Ulster Business March 2021 by Ulster Business

Contents 06 News A host of the latest news and exclusives from across the world of business

33 Tourism, travel & hospitality

77 Motoring

John McGrillen on the road ahead for NI

Pat Burns takes a look at performance motors and a cleaner and greener option

14 Cover story

43 Tax & accounting

86 Photocall

PwC’s market leadership team on playing a key role in our economic recovery

As the tax year comes to an end Ulster Business looks at what firms can do differently

A look at what has been happening across Northern Ireland over the last few weeks

20 In Focus

55 Retail

94 Travel

John Mulgrew speaks to the new directorgeneral of the CBI, Tony Danker

Ingenuity is helping many firms here pivot and deal with the challenges of the NI Protocol

Ski touring in the heart of the mountains enthrals Catherine Murphy

30 Analysis

65 IT & technology

96 Technology

A year after the pandemic struck we look at what’s needed to fully get back to business

The Irish firms playing their part in helping businesses make the key jump to online

Samsung Ireland boss Conor Pierce speaks to Adrian Weckler about another busy year ahead

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MARCH 2021

EDITOR’S COMMENTS

Journey still ahead for us and the EU

ou would be hard pressed to fully understand the situation the UK and Ireland finds itself in as the protocol gears continue to turn. It’s certainly been something of a mixed bag for many – heated words, but the occasional deluge of hyperbole, exaggeration and, quite frankly, nonsense from some political avenues. Anecdotally, but also backed up by recent surveys, there has been frustration among Northern Ireland firms that many of their GB counterparts have simply not invested enough time, resources or care into adapting to the challenges the protocol brings to some trading across the Irish Sea. But others have adapted well, as we’ve

already seen. The NI Protocol continues to have heavy backing from the majority of those represented at Stormont, however, political unionism has been significantly less enamoured with it in recent days and weeks.

and, in the short term, a potential for the extension of grace periods on a range of checks.

But the protocol has had continued backing from many in the business community, including the new head of the CBI, Tony Danker, whom I chat to in this edition of the magazine.

In this magazine we speak to PwC about its market leadership team and the move to its new headquarters. We also take a deep look at Covid-19, one year on, speak to our tourism sector about building back, the retailers pivoting to deal with Brexit changes, and the tech firms helping power our companies to the switch to online selling. And work is already underway on our Next 200 edition – charting the success stories of our leading SMEs. ■

The woes and worries that have emerged as a result of its introduction have now seen the first meeting of business leaders here, along with Michael Gove and Maros Šefcovic – the man in the EU tasked in engaging in further post-Brexit negotiations with the UK over trading arrangements

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

And with that, welcome to this March edition of Ulster Business.

John Mulgrew

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

Printer W&G Baird Greystone Press, Caulside Drive, Antrim BT41 2RS www.wgbaird.com

www.ulsterbusiness.com

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

@ulsterbusiness

Ulster Business Magazine

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MARCH 2021

NEWS

Tony Danker

month IN numbers A

200

The number of new jobs being created by professional services firm KPMG. The company is setting up a new ‘centre of excellence’ in Belfast.

5.3%

House prices have been tipped to continue to rise in NI during 2021 after a 5.3% year-on-year jump to an average of just under £148,000.

The number of years MIT Technology Review’s ‘EmTech Europe’ conference will take place in Belfast. It’s due to take place remotely and virtually in May this year.

54%

The percentage of NI businesses which have seen UK sales contract in the last three months, according to the Northern Ireland Chamber of Commerce and Industry.

I believe in possibilities of protocol: CBI boss By John Mulgrew

pivoted, or turned their backs, on much of their GB business as a result of the added complexities, he said: “The question will be, if people make those kinds of decisions now are they making long-term decisions now, or short-term decisions.

In an interview with Ulster Business, Tony Danker – the new director-general of the CBI – says that “to give up on something after (a few) weeks, after being in the European Union for 50 years just feel premature to me”.

“I think the hope we would all have is that they are making short-term decisions and avoiding blockages for completely logical reasons, but that the long-term competitiveness for Northern Ireland and the UK will still make this a great market to trade and operate in.

“Businesses want the NI Protocol to work… all the support mechanisms are in place to make this successful… I endorse that. I believe in its possibilities,” he says.

“We are rushing to too many conclusions, six weeks in. This needs to be simpler over time… I think it’s far too early to be calling time on any of this.”

“I think we need a bit of stability now, and then I think we need some certainty. NI members and NI business thought and felt, and still feel, that this was the best option available, and has real long-term prospects.

While the CBI and other organisations are preparing for the reopening of our economy in the coming weeks and months, he says it is key that financial support continues.

he new Northern Ireland-born head of the UK’s biggest business group says he “believes in the possibilities” of the NI Protocol and there shouldn’t be a rush to spike it, Ulster Business can reveal.

“To give up on something after five weeks, after being in the European Union for 50 years just feel premature to me.”

Mr Danker says the projection is that the economy across the UK as a whole could be back to pre-Covid levels by the end of 2022. Read the full interview on page 20-22

Speaking about companies which have already

NEWS

New office scheme for city centre

new nine-storey office building is being developed in the heart of Belfast city centre, Ulster Business can reveal.

The Well is a 35,000 sq ft scheme, which will see the former offices of HMRC on Wellington Place transformed into “Belfast’s healthiest office building”. It’s been developed by Lotus Property and designed by Like Architects – the firm behind the nearby Merchant Square building, now home to PwC. The building, which is being marketed by Osborne King and CBRE NI, is due to be completed by the end of 2022. It’s understood staff wellbeing, air quality and a ‘door to desk’ contactless system are among some of the scheme’s selling points. The original building was bought by Lotus Property, after HMRC built its flagship Erskine House building to house its staff, based on Chichester Street. Lotus owns a range of other major developments in Northern Ireland,

MARCH 2021

including The Boulevard in Banbridge. However, this is the first office scheme it’s embarked on in Belfast city centre.

NEWS

Tourism NI chief John McGrillen

Quotes OF THE month “This year has been the year of the roll-out on two fronts. The roll-out of the vaccine will be the single biggest factor driving economic performance later in the year. Meanwhile the roll-out of red tape linked to the new Brexit arrangements will hinder Northern Ireland’s economic recovery by adding costs to business and restricting trade.” Ulster Bank chief economist Richard Ramsey speaking following the publication of the latest PMI index.

“It’s clear that we will be entering a new normal even post-vaccination. We will have new workplace, testing and economic realities to live with.” CBI Northern Ireland director Angela McGowan speaking as the organisation called for a roadmap on reopening the economy.

“Despite the challenges the travel industry has faced during the last year, we continue to pride ourselves in offering the very best service to our guests.” Howard Hastings of Hastings Hotels speaking after the group won an award for the ‘Best Luxury Hotels Collection’.

Republic and GB visitors ‘needed boost’ to NI tourism

continued boost in visitors from the Republic and GB could help the tourism sector here bounce back but not all our businesses will make it through the crisis, it’s been claimed. Tourism NI chief John McGrillen, speaking to Ulster Business, says visitor numbers from south of the border soared 200% in August last year. And he confirmed the organisation is seeking a fresh contractor to undertake new research to assist in planning its recovery and what will help attract visitors to Northern Ireland. “(It’s about) how do we respond to make sure we have the right activities. It’s to help us where (we) need to be going and inform us about any future investment going forward.” The ability to build back what NI had before may be an easier journey than that of our neighbours, with around 76% of our tourism dependent on travel from within the UK and the island as a whole.

“Northern Ireland did well with visitor numbers from the south last year. In August, bookings were up 200% from the Republic,” he says. “And looking at reviews online… reviews from those from the Republic were up 51%. “We were able to introduce Northern Ireland to a new audience – feedback has been very positive. Our challenge is going to be to encourage those people to return, and encourage many others to come. “There is no expectation of (international) visitor numbers of a significant proportion until 2022. “As people look towards holidays, they are going to be much more activity-based – connecting with nature, exploring authentic experiences, and a lot of that based on the landscape. We are well placed to be successful in that market.” Read the full interview on page 33-36

NEWS

New Lidl store for west Belfast

The current store on the Stewartstown Road

idl is planning to build a new supermarket at its Stewartstown Road site in west Belfast, it can be revealed. Plans will see the demolition of the current store and a larger supermarket built on the site, early new plans show. Last year, Lidl in Northern Ireland announced an investment of £32m in five stores in the greater Belfast area, adding 100 new permanent jobs and supporting up to 1,000 jobs in the locality during the development and construction phases. According to the company, an independent review of its operations published by Oxford Economics in 2019 showed that Lidl Northern Ireland already contributes around £180m to the economy each year.

MARCH 2021

The latest Kantar figures show Lidl posted a more than 20% rise in sales over the last year. The German giant, which has 40 stores here

and accounts for 6.5% of the grocery market, said recently that further growth is in the pipeline as it plans to recruit 170 new team members.

NEWS

Brian Clarke

Pizza sales ‘up 20%’ amid GB growth plans F our Star Pizza says it has seen an almost 20% surge in sales here in the last year and it will now look towards expanding into GB later this year, Ulster Business can reveal.

Brian Clarke, director, told the Ulster Business Podcast with Bank of Ireland UK, that while the pandemic has proved to be a “testing time”, that it saw a sizeable increase in sales. And he said, as the UK and Ireland aim to emerge from lockdown, it will turn its attention to growing the business. That includes opening up several stores in GB. “It’s been a very difficult and testing time for everyone, including our industry,” he said. “In the north we closed most of our stores at the end of March for about six weeks to make sure we were following the Government guidelines.

“That being said, our increase in revenue in the north is running in 19%, year-on-year, even though we had a six week closure. It’s good to see things coming somewhat back to normal.”

The company also saw an Ireland-wide jump of 34% in online orders made using the company’s website and app. Online orders now account for almost 65% of all sales.

sometimes when things are tricky for people and they are making decisions, you sometimes revert to brands you can trust. “We are incredibly lucky to have great franchisees across the network who are able to bring the background support that we have to fruition for our customers.”

He said the company’s brand strength and loyalty had been key in ensuring it’s maintained strong sales. Four Star Pizza has 15 locations in Northern Ireland.

Speaking about its plans for further growth, he said: “We had huge growth plans in 2020, and although the existing business did incredibly well over that period of time, the number of new stores that were opened was restricted.

