, so let’s start looking at building up after the pandemic,” he adds. “Belfast has quickly become an important part of Aflac’s global story and we hope to play a part in Belfast’s story in return. We’re immensely proud of our achievements so far – and we’re only getting started .” π

HOUSING

We need more and better homes in NI Northern Ireland needs a greater level of housing stock, and there must be a fresh look at the built urban environment, writes John Simpson

inister for Communities, Deidre Hargey, recently announced that in 2020-21 the programme to

encourage the building of social homes started 2,403 new housing units: well above the target of 1,850, which was set last year. While that is a welcome result, the minister would probably also agree that other aspects of the plans to provide social housing leave continuing deficiencies which should be tackled in the continuing Programme for Government. Year-by-year, the number of new houses being built, both for social housing and for private sector rent or sale, has remained below what would represent an adequate supply. Taking account of the age and condition of

some of the older social housing, the level of investment in new houses in Northern Ireland is less than would ensure an adequate

In a partial recognition of the problems the minister has secured a budget of £162m for the next financial year: an increase of £26m

supply of housing to provide for an increasing population and replacement for older housing which is either incapable of being brought up to modern standards or is in an area that merits comprehensive urban redevelopment plans.

from last year’s allocation.

Minister Hargey acknowledges that she has inherited a demanding agenda in terms of housing needs and standards across Northern Ireland. In a comprehensive review of housing policy published on November 3 last year, the minister said that she would not shy away from the challenges.

Replying to a request for details of the forthcoming housing programme, the Department for Communities has said that central to the plans is the revitalisation of the Housing Executive which will enable the Housing Executive, in its role as a landlord, to borrow, invest in homes and, ultimately, contract to build houses. This confirms the announcement some months ago that the Housing Executive is planning to contract to build new homes in its own name to resume a role that it relinquished some years ago.

HOUSING

That statement of intent means that the Department for Communities and the Housing Executive must develop workable answers to questions on the financial budgeting for the change. The department has confirmed that it has commenced work to update the financial analysis and assess the options to revitalise the Housing Executive to allow the minister to bring recommendations to ministers before the end of this electoral mandate. Those will include timescales and a budget for implementation of the reshaped plans. In the past, based on the former financial arrangements, the Housing Executive had difficulty, having built houses, in repaying the costs of funds borrowed from Government. Also, year by year, rental income was inadequate to provide sufficient funds to maintain the homes in good standards. An assessment in 2018 concluded that the Housing Executive needed large sums to maintain the 85,000 homes it owned. One estimate was for nearly £275m each year. The revitalised Housing Executive must be structured to avoid these financial problems.

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Recognising these issues, the policy statement by the Department last year said that the classification of the Housing Executive (as a landlord) would be changed to be a mutual, or a co-operative, separate from its regional authority status.

attractive proposition. However, in the reconsideration of housing policies, ministers need to consider the emerging and expensive problem of urban renewal.

Though the official statement stops short of this conclusion, the new arrangement may put the mutual organisation into a role which parallels that of a housing association.

Northern Ireland has had no comprehensive area-based programme to convert housing in older urban areas through the provision of modern higher standard units in areas where housing, often approaching a 100-year timescale, is overdue for replacement.

If that is correct, then housing contracts might have the same assisted funding as is currently used by housing associations with a form of capital subsidy when building takes place, not in the form of an annual variable rent subsidy.

Private landlords or developers will be less likely to undertake these challenges. Older policy observers (this writer included) recall the comprehensive area redevelopment ideas of the 1960s and 1970s.

The capital subsidy would then be a charge on the Stormont budget and critically would not normally be repayable.

There is a need for a fresh look at the built urban environment. Are ministers ready to look for answers meeting the need for a sustainable urban society in 2030 and beyond?

The telling statement in the reassessment last year was that the Housing Executive currently has ‘the lowest social rents in these islands’.

Is there still time to add this dimension to the plans for City Deals as in the Belfast Region and for Derry and Strabane? ■

The minister may have difficulty in maintaining that position for contracts to provide further new housing. Revitalising the Housing Executive is an

Continu works with NI Water on battery research

ack-up power and energy storage firm Continu has been awarded funding from NI Water to undertake research into large-scale battery technology.

NI Water is a major user of energy and the largest single purchaser of electricity in Northern Ireland. The utility has invested significantly in renewable energy sources and sees this initiative as another step in its green energy strategy.

Noel Brady, Continu, Lilian Parkes, NI Water, Alison McFadden, Continu, Tom Hall, Continu and Damien O’Mullan, NI Water

research project is to reduce usage and costs while maintaining reliability of supply at all times.”

“To provide the green power for the increasing adoption of electric vehicles and to start to decarbonise the heating for homes and places of work, Northern Ireland needs to double its renewable generating capacity in the next 10 years,” Damien O’Mullan, head of energy at NI

Alison McFadden, managing director of Continu, said: “Having successfully completed six months of feasibility research (phase one), we are excited to build on this further to develop our findings. This will identify opportunities to use battery energy storage technologies within NI Water in order to reduce energy consumption, reduce cost, improve

Water, said.

resilience and generate income.”

“NI Water has more than 3,000 widely distributed grid connected sites, which have the potential to play a vital part in the deployment of largescale batteries across the province. The key outcome for this exciting

Continu works in collaboration with world-leading partners across a wide range of private and public sector customers throughout Ireland, mainland UK and Europe.

Enabling a zero waste reality for NI

n the fast-changing world of sustainability and environmental targets, Dungannon-based Granville Eco Park is helping businesses get ahead in innovative ways.

The company has been inviting customers to join its ‘Sustainable Movement, Actively Reshaping Tomorrow’, cutting out fossil fuels and waste through their range of ‘Smart Loop’ products and services. The company utilises customer food waste as a resource at their enhanced anaerobic digestion (AD) Facility. Capturing a biogas from this material, it creates renewable energy and a clean vehicle fuel, plus a natural fertiliser to replace chemicals in agriculture. Each of the products and services they create allow local businesses to join a zero-waste circle or ‘Smart Loop’. “Our new Smart Loop lorries demonstrate our capabilities perfectly,” Shane Doherty, plant manager, says.“They not only carry food waste to site but are fuelled by the biomethane fuel we create from this waste, creating a clean full circle.” Whether customers send food waste to be processed and recycled, use the company’s clean vehicle fuel or their renewable fertiliser, they are successfully reducing their environmental impact plus actively helping the shift to a ‘circular economy’ here in Northern Ireland. “We can enable customers to adopt their own full circle approach” Shane says. “For example, some send their food waste to us to be

Granville Eco Park is investing in green solutions

processed and then see this transported back to them in the form of renewable energy to power their sites – a self-sustaining loop.” To learn more about joining the Smart Loop Movement and discover more about Granville Eco Park’s innovative customer solutions, get in touch with the team today on 028 8703 2601.

Local government

LOCAL GOVERNMENT

Building back across Northern Ireland As businesses reopen across Northern Ireland, John Mulgrew hears from councils across the region about what they are doing to assist firms, boost footfall and help bring back spending to our towns, villages and city centres 64

Pub goers at Kelly’s Cellars in Belfast following the lifting of restrictions

LOCAL GOVERNMENT

recently hosted our annual Enterprise Week events with a comprehensive programme to help guide local entrepreneurs through the Covid recovery phase. “The free online events were well attended and offered support in building business resilience and tailoring operations and services to meet the demand of the reopening of trading.” As part of the council’s Covid Reassurance Scheme, representatives from its environmental health team have been on the ground offering support and guidance to businesses where needed to ensure a smooth transition for the reopening of services. “Officers have been carrying out programmed food safety and health and safety inspections of businesses on a limited basis following the completion of Covid risk assessments and safe systems of work procedures,” Seamus Donaghy, head of health and community wellbeing, said. “Along with the council’s business team we have introduced the ‘Covid Reassurance Mark’ which has been designed to support local economic recovery and revitalisation while respecting the public health controls to reduce the spread of the virus. The reopening of hospitality at the end of April coincided with traditionally one of their biggest events of the year as the council hosted a stripped back City of Derry Jazz and Big Band Festival.  DERRY AND STRABANE “Our support team have been working closely with business owners to deliver a range of services designed to help start-ups and SMEs as they resume trading during these unprecedented times,” head of business, Kevin O’Connor, says. “We have supported a number of new startups who have emerged as a direct result of the lockdown restrictions and this is an exciting period for them as the reopening of our towns and cities creates new opportunities. We

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 MID AND EAST ANTRIM Mid and East Antrim Borough Council says shoppers and pub-goers alike will see welcoming signage across the town centres and Covid-safe initiatives are being rolled out to help businesses reopen safely. Meanwhile, the ‘Town Centre Re-Purposing Grant’ scheme runs from April 30 – 30 June 2021 and offers up to £30,000 in investments to revitalise vacant properties. Another scheme is developing ‘Parklets’.

That could see bringing businesses with limited indoor space, right onto the streets they’re located on with hedging, parasols and greenery areas allowing an array of opportunities that the owner’s may never have had. The Covid-19 Recovery Revitalisation Programme is to support towns and city centres in their recovery, with funding provided by the Department for Communities and Infrastructure and Agriculture, Environment and Rural Affairs. In total, Mid and East Antrim Borough Council has received £1.41m through the programme. The funding is supporting a number of borough-wide initiatives, including three tranches of grant funding totalling £322,045 to 212 independent traders across Mid and East Antrim, enabling them to implement measures to make their businesses more ‘Covid-secure’.  NEWRY, MOURNE AND DOWN “A total funding package of £1.9m was secured from the Department for Communities, the Department of Agriculture, Environment and Rural Affairs and the Department for Infrastructure, to address the negative economic issues arising from the Covid-19 pandemic,” council chair, councillor Laura Devlin, said. “A ‘shop enhancement scheme has issued over 800 letters of offer of grant aid to small business owners, representing an investment of £1.1m. Projects which have received grant include the provision of sanitisers, signage, painting schemes, awnings, outdoor furniture and IT items to facilitate remote working. I have visited local shops to encourage shoppers to ‘Make it Local’.” Businesses from across the Newry Mourne and Down District Council area can access a range of business programmes aimed at supporting local business recovery. The free specialist business support programmes are delivered by expert mentors who are available to offer bespoke advice on a one to one basis, on topics such as reopening and the impact >

LOCAL GOVERNMENT

Shipquay Street in Derry

of areas such as Covid, Brexit, social media, sales and marketing,

intended to ‘lock-in’ local spend as recovery continues in 2021.