“We have been in the business for a long time and we know how to deliver properly. I think that changing customer behaviour suited our model,” he says.

“We had plans to move into the UK as a well, but that was restricted… looking at 2021, hopefully we will start to move the store count forward again.

“We have also built up a really strong brand loyalty over that same period of time. I think

“It could come down to being the second half of this year. That’s certainly on the cards.”

NEWS

‘Green’ ferries firm to treble workforce

Mark Gillan

Belfast firm developing new zero-emissions electric fast ferries will more than treble its workforce to 100 by next year, it has emerged.

Artemis Technologies is undertaking a major recruitment drive as it ramps up its programme to develop and build a new class of zeroemission ferries in the city. It now says it expects to increase its headcount to 70 by the end of 2021, and see that number surge to 100 by this time next year. The £60m project is led by the company’s chief operations officer and Co Down man, Professor Mark Gillan. He’s a former Formula One chief, who has held a series of top roles including head of the race team at Williams. “This is an incredibly exciting time for Artemis Technologies, and the wider maritime sector, as we make strides towards a net zero future for the industry,” he said.

You can read more on page 74-75 or listen to the Ulster Business Podcast with Bank of Ireland UK

NI businesses asked to donate resources to support home-schooling children

esponsible business network Business in the Community Northern Ireland (BITC) is asking companies in NI to get behind its Digital Donation Appeal and provide the hardware, internet connection and digital skills support young people need to ensure they have the tools to continue learning from home. In Northern Ireland, as many as 30,000 children and young people do not have access to a laptop, desktop, tablet or wi-fi connection at home meaning that they are unable to connect to their teachers or friends and may fall farther behind their peers. Kieran Harding, managing director, BITC said: “We are asking for businesses to help young people, the workforce of our future, get the digital access they deserve. “The situation is critical, and it is more important than ever to plug the digital gap. A&L Goodbody, Allstate, Arup, Belfast Harbour, BT, Cleaver Fulton Rankin, Danske Bank, Henderson Group, Heron Bros and Power NI have already stepped up to support the appeal, but we need more businesses to get involved to ensure we can achieve our aim of getting 10,000 children the resources they need to reach their full potential.

MARCH 2021

“The impacts of this time will affect children, families and the economy for years to come, but business can help now.” BITC is calling for businesses to give in three ways: • Cash donations for new and repurposed equipment • Device donations including PCs, monitors, laptops and tablets • Staff volunteers to provide schools with digital skills support Visit www.bitcni.org.uk for more information on the Digital Donations Appeal.

RECRUITMENT

Advance planning puts you in prime position to succeed in new leadership role By John Moore, Hays NI managing director

t’s always interesting to see how renowned company founders and leaders handle the transition away from the top job at a business they are synonymous with. When Amazon’s Jeff Bezos surprised everyone by announcing he was stepping down as chief executive of the global tech giant to the newly invented position of executive chairman he said being chief was “a deep responsibility, and it’s consuming”. Jeff Bezos – who founded Amazon out of his garage 25 years ago – said he still had plenty of energy but would rather work on new products and projects than the daily running of the business, which will now fall to long time senior executive Andy Jassy. While few companies are on Amazon’s scale, many organisations in NI will have experienced the challenges of bringing in a new leader. Making the call to bring in someone who will enable them to step back from the daily grind is a hard one for any founder working on their succession plan. But it’s perhaps harder for the person who assumes the mantle of chief after them, whether they are an internal promotion or external hire, to handle that change. The circumstances of starting a new leadership role can vary greatly, particularly during a pandemic, but there are a number of steps newly appointed leaders can take to make their first weeks a success. Be ‘leadership’ ready Most organisations provide some form of welcome material for new appointments, but make sure you ask for anything you need to prepare. Many senior managers ask for leadership biographies before applying for a role, so use these to start getting to know the key people around you. Most senior leaders will also have a social media presence, giving you a window into their opinions and interests, and perhaps some common ground

you can use to help build new relationships. Information like financial trading updates, annual reports and news announcements are also all useful. Make sure you understand what you are expected to have achieved in your first six months in a new role, and that you differentiate between the day-today challenges of the organisation and the company’s long-term vision. Listen to your team Whether you’re a first time chief executive or experienced C-suite executive, gaining the support of your team is critical to success. The relationships you foster in your first weeks and months in a role will enable you to get closer to the real issues experienced by your direct reports and teams. Schedule meetings with all your colleagues and reports, from senior managers to interns, to get an insight into the business and establish yourself as a manager who values their input. And make sure you listen, and follow up in your subsequent communications and meetings. Most people relish the chance to share their expertise, so go into conversations with an open mind. Ask lots of questions and try and avoid the temptation to change or ‘fix’ everything immediately.

Agree short-term plans You’ll have discussed the expectations of your role during the interview process, but make sure you are very clear on your specific objectives. It can be tempting in a new role to try and do everything at once, but that’s rarely a successful strategy and can lead to burnout. Be focused on what success looks like for you in the first 100 days by setting specific goals. Plan for the team you need today – and tomorrow. While meeting with your new colleagues you’ll weigh up their skills, strengths and weaknesses and how they can best support delivery of your objectives. Establish a structure for formal and informal meetings to keep everyone aligned to your goals and objectives from the start and identify any potential skills gaps within the team. For some new managers the first order of business is to recruit a new team to deliver a new project or function, or to address known skills gaps. Whether you are stepping into the shoes of a multi billionaire like Jeff Bezos or a familyowned firm with 40 staff, preparing as much as you can before day one on the job is essential. ■

COVER STORY

PwC: building back with speed, imagination and care The best place in the UK to live and start a business is Northern Ireland, according to PwC’s latest Future of Government survey. So it’s no surprise that the region has always been an important market for the firm, not only serving local businesses but also as a base for Operate, its fastest-growing division. Ulster Business speaks to the Northern Ireland market leadership team that’s building on our optimism and playing a key role in the region’s economic recovery

evin MacAllister – who heads up PwC’s Northern Ireland Market leadership team – says its development was a natural evolution following the challenges of the pandemic. “There is a lot of pent-up energy in the market: businesses have had to dig deep to survive and, for those who can, they’re keen to get back into the traffic again. We’ve dedicated the best people with a diverse range of skills to meet those demands. We’re working with local firms that are looking for opportunities in a deals-led recovery, who are keen to expand in export markets and supporting international businesses to move into our market.”

Kevin says clients here have access to our global expertise – at the touch of a button. “This team has a wealth of world class experience in its own right but it’s also a conduit between our clients and experts across PwC’s national and international network. It’s never been as easy to get the right people into a boardroom as it is now with online platforms – clients quickly see the benefits they get from being able to get PwC specialists round their table.” As a business itself, the local office has seen huge growth in recent years as a result of Operate, its operational delivery service. PwC

has worked with schools, universities and colleges in nurturing a talented, educated workforce at the forefront of developing client solutions. Kevin feels very strongly about PwC’s purpose – it has always been a guiding light for the firm. “We are part and parcel of the Northern Ireland economy and community – contributing and acting as a strong voice for the region. A firm of our scale and size also has the international reach, the ability to tackle complex problems and capability to help grow and expand this region.” Taking on the top job in the region, during a pandemic, wasn’t on Kevin’s bucket list but it’s clear to see that he’s enjoying the challenges.

Inside the new Merchant Square offices

“Getting the next couple of years right for businesses here is the most important thing for me in this role. We’re all based here and have families and friends who need Northern Ireland to work at its best – for us, this is personal.”

COVER STORY

Cara Haffey PRIVATE BUSINESS LEADER If there is one thing that Cara Haffey believes in, it’s that Northern Ireland businesses never cease to amaze. “Many businesses here have been through a tough time but I’m impressed by their agility, resilience and sheer creativity. It’s now time to rethink their business structure and reconfigure operations, skills, the supply chain and even the business model that’s needed to succeed in the new world and to take advantage of the opportunities that are coming from it.”

Lynne Rainey, Dr David Armstrong, Kevin MacAllister, Aine O’Hare and Cara Haffey

Aine O’Hare INTERNATIONAL MARKETS LEADER As well as leading Northern Ireland’s tax practice, one of Aine O’Hare’s key roles is helping local businesses expand into new and existing markets and supporting inward investors. She believes local businesses can showcase themselves more on the international stage. “Few businesses haven’t faced challenges with Brexit and the pandemic, but there are also lots of opportunities. We’ve a history of innovative, ambitious businesses in Northern Ireland who are not afraid to seek out new markets. That’s what I’m here to help with.” Prior to returning home to Northern Ireland, Aine worked with the Global Tax team in PwC Sydney, delivering international tax expertise to clients across the globe and is well-equipped to assist clients with their expansion plans.

MARCH 2021

“It’s important that businesses trading internationally get the right advice when it comes to international structuring, financing, acquisitions or regulatory compliance. Through our global network and specialist country desks our clients can access a vast array of skills and expertise as they explore and enter new markets.” On the other side of the coin is the allimportant foreign direct investment (FDI). Aine says PwC has a critical role to play not only in supporting existing FDIs but also in encouraging new investors. “For the same reasons PwC has invested here, we’re seeing more overseas investors consider Northern Ireland as we move towards a postpandemic, post-Brexit world. This region has everything business needs to succeed: a smart, innovative workforce, competitive costs and great infrastructure.”

And Cara says that a deals-led recovery will be key to Northern Ireland’s postCovid success. “Businesses have taken the time to stop and think strategically – what they want their business to look like post-pandemic, post-Brexit. And a deals strategy is a route forward. It’s not about getting the business back to where it was; it’s about getting it where it needs to be.” Cara is also PwC’s Manufacturing leader for the UK. “Manufacturing is crucially important to our economy here. To remain agile, manufacturers are investing in new product development, expanding into new markets and digital technologies and reskilling the workforce – the world of virtual meetings has made it even easier for us to loop in our national and global experts to provide specific industry insight and advice.” >

COVER STORY

Kayleigh McLaughlin, PwC’s Lynne Rainey, the Dean of St Anne’s Cathedral, Stephen Forde, and Benny Miskelly, PwC purpose officer

Dr David Armstrong

Lynne Rainey

GOVERNMENT AND PUBLIC SECTOR LEADER

PLACE AND PURPOSE LEADER

One of David Armstrong’s key roles is examining how public services and arms of government are run here.

Leading Place and Purpose in Northern Ireland, Lynne Rainey ensures that PwC maintains regional relevance and delivers a strong, positive contribution to society.

“The pandemic has highlighted the fact that public services are not as agile or as fit for purpose as they should be. That’s the challenge going forward: how to build back a better, more efficient, costeffective public sector to support the NI economy and its people. “And the additional challenge is around how we do that fairly. The latest Future of Government survey found that Northern Ireland is the best place to live and start a business, yet people here also felt more concerned about inequality between the regions. Add in the ‘net zero’ target for carbon neutrality and that gives another dimension. Government needs to transform.” David has an extensive portfolio of work with the UK Government and at a national level for PwC, including transforming workforces and delivering key digitisation across sectors such as healthcare. “While my role has been national, Northern Ireland is home and its future is incredibly important to me as a citizen, an economist and an employer. We’ve done some inspirational work across the UK and it’s very clear that effective transformation requires a level of coordination and cooperation across the public and private sectors. What we also know is that where there’s a will, there’s a way and at PwC we want to be part of the solution.”

“When lockdown hit we faced many challenges including the remote delivery of work to our clients, supporting our communities and the wider economy and how we looked after our people’s mental and physical wellbeing. “I’m really proud of what we’ve achieved with our many volunteers who helped with our Into Tomorrow programme, supporting young people at risk of suicide; manning the phones for Advice NI’s Covid Response line and giving Belfast’s Black Santa a digital presence with a website and social media campaign to boost online giving when footfall in the city was non-existent.” Recognising that successful offices of the future need to evolve, PwC has been guided by its commitment to place and purpose to make sure its new headquarters, Merchant Square, would support both its people and its clients. “It will have a dedicated wellbeing space where staff can go to meditate or do yoga during the day, taking some time for themselves and their mental health. And we’ll bring our stakeholders into our new tech – enabled Frontier space to debate and find solutions to make NI a fair, inclusive, green and prosperous place to live and do business.”

TECHNOLOGY

Biggest tech considerations for NI business in 2021 By Peter Russell, managing director, CANCOM in Ireland

ast year was a busy one for IT and digital overhaul. With lockdown putting business continuity at peril, remote working technology, cloud adoption and online services all proved to be vital assets to our public and private sectors. However, after rapidly adopting numerous IT initiatives, businesses now face a new set of challenges. Organisations must now focus on optimising IT investments, securing themselves from cyber-threats, and ensuring digital transformation efforts reflect the ever-changing parameters of the modern workplace. Rushed IT investments must be reexamined At the height of lockdown, over 80% of customers stated that Covid-19 was the biggest technology pressure ever faced. IT projects that would usually take years to be delivered were pushed through in weeks and months; long-term solutions were overlooked in favour of short-term fixes, and ongoing uncertainty led some companies to adopt new tech, perhaps too hastily. Businesses are therefore now expressing concern about the long-term impact, finding themselves with problems that could start to cause issues in terms of resourcing, workflow and competitiveness. Business leaders and decision makers must now take the time to ensure business operations are optimised effectively.

Companies should seek to optimise remote collaboration – the time between employees working from home and employees utilising office spaces – and organisations must ensure they provide the tech that enables this type of collaboration. Behavioural analytics will continue to offer crucial insight Remote working has also pushed businesses to look further into behavioural analytics. Technology offers extensive insights into people’s working patterns and combining the likes of tracking devices with data sources has the potential to provide a comprehensive

overview of how workers engage with technology. This in turn delivers insights around which tech investments are being maximised and which businesses can make savings on. Businesses will take a more proactive approach to cyber security As remote working grows, so will the number of devices, and so will cyber risk. 2021 we will see huge investments made into security services and products to help gain some control to counter the ever-changing threat. This year will bring the return of foresight Digital transformation in 2020 was defined by crisis and urgency. Businesses must draw upon their experiences of everything the last 12 months has brought, whilst ensuring they are planning for growth this year. Put simply, 2021 and beyond must see the return of foresight. Optimisation and strategy will be the initial focus as business leaders attempt to steady themselves following the turmoil of last year. Only after overcoming these challenges can Northern Ireland business begin to capitalise on the opportunities presented by the new post-Covid world. ■

The working environment will change Last year’s shift to remote working was one of the biggest occupational overhauls in recent memory and many still don’t envisage ever returning to the office. The year ahead will eventually see a shift to a hybrid business model that accommodates both physical and remote working.

MARCH 2021

PROFILE

John J Doyle makes new appointment to drive projects

orthern Ireland refractory engineering company and commercial chimney specialist, John J Doyle Ltd, has announced the appointment of Alan Todd as contracts director to drive and manage all aspects of design and installation of medium to large scale commercial and industrial projects.

Alan Todds has been appointed as contracts director with John J Doyle

In addition to becoming contracts director, Alan has been appointed as a board member. Alan is the first person outside of the Doyle family to join the board in the company’s 93-year history. Since joining the company in 2015, Alan has been an integral part in evolving commercial strategy and innovation. Alan has been the lead project manager for prestigious projects including Ulster Hospital, Full Circle Generation waste plant and major international data centres. Speaking about the appointment, John Doyle, managing director said: “From the day Alan Todd joined John J Doyle Ltd, he has been a valued member ensuring the smooth deliverance of projects of all sizes on time, to budget while providing outstanding service compliant with all European, regional and local standards. Alan’s willing attitude and technical knowledge has helped strengthen our client and customer relationships. His appointment to the board confirms our long-term growth plan for John J Doyle Ltd. “This year has presented unforeseen challenges in every industry across the world. These challenges within the engineering and construction industries have seen large and small firms struggle but has also provided a space for innovation and growth. Inventive processes, a strict dedication to our clients and partners, and core team members, like Alan, are always at the centre of our practices and projects completed, especially over the past 12 months.” And speaking about his new role, Alan Todd said: “I am looking forward to this new step

on my journey with John J Doyle Ltd. Over the years, I have enjoyed playing part of the expansion of the commercial and industrial department. I look forward to working with both existing and new clients to deliver first-class technical design, supply, build and management services.” Alan’s success in the industry is due in part to his strong relationships with clients and partners. Martin Garvey, managing director of Euro Gas Ltd – which has been a partner with John J Doyle Ltd – for many years, said: “I am delighted to hear the news of Alan’s appointment as contracts director. Having worked with him and John Doyle for many years, Alan has always been helpful, responsive and willing to go the extra mile to get things done. I look forward to the coming years and wish him the very best.”

“Having worked with Alan over the past number of years across a number of complex and challenging projects, it is clear Alan has an in-depth knowledge of all aspects of the chimney and flue sector. I have no doubt that Alan will excel in his new role.” And Tom Moore of Sermet, said: “I was delighted to hear of Alan’s appointment to contracts director. Alan’s track record, experience and contacts within the industry are second to none. His strong knowledge and experience are a great asset to John J Doyle Ltd. We at Sermet wish him the very best in his appointment.” Alan is happy to provide technical guidance for commercial and industrial chimneys and can be reached by at alantodd@johnjdoyle. com. ■

Clients value Alan’s strong knowledge and experience in the chimney and flue sector.

John J Doyle Ltd, established in 1928, is the UK and Ireland’s oldest refractory engineering company and chimney specialists, providing expert solutions for chimney and flue design, supply, installation and maintenance.

Eoin Bennett of Caldwell Consulting said:

www.johnjdoyle.com

TECHNOLOGY

SustainIQ boosting company performance

ech firm SustainIQ is helping Northern Ireland companies harness their sustainability performance to increase their competitiveness in the UK. SustainIQ is a software solution improving how organisations monitor, measure and report on their sustainability performance. The platform works across four key customizable pillars capturing performance on: · Responsible procurement, · Environmental management · People, health and diversity · Community engagement and partnering The company’s clients produce integrated real time sustainability reports using the SustainIQ reporting dashboard. Maria Diffley, co-founder at SustainIQ, says: “With sustainability featuring high

on most corporate agendas, customers use SustainIQ to gain greater insights into their sustainability performance, and demonstrate their credentials to their clients and within the tendering process, particularly public procurement contracts.” Sustainability can account for up to 20% in a quality submission of a public procurement tender, therefore playing an important role in securing future work.

on construction and infrastructure projects including the new Belfast Transport Hub with Translink. SustainIQ is operating on over 500 sites throughout the UK and Ireland.

Sustainability is now included within loan applications for companies looking to secure finance from banks and other financial institutions and companies are also under increased pressure to comply with sustainability related legislation.

The team at SustainIQ is running free sustainability focused clinics with companies in March and April to help them find their competitive advantage.

As a result, SustainIQ has attracted interest from the construction, fast-moving consumer goods (FMCG), manufacturing and transport sectors. Its clients are also using SustainIQ

Get in touch with them to take advantage of this opportunity by emailing hello@sustainiq. co.uk or visit www.sustainiq.co.uk

Top tech event coming to Belfast

top global tech conference will call Belfast home for the next three years, it has emerged.

Belfast has been chosen as the location for MIT Technology Review’s ‘EmTech Europe’ conference, which will take place virtually this year on May 27-28. The event will include a host of business and cultural leaders, including chief executives, researchers and policy-makers. “MIT Technology Review’s mission is to equip audiences with the tools to understand and contribute to a world shaped by technology – our events bring that mission to life around the globe,” Nico Crepaldi, MIT Technology Review, said. “We are delighted to see the EmTech series returning to Europe, better and stronger than ever before, with Belfast as its hub.” And Tom Gray, curator of EmTech Europe, said: “To secure EmTech Europe for Belfast

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is a major coup for our burgeoning tech sector and wider industries. MIT Technology Review is a globally respected publication and being able to play host to one of its flagship conferences affirms Belfast’s place as a growing global tech hub.

“The conference will platform Europe’s most influential leaders in technology, policy and business, and will help start new conversations on how technology itself can rebuild a world that has been turned on its head.”