 MID ULSTER A grant programme has seen £1.3m distributed to more than 500 businesses, giving commercial premises the opportunity to adapt their buildings to help provide a safe environment for their customers and staff, from creating outdoor seating or adding coverings and awnings to modifying buildings internally to aid social distancing.

A broader and longer-term support programme has also been re-purposed to allow businesses to build their recovery, resilience and growth and to help address the impact of the pandemic. A total of 690 micro and small businesses will have access to one-to-one tailored support in four separate programme elements, incorporating a range of key business areas including marketing, digital, financial management, effective pricing, business planning recruitment and sourcing new work.

A new pavement licensing process has also been introduced, specifically to aid local cafes, bars and restaurants to extend their offering to customers, while maintaining safety requirements. While marketing campaigns continue to support the ‘love local’ message and encourage local people to make the move from connecting online to connecting in person with their local retailers, looking to the longer-term, a new gift card scheme for Mid Ulster to be introduced later this year is

 FERMANAGH AND OMAGH The council says it continues to provide a range of mentoring schemes for businesses and has delivered a package of financial support to businesses including administering £281,000 of Covid-19 Business Recovery funding, funded by the Department for Communities and Department of Agriculture, Environment and Rural Affairs, to urban businesses and £212,000 to rural businesses.

A call inviting applications for a second tranche of Covid-19 Business Recovery and Revitalisation funding has recently been issued by the council. Delivery of a website development programme to assist businesses across the district become more resilient and deliver an omni-channel experience to future proof operations. Fermanagh and Omagh District Council has installed ‘Stay Safe, Shop Safe’ street dressing in Enniskillen and Omagh town centres. Work is ongoing to improve the visitor experience of urban town centres through the delivery of Public Realm schemes, public art commissions, and using arts, heritage and culture as key drivers for town centre recovery. Pavement graphics, bollard sleeves and lamp post wraps were also installed to encourage people to maintain social distancing while shopping or visiting the district’s urban towns. ■

The column with an ear for experience... How did you start out in your business? I got introduced to energy drinks while at university, then after leaving, I got a summer job working for a food wholesaler which led me to set up my own wholesale business. I asked a manufacturer I was working with if I trademarked a brand would they bottle it for me, and we all need a bit of luck along the way and thankfully they said yes. What have you found the most challenging during your years of business, so far? Strategically every business needs a clear vision and a defined culture as it shapes everything and in the early years this was only in my head which meant what we were trying to achieve often wasn’t clear enough which caused big frustration. Reformulating our drinks to navigate the 2018 sugar levy was a very scary challenge at the time and one that the team navigated magnificently, looking back. Operational hurdles have included cash flow management to support fast growth, keeping it simple and not taking on too many things at once, and having the right process for the business to remain agile. On a personal level it was very challenging early on to balance building a business and being there for my family, but I’m getting better at that now. How would you describe your management style? Having never really worked for anyone else my evolving style is built from on-thejob experience and learning from others as we grow. I set the direction, have high expectations and invest in people who are better than me at what they do. I’m trying more than ever to step back and trust and empower the team who prefer greater

JUNE 2021

Name: Simon Gray Position: Founder, Boost Drinks responsibility and accountability, and recognise we won’t always get it right, so I encourage us all to fail fast and learn quick. As I’ve gotten wiser, I better understand we’re all human beings first and if you understand your people, invest in them, and build the right environment, it’s amazing what can be achieved. I believe I’m considerate, thoughtful, and getting better at listening and as the leader display good levels of emotional control such as empathy, balance, and vulnerability.

doesn’t manufacture its own drinks, so our supplier relationships are critical, and with our focus on independent retailing it brings brilliant wholesalers and retailers into the chain too. Of course, without consumers buying into our ranges we’d achieve nothing.

What would you change if you could go back and do it all again? Hindsight is the superpower we’d all love, but life’s a journey and you often learn more getting it wrong than getting it right which helps you grow so I wouldn’t really change much.

How would you like your business to be remembered? I’m not really one for legacy but it would be nice to be remembered as a business that nailed our vision of ‘Energising Everybody in Every Way’. I want our business to energise people to take opportunities individually and collectively, and for Boost to be known as a great place to work and a great business to work with. If we could be remembered for helping create great memories while adding a touch of inspiration, ambition, fun and care then that would make me very proud.

Have you done it all on your own? Absolutely not, and one of our business values is ‘together we succeed’. As a ‘fast follower brand’ firstly, we need the brand leaders to build the market for us to play in. Then it’s been down to our fantastic team over 20 years that have made it happen. We’re a brand that

What piece of advice would you give to a 20-year-old you? Don’t over think things and if you believe strongly in something then be brave and go for it. Ask yourself what’s the worst that can happen and if you can handle that then you’ve nothing to fear. ■

LOCAL GOVERNMENT

Community cohesion and governance at a local level The Northern Ireland Local Government Association (NILGA) has played a crucial role in working alongside the 11 local councils here to tackle the myriad of fresh challenges emerging from Covid-19. But it’s also continuing to play a key part in shaping the future policy of local governance, and emerging from the pandemic stronger than before

he key role Northern Ireland’s local councils play in every day civic life has never been as stark.

And while the pandemic remains one of the toughest times in our recent history, our councils, led and guided across a range of key policy areas by the Northern Ireland Local Government Association (NILGA), have shown both their resilience, and their ability to ensure community cohesion is maintained at such a key time of need. While the frontline health battle with Covid was focused on London and Belfast, councils across Northern Ireland stepped in to play their key role in helping their local communities, ensuring the bins were collected, people got their prescriptions and the most vulnerable in our society received the assistance they needed.

“We are recognised as the national voice of local government,” Derek McCallan, NILGA chief executive said. “We are the representative body for the 11 councils, developing policy, learning tools and representing the local authorities. “During Covid, that representation has taken us to a vast range of different areas. It’s about making sure councils were secure and able to provide the essential services.” For NILGA, the regular weekly meetings with council chiefs were about finding the issues and problems and then taking them up the line to both regional and national government in a bid to solve them. Issues also included councils seeing a huge drop in revenue, due to businesses and organisations shutting up shop.

“The pandemic, in my experience in my time as a councillor, has thrown up the uncertainty,” councillor Matt Garrett, NILGA president, says.

“Councils have been very good in dealing with the pandemic,” Matt says. “Right from within their local council area and working out what they need to do.”

“Through the good stewardship with NILGA, what we have is a very collegiate approach to how we deal with things. We look at where the gaps are across councils. It has been effective.”

Derek says the challenges facing councils have been many – suffering under the weight of substantially reduced budgets, something which NILGA continues to play a key role in addressing.

But while it was initially about crisis management, the pandemic has now acted as a springboard to improve and change the face of how public services operate in Northern Ireland.

“It’s been about making sure that the recovery has as many locally-applied budgets as possible,” he says. “We must make sure that all public service budgets are driven by local need, and have a completely transformed

approach to how services are delivered, with councils as hubs, and regeneration powers given to them too, ensuring a faster, better, recovery. It’s about more locally focussed decisions, rather than those taken on high, which often don’t suit the citizen, business or the high street in a small town, for example.” Derek says the “business of council has to be sustainable”. “Because of those 75-80% deficits, we were plunged into that negotiation role. It was done in partnership with officers from across the 11 councils, and members, but also at a ministerial level.” And NILGA is also now part of the High Streets Taskforce – a Stormont-established group aiming to revitalise towns, villages and cities right across Northern Ireland. “That includes villages, as there was a tendency to look at the high streets elsewhere,” Derek says. “But we pointed out that the lifeblood of economies in many other council areas were those villages.” And post-EU funding, Derek says we must create a “level of certainty from the uncertainty” – delivering key funds, such as the Shared Prosperity Fund, locking them into the growth plans for each area and ensure that they are locality driven, rather than criteriadriven. “Our role will continue to be guiding that policy and investment solution in Northern Ireland, getting us away from recovery and

LOCAL GOVERNMENT

Derek McCallan, NILGA chief executive, president, councillor Matt Garrett, and Belfast City Council playground inspector Brendan O’Neill

putting forward ideas – maybe a new model for economic development,” he says. Some of the areas being explored by NILGA include community wealth building and local direct investment. “The sustainable environment which we need in a post-Covid landscape is likely to last longer and have more buy-in from local people,” he says. “It’s also about recognition of the community plans for the 11 councils. They have harvested so much data and so much buy-in from local partners that they should really be an anchor for the next Programme for Government.” Matt says the biggest initial challenge facing our councils at the start of the pandemic was tackling many of the simple things we all take for granted. “These were simple things such as where

JUNE 2021

people couldn’t get prescriptions, where there was a lack of food within people’s homes,” he says. “There was an early recognition that councils had to reach out into these communities and be a helping hand. “Councils within themselves delivered thousands upon thousands of food parcels through community partners. That went a very long way. It was about saying ‘we are here to help you’.” That also included Covid and community support hubs – assisting businesses and individuals across a range of areas, such as accessing grants and support packages. “As we move beyond the pandemic the councils will not only be engaged with NILGA, but other key stakeholders, such as small firms and business groups – trying to help them to ensure they can support not only their business, the economy and the footfall, but

to get people moving again, to give them the confidence to come back in and shop again,” Derek says. Matt says with his own local authority, Belfast City Council, it was able to draw on the experience of the Primark fire in how to help build back better, following such a major blow to business and footfall. And in a bid to showcase the key role councils play, NILGA established the ‘Councils Make it Happen’ Campaign. “It was about highlighting that the value of local government is perhaps understated in terms of that democratic hub, that street-level, and accountability that each council worker has,” Derek says. “If the pandemic has shown us anything then it’s how important the council services are to us.” ■

LOCAL GOVERNMENT

A Bolder Vision for Belfast: reimagining the city centre Belfast City Council, Department for Infrastructure (DfI) and Department for Communities (DfC) are moving into the next phase of major plans to reimagine the city centre and make it more sustainable, accessible and vibrant

‘A

Bolder Vision’ follows a joint City Centre Connectivity Study by Belfast City Council, DfI and DfC, and outlines a progressive and widereaching vision to significantly transform Belfast city centre.