IN FOCUS

‘Business wants the protocol to work… I believe in its possibilities’ Belfast man Tony Danker has now filled the role as CBI director-general, representing almost 200,000 businesses. He speaks to John Mulgrew about endorsing the NI Protocol and “premature” talk of scrapping it, NI firms being better prepared for it than others, continued business support amid the Covid crisis, mutual recognition of qualifications across the island and not rushing in and making short-term Brexit decisions 20

IN FOCUS

While we’re focusing primarily on the here and now, a snapshot of Tony’s CV showcases a range of high-profile roles of late. He formerly worked for US management consultancy, McKinsey, spending a period living and working in Washington DC, before a spell in the Cabinet Office in Number 11 Downing Street. Then, it was seven years working as international director then chief strategy officer at Guardian News and Media, overseeing launching in the US and Australia. “Britain had a long tail of under performance,” he says. “Lower than the rest of the G7. It was true in every sector and regions and true in Northern Ireland. “That led to what Andy Haldane (chief economist at the Bank of England) said, that ‘the diffusion engine’ had stalled. “I spent three years at Be the Business trying to tackle that. Focusing on SMEs and why don’t SMEs adopt leading edge digital technologies, why do they not adopt the best practice in innovations and what are the barriers. And also why it was true in certain parts of the country and certain sectors… Northern Ireland had a major productivity challenge” Tony Danker

“G

iving up on something after (a few) weeks, after being in the European Union for 50 years just feels premature to me.” Tony Danker, the new Northern Ireland-born director-general of the CBI, sets out his views on the controversial Northern Ireland Protocol from the outset. “Businesses want the NI Protocol to work…. all the support mechanisms are in place to make this successful… I endorse that,” he tells me. “I believe in its possibilities.” Tony is now responsible for representing close to 200,000 businesses across the UK – a role now being fuelled by a trifecta of Covid, Brexit and climate change.

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Turning attention to what’s grabbing both the headlines and the attentions of businesses across Northern Ireland, Tony says companies remain behind the NI Protocol, and he “believes its possibilities”. “I think we need a bit of stability now, and then I think we need some certainty,” he says. “NI members and NI business thought and felt, and still feel, that this was the best option available, and has real long-term prospects. “To give up on something after five weeks, after being in the European Union for 50 years just feel premature to me. “I believe in its possibilities and I think Northern Ireland businesses believe in its opportunities… I am still optimistic about it. “The politics of Europe and Brexit can be febrile. I understand that more than anyone.

“But I do think that my hope is that given the enormity of everything around us – if you take the coalescence of Covid, Brexit and climate change now moving to a new gear, I think those things demand a focus on economic recovery and economic growth. I hope that endures.” Asked about certain cases whereby firms have already pivoted their business away from GB to avoid the issues, he said: “I think it’s a volatile time while these systems settle down and while people reconsider trading realities,” he says. “The question will be, if people make those kinds of decisions now are they making longterm decisions now, or short-term decisions. I think the hope we would all have is that they are making short-term decisions and avoiding blockages for completely logical reasons, but that the long-term competitiveness for Northern Ireland and the UK will still make this a great market to trade and operate in. “We are rushing to too many conclusions, six weeks in. This needs to be simpler over time… I think it’s far too early to be calling time on any of this.” It come as a recent survey from Manufacturing NI points much of the blame in consumer and business disruption at GB firms, unprepared, or, in some cases, unwilling to deal with the new hurdles in front of them. “Our experience is that Northern Irish members are more ready than GB members serving Northern Ireland,” Tony says. “But I also think it is early days. Everyone is getting smarter every week. “One of the things we are seeing is ‘rules of origin’ remains incredibly complicated for SME businesses, frankly too complicated, or the costs are too great. “I think what is really interesting about Brexit is there are the legal realities of the deal, there are then the operational realities of goods, cross borders, what will come next are the commercial realities that haven’t really >

IN FOCUS

been legislated for. It’s about GB firms servicing the NI market, it’s about NI firms choosing markets to export to. I think it is important to keep an eye on those.” Moving towards discussion as to whether the situation we find ourselves in strengthens an all-island economy and closer ties between north and south, Tony says he doesn’t want to “get drawn on anything that could be taken politically”. But he does say a key strand of what’s important is ensuring our services sector, in particular professional services, is protected across the island – with a mutual recognition of qualifications. “A lot is made about goods, agriculture and agri-tech and agri-food, but Northern Ireland has got an extensive professional services market which is working constantly south of the border, and this idea of mutual recognition of professional qualifications and the ease of trade in the services sector, that is big on our list,” Tony says. “We have agreed with Michael Gove and the taskforce that we will come back to all the outstanding issue which weren’t resolved in the deal and were deferred. “One of those is mutual recognition of professional qualifications. I think it is (important) to Northern Ireland services’ business to make sure that is in place.”

While the CBI and other organisations and businesses are preparing for the reopening of our economy in the coming weeks and months, Tony says it is key that financial support continues. “Don’t underestimate the costs and cash draw that will hit businesses in Northern Ireland and across the UK once the financial support comes off,” he says. “This is like us building a bridge from one side of a river to the other, and stopping at the three-quarter point. You have to finish the job.” He says the projection is that the economy across the UK as a whole could be back to preCovid levels by the end of 2022. “I do think the most pressing issue is what is going to be the glide path out of the crisis and into the recovery, and what does that look like for businesses in a real financial sense. “We are not lobbying hard to open the economy by a certain date. We respect the fact that it’s for the Prime Minister or First and Deputy First Minister to make decisions based on health data. I think what is important to keep an eye on is the state of play in terms of cash reserves among businesses.” And while productivity levels have been low in Northern Ireland, our disposable income lower than the rest of the UK along with GDP per

capita, asked if our own recovery here may be slower than elsewhere, Tony says: “I don’t know if I have any empirical basis on which to make that assumption. “The economy is more horizontal than you think… if you take a sector-based approach you need to think a bit more horizontally… Northern spending power is very good.” And so, will Covid shape our economy here, and beyond for the foreseeable future, and will we be talking about a post-Covid landscape in the years and decades to come? “The small answer is to say, there are a whole set of new workplace practices we are all going to get used to in the next couple years,” he says. “We are still going to be testing and tracing in a post-vaccinated world. We will be looking for new variants. There is going to be some element of social distancing, we are going to have new practices to open the events and hospitality sector. Let’s use that time now to anticipate that stuff. “The bigger point… I think it is definitely true that after 2008 the country was so focused on managing that crisis that people just didn’t have the bandwidth to think about the decade ahead. I hope that this will be different now. I hope the coalescence of these three shocks – Covid and its impacts, Brexit and its impacts and net zero targets in front of us.” ■

TECHNOLOGY

Law firm chooses Leaf for cloud services

elfast legal firm, MKB Law has chosen Leaf to deliver a complete IT managed service hosted in the Leaf

MKB Law’s ‘practice management system’ was able to perform efficiently while optimising the remote office experience.

Cloud.

MKB Law managing director, Gordon McElroy says: “Leaf has provided us with a robust, cost effective and secure IT solution and assisted in modernising our IT operations. Leaf’s support has been first class, with a direct line to an engineer, which has proven invaluable to the day to day running of our business.” MKB Law needed to complete its secure remote working strategy and engaged Leaf to review its existing technologies with the aim to provide a platform that delivered reliable performance. The Leaf Cloud platform is a powerful remote environment ensuring that

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With infrastructure located in the Leaf Cloud, it has enabled an always on, secure and resilient service which includes a dedicated hardware failover solution. In the event of an outage the disaster recovery solution is triggered, providing minimal disruption so that MKB staff can continue to work. David Corr, account manager, says: “The goal of all of us at Leaf is to listen to customers, understand their requirements and deliver solutions that remove their pain points. MKB Law needed to transform how it was working, with a cloud platform that securely enabled its remote workforce.”

David Corr, Leaf and Gordon McElroy, MKB Law

Leaf’s IT services are the building blocks of their lifecycle approach, allowing clients to future proof technology investments and build IT systems that are robust, productive and cost effective. Every service provided is based on delivering tangible results, where IT investments can be matched to business successes. ■ For a free consultation or to find out more please visit www.leaf-it.com

BUSINESS SHOWCASE WITH ULSTER BANK

The DNA of the entrepreneurial spirit In the latest in our series with Ulster Bank, we speak to Blayne Shaw. He set up his firm Lane 44 when he saw a gap in the market for a plastic-free, and ecofriendly razor. And he’s been helped along in his journey thanks to Ulster Bank’s own Entrepreneur Accelerator

he idea of setting up and running your own business was very much in Blayne Shaw’s blood and DNA.

Blayne Shaw

The Bangor man spent his formative years working in his parents’ own fashion business, and through that experience, learned on the job what’s required to go it alone. “My parents run a business and I always had my own ambition to do my own thing,” he said. “I started my business about a year and half ago. “I’d always wanted to do it. They have been going for 20-25 years and after seeing that business start from our front living room, to now having a warehouse in the US – that was quite inspiring and something I wanted to do.” Blayne set up Lane 44 after seeing razor products in the marketplace, and a move away from disposable products and those containing a lot of plastic. The company produces eco-friendly safety razors across a range of colours. And Blayne has plans to further extend that product range to include additional items, such as shaving cream and an exfoliator. “I learned about the product and the opportunities out there. It was completely plastic free, and that’s the direction we went down. “We started to go down to markets in London and selling face-to-face. It started out as a

men’s razor, but we then realised more women were buying it at the market.” Blayne says the greener credentials of the razor came about upon learning of the hundreds of millions of the plastic and disposable kind

which are sent to landfill each year. “I wanted something to help change that,” he says. “That’s (one of) our main reasons. It’s also

Gabi Burnside

BUSINESS SHOWCASE WITH ULSTER BANK

Data in Northern Ireland would appear to show that fewer businesses were launched in 2020 than was the case in 2019. In fact, by comparing April 2020 directly with April 2019 we see a 45% drop in the number of new businesses. While this can be slightly downplayed by the fact that we were experiencing some of the strictest lockdown measures in April, there is still due cause for concern. The other regions of the UK, once we moved further into the spring and summer, seem to have recovered at a quicker pace.

Helping to accelerate the business journey

With varying degrees of restrictions at different times across the four regions, it’s unsurprising to see higher amounts of activity in some areas than others but the figures show that more must be done to level the playing field for entrepreneurs in Northern Ireland. New businesses will be at the forefront of economic recovery here and at the Ulster Bank Accelerator, we are committed to doing all we can to help entrepreneurs start or scale a business.