The vision sets out four key goals and by 2035 the aim is for Belfast to be:  a healthy, shared, vibrant and sustainable environment, where people of all ages will choose to live, work and visit;  a city that prioritises walking, cycling and public transport;  lively and safe with green streets that celebrate our built heritage with new leisure spaces and a variety of cultural activities;  a city with barriers to movement removed, ensuring that communities are well connected to the city core and amenities.

The next stage of the Vision involves a significant re-think of how the city’s streets and places are used, as well as developing informed scenarios about the future of city centre infrastructure. It sets out how green, walkable, cyclable street networks and places will improve health for everyone in the city, as well as help to build a sustainable, revitalised economy in the long-term. The city centre connectivity work and planned developments will be transformational in terms of how Belfast’s streets and places will be used going forward. The connectivity work is a core strand of the council’s Future City Centre Programme, which focuses on delivering a thriving, vibrant city centre by creating a “multi-purpose location”, combining business, retail and hospitality. There is also an emphasis on utilising the streetscape to provide an enhanced environment for city centre living and place-making, innovation

and digital technology, and creating space for culture, leisure and families. Covid-19 has struck at the very heart of what cities do best and a recent report by ‘Centre for Cities’ has emphasised the importance of thriving city centres in aiding recovery, creating jobs and bringing about economic benefits for the wider region. Covid-19 has brought about an accelerated need to explore how Belfast’s city centre spaces and places are used. In line with ‘A Bolder Vision’, a number of initiatives and pilot schemes that reimagine public spaces have been rolled out in conjunction with city partners. Councillor David Brooks, chair of Belfast City Council’s City Growth and Regeneration Committee, said: “We recognise that our city centre is key to driving recovery, as well as generating longer term economic growth.

LOCAL GOVERNMENT

With ‘A Bolder Vision’ we are looking at ways of reimagining the city, improving connections with local communities and supporting businesses – our streets and open space plans are carefully designed to meet the changing needs of a range of users and to help revitalise areas. “As we move into the next stage of the vision we’re planning big changes that will help make our city better-connected, more sustainable, vibrant and prosperous. We want to create a healthy and sustainable city centre that encourages more people to live, work, invest and enjoy our city, which will have a positive impact on our economy. “By removing barriers to movement, providing lively, safe and green streets and open spaces, and by placing our people first, it reinforces our citywide commitment to position Belfast to attract investment, tourism and talent. We want our city to be ambitious, healthier, fun, resilient, and a happier and desirable place to live.” Many small scale pilot projects are already underway or completed that align with the ethos of ‘A Bolder Vision’ in terms of how we use our streets and places. The Entries and Lanes Programme, for example, has involved the transformation of a number of historic entries, draws upon the city’s heritage and provides enhanced permeability, vibrancy and potential for spill out space for businesses.

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The council is also working in partnership

and we know that encouraging active travel

with Business Improvement Districts, DfC and the Department for Infrastructure to deliver a number of parklets, temporary pedestrianisation areas and new outdoor social spaces. This work has been critical, as the enhancements to these spaces are key in revitalising the areas for businesses and communities.

will play a pivotal part.

Another example is the council’s Cathedral Gardens, a temporary, colourful landscaped park, opened last August and was showcased by LA Times who listed it in its top 10 examples of best design solutions in response to the global pandemic. It is the first multifunctional space of its kind in the city centre and was jointly funded by DfC. This has been a temporary intervention and plans are underway for a permanent park that maximises the use of this important city centre open space. These interventions form part of a much wider drive to create a liveable city with a key focus on increasing city centre living. A key objective of the council, working with other stakeholders, is to increase city centre living, as part of a multi-functional city centre that will also help support existing businesses, as well as attracting new business, investment and cultural activity. “Before the pandemic, cities across the UK and Europe have been examining how they diversify their city centres to ensure long term resilience and well-being for all,” councillor Brooks said. “We are responding to the urgent need to create a more sustainable, climate-resilient city

“We will continue to work closely with the Minister for Infrastructure and Minister for Communities to take forward our ‘Bolder Vision’ for the city, support businesses and inclusive growth, and create an attractive, accessible and vibrant city centre.” The next phase of ‘A Bolder Vision’ will help shape future major schemes, and key infrastructure, public realm and city recovery projects. These projects will be designed to improve our streets and spaces, creating enhanced public areas with the potential to utilise extended pavements and repurpose car parking bays, and rebalancing road infrastructure in favour of walking, cycling and public transport. The next stage of this joint Belfast City Council, DfI and DfC work via the appointed consultants will be to develop an action plan to inform further discussions with key city partners and stakeholders, followed by a public consultation later this year. The public and key stakeholders will play a crucial role in shaping the final strategy and delivery plans. The final strategy will not only guide and shape existing major schemes but will include transformative and ambitious new plans for the city centre shaped by the people of Belfast. ■ For more information, visit belfastcity.gov.uk/ boldervision and follow @belfastcc on Twitter.

INTERVIEW

‘A massive shift in consumer mindset has fuelled business’ Business is blooming for Memento owner Gary Connolly Close. He speaks to Emma Deighan about surviving the tough times and the uncertainty which still

ary Connolly Close, managing director of Belfast ﬂorist shop Memento, lost the bulk of his corporate customers during lockdown.

It was a daunting turn of events for the businessman, but a renaissance in the world of gardening during lockdown has more than compensated for the losses, he says.

Gary and Nigel moved the store to Ormeau Road when Glynis semi-retired in 2015. Today they’re celebrating a £100,000 investment that includes doubling the size of that store but also the development of a 3,000 sq ft studio in east Belfast at Owen O’Cork Mill.

The business was founded in 2005 by Glynis Close and is now run by her son Nigel and partner Gary. Like nearly all ﬁrms who’ve been negotiating the pandemic, it has been on a roller coaster ride over the last year.

At the Mill, Memento stores its stock in a chiller room. It also makes up its creative pieces and runs courses including ‘making your own ecosystem’ and ‘plant surgery’, which are due to resume when all restrictions lift. “It’s been a long year,” Gary says.

Memento’s original home was Carryduff but

“We were one of the only ﬂorists opened and

still trading during lockdown and we ended up getting very busy, very quickly.” He says “a massive shift in the consumer mindset” which led many people to appreciate the beneﬁts of having plants, fuelled business. “There is an education about having plants at home; where’s the best place to have them, how to look after them and we educate our customers on that, whether it’s over the phone or on our blog,” Gary says. “We built our own website and our agility allowed us to adapt to those new demands. We photographed every single plant in our studio and put them online to show what we had and we became inventive with stock

Gary Connolly Close

INTERVIEW

gone overnight but it is coming back, slowly.” The former marketing executive recalls days when he would travel to Dublin to deliver table runners for clients like perfumery Jo Malone when it held events. But the Republic of Ireland custom is not all lost. In fact, home delivery to the south has continued – even grown. There are around 50 deliveries made per day outside of NI and corporate work in the home market is picking up, albeit slowly. “I’ve done a couple of fit outs, outdoor planting and I did a parklet for the Belfast City Council on the Ormeau Road,” says Gary. “We’re picking up in corporate and come September it is going to be nuts for weddings. We’ve so many rescheduled for this year but the demand for plants is keeping us really busy now and that demand was what saw us peak overnight during lockdown. The store’s new website’s growth in digital sales (double what they were pre-pandemic) has also drawn the attention of its website provider. But Gary says the firm is still facing big challenges today, regardless of positive consumer sales. – offering mystery boxes of plants and they were hugely popular.” Deliveries peaked at 80 a day during lockdown, with route planning occupying many of the couple’s evenings.

“Curveballs have been thrown at us from every angle. We knew Brexit was coming down the line but then we had Covid and that had an impact on stock.

“We lost a lot of business overnight when the pandemic hit too,” Gary says. “All our weddings were cancelled and while we don’t do a lot of weddings, there were 17 in the summer alone that were lost. “Corporate clients were lost too, some permanently. We worked with big brands like Topshop, which went into administration and closed. We delivered weekly flowers there but our bill was never paid.

“Growers didn’t reseed in the first lockdown so there was a shortage of certain plant species,” he says. “That saw wholesale flower prices increase by as much as 44% and that’s hit us because it means we are working on shorter margins and we are known for not scrimping on products so we’ve had to increase our minimums, we’ve had to take out some style requirements at our discretion and that allows us to offer the same look but without the price hike.

“We also work with law firms, delivering weekly flowers as well as restaurants, hotels, bars and other offices and that business was

“Accessing soil was another Brexit issue. Our regular GB suppliers stopped delivering to Northern Ireland because, either they

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can’t or because of costs. And still that’s the case because when the relaxation of Brexit regulations ends, they’re not sure what way it will look.” Holland is Memento’s main country of supply but even its operations aren’t as fluid as they once were, a combination of a Covid-19 legacy and possibly stock issues. Memento also orders its pottery from Sweden, which was impacted by the Suez Canal blockage at the end of March. “We had trouble getting our last shipment because of that but it arrived eventually.” With uncertainty prevailing, the next challenge for Memento is to predict what stock it will need at Christmas. And the deadline for orders is looming. “Usually, at my leisure, I’ll order in Christmas stock during the summer but our suppliers are giving us next Friday as a hard deadline to order and that’s scary for us. We don’t know what the economy will be like in December, or if there will be another lockdown. I’m taking a risk in buying in more stock and that nearly didn’t pay off last year. We still have a lot of stock from last Christmas.” Gary believes it will be Memento’s unique style that will keep it at the forefront of the plant lover’s mind. He credits his grandmother for instilling a passion for plants and gardening, adding: “I spent a lot of time on her farm outside Newry. “Every bouquet we make is unique to each customer. We give them the option to choose. I suppose we’re filling a gap in the market. “We don’t stock all the usual varieties, we’ve much more than that.” Moss wall art, terrariums, air plants and dried flowers sit alongside lavish garden boxes and other unique species. That collection, backed by the store’s reputation for having a Chelsea Flower Show finalist in the form of Nigel, Gary believes will more than pay for the business’ most recent investment. ■

PODCAST

The Ulster Business

Podcast The Ulster Business Podcast marks more than one year as Northern Ireland’s leading business podcast, with more than 40 episodes. We take a look back at some of the recent highlights EPISODE 43 – LISA MCILVENNA

usinesses making strides towards more ﬂexible arrangements to help staff balance their work and home life should be welcomed, it’s been claimed.

“They are looking at climate… they are really trying to understand that more. And also inclusive employment, and understanding what impact Covid has had on the workforce.”

Lisa McIlvenna, deputy chief executive of Business in the Community NI, says while the organisation and its members have faced many challenges in the last year, it has maintained roughly a 97% retention rate.

Looking ahead, she says it’s something of a mixed pictured for companies across the sectors.

“We have a healthy pipeline of new members and are seeing much more engagement and authenticity as to how they are looking at corporate responsibility and sustainability and what they can do to play their part,” she told the Ulster Business Podcast. “A year on I’m delighted to say we are sitting with 97% retention on our members and we are having some really interesting conversations with new organisations which want to come on board.” Speaking about some of the challenges her organisation’s members have faced over the last 12 months, she said: “During the ﬁrst few months organisations were primarily concerned about keeping their people safe. “Businesses are working and really concerned about the mental health of their employees, both in the short and long term as a consequence of Covid.

“They have been incredibly resilient and creative in how they have managed over the last year,” she said. “The uncertainty we still have is always a concern and I don’t think that anyone is being too complacent in saying we are making great strides in terms of vaccinations, things are positive, even though it has been a difﬁcult year and we have had some tragic numbers and losses… what the businesses have learned is we don’t know what is around the corner. “Even those which feel they are looking OK over the next six months don’t want to be too vocal in their optimism as we don’t know what’s happening. “Some of the unknowns with Brexit and what is coming down the line. They are all doing well and feeling cautiously optimistic about the future but it is quite guarded optimism.” And speaking about how ﬁrms are addressing the return to the workplace, home working

and ‘hybrid’ working, she said: “Any push towards a more ﬂexible situation which helps an employee balance their life in some shape or form, should be welcomed. “That is something which we have advocated for, for a long time. The balance between work and home. That has become increasingly blurred over the last year. “Getting that balance right is critical to someone’s sense of wellbeing and their engagement in their job. What we will see and what we are hearing from our member organisations is that while there are some saying ‘we will work from home’, there are others who are doing work, surveying and pulling together employee focus groups, and the feedback they are getting is about a hybrid, ﬂexible approach, so it isn’t necessarily

PODCAST

Lisa McIlvenna (right) pictured with Ian Henry

taking footfall completely out of the city centre but potentially changing the frequency of that footfall and how many people will be there, but not trying to remove it completely.”

The organisation’s annual Responsible Business Awards are now open. Each year they showcase some of Northern Ireland’s leading corporate and socially responsible firms.

And she said the office and face-to-face meetings remain a key components in many working environments.

Lisa says this year the awards will have something of a “Covid slant” to highlight the work which has been done during the pandemic.

“There is a recognition across organisations that a bit of camaraderie in the office is also very important for wellbeing and can’t be overlooked. “I think we will see a bit of a balanced hybrid approach, where we will see some footfall in the city centre but people will take a day or two at home and get the balance as perfect as possible, for what each of their employees individually need.”

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“This year we are looking for entries and allowing for a Covid slant. Understandably,

what it means to have an education partnership or to try and look after your employee wellbeing has changed considerably in the last year and we won’t be comparing like with like. “We have built a Covid slant into all of the categories and we are particularly interested in how organisations have shifted things and tried to be innovative in light of Covid to ensure that they are still being a responsible and sustainable business.”

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

LEE STUART

COVERNET

How is business? The business is continuing to grow which is great. Covernet builds web-based software platforms for insurance companies, so we are seeing opportunity in the shift towards remote working and the acceleration of digital transformation that has occurred in the industry. With the onset of the pandemic, like many others, I was concerned with the uncertainty particularly of running the company remotely. However, it became apparent very quickly that this wasn’t going to be a problem and that’s testament to our people. They have continued to push the business even further than before, working from their bedrooms and kitchens, while juggling family life. We are incredibly grateful to them. How did you get started in the industry? After graduating I went travelling and lived abroad for a time. I began to think about a skill that would mean I could work anywhere in the world and live comfortably. It was during the rise of the Internet and I found myself interested and excited by it. So I returned home to do a masters in computing at Ulster University and loved every minute of it. I joined Covernet as a graduate software developer in March 2003, thinking I would be there for around a year to get some experience and then I’d be off travelling again. But I got the tech start-up bug and here I am 18 years later. I’ve been running the company for 10 years now.

Entrepreneur of the Month Typically, who are your clients or customers? Our clients are insurance companies, from large household names such as AXA and Allianz, through to companies operating in the specialist and niche end of the market. We’re known for building the more complex rating structures and models to enable insurers to sell and administer policies digitally. The majority of our client base is in the Republic of Ireland, but we are now targeting the larger UK and US markets. We have been completely web-based since the beginning so see no boundaries to market entry anywhere. Do you enjoy what you do, and what in particular? Yes, very much so. I enjoy the continual changes and advancements in tech and I get a real sense of pride with the feedback we get from our clients. More than anything though, it is seeing our people develop their skills and hearing that they love working here. Also being able to give graduates the opportunity to progress an exciting career on their own doorsteps. I remember only too well the lack of opportunities available to me and how it felt when I graduated.

What is the most difficult part of your job? Accepting that everything cannot happen at once. We have big plans for the future and are always adding to them. Continual improvement and a drive to make things even better, is also part of the culture here. There’s only so much that can be done at any one time though and I often have to remind myself of that. What are the challenges facing your sector, and the economy in general? At the outset of the 2007/08 financial crisis, I remember people declaring insurance to be a recession proof industry. That wasn’t the case, as household budgets became squeezed and that second car or holiday was sacrificed, properties weren’t purchased, and sadly some businesses ceased trading. In a nutshell, there was much less to insure. It remains to be seen how quickly the economy will bounce back from the pandemic – certainly, there were not the underlying financial issues that caused the crisis in 2007. The level of debt is staggering though and will need careful management by the government so as not to impact business growth. ■

Motoring By Pat Burns

MOTORING

e-Niro: the electric godfather?

lster Business has been testing a number of electric vehicles (EVs) over the past few months and the new Kia e-Niro shines out as the pick of the bunch. It has been designed to merge crossover-inspired design with longdistance, zero tailpipe emissions driving and enjoyable performance. It achieves this with a next-generation electric powertrain, using new production technologies developed specifically for Kia electric vehicles, giving the e-Niro the feel of driving a conventional petrol or diesel model without the niggling range anxiety that drivers of other EVs suffer from. It gives owners the opportunity to complete both long-distance drives and daily commutes with zero emissions and ultra-low running costs. The e-Niro is available with a choice of two power outputs, both featuring a lithiumion battery pack. The 39kWh version manages 180 miles on a single charge, producing zero on-road CO2 emissions, while on the WLTP city cycle, it can travel up to 251 miles. The 39kWh battery pack is paired with a 134bhp (100kW) electric motor that produces 395Nm of torque and allows the e-Niro to accelerate to 60mph in a pleasing 9.5 seconds. The high-powered 64kWh edition that we

tested provides a driving range of more than 282 miles on a single charge, and up to 382 miles when measured on the WLTP city cycle. The long-distance 64kWh battery pack is combined with a 201bhp (150kW) electric motor that packs 395Nm of torque and enabling it to accelerate from 0-60mph in just 7.5 seconds. Like the Niro Hybrid and Plug-in Hybrid variants, the e-Niro is front-wheel-drive. A more upscale, high-quality interior is joined by a choice of three trim levels. Its standard equipment list is lengthy, and highlights include a new updated 10.25-inch touchscreen satellite navigation system with telematics and UVO Connect Services on grades ‘3’ and ‘4+’ and LED headlights with bi-function projection, ambient lighting and a battery heating system on level ‘4+’ models. Bespoke electric vehicles, as opposed to those developed from a purely combustion-engined car, have traditionally involved compromises in design, mainly to achieve the lowest air-drag co-efficient figure possible. That is why the majority have adopted a tear-drop hatchback profile – practical and efficient, but uninspiring and not what customers demand in a market increasingly attuned to SUVs and crossovers. Kia was adamant it could overcome the design limitations of other electric vehicles without sacrificing practicality, versatility, and aerodynamic efficiency. The result is a modern,

attractive crossover body style and ample room for five people plus their luggage. The e-Niro has a drag coefficient of 0.29, despite the standard roof rails. There are air curtains, like gills, in the front corners of the car. These channel air away from the front wheel arches to reduce turbulence in those areas, again to aid aerodynamic efficiency. Standard on grades ‘3’ and ‘4+’, the 10.25inch touchscreen HMI (human-machine interface) in the centre of the dashboard offers a series of features specific to Kia’s new electric vehicle. It enables owners to locate nearby charging points and monitor the level of remaining charge and range. It also lets owners gauge their trip and lifetime CO2 reduction from driving the e-Niro, compared to a petrol car of a similar size. The HMI lets owners set an approximate departure time for their next journey, enabling the car to heat itself to a set temperature before the driver departs. The charge management function also intelligently manages the flow of electricity to the battery when charging, to help extend the life of the battery. A lamp is integrated into the top of the dashboard, with a light displaying whether the battery pack is recharging or fully charged when plugged in. This enables owners to quickly see the car’s charge status at a glance from outside the car. The Kia e-Niro ‘3’ as tested is priced at £34,000. ■

MOTORING

The hot hatch Fiesta returns

ot hatches haven’t gone away. They might not take centre stage in the motoring press nowadays, but there is still a market for a small performance vehicle and Ford has a fantastic heritage in this segment. The latest edition is the ST Fiesta. Powered by Ford’s all-new 1.5-litre EcoBoost petrol engine, delivering 200 PS, the Fiesta ST accelerates from 0-100 km/h (0-62 mph) in 6.5 seconds. Selectable drive modes feature for the first time, shifting the vehicle’s character from flexible everyday hatchback to track-focussed sports car at the push of a button. Optional Launch Control also helps drivers achieve consistently fast standing starts on track.