By Gabi Burnside, Entrepreneur Acceleration manager, Ulster Bank

hroughout 2020 and the onset of the pandemic, my prediction was always that more businesses would emerge, and we would see a flurry of new ideas and products come to market. Given that many people experienced a huge shift in their traditional working patterns and had their daily routine upended, I thought those would-be entrepreneurs who have carried a great idea in the back of their minds but just never had the time to get it off the ground, would decide to make a move. Of course the reality of the last 12 months and all of the uncertainty which has gone along with it, has also been a deterrent for some. While the shift in working patterns and more time at home may have illustrated a ‘better way’, the economic picture outside may have instead encouraged people to shy away from any kind of entrepreneurial activity. Initial data from the Centre for Entrepreneurs’ annual analysis of Companies House data illustrates the different school of thoughts and highlights the mixed bag approach taken across the UK.

The ‘Covid economy’ naturally presents opportunities in areas such as technology, PPE manufacturing and cleaning services but we want to help other businesses who may be struggling to adapt. This year we have already made additional funding available to female-led firms to try and address the gender imbalance and we are committed to supporting the creation of 35,000 new businesses across the UK by the end of 2021. If you are sitting on a great idea for a business or are like Blayne from Lane 44 and want to make an everyday product better or smarter or even greener then get in touch with a member of our team and find out more about what we can offer through our networks and programmes. Drop us an email to begin the conversation at belfastaccelerator@ ulsterbank.com Throughout the last year, entrepreneurs have continued to innovate, often coming up against the most difficult and challenging of circumstances. For me, they have offered a glimmer of hope amid all of the uncertainty and taken the wheel to steer us all on the road to a more sustainable recovery.

a much closer shave. When you are talking about plastic razors, encased in plastic, it’s hard to get it close to your skin.

Ulster Bank’s own Entrepreneur Accelerator programme, assisting in his journey and bringing the business online.

“It’s significantly cheaper, blade wise. We are selling a year of blades for £15.95. That’s compared to some subscription services of around £10-15 a month.”

“It has been great. We have regular catch-ups with Ulster Bank and the biggest benefits for me have been opening doors, speaking to different people – getting great advice around insurance and accounts.”

Blayne has also benefited from being part of

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It’s also helped him push his business online – something most retailers have pivoted to in the last few months, even those once dependent solely on bricks and mortar trade. “The next thing will be more cosmetic based products, good quality shaving cream and pre-shave exfoliator – helping with the whole shaving experience.” ■

INSURANCE

AbbeyAutoline: expanding experience and expertise AbbeyAutoline saw the coming together of two Northern Ireland insurance leaders into a growing and expanding player in the market here – and it did so during a global pandemic. Julie Gibbons looks at what advantages and expertise AbbeyAutoline can bring to the market here, and why it’s a team effort every step of the way

ven the wider turbulence and upheaval of a global pandemic couldn’t put the brakes on the merger of two of our leading insurance groups – creating a new local market leader in Northern Ireland.

the UK and Ireland as part of the Prestige Insurance Holdings Group which deals with premiums worth around £190m. For Julie and the team, the ambition is to crack that £200m mark in the coming months, as the Group continues to grow its reach.

The new AbbeyAutoline business – bringing Abbey Insurance and Autoline together – now boasts a team of 450 experienced staff, covering a wide swathe of insurance needs, from car and home, to commercial products for firms of all shapes and sizes.

“We want to push through that £200m mark, despite the challenging circumstances,” Julie says. “That’s across the market here in Northern Ireland, across Great Britain and the Republic.”

“That is one of the areas which we are looking towards for growth,” Julie says. “There is huge opportunity for growth within the commercial space. As AbbeyAutoline we have a wide book of personal clients, many of whom have businesses. So they can use us as a one-stopshop across a wide range of products.

The bringing together of two leading insurance firms means increasing the range of products and skills available to its customers.

“We work with all sorts of businesses, and have a dedicated SME team to deal with smaller risks at a higher volume.”

“Both companies were very well known for their successful personal product lines,” Julie says.

The company also has a dedicated agri team, offering products and services such as farm insurance and agricultural vehicle insurance.

“That includes the wide range of personal insurances, such as car, home, taxi and vans, and our ChilliDrive motoring insurance for younger drivers.”

“Around nine in 10 customers stay with us, year-on-year,” Julie says. “That’s across personal and corporate insurances. Customers have a very strong relationship with their advisers and that’s been a key element of the business over the years.”

“For everyone, the successful merger of the businesses into the new company has been a real boost and lift for all of our staff, and it’s been really well received by the market,” managing director, Julie Gibbons, says. Now Northern Ireland’s largest broker, AbbeyAutoline became merged in September, amid the ongoing coronavirus pandemic. But business has continued to be strong amid the wider economic challenges facing us here, and across the globe. AbbeyAutoline’s business extends right across

The merger has meant expanding Autoline’s already established business and corporate insurance offering, including teams focused on the SME market across the UK and Ireland.

And as AbbeyAutoline, Julie says the company offers its customers wider expertise, a greater

INSURANCE

Julie Gibbons

number of customer advisers, products and economies of scale. “We have more advisers and we are able to be more efficient,” she says. “We have the technology and we have the combined buying power, making us able to offer our customers better deals with our insurance partners. “We have such a wide breadth of offering – from the personal lines, to car policies, right through to high-end corporate risk.” AbbeyAutoline has undergone its transformation amid the challenges of an often ‘locked down’ economy and remoteworking. But it’s done so remarkably well – availing of technological solutions and strong team work. “Coronavirus has definitely helped the management team bond throughout the crisis,” Julie says. “The relationships which we have, along with the technology, has made the integration a smooth transition.

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“Our retention rate has been strong throughout Covid-19. In times of uncertainty, people are inclined to stick to what they know. But there is also some new business with people shopping around.

years of service – many of whom have been with the company for more than two decades.

“Our commercial account executives are still writing new business. On that side, where people are tightening belts, many are looking around and seeing what savings they can make.

“We had one case in which one of our advisers was concerned that an elderly customer didn’t have a fire alarm, so she arranged to have one fitted.”

“With us, we are back to business as usual. It was challenging integrating IT and processes, with the pandemic on top of all that, but we are delighted how we are all performing across the business.” And at the core of AbbeyAutoline’s success is the team. “People buy from people,” Julie says. “People are our greatest assets, with their knowledge and experience.” Some of the company’s long-serving staff were recently awarded by AbbeyAutoline for their

“Our staff go way above and beyond their role as an insurance adviser,” Julie says.

And looking ahead, Julie says the last few months have accelerated trends which the company has already been working towards. “My vision was to modernise the company. That’s not just in terms of technology, but also with working practices – a work/life balance is also very important to us. “We have an acquisitive eye. We are looking at businesses in all markets and extending our range into the Republic. We are also looking at the growth of our commercial team and will be undertaking a high-profile recruitment campaign to grow that part of the business.” ■

HOUSING MARKET

Trading up fuelling house price surge While the pandemic has seen a hit to economic output and led to record job cuts, the housing market has blossomed since reopening last summer, with prices up 2.8%. John Mulgrew looks at what’s led to the increase, where prices have fallen and the regional disparity

he last 12 months has seen a decidedly clear trend emerging in demands for homes in Northern Ireland.

That’s been buoyed by the pandemic – something which has shaped our housing requirements in a way not seen in modern times. While there’s the obvious disparity between those remaining in secure employment, able to increase savings levels due to lockdown and restrictions on opening, and the thousands who have already lost their jobs, it’s clear from the latest figures that there’s been an increase in demand in buyers ‘trading up’.

HOUSING MARKET

The latest Ulster University House Price Index for 2020 shows an overall increase of 2.8% in house prices here, based on the previous year. The average cost of a home now sits at £183,944, up from £180,079.

There’s also been the stamp duty holiday, which has likely played its own part in expediting the sale of properties here, when the market reopened at the start of last summer.

But it’s the detached and semi-detached property market which has seen the biggest boon – up 4.6% and 6.1% respectively, over the course of the year.

Looking at the statistics by region, Lisburn and Castlereagh remains the most expensive place to buy a property. The price change growth of 1.75% sees it the most expensive council area, with an average price of £204,401, followed closely by Ards and North Down £203,218.

Contrast to that, as a garden or outdoor space becomes more important amid the Covid-19 pandemic, apartment prices have actually fallen – dropping by 6.1% over the course of the year. “The price statistics are based upon market evidence as the housing market continues to function during the waves of the global pandemic and ongoing national and regional imposed lockdowns,” the report says. “We reported in the last quarter that there appeared a psychological impact upon the housing market with buyers and sellers reevaluating their housing options, noting a discernible trend in buyers trading up within the market. This trend it would appear has continued into the fourth quarter of the year. “That said, the savings rate is the highest it has been in a decade and there is undeniable appetite for consumers to go out and spend when restrictions are removed. This may well see housing market churn continue as normal with any price correction showing a soft landing.”

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The Belfast area saw a price change increase of 2.1% displaying an average price of £163,473. But the largest increases were seen in Fermanagh and Omagh, with a 17.78% rise, followed by Mid and East Antrim on 10.33% and Causeway Coast and Glens on 8.99%. However, the report says “it must be caveated, however, that examination of the underpinning transactional evidence within these market areas shows increases in the level of detached and new build properties transacting within the sample, which appears to have driven this price growth”. “The variability of average prices within districts continues to reflect the varying composition of the housing stock in each district against the sample sales average price information, albeit this is weighted using market stock composition,” the report says. According to Ailbhe Hickey, assistant director of land and regeneration, Northern Ireland Housing Executive, the “level of activity and continuing price growth in both the third and fourth quarters of 2020 were at least partly attributable to pent up demand arising from the temporary closure of the housing market earlier in the year, and a desire among existing

home owners to ‘trade up’”. “At a time of great uncertainty, the relative stability of the housing market has been encouraging. Looking ahead, a number of factors are likely to influence the extent to which that stability can be maintained.” And Michael Boyd, deputy chief executive and finance director, Progressive Building Society, said: “In particular, there was a positive annual price growth within the semi-detached and detached segments of the market, while the apartment sector reveals a modest price decline with 69% of transactions below £150,000. “As support measures including the furlough scheme are withdrawn, and the housing market becomes more interlinked with the economy, the real implications of the global pandemic will emerge. “The positive analysis by the Bank of England of a strong recovery in 2021 is encouraging, and that impetus at a national level will require, not only political stability but, strong political leadership at a local level to ensure we build economic momentum, supporting job creation to enable consumer spending.” As noted, the full impact of the pandemic has yet to be felt on the wider economy. There remain strong calls from industry and business for the Chancellor to extend the economic support levers which are in place to ensure companies can survive the months of not being able to trade, and allow that then to ease off once Northern Ireland and the UK as a whole returns to a more normalised trading environment. But equally, with savings levels thought to be at record levels, there remains disposable income among many – with the possibility of that fuelling a continued surge in both transactions, and sale prices. ■