Play premium audio; and sophisticated driver assistance technologies such as lane keeping aid and traffic sign recognition. The all-new 1.5-litre EcoBoost engine uses turbocharging, high-pressure fuel injection and twin-independent variable cam timing in the three cylinder engine to deliver 200 PS at 6,000 rpm, and 290 Nm of torque from 1,600 to 4,000 rpm. A new combination of port fuel injection and direct fuel injection technology helps deliver high power and responsiveness alongside reduced CO2 emissions with a particular increase in fuel efficiency under light engine loads.

Fiesta ST’s first optional mechanical limitedslip differential optimises cornering grip, and segment-first, Ford-patented force vectoring springs deliver sharper turn-in, better rearend responsiveness and a more connected feel.

The Fiesta ST’s 1.5-litre EcoBoost engine features Ford’s industry-first cylinder deactivation system for a three-cylinder engine – first announced for the 1.0-litre EcoBoost engine – to further improve fuel efficiency for Fiesta ST customers without affecting performance.

The all-new Fiesta ST is available in threedoor and five-door body styles, offering features including Sync 3 connectivity, B&O

The technology automatically stops fuel delivery and valve operation for one of the engine’s

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cylinders in conditions where full capacity is not needed, such as when coasting or cruising with light demand on the engine. The technology can disengage or re-engage one cylinder in 14 milliseconds – 20 times faster than the blink of an eye – to seamlessly deliver full performance on demand. The all-aluminium engine also features an integrated exhaust manifold that improves efficiency by helping the engine reach optimal temperatures faster, and delivers torque more rapidly by minimising the distance exhaust gasses travel between cylinders and turbocharger. Active exhaust valve technology amplifies the naturally sporty three-cylinder engine sound to enhance the driving experience to make it even more fun to drive. The Fiesta ST delivers 47.1 mpg fuel efficiency and 136 g/km CO2 emissions, and also features gas particulate filter technology that reduces soot emissions. Standard driver assistance technologies include lane keeping aid, lane keeping alert and cruise control with speed limiter, while features including rainsensing wipers, automatic headlamps, autohighbeam and traffic sign recognition also are available. Priced from £20,700. ■

MOTORING

Cupra launches new Leons

ow a standalone range in its own right, Spanish car maker Cupra has opened the order books for the latest variants of its Leon range with the launch of an e-Hybrid model and well as a performance oriented 2.0 TSI. Electrifying the Cupra brand for the first time, the Cupra Leon 1.4 e-Hybrid 245PS VZ2 combines its characteristic premium design and performance with economy, offering a generous level of advanced technology as standard, to boast a 0-62 time of 6.7 seconds and a combined fuel consumption of up to 217.3mpg, and producing emissions as low as 30g/km (WLTP). At the heart of the high-performance plug-in hybrid is a 150PS, 250Nm 1.4-litre TSI petrol engine; a 115PS electric motor; and 13kWh lithium-ion battery pack. Together these provide an impressive 400Nm of torque. The Leon e-Hybrid has an electric-only range (WLTP) of 32 miles to silently travel through streets or through city centres. When the battery needs recharging, it can be done in as little as 3 hours 42 minutes using a 3.6kW AC Wall box (or 5 hours 48 minutes from 230V domestic socket).

The Leon eHybrid always starts in all-electric mode (when the battery is sufficiently charged). The drive switches to Hybrid mode if the state of charge of the battery drops below a certain level or if the speed rises above 130km/h. In Hybrid mode, the driver can predefine a saved state of charge of the battery, only using the saved charge when within a low-emissions zone. Priced at £34,495, the VZ2 e-Hybrid model offers a balance of sporty and premium design features and advanced technology as standard. The exterior features 19-inch machined sport black and silver alloy wheels and rear diffusers with twin exhaust pipes on each side that pay homage to the brand’s sporting heritage. Inside, the Cupra Leon continues its unique design cues, with a stylish and distinct black cabin, with chrome and copper detailing, Cupra embossed racing bucket seats, a plush leather steering wheel and Cupra sports pedals all fitted as standard. An advanced digital cockpit with full link integration (including wireless Apple CarPlay and Android Auto), 10-inch media system plus with smart navigation, ambient and

wraparound lighting and a seven-speaker audio system provide a premium experience behind the wheel. For those interested in a high performance Cupra, the Leon is also available with the latest version of the renowned 2.0-litre TSI fourcylinder engine developing 300PS and 400Nm of torque. It is only available with a DSG auto box. The turbocharged, direct injection petrol engine propels the Leon from 0-62mph in just 5.7 seconds and is limited to a top speed of 155mph. As well as an increase in power output over its predecessor, the Leon is also more efficient, returning up to 37.2mpg on the combined WLTP cycle and CO2 emissions from 171g/km. An exhilarating driving experience is guaranteed as standard, with the Cupra Leon featuring four driver selectable modes (with changes to throttle response and gear shifts), speed sensitive power steering and dynamic chassis control. Priced at £35,000 for the 2.0 TSI 300PS, a new 310PS 4Drive model, available exclusively in Estate form, will be announced soon. ■

Looking at the legacy of lockdown

ANALYSIS

t’s been referred to as the biggest social experiment in the history of business, but just how has the last year of lockdown and upheaval really affected firm companies? Business trainer and coach, Barbara Campbell, asks are changes introduced likely to survive the return to a normal It’s been said many times since the current upheaval began: the changes that most of us have lately been forced to implement are likely to lead to some permanent lifestyle changes – behaviours that won’t automatically reset when the current Covid emergency has finally been consigned to history. Whether or not that perception is true from a business perspective is an interesting question. Have local firms been instituting new ways of working and shifting their attitudes in ways that won’t drop back when employees return permanently to their workstations? In recent months, I’ve seen at first-hand how business processes and company culture have been impacted at various levels and I do believe that a lot of what has been introduced over the last 12 months will remain in place once the restrictions have been rolled back. Many companies have already instigated permanent change – by mid-March, it was estimated that 60% of the UK’s population was still working from home, that’s almost 24 million people so the impact of this transformational shift in workplace practice is widely felt. Here, in Northern Ireland for example, insurance giant, Hughes, has already said that its 400 local staff will not be returning to the office once lockdown is over. And Capita, the outsourcing solutions provider, has made a similar announcement on behalf of its 1,500 NI staff.

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Barbara Campbell

Examples from among my own clients include financial consultancy, Kerr Henderson, where home-based staff now take part in regular ‘pulse checks’ with management and concerted efforts are being made to shift all business processes into the cloud. At Dungannon-based McCloskey International, a new hybrid working model is in development that could see some staff split their time between home and office; a new employee engagement app is to be launched that will give staff a greater role in decision-making and there has been significant investment in e-learning and virtual instructor-led training. I do think that the need for improved communication is going to be one of the biggest takeaways from the last year of pandemic upheaval. And it’s not just a business conversation, it’s absolutely essential that

managers are connecting and asking how people are and that they spend time listening. Employers aren’t counsellors but they do have a duty of care to support people and to point them in the right direction when they need help. That’s the one thing that I would encourage employers to do more of as this goes on. If you just talk about work to employees and don’t ask the more personal questions, if you don’t communicate regularly and trust your employees, how do you ensure you are balancing the need for performance with support for your workforce? You risk burn-out very quickly when employees don’t feel valued, morale and engagement are affected and that impacts the bottom line. ■

INTERVIEW

‘Sometimes life takes you in a different direction’ Cecilia Ronan, head of Citibank Europe, tells Fearghal O’Connor about learning from adversity and the rise to her current top role

he last time Cecilia Ronan was on a plane was in February 2020, flying from Budapest to Dublin. The flight stands out for another reason too. She had just got word of her appointment as chief executive of Citibank Europe – a role that would see her take responsibility for leading 11,000 employees across 22 countries. For 20 years, as Citibank’s Dublin office grew into a European hub, she had risen steadily through the ranks – her career marked by sheer determination to always take the next step, even in the face of seemingly insurmountable challenges. Citi has a growing presence in Northern Ireland, with its major operation in Belfast’s Titanic Quarter.

Three weeks after returning from Budapest, and already up and running in her new role, she heard Taoiseach Leo Varadkar’s announcement that Ireland’s schools must close. Cecilia realised she faced a new and serious challenge. She herself had been no stranger to childcare challenges and immediately understood the impact of such an announcement on her workforce. “There was the feeling that this can’t be happening,” she says. “But we didn’t panic. We’d been through crises before, so it was about applying the same kind of methodology and coordination, and having very clear roles and responsibilities for people.”

Over the next 24 hours she and her team implemented remote working for 2,500 Irish staff. Life had prepared Cecilia well for meeting unfamiliar situations head on. The eldest of eight children, her father worked on a UN programme that set up accountancy structures in developing countries. The family had all moved to southern Africa when she was young. She had gone to school in Malawi, a beautiful but desperately poor country. “We went to an international school so we had brilliant experiences and friends of many different nationalities. But the poverty was quite shocking.

INTERVIEW

and while on maternity leave during the first year of marriage she had what she describes as her “Sliding Doors moment”. “My husband left. I was still pregnant and then I had Lauren,” she says. Her parents urged her to come home to them. “I said ‘No, I need to make it for Lauren, she’s so dependent on me now’. And that was the impetus. I had planned taking the foot off the accelerator at that time a little bit. Raise my child, you know... maybe have another one – all that. But there are different moments in life that make you go in different directions.” Cecilia’s mother took care of Lauren and she headed to London for internal interviews with Microsoft. It was a successful trip. She was appointed head of HR at Microsoft Ireland.

“And at the time Malawi was ravaged by Aids. It was taking out the middle class. So the people who had been educated were then being wiped out. It was really impactful.” Malawi was also under a strict dictatorship. “You were very restricted in what you could do. There were certain days of the year you couldn’t go outside. I couldn’t wear trousers or shorts. My brothers couldn’t have long hair. But nevertheless it was a brilliant experience – particularly, I would say, around adaptability.” Cecilia returned to Ireland to study law in UCD, setting foot in Dublin for the first time. “Law was my childhood dream. The television show Ally McBeal had me completely wrapped up in it.” The reality was different – and her appetite for a career in law waned. After college she went back to Africa, and worked in a school. Her father gave her firm advice: you can do anything your brothers can do, so just decide what you want – and go and do it. She opted to do a master’s degree in Human Resources, which led to her moving back to Ireland in 1997 to take up a HR job in Microsoft. Cecilia had married after returning to Ireland,

JUNE 2021

Within three years she moved to Citi’s Irish office in the IFSC and over the next 20 years moved steadily upwards – from executive director, to head of Citi’s Dublin service centre, to country manager – before her appointment as European chief executive. Citi has been in the Irish market for 55 years, arriving in 1965 on the back of Ford setting up a manufacturing plant in Cork. Its role was to provide banking services to the first wave of US multinationals that came here. And it continues to do substantial business with the subsidiaries of multinationals based in Ireland and elsewhere. In 2016, having become chief administrative officer at Citibank Europe in Dublin, Cecilia was at the centre of a major reorganisation of the bank that saw the merger of UKheadquartered Citibank International with the Dublin-headquartered entity to create Citi’s single EU-passported bank. The balance sheet at the Dublin operation has grown in just four years from €20bn to €70bn and will continue to grow by another 20% and potentially more, she says. Cecilia says her primary role is to define the strategy for Citibank in Europe across the full range of products and functions, and across the 22 countries in which it operates. Joe Biden’s new taxation plans for

multinationals have once again put sharp focus on Ireland’s foreign direct investment model. But Cecilia is not concerned. She welcomes the return to multilateralism by the Biden administration – not to mention its focus on a fiscal stimulus which, she believes, will have a positive spillover for both Europe and Ireland. “In terms of the tax perspective, we’re watching it closely. Tax is a lever, but it’s not the basis for being here. “We’ve had between 2,000 and 2,500 people for the last 10 years. But they’re not the same 2,500 jobs. There’s been churn.” Ireland’s big advantages for Citibank is the access to talent and a culture of adaptability, flexibility and productivity, she says. She does however have one growing concern about the Irish workplace. “I am worried about the impact of the pandemic on women – because they have shouldered the burden of responsibilities. “We need to recognise that, and we need to stay close to our top female talent so they don’t make the decision to leave.” As for her own personal life, Cecilia now lives happily with her husband Finn, whom she married in December 2019, and daughter Lauren. She looks back on what happened in her short-lived first marriage as something she ultimately turned into a positive. From the beginning she made it clear to Citi that she needed balance in her life – and that meant leaving at 5.30pm or 6pm to be home to have dinner with Lauren. “But I missed out on some moments. Lauren would say to me: ‘You were the only mum never at the cake sale.’ And I would say to her: ‘Why do they do it at 11 o’clock?’ “Or Lauren would say: ‘You’re the only mom in a dress and high heels – why can’t you wear a tracksuit like everybody else?’ “But now she’s like: ‘Actually, you’re a role model’,” Cecilia says. She gave a lot to her job, she says, and sometimes it was just to prove to herself “I can do this”. That proof has long since been established. ■

APPOINTMENTS

Almac Group has appointed Julie Shannon as vice president and deputy head of information services, globally. She will continue to support the group’s global vice president and group head of information services. Samuel Nilsson has been appointed vessel designer at Artemis Technologies. Mr Nilsson, whose previous experience includes with the Artemis Racing America’s Cup sailing team has acquired a wide spectrum of knowledge in the design process, from conceptual sketching to final technical drawing. Leading the SHS Group sales and marketing Ireland division, Alan Neill will be responsible for planning and implementing commercial strategies for some of Ireland’s and the UK’s biggest brand owners and SHS Group’s owned brands.

Quilter Cheviot has appointed Chris Taggart as head of its Belfast office. He will take over from Nigel Crawford who has led the Northern Ireland based team since 2008, when the office first opened its doors. Shane Moriarty has been appointed business support assistant at Barclay Communications. He will manage inbound customer enquiries relating to customers’ Barclay Communications mobile accounts. Arthur Richmond is now chief operating and financial officer at SHS Group. He will support the chief executive, retaining responsibility for finance and corporate services and assuming leadership for its condiments and sauces business arm.

Gail Sands has been promoted to the position of associate director at Lambert Smith Hampton. She has more than 20 years’ of experience in all aspects of property management accounting. Nick Watters has been appointed customer success manager at WorkPal. He will work with the firm’s customer base to discuss their accounts and help improve their usage of the system to maximise results as well as providing training where needed. Dr Ken Bishop has been appointed as sustainable programme manager with Linen Quarter BID. He will focus on supporting the Linen Quarter’s continued growth and development.

APPOINTMENTS

Michael Morgan has been appointed business support assistant at Barclay Communications where he will deal directly with mobile networks to resolve queries customers may have on their Barclay mobile accounts. Emer Costain has been appointed as associate director with Lambert Smith Hampton. She has spent 16 years working in commercial property management, 13 of which have been with Lambert Smith Hampton. Andrew Givan has been appointed to the position of director of property management with Lambert Smith Hampton. He has worked within this division for more than eight years and has in-depth experience in providing property management advice.

Paul Grant has been appointed implementation consultant at WorkPal where he will ensure transition to the service seamlessly. White’s Oats has appointed Steven McAllister to the role of agri supply chain assistant. He will support the agri supply chain co-ordinator to develop White’s local supply chain and ensure it continues to deliver the best quality oats for customers. Bronagh Berry has been appointed as associate director with Lambert Smith Hampton. She has more than 14 years’ experience in credit control. She is responsible for the collection of rent, service charge, and insurance, and interfaces directly with clients.

Hardware Association Ireland has announced that it has appointed Wavin’s Irish country director Michael O’Donohoe as its new president. The Belfast and US-based charity Sport Changes Life has appointed worldwide asset recovery expert Aidan Larkin to its board of directors. Mr Larkin is a consultant and lecturer who founded the global business, Asset Reality. Ben Aston has joined Hamilton Architects as the director of conservation. He has 22 years’ experience of working on listed buildings and producing award-winning projects across the UK up to the value of £328m.

JUNE 2021

1 PHOTOCALL

1. Pictured in studio for the live Bring IT On Live event is event host Emer Maguire, Andrew Trimble, former Ireland and Ulster rugby player and founder of sports tech company Kairos with his business partner Gareth Quinn and Sara Lyons, project manager, Bring IT On.

2. The first NI Takeaway Awards have been launched by The AB Events Team. Pictured are Anna Murphy, Alan McWhirter, Stacey Johnston and Katie McTernan.

3. Warren Watson from Vickerstock with Peter Gillan of Queen’s University. Vickerstock will be a primary sponsor for the Queen’s Formula racing team.

4. Donaghy Bros has launched a charity partnership with the Men’s Advisory Project in Northern Ireland by donating thousands of pounds worth of goods. Pictured is support worker Clare Corkey with Dermot Donaghy, director of Donaghy Bros.

5. Lisa Steele (centre) of the Culloden Estate & Spa is joined by Emma Kennedy of Glow Aesthetics, Dr Gareth Patterson of Holywood Private Clinic and Lynda Brudenell, as the Culloden announces the reopening of its MediSpa.

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6. CITB NI has run a range of virtual activities as part of Northern Ireland Apprenticeship Week. Pictured are Barry Neilson, Matilda May, Beattie apprentice civil engineer and Jemma Lowry, business development from Lowry Building and Civil Engineering.

7. Gareth McAnlis, Henderson Wholesale with Carl Johannesson, head chef at the Henderson Kitchen with the new products from the new-look The Chef range which has received a £120,000 investment into recipe development.

JUNE 2021

8. Launching the annual ASM hotel survey are Adrian Patton, ASM, Stephen Meldrum, Grand Central Hotel, Michael Williamson, ASM and Janice Gault, Northern Ireland Hotels Federation.

9. Launching newly named charity Trauma and Orthopaedic Research Charity (TORC) are trustees Grainne Keenan and Kelly Carolan, senior physiotherapists with Belfast Trust.

10. Steve Orr, Mervyn Watley, Philip Maguire and Ellvena Graham from Catalyst during a series of visits in the north west, with Economy Minister Diane Dodds (second from right).

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11. Agriculture Minister Edwin Poots MLA and Heather McLachlan, National Trust, pictured on Slieve Donard where the minister helped National Trust staff and volunteers repair a strategic path.

12. The Construction Employers Federation (CEF) has announced its latest commercial partner, SustainIQ. Pictured are Maria Diffley, SustainIQ, Mark Spence, CEF, and Liam McEvoy, SustainIQ.

13. Mercury Security & Facilities Management has been awarded the all-Ireland security contract for home and garden chain Homebase. Pictured are Liam Cullen and Karen Turner.