ANALYSIS

The final step in getting us back to business It’s almost 12 months since lockdown became a familiar addition to the lexicon. But as we approach the end of what everyone hopes will be the last major phase of economic restrictions and the roll-out of the vaccinations continues at pace, John Mulgrew looks back, and ahead, as to what’s needed to get us fully back to business

ittle did we know that a year ago we’d only now be formally discussing a long-term plan for the final push to reopening our economy, fully, once again. For us, and for many others out there, the days and weeks that followed March 23 proved some of the most difficult and challenging – a pandemic spiralling out of control, an economy in shutdown and insufficient knowledge or understanding of how to deal with a crisis, from both a health, and societal perspective. The health crisis became front-and-centre, as it should have, and a roadmap was set out a regional and national level to plan reopening and readjusting. It was still largely guess work for many businesses and policy-makers. How best to ‘Covid proof’ a place of work, provide a safe working environment for staff, adjust to changing consumer demands and pivot operations in order to stay afloat. With the initial hit of Covid and lockdown, there was a huge spike in job cuts across Northern Ireland and beyond. That was then cushioned, somewhat, with the announcement of the furlough system and various Government-backed business loans, and other

assistance, to allow companies which were struggling, to continue. For many businesses, they were able to, and have adapted well and are carrying on as they were pre-pandemic. For the customer-facing sectors, such as hospitality sector and parts of retail, the challenge has been a greater one. And as cases fell considerably, we reopened when we could. You only have to look at the huge surge in economic output during the third quarter of 2020 to see how much of a difference being allowed back into the wild was having on boosting business and getting people spending once again. A subsequent restriction on a raft of areas – such as hospitality – then followed, a short window opening for a fortnight in the run-up to Christmas, and now, what we all hope, will be the last lockdown in our journey to mass vaccination and all-but eliminating Covid altogether.

back. That included confirming what will be considered low, medium or high-risk economic activity and identifying and understanding the conditions that need to be met before rolling back certain restrictions. It also says outlining how the vaccine will be deployed once the most vulnerable groups are inoculated and examining how “regular mass rapid testing in the community and workplaces could allow a wider, speedier reopening of the economy”.

And as we look towards April 1 as a milestone in that journey of getting back to some level of societal and economic normality, now is the time to set out – firmly – how we do so.

And lastly, it says “creating bespoke, detailed plans for the harder to open sectors of the economy” remains a crucial element of a successful reopening of the wider economy here.

The CBI here sets out six main areas to focus on – writing to the Executive a few weeks

Retail NI’s Glyn Roberts has also called for a high street reopening roadmap to

ANALYSIS

Belfast city centre on a business Christmas weekend in 2018

be produced. Fingers are crossed that it’s something which is dealt with by the Executive between me writing this and it appearing on your desk.

“Both the industry and government now need to learn lessons from past restrictions, what worked, and what didn’t,” he said.

developed a significant level of experience in relation to safety measures and understanding restrictions and how to implement them.”

“Covid marshalls, public hand sanitisers and business compliance scoring with the regulations all need to be in place for the reopening of non-essential retail to reassure shoppers and to limit transmission,” he said.

“We also need a new approach; reversing the previous reopening strategy, from; who can open – here are the rules, to; here are the rules and those that can comply can open, whilst providing financial support for those that cannot operate sustainably under the rules.

We’ve had that cushion of support for almost a year now, and it must continue until we return to at a large proportion of a normalised business and economic environment, while we will still see greater levels of job losses ahead.

Meanwhile, Hospitality Ulster’s Colin Neill has called on the powers that be to “develop the parameters by which the hospitality sector can reopen, so that plans can be shaped well in advance of actual reopening”.

“Simply choosing a business type as criteria to open and removing financial support rather than a risk assessed approach can actually be counterproductive, pushing a business to open even though it can’t be compliant.

As Tony Danker, the new head of the CBI, told me in this edition of the magazine – the cost of losing businesses now, when we are this close, will be far less than having to build back from the ground up.

It’s a sector which, even when elements were partially opened, has not been anywhere close to being back to any form of normality at any stage of this pandemic.

“Let’s be proactive, let’s get a plan in place well in advance and fight back and accelerate the recovery. We have already been through the wringer prior to previous lockdowns and have

“This is like us building a bridge from one side of a river to the other, and stopping at the three-quarter point. You have to finish the job.” ■

MARCH 2021

SHANNON BEATTIE GENOME DIAGNOSTICS

How is business? GenoME Diagnostics Ltd is developing novel blood tests for the earlier diagnosis of ovarian cancer. Our pipeline utilises leading technology to provide user-friendly and costeffective diagnostics. It could be applied to biomarker discovery and development in a wide range of diseases and applications, which we plan to pursue, both in-house and for external parties. We are an early-stage company, recently ‘spinning out’ from the Patrick G Johnston Centre for Cancer Research (PGJCCR) at Queen’s University Belfast (QUB), and we are about to close our first round of funding. GenoME Diagnostics Ltd was founded on a decade of scientific research, and when we began setting up the company, little did we think it would be during a global pandemic. How did you get started in the industry? GenoME Diagnostics Ltd is founded on the fantastic research primarily conducted by Dr Paul Mullan, Dr James P Beirne and Dr Laura Feeney. They all play leading roles in the delivery of the company’s key objectives. Paul is a reader in oncology at QUB and leads a lab group in PGJCCR, primarily focussing on ovarian, breast and prostate cancer research. James is a consultant gynaecological surgical oncologist at the Trinity St James’s Cancer Institute in Dublin and Laura is an academic clinical lecturer at QUB. Paul and James initially developed the Ovarian Cancer Project, with the support of the PGJCCR Ovarian Cancer Research Focus Group, from the discoveries of James’ doctoral research. Laura then joined the team, to elevate the project to the next stage, and also completed her PhD under the supervision of Paul. Having finished my doctoral research, I was very lucky that the Ovarian Cancer Project team recognised my skills and attributes and selected me to be the early career researcher for the program. It was a fantastic opportunity and enabled me to travel across the globe (just in the nick of time before the necessary worldwide travel restrictions) to various tradeshows; performing market discovery and interacting with potential customers and partners. That led to securing further

Entrepreneur of the Month InnovateUK funding and the formation of the company. Typically, who are your clients or customers? Initially, we will be focussing on the development of our ovarian cancer diagnostics. Subsequently we aim to apply the novel pipeline in other disease areas. Once the appropriate validation and regulatory approval has been achieved, GenoME Diagnostics Ltd will aim to supply our novel ovarian cancer diagnostics globally to healthcare providers, biotech and clinical trial providers – essentially anyone requiring a more accurate diseasespecific ovarian cancer test. Do you enjoy what you do, and what in particular? I love my job and I think it is incredibly exciting to be involved in such an innovative company which has the potential to make a real impact to women’s lives. I enjoy getting to be both hands on with the science while interacting and developing relationships with people of a wide variety of jobs, backgrounds and interests. In particular I am excited to see this innovative ovarian cancer diagnostic develop step by step and I am continually motivated by it’s potential.

What is the most difficult part of your job? Although our diagnostic tests are performed on well-established technologies, it is an innovative discovery pipeline and product, so we have to perform a fair amount of optimisation. This requires considerable troubleshooting and forward planning. Throughout this transition I have been very lucky to have received such great support from the GenoME team, QUB and programs such as InterTradeIreland Seedcorn competition. What are the challenges facing your sector, and the economy in general? There is no question that the ongoing global pandemic is proving challenging for many businesses across all sectors. However, we have been fortunate that laboratory research has continued, albeit under increased health and safety restrictions. Like many areas, the life sciences sector will see many changes post coronavirus and Brexit. This may include cuts in funding opportunities and less opportunity for EU funding, potential supply interruptions, and regulatory changes such as a new requirement for both UK and EU approval. All of these potential issues will have varying effects on GenoME Diagnostics and only time will tell which will have the most significant impact. ■

Travel, tourism & hospitality

TRAVEL, TOURISM & HOSPITALITY

Tourism NI chief John McGrillen

TRAVEL, TOURISM & HOSPITALITY

Building tourism back the home-grown way There’s the rough and smooth when talking about building back our tourism sector here. Focusing on the domestic market, outdoor accommodation and attracting visitors north are all positive, but we have a journey over the next handful of years to even get back to where we were, and Tourism NI chief executive John McGrillen says not all of our businesses will make it. He speaks to John Mulgrew

e’ll start things on a muchneeded positive note. Tourism bookings from south of the border were up three-fold in August last year. It’s certainly a start. And the Republic, along with Great Britain, will be key – along with our own population staying put – in building back our tourism sector to what it once was. The rest of the news, at least in the short term, is primarily about firefighting and survival. “We have a good platform to build on,” Tourism NI chief executive, John McGrillen tells me. While the Republic’s market is significantly more dependent on international visitors, around 76% of tourism spend here comes from the UK and Ireland. While the big marketing push in 2019 was aimed at also bringing in visitors from outside our shores, the road to recovery may be driven by our own holidaying needs, and that of our neighbours. Northern Ireland’s ability to build back what it had before may be an easier journey than that of our neighbours in the Republic. “Northern Ireland did well with visitor numbers from the south last year. In August, bookings were up 200% from the Republic,” he says.

MARCH 2021

“And looking at reviews online… reviews from those from the Republic were up 51%.

you can get around it quickly. You don’t have to use public transport.

“We were able to introduce Northern Ireland to a new audience – feedback has been very positive. Our challenge is going to be to encourage those people to return, and encourage many others to come.

“If we want to grow post-Covid, we can’t expect a million people at Titanic Belfast… we need other experiences for people to embrace in Belfast. That is what the City Deal project is about.

“There is no expectation of (international) visitor numbers of a significant proportion until 2022.

“If we are going to spend £200m on a new tourism product, we need to make sure it is what the consumer of the future is looking for.

“As people look towards holidays, they are going to be much more activity-based – connecting with nature, exploring authentic experiences, and a lot of that based on the landscape. We are well placed to be successful in that market.”

“We know people regard Belfast as a base to explore the rest of NI. What we want to do is have people coming and staying, but getting out and exploring beyond.”

But it can now be revealed that it’s tendering for a contractor to undertake research to establish “what does the post-Covid consumer want to be doing”. “(It’s about) how do we respond to make sure we have the right activities,” John says. “It’s to help us where (we) need to be going and inform us about any future investment going forward. “Belfast is always going to be a major attraction for us. It’s small and walkable, and

Other burgeoning tourism spots include The Gobbins, Hillsborough Castle, Carrickfergus Castle and the Mourne Gateway. “We want to know when we can open, and stay open. It’s extremely costly opening, then after three or four weeks, finding you are closed again. There are significant costs associated with that. “You can spend lots of money, investing in marketing and promotion.” He says with the continued successful roll-out of vaccinations, getting to a point where >

TRAVEL, TOURISM & HOSPITALITY

The Gobbins is one of the growing tourism attractions here

the majority have received it and cases become manageable, people can start to go about their day-to-day business.

he says the international push for the island as a whole – through Tourism Ireland – will be “heavily geared in close to home markets”.

And, like the rest of us here, John’s hoping the current lockdown will be the last we have to undergo here.

That would see a big push towards GB, then Europe, before looking towards the long-haul market.

“Certainly, that would be our hope. It would be extremely difficult if we didn’t get a summer out of this,” he says.

“That is going to take longer to return,” he says. “Air connectivity onto the island of Ireland has been decimated and the routes frequency is a fraction of what it was. Air travel is about 92-93% down on the previous year. It will take time (to build back up).”

“The hope would be that there is pent up demand. If things work out the way we (hope), the suppression of the virus, then the season could be extended.” And the areas in which we’ve already seen a surge, including outdoors, activities and luxury camping, will continue to be growth areas, according to John. He says a lot of that is being driven by the feeling of personal safety among visitors, which he says is “their biggest issue at the moment”. “That’s a trend which isn’t going to go away,” he said. “It was a trend… but it’s being accelerated by Covid.” As for visitors from outside the UK and Ireland,

John says that could include a targeted approach the furlough system, for firms still facing restrictions or tightened rules and retaining the VAT level at 5%. “No one has really seen a benefit of that reduction,” he says. Looking ahead, he says “the reality is” we will see fewer bars, restaurants and hotels, post-Covid. But he said the “market will do as the market does”, and as demand rises, we’ll start seeing a greater number of businesses.

He’s hoping that visitor numbers here will be back at 2019 levels by 2023-24. “It’s going to take five years to get back to where we were,” he says.

“Our task is making sure that we create that demand,” he says. “It’s making sure that we create that demand, and those support mechanisms are in place, to make sure we don’t have a mass collapse.

But he says there will be tourism and hospitality businesses which will be lost, during this pandemic.

“Safety is of primary importance. That is what we are seeing from Tourism Ireland research in the international marketplace.

“I think that is unfortunately an inevitability,” he says. “What is going to be important is that the support from government continues to a point where they can actually start to generate an income and profit.

“The UK has rolled out the vaccine programme quicker than almost anywhere else – that is to our advantage. I think the ‘We’re Good to Go’ scheme (businesses ensuring they have put the necessary arrangements in to deal with Covid safety) is important. That consumer confidence is a critical part of driving consumer demand.”■

“If we don’t do that, it’s a lost investment, we might as well not have done it.”

NEWS IN BRIEF

NI popcorn firm deal with Aldi A Co Antrim popcorn firm has landed a major new £500,000 deal with Aldi in the Republic. Golden Popcorn, based in Antrim, will produce a range of healthier crisps for Aldi Ireland’s Snackrite brand, which will be on the shelves of more than 140 Aldi Ireland stores. The deal was secured following financial and business development support from Invest NI.

“The snack industry has changed dramatically over the last five years as consumers look for healthier alternatives to standard snacks,” Sean McClinton, managing director of Golden Popcorn, said. “Healthier snacking doesn’t have to be boring and Aldi Ireland’s new Satin Crunch crisps which will be produced by us certainly fit the bill. We purchased new machinery a number of

years ago which has enabled us to develop and add new products to our portfolio and meet the demands from key customers like Aldi. “The Republic of Ireland is our main market and this deal is yet another step forward for our business. Invest NI’s business development support has been invaluable in helping us to build relationships with high profile supermarket chains like Aldi Ireland.”

Invest NI scheme to boost online sales Northern Ireland retailers can futureproof their businesses with help from a new scheme to develop online offerings.

Danske partners with charity Aware NI Danske Bank has announced Aware NI as its new charity partner of the year. Aware is a depression and mental health focused charity with an established network of support groups across Northern Ireland. It delivers wellbeing programmes to all generations, and work daily to reduce the stigma surrounding the topic of mental health so that it can be discussed more openly. Aware’s ‘Mood Matters Young People’ programme gives young people knowledge and skills that they can use to maintain good mental health and build resilience in order to better deal with problems and challenges.

“We are delighted Danske Bank has chosen Aware as their charity partner,” Karen Collins, chief executive of Aware, said. “Their support will make a phenomenal difference in expanding the reach of people we can help. The partnership comes in a special year for Aware, as we are celebrating our 25th anniversary. Danske Bank’s chief executive, Kevin Kingston, said: “We support Aware’s vision for a future where everyone can talk about their mental health openly, access services appropriate to their needs and develop the skills and knowledge to maintain positive mental health.”

The £3m Invest NI scheme offers businesses access up to a maximum of £5,000 to support 80% of eligible costs (minimum spend of £1,250) through the Covid-19 Micro-business E-commerce Grant, which will accept applications on a first come, first served basis. “This scheme provides a crucial source of support to help retailers grow their customer base and enter new markets with the help of digital marketing and e-commerce specialists,” Grofuse digital director, Denis Finnegan, says. “Access to expert digital resources will improve retail websites and online services in response to the recent significant shift in buyer behaviour towards online shopping. “Many businesses must now be selling online or increase online sales in order to survive and thrive.”

NEWS IN BRIEF

Ulster Bank increasing female business funding Ulster Bank says it will make additional funding available for female-led firms recovering from coronavirus here. It says it’s part of an additional £1bn that its parent bank NatWest has made available in the UK as a whole.

Erin Brockovich

Erin Brockovich to speak at IoD conference Environmental activist and consumer advocate Erin Brockovich will be a guest speaker this year’s IoD Women’s Leadership Conference.

The bank has also committed to help create an additional 35,000 new businesses in the UK by the end of 2021, focusing its efforts on “under-represented groups and geographical inequality”. “Female-led businesses have an extremely important role to play in the economic

recovery and this additional funding will help many female-led businesses to scale and grow their companies,” Gabi Burnside, entrepreneur acceleration manager, Ulster Bank in Northern Ireland, said. “I would encourage Northern Ireland’s female entrepreneurs to talk to us about how we can help them on that journey,” she said. The Female Entrepreneurship Funding builds on a number of initiatives that the bank already has in place to support women looking to start, scale and grow their businesses, the bank says.

Belfast firm lands global deal

She will join the leading business organisation for its virtual Women’s Leadership Conference sponsored by Herbert Smith Freehills, taking place in March. Erin, whose story became the real-life inspiration for Oscar-winning film Erin Brockovich, worked on the largest medical lawsuit in history against a major company for hundreds of people who had unknowingly been exposed to toxic waste. “Erin describes herself as an advocate for awareness, the truth, and a person’s right to know using her life experiences to motivate and inspire audiences around the world, and we cannot wait to hear what she has for business leaders here in Northern Ireland,” IoD NI national director, Kirsty McManus, said. “This year the event takes the theme ‘Great Leaders Rise out of Adversity’ and that’s exactly what Erin will be showcasing as she provides us with lessons on her four steps for success, her motto for resilience and perseverance and advocacy on the causes that matter.”

MARCH 2021

Jon Runciman, Edina and Ian Megahey, WorkPal

Belfast-based workforce management software firm, WorkPal, has signed a £100,000 deal with international power generation solutions provider, Edina The deal marks its biggest international contract yet and will see it “consolidate the workflows of staff across the company’s global operations”. This includes over 100 staff across Edina sites in the UK, Ireland, India and Australia. Ian Megahey, sales director at WorkPal, said: “We are delighted to work with Edina

to solve any issues it has with workforce management so it can focus on what it does best, being a leading power generation specialist and engineering, procurement and construction (EPC) solutions provider for the engineering, installation and after-care support for gas-fired distributed power plants and standby mission-critical generation.” Stephen Nullis, group chief engineer, Edina said WorkPal “ticked every box for us and more”. The deal comes as WorkPal rebrands to mark its 10th anniversary.

TRAVEL, TOURISM & HOSPITALITY

The path to bringing back our visitors Northern Ireland is eyeing up how it will build back up tourism numbers here over the next couple of years, including a big push from Visit Belfast and other organisations to bring back visitors here. Ulster Business takes a closer look

elfast is aiming to regain the majority of its visitor numbers in the next two years after tourism here was decimated amid the coronavirus pandemic. In 2019, Belfast accounted for around £417m of tourism spending here. That’s dropped off to just a fraction over the last year. But its new marketing push will see it aim to bring £330m back into the economy by 2023-24, from a baseline level of just £30m in 2020-21. At a virtual event attended by Visit Belfast’s tourism industry partners and key city stakeholders, the outline strategy highlighted the importance of tourism to the local economy and the opportunity for regrowth inside of three years. “In 2019, Belfast accounted for £417m of tourism spend, representing more than 40% of the region’s visitor economy and supporting almost 22,000 jobs,” it says. It says while Covid-19 pandemic had dealt “a hammer blow” to Belfast’s visitor economy, the city is “well placed” to meet the challenges ahead in its new targeted yet flexible approach to marketing the destination.