14. Mills Selig has announced the promotion of two of its senior associates to partner. Pictured are Kirsten Magee, partner, Emma Hunt, head of litigation and partner, Chris Guy, managing partner, Mills Selig, and Maeve Fisher, partner.

15. Belfast City Airport has opened a new Covid-19 testing facility with leading global diagnostics company, Randox. Pictured are John McConnell, H&J Martin, Judith Davis, airport operations manager, and Sophie Boyd, Randox.

16 PHOTOCALL

16. Launching Business in the Community’s Build Back Responsibly are Arlene Foster, Paul McKenna, Joe O’Neill, Gwyneth Compston, Vicky Davies, Kieran Harding, Chris Lillie and Michelle O’Neill.

17. Boost Drinks has expanded its portfolio with the launch of Iced Coffee Caramel Latte. Pictured is Conor Hogan, celebrating the new addition.

JUNE 2021

18. Pictured celebrating the launch of the new customer rewards app Lidl Plus are Miya McGovern and dad Jamie, with Gordon Cruikshanks, head of sales operations at Lidl Northern Ireland.

19. Guilt Trip Coffee and Donuts has announced its ninth store will open on Belfast’s Lisburn Road creating six jobs after a £50,000 investment. Pictured are Darren Cave, co-founder and director Adrian McLaughlin.

20. Translink has signed the BITC Climate Action Pledge NI, a public commitment to achieving an ambitious target of reducing its greenhouse gas emissions by 50% by 2030. Pictured is Translink’s Chris Conway with Kieran Harding, Business in the Community NI.

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21. Ulster University’s plans for a new Screen Media Innovation Lab were centre stage at the Belfast Region City Deal council panel meeting, hosted by Ards and North Down Borough Council. Pictured is mayor Trevor Cummings, with chief executive, Stephen Reid.

22. Centra continues its expansion across Northern Ireland with the opening of its 100th store. Pictured are Musgrave managing director Trevor Magill with store owner of Centra Dunman Cookstown, Daniel Conway.

23. Translink has won two top awards at the National Social Value Awards 2021. Pictured are Gemma Thompson, Orlaith Kirk, Duncan McAllister, and Translink chief executive, Chris Conway.

24. Air Ambulance NI has received essential support with over £41,000 being raised since 2019 from a partnership with soft drink giant Boost Drinks. Pictured are Air Ambulance NI’s Colleen Milligan, Dr Andrew Topping and paramedic Caroline Bowles.

25. Breast cancer survivor Elaine Loughlin launches Action Cancer’s new Big Bus mobile screening and health check unit. Elaine had her breast cancer detected in 2019 at a routine screening onboard Action Cancer’s previous Big Bus.

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26. This year’s Bank of Ireland Virtual Farm Weekend takes place virtually between July 30 and August 1. Pictured are Callum and Carys Logan.

27. Lisburn Central Primary School P5 pupil Charlotte, helps launch the Eco-Schools Outdoor Learning project with DAERA deputy secretary David Small, Raymond Millar, Danske Bank, and Jilly Dougan, Keep NI Beautiful.

JUNE 2021

28. Ulster Bank has financed Totalmobile in acquiring Cognito iQ. Pictured are Damien Long, relationship director and Kenton Hilman, head of corporate and property at Ulster Bank with Gary Adams, chief financial officer at Totalmobile.

29. FinTrU chief technology officer Emma Pollock and Catalyst programmes director Elaine Smyth mark the start of the new partnership between the organisations.

30. Chris Martin, head of climate risk and sustainability, Danske Bank, Keelin McCone, Business in the Community, Gary Cranney, Haldane Fisher Newry, help launch The Climate Action Programme with Danske Bank.

ENVIRONMENT

We’re now getting serious about climate change The Northern Ireland Executive is drawing on advice from the UK Climate Change Committee (CCC) and the action plans are being prepared, writes John Simpson

he target is that by 2050 Northern Ireland should successfully plan for an 82% reduction in emissions of greenhouse gases.

A major part of the transition for the economy is that, by 2050, the energy sectors should be adapted to join other regions in recording ‘net zero carbon energy emissions’. That change will be extremely testing and, already, the early steps in the transition are under way – 2050 may seem a distant target but the scale of the changes, the need for new legislation and regulation, and the restructuring of parts of the economy, present a series of matrices that mean that planning the future of energy policies is already an urgent and complex series of decisions. The Executive has issued an analysis of the questions raised in thinking about future energy strategy. Energy strategy for Northern Ireland should now be compulsory reading for people and interest groups who appreciate

that a ‘business as usual’ assumption should not be made. This consultative document, designed to precede formal decisions on energy policies which are to be published before the end of 2021, is an impressive review of many aspects of a very wide range of decisions for Government, statutory agencies, consumer interests and businesses as well as the Utility Regulator. Passive behaviour, waiting for other people to make decisions, without a clear 10-20 year roadmap, risks serious damage to the economy if plans for net zero carbon emissions are incomplete or faulty. Some of the piecemeal issues, which are sometimes quoted without adequate context, would emphasise actions such as ending the use of fossil fuels to generate electricity, phasing out central heating for houses which use gas and/or oil, and ceasing to rely on (or use) petrol or diesel to fuel vehicles.

All of these changes form a small part of the planning to cope with net zero carbon emissions. Understanding the causation and the remedies is now an urgent political task. The Energy Strategy makes difficult reading. However, it makes one claim that will be a serious test of the outcome of the transition to a zero emissions policy.

ENVIRONMENT

The CCC believes that the cost savings from replacing fossil fuels will cancel out the investment costs of the change.

reshape our energy policies asks how we adjust to a society which decarbonises power, decarbonises heat and decarbonises transport.

Key to the adjustments to reach net zero carbon energy by 2050 are estimates of how energy requirements will be met.

That is an ambitious claim. It serves to emphasise the scale and complexity of the actions which are needed and the need for immediate preparatory steps. Growing a green economy is the theme of the measures under consideration. It is, however, an umbrella to capture major changes in the ways in which we decarbonise the economy.

Decarbonising power means the phasing out of the use of fossil fuels to be major generators of electricity.

Measures to encourage greater energy efficiency will be essential. Second, as usage of fossil fuels diminishes, the changed energy economy will depend on increased electricity capacity from renewables.

The preparatory framework to

Kilroot, Ballylumford and Coolkeeragh will need either to close or to transition to alternative fuels or technologies. A critical factor is that natural gas is also no longer to be a primary source of power. The new energy strategy will place even greater reliance on the input from renewable sources of energy, expanding the share of energy coming from on-shore (wind and sun) as well as opening up the prospects of off-shore investment. From today’s dependence on renewables to provide generally over 50% of electricity, the strategy examines, and supports, a shift to 70% of local consumption which, allowing for the inherent flexibility of weather conditions, means that the plan envisages the prospect of up to a peak of 80% from renewable sources. Even the prospect of a larger scale contribution from renewables means that the infrastructure to cope with that change and the financing of incentivising the investment needed, poses significant policy questions. The electricity grid must plan to cope with increased loads and create the flexibility that will allow more generators to connect.

JUNE 2021

The increase in available electricity will not mean that the Northern Ireland Renewables Obligation will be extended. New capacity is likely from more on-shore wind (and solar) farms joined by off-shore marine platforms. Investment will be incentivised possibly by the extension to NI of the ‘contracts for difference’ financial framework that is currently available in GB. The complete recasting of energy policies will be accompanied by measures to decarbonise heat and transport. Householders should anticipate steps to phase out oil boilers before they are later made illegal. In their place there will be heat pumps, and decarbonised and biofuel gas boilers. The change in transport will draw on the extended use of electric vehicles. Government will work to ensure that a national network of electricity charging points is created. The Executive has published an impressive well researched agenda. It is formidable. Missing so far is a clear step-wise delivery plan. This is no longer a debating challenge: it is time for implementation. ■

TRAVEL

Art imitates life in novel Bilbao trip Writer Adrian Duncan visited the Basque city of Bilbao to stroll the streets and form a character for his second book

n mid-June of 2018 I was two-thirds of the way through the ﬁrst draft of my second novel, A Sabbatical in Leipzig. Despite what is suggested by the title, the book itself is set mostly in the Basque city of Bilbao. It’s told through the eyes of a retired Irish engineer called Michael Pura, who spends much of his mornings thinking back to a period of his life spent in Leipzig.

should do. She said that I should probably go to Bilbao.

This section of the book takes place within the conﬁnes of Michael’s apartment, which is based on the apartment where I live in Berlin. If you were to draw the kitchen, corridor, bedroom, bathroom and sitting room as described by Michael, you would be very close to the shape of my apartment, an apartment I share with my girlfriend Niamh and our dog, Nellie.

It was this colour that drew me towards Bilbao in the ﬁrst place as a setting for this book; I reckoned Michael would live in an apartment with timber ﬂooring that glowed in the afternoon sun.

The problem was that at the two-thirds point of the book, Michael wants to step from his ﬁrst-ﬂoor apartment out on to his balcony to take some morning air. I knew nothing about my balcony in Berlin mirroring Michael’s balcony in Bilbao. So I asked Niamh what I

I had been to Bilbao only once before, with a friend, back in 2012 or so. We had been passing through to visit a relation of this friend. I remember little about the visit other than that the ﬂoor of their apartment was of parquet and it glowed a beautiful honey colour in the sun – a colour I have been unable since to forget.

Earlier in 2018 I’d received a visual-artist bursary from the Arts Council, so I decided that this was the time to make use of the money. I booked a return flight to Bilbao, aiming to stay there for five days and to try to find where Michael would live, where he would eat, walk, rest… I hoped, in a sense, to find him there. I stayed in a hostel in the old town quarter,

the Casco Viejo, toward the east of the city. For the first few mornings I’d rise early and walk around the streets looking up, trying to find the balcony that might belong to Michael’s apartment, the one, in my book, he would step out on to. One morning with the sun slanting down a narrow walkway, I came upon a street in the Solokoetxe area and as I walked along looking upward to inspect the building’s facades, I realised that the small balconies on the apartments to my left would most likely be the sorts of balconies that Michael would find handsome too. I chose one balcony at the end of an old apartment block and decided it is where Michael would live. I began overlaying my apartment in Berlin upon this apartment in Bilbao, one with a view towards the Church of St Anthony and the river, a view Michael would see each morning when he stood on this balcony taking some air. Once I had the apartment settled on, I decided to explore the city as if I were Michael, this widower in his late 70s.

TRAVEL

opening out to the south. I realised how physically separate the city is to the rest and for a moment the strange isolation of the Basque language made a modicum of sense to me. There is one bridge along the river that Michael, in the book, develops a particular dislike for. It is called the Zubizuri and it was designed in the mid-1990s by the famous Spanish engineer/architect Santiago Calatrava – also famous for the Samuel Beckett Bridge in Dublin. Michael dislikes the design of the bridge in Bilbao because he is of the opinion that bridges are far too serious to be designed to look like other things. In the case of the Zubizuri, Calatrava seems to be quoting the shape of a fish’s spine being lifted from the water; its backbone and ribs forming the structure that holds the walkway beneath.

I soon realised that there were certain streets that were too steep, certain cafés too noisy, but also certain bars that would be perfect and parts of the promenade along the river that he would enjoy too. I began to discern a daily route. The many bridges of Bilbao would fascinate him, so one afternoon I set out and conducted a survey of them, making note of their structure, primary material, form and ornamentation. I made sketches and took photos, and I soon came upon the bridge Michael would admire most – the Puente del Ayuntamiento, a broad double-cantilever bridge of decorative iron, with handsome lamps dotted along its length. A kilometre or so beyond this bridge, the river flows west and the large glinting Guggenheim Museum comes into view. I was aware of the American artist Richard Serra’s huge curved plate-steel sculptures that were within. These sculptures are over three metres tall and snake in a variety of arrangements across the enormous floor of the museum.

JUNE 2021

I reckoned Michael would be fascinated by these constructions, too, and these sculptures – titled The Matter of Time – not only entered into the habits of Michael’s life in Bilbao, but also deep into the narrative of the novel I was writing. In the evenings I would return to the old town for some pintxos and some wine. I found it pretty tiring covering so much ground while pretending to be someone else. Then, I’d sleep well each night in the small hostel room I rented. On my last day there, I took the funicular up to a south-western ridge of one of the mountains that ring Bilbao. On the northern side of this ridge, I looked down upon the city making sense of the edifices I’d drawn, or written about, or simply walked around. Up there, I could thread their positions together a little more easily in my mind, like beads on a distant necklace. Then, before taking the funicular back down into the city, I walked to the other side of the ridge. It was a clear day and I could see from this other side, the plains of Spain

In truth, I do not like this bridge either, largely because of the way it vibrated in the wind as I traversed it. It seemed to be trapped between two structural systems, and this indecision in the design made me feel queasy. The next day, when I flew out of Bilbao, I realised that the airport was also designed by Calatrava. Because I had a few hours before I’d to board, I was able to walk around the building, taking it in, trying to make sense of how it stood up. As I looked at the details and form of the primary structure of the airport, I came to like very much the design; it struck me as a mirror of the Zubizuri bridge in town. It seemed as if the structure had been turned upside down; the walkway of the bridge became the roof of the airport. While I was looking at the structural fins leading up to the airport’s roof, I remember wondering if perhaps, like these two structures, Michael and I were not also somehow the inverse of each other too. ■ Adrian Duncan is an award-winning author of two novels, and a new collection of short stories ‘Midfield Dynamo’, €12, published by The Lilliput Press.

TECHNOLOGY

Time to try a red apple? Tim Cook has unveiled a range of new products and services across the Apple range, including top end, brightly coloured iMacs. Adrian Weckler takes a look at what’s been announced pple has quietly introduced new products and services into Ireland on top of the flagship iMacs, iPad Pros and AirTags.

The device goes head to head with Amazon’s Echo and Google’s Nest speakers, but is smaller than comparably priced products from Amazon and Google.

The company has launched its HomePod mini speaker into the market here, selling for £99.

Simultaneously, Apple has also expanded Siri in the Irish market, making it available on Apple

TV devices. Siri is also the backbone voice command service used by the HomePod. But most attention this week will be focused on the company’s new range of coloured iMacs, a callback to Apple’s original candycoloured iMac of 1998, credited as the

TECHNOLOGY

The company has also added white to the colours available for its Magic Keyboard. The device’s new cameras were introduced during the launch by Apple’s Irish camera designer, Fiona O’Leary. Ms O’Leary, who works at Apple’s headquarters in Cupertino, is a graduate of Dublin’s National College of Art and Design. The updated machine also serves as a reminder that Apple will not merge its MacBook and iPad Pro lines any time soon. turnaround product introduced by Steve Jobs

While the new AirTags are likely to be popular

Meanwhile, Apple has upgraded its Apple TV

to rescue the company.

with iPhone users, their introduction could spur complaints from market leaders Tile, which has already lodged objections with the European Commission about what it claims is an anticompetitive environment created by Apple. Apple’s response has been to partially open up its ‘Find My’ ecosystem.

4K set top box, to allow for HDR at higher frame rates. This comes courtesy of a chip upgrade to the A12 processor. The device also comes with a new remote control that, for the first time, includes Siri voice control.

Apple also updated its iPad Pro tablets, adding extra engine power, new high-definition screen technology and more powerful cameras.

to enhance films and TV series with television specifications.

The new iMac, which only comes in a 24-inch size, is twice as slim as the current range of iMacs and comes in a choice of seven different colours: green, yellow, orange, pink, purple, blue or silver.

The new set-top box can also calibrate colours

While it houses Apple’s powerful new M1 chip under the hood, it retains a large ‘chin’ where other all-in-one computers are progressing to full-screen formats. The new iMacs, which cost from £1,249, have improved HD webcams for video calls as well as high-end 4.5k displays and claimed studioquality microphones. They also have new speaker systems. A range of coloured accessories, such as keyboards and mice, have also been released with the computer. One of the company’s other main launch items was a new gadget called AirTag, which can be attached to items prone to be misplaced, such as keys. The AirTags will work with Apple’s ‘Find My’ system, which includes ‘last known location’ and is live over Bluetooth. When called upon from an iPhone, the AirTags emit a sound to tell the user where they’re located. The AirTags will have a year’s battery life. For those with a lot of extra cash, Apple has launched a Hermés range of accessories for the AirTags that otherwise cost £29 each or £99 for a pack of four.

JUNE 2021

Its M1 processor is now the backbone of the company’s professional tablet, meaning that it matches the MacBook computers for power and speed. Apple has also added a higher, two-terabyte storage version which will cost up to £2,250 for the wifi-plus-cellular version of the larger 12.9-inch model.

The tech giant has also launched a subscription podcast service, which pits it more squarely against services such as Spotify. However, Apple will charge podcasters 30% of subscription income in the first year, falling to 15% in the second year. Lastly, Apple released a new purple colour variant for its iPhone 12 and iPhone 12 mini. ■

Uncovering the 9-5 NAME: Rob Hill POSITION: Head instructor, Finnebrogue Woods Bushcraft & Wild Sleeping

6am I am an early bird and a stickler for routine, so always rise early regardless of what I might be doing. While enjoying my morning brew (tea over coffee every time) I take in the bird song and look up at the sky, analysing the weather for the day ahead. 8am After a bite to eat and getting my kit sorted, I will head to Finnebrogue Woods, check in with the team and head off to my wild camp. On route to the camp, I will ‘read the morning papers’. This is a tracking term we use which basically means observing and focusing on things that might have gone on in the woods overnight – new markings, tracks, footprints etc. This ability is used for tracking wildlife, however, can be applied in various aspects for the outdoors and other wilderness skills. Another big part of this is listening to bird song, which also provides an abundance of information on multiple happenings in natural surroundings. It’s one of the things I love most about Finnebrogue Woods, despite only being a 45 minute drive from Belfast, you feel truly immersed in the wild, it’s a little haven. 9am Once reaching camp I journal, this is a habit I like to keep, I will make a note of the weather and moon cycles. Then I will start preparation for the day ahead. Bushcraft at Finnebrogue Woods is a new experience, offering a hands-on immersive insight into bushcraft and foraging. I cover everything from how to make fire and build a shelter in the woods to identifying wild foods and fauna. It’s designed to give participants a brief insight into the bushcraft and survival skills world, hopefully inspiring them to come and get involved with more in-depth courses in the future, or even come to stay over and experience the ‘wild night in the woods’ offering.

10am Time to meet the guests. After being closed due to Covid, it is a joy to welcome people back to Finnebrogue Woods. On arrival, the guys will do the usual paperwork and health and safety brief, we then set off on a short walk through the woods to the main camp. On the way I will give a brief introduction on myself and Finnebrogue Woods and get to learn more about the group. 11am After a tour and breakdown of the camp, the outside toilet is often the highlight, it’s onto making a fire. Usually, using a primitive method (friction mostly), upon which the group should take in the process, as straight after they will be thrown in the deep end with a challenge of making fire themselves. I will demonstrate the material I had prepared, which covers tinders, kindling, fuels, ignition methods and a bit of history, which takes us right up to lunch. 2pm Well-fed after a tasty lunch which the group

will have cooked on the open campfire, we will then cover the next skill, emergency shelter building. This takes the guys on a mini hike to a designated shelter building set up and after a demo they get underway, building their own shelters. Children usually always have a different concept of priorities during this period, sometimes even planning windows, gardens and where to hang a painting. After shelter building, I guide the group on a foraging walk, covering edibles, medicines, material uses and many other uses of the plant life, trees and fungi we come across. 4pm The experience for the group usually finishes at around 4pm, where I wish them farewell and hope to see them back as soon as they can for another visit. I then head back to camp, clear up and then chill out by the fire and journal. 5.30pm Before heading off, I check in with the team and get an update on bookings for the next few days and that rounds off my day.