“The impact of Covid-19 has forced a major rethink and re-imaging of our approach to tourism marketing,” Kathryn Thomson, chair of Visit Belfast, said. “Our ambitions for growth and greater impact remain the same, but viewed through a lens of new priorities, we must acknowledge the need for Belfast to ‘build back better’ and tourism has a vital role to play in that. “Cities across the globe are faced with many particular and acute challenges in the wake of Covid-19 but they are also home to the biggest tourism assets, which can also make the biggest impact on economic recovery. An established global tourism brand, Belfast is already at the table.” “Belfast is a resilient city, and while Covid-19 has struck tourism hard, we believe that by focusing on environmental sustainability, inclusive growth and greater industry collaboration and support, together we can drive tourism renewal and recovery which benefits every tourism partner in every community. “As the region’s gateway for tourism, and a shop window for further investment, Belfast’s tourism recovery is pivotal not just for the city but for all of Northern Ireland.”

And speaking at the event, the Lord Mayor of Belfast, Frank McCoubrey, said: “Belfast’s tourism industry has played – and will continue to play – a leading role in attracting high value, high spending visitors to the city and beyond, which are so essential for growth. Belfast City Council is committed to working in partnership with Visit Belfast and the tourism industry to ensure that this happens and that we build back better as we transition out of the current health crisis.” Also speaking at the event was James Davies, country director for Diageo Northern Ireland, said the cities pubs, bars and restaurants “are an integral part of the city welcome, our brand identity, culture and

TRAVEL, TOURISM & HOSPITALITY

Visit Belfast chair Kathryn Thompson and chief executive Gerry Lennon

stories – they have been a hallmark of our local and global tourism success”. “Hospitality is a key employer that supports thousands of jobs across the city and region and we want Diageo Northern Ireland’s ongoing support to play a key role in helping to build a resilient, safe and sustainable future for the industry here.” Meanwhile, a surging demand for luxury camping during the Covid-19 pandemic has seen one firm undergo expansion thanks to a £500,000 funding injection. Further Space, which secured the money through Whiterock Finance’s Growth Finance Fund, will now accelerate its plans to grow

MARCH 2021

across Ireland and the UK this year. This will involve the creation of 33 pods across seven new sites by July 2021, including in Downpatrick and Donegal.

The company will then increase to 109 pods across 21 sites by March 2022, including its first venture in England at Dartmouth.

The luxury glamping pod includes an en suite shower room and caters for two adults and two kids. The pods are manufactured exclusively for Further Space partners.

Further Space’s work model sees it partner with rural landowners who own sites in “one-of-a-kind locations” to create microtourism.

And across the island, Tourism Ireland is also planning to kick-start a major new campaign, to drive bookings and revenue for tourism businesses.

Rather than a franchise, the landowner retains the site and becomes the host. Its 22 sq ft aluminium pods, which can accommodate up to four people, are

According to the organisation, it will deliver “a very clear ‘book now’ message to create demand for summer holidays here, in order to save businesses and create jobs”. ■

NEWS

‘Signs of distress increasing’ among firms but cash deposits could boost recovery The latest full year results from Danske Bank show a fall in profits and overall business activity, but a surge in customer deposits and government loan lending amid the ongoing Covid-19 pandemic, writes John Mulgrew

ome struggling businesses will not make it through the crisis amid increasing “signs of distress” but record surges in bank deposits could soon be a “key shot in the arm” to boost our economy.

Kevin Kingston

Kevin Kingston, chief executive of Danske Bank, was speaking as it posted it full year results for 2020. The bank saw full year operating profit, before loan impairments, falling by around a third to £58.5m, compared to 2019. Mr Kingston says the bank approved more than £450m worth of coronavirus-related business loans during 2020.

which availed of help, such as mortgage holidays, have now returned to a normal position.

He says the bank has seen a record surge in deposits among its customers – up £2bn in the last 12 months. He says that cash reserve could be a key element in reigniting the economy, once levels of confidence and increased certainty return.

And looking ahead at the recovery, it may be “faster” than the last major recession 2008, according to deputy chief executive, Vicky Davies.

But there has been a “substantial” reduction in the overall levels of activity among customers, amid the pandemic. “It talks to me about uncertainty and a lack of confidence, and yes, it talks to me about signs of distress – particularly among our business customers,” he said. “Most firms we have provided (support) against are still trading – it will be crucial for the economy to see how many of those businesses actually survive the crisis. “(There are) increasing signs of distress and I do believe that not all of them will make it. (But) not that many of them have fallen over as we sit here today.” Speaking about the surge in deposits, he said: “I have never seen anything like that… in terms of the level of cash balances. “The potential… the economic potential that is hiding within that £2bn in deposits. I believe when personal and business customers have the confidence to start spending that money. That will be a key shot in the arm in terms of getting Northern Ireland growing again.” The bank has said the vast majority of personal and business customers

“(There may be) a quicker return to a normalised environment, but there will be some businesses who wont make it through.” Speaking about the latest results, Mr Kingston said: “In personal banking, throughout the pandemic, all of our branches remained open, offering customers greater branch availability, in terms of opening hours, than any other local bank. “We arranged over 5,300 mortgage repayment holidays, with a further 675 personal loans and credit card repayment holidays. In addition, in March, we removed the interest on all of our existing personal overdrafts for three months, benefiting up to 86,000 personal customers.” And staff number across Danske Bank has increased over the last year – with the workforce increasing from 1,292 to 1,358 in 2020. Danske Bank has also said it is looking towards additional growth opportunities, which will include “pursuing pockets of opportunity in the rest of the UK”. “As we look ahead, it is clear that the challenges facing society and the bank will be with us for some time,” Mr Kingston said. “That said, the good news is that the local economy has avoided the implications of a no-deal Brexit, albeit there is still a lot of work to do in terms of embedding the new trading arrangements.” ■

Tax & accounting

TAX & ACCOUNTING

Getting the books in order As the new tax year approaches, it will be about survival for some, but for others, recovery and in many cases, a time to reflect on a busy year and an opportunity to examine the priorities and new markets. Ulster Business hears from the experts

t may have been something of a doomand-gloom scenario for many out there in the last few months.

But, despite the hugely debilitating impact of Covid on society and certain sectors in particular, others have continued to trade successfully – in many cases, growing and expanding. And now may be an opportunity for reflection, to step back and ask “what is really important?”, according to Darren McDowell, senior partner at Harbinson Mulholland.

the opportunity to step back. “This major crisis has given us all a chance to step back and ask ‘what is really important?’.” “From a long-term strategic point of view, those businesses which have traded successfully through this might be asking themselves questions around how they operate their business going forward. “This is an opportunity for them to do that, to look at structuring and perhaps looking at elements of the business that were less profitable, on reflection.

“(A recent survey we were involved with) looked at family business performance through this crisis, and family business as a whole,” he told Ulster Business.

“Even if you are in a strong position, there’s an opportunity to look to the future and perhaps restructure your operations going forward.”

“Around 50 chief executives and 250 of their employees were surveyed. There were a couple of theses coming out of that – it’s given some

Looking ahead to some of the tax changes, and the additional responsibilities which will be placed on the shoulders of employers, is

TAX & ACCOUNTING

Sam Beattie, associate director, payroll at Grant Thornton in Belfast. “As we approach the anniversary of the first lockdown, this is a good time to look ahead at a few important changes for employers to note. “April will bring a new tax year and, as before, we have been given notice of some changes ahead of the Budget that we should be ready for,” he says. “One significant change is the reduction in age from 25 to 23 to qualify for the National Living Wage. The rate payable increases to £8.91 with a larger cohort of employees included. “You can also expect some changes to the higher rate tax band and NIC thresholds, included in the November HM Treasury spending review. The administrative changes are lessened when using payroll software that

MARCH 2021

should be updated in advance of the new tax year.

“The current Coronavirus Job Retention Scheme (CJRS) (announced in November 2020) was due to end on March 31, but has now been extended to April 30. The benefits of the scheme are well-known for employee and employer alike. “As an employer, you have a separate administrative duty in keeping detailed records for review. We await the publishing of CJRS data on Gov.uk, which will allow your employees to locate their employer and identify if a CJRS claim has been made in their name towards the end of February. “The overwhelming majority of businesses have nothing to fear from this measure, having kept to the letter and spirit of the regulations, but undoubtedly a minority could be >

TAX & ACCOUNTING

exposed. HMRC already publishes the names of those who fail to pay National Minimum Wage and it doesn’t take a huge leap of imagination to see the potential for a similar CJRS process in the months ahead.” But elsewhere, looking towards some of the businesses which are continuing to struggle, one financial solutions firm has launched a dedicated ‘pandemic recovery team’, which it says, has the aim of saving up 100 businesses in 2021. Established by GDP Partnership, the business – founded by Conor Devine and James Gibbons – has also teamed up with former rogue trader Nick Leeson, who now runs his own trading company, Bull and Bear Capital, based in Galway. “Up until now, we have seen some of the pain

being insulated for many business owners given the vast amount of government financial support,” Conor Devine said. “However since the turn of the year, we’ve been contacted by more and more businesses that are starting to fail, and many entrepreneurs are starting to lose hope, as banks start to squeeze their customers again. “It’s the global financial crisis all over again, but this time even more acute and profound, as it has impacted almost every business in some way. “From our perspective, we have the knowledge and knowhow from the last crash, and it’s the experience of helping so many people and businesses come through that, which will allow us to help so many businesses deal with the current challenges this coming year.”

And for those looking at their books, with the numbers not adding up, Darren McDowell says seeking professional advice still remains key, as well as establishing a forecast for the business in the coming months. “This is still a challenge. It was a challenge back in the summer after a relaxation… how do you accurately forecast what the demand for your business is going to be in this environment,” he said. “That will vary depending on what sector you are in. You have to make a stab at it. Find out where you are standing at the minute. Then make a stab at what level of income you are going to get. And if there are difficult decisions around redundancy, then it is better to start planning for that as early as possible.” ■

LABOUR MARKET

Redundancies reach highest level in a decade

here have been almost 10,500 proposed redundancies since March last year, according to the latest official statistics. Overall, the unemployment level stood at 3.2% for September-November, according to the Labour Force Survey. Meanwhile, the economic inactivity rate increased over the quarter to 27%. But the report from the NI Statistics & Research Agency (NISRA) shows some improvements. There was a sharp drop in proposed redundancies in December, down from 1,370 in November to 340. But the 11,000 proposed across the year was more than double 2019’s tally, with almost 10,500 redundancies proposed since March Looking at the claimant count, in December 2020, the seasonally adjusted number of people on the claimant count was 58,400 (6.3% of the workforce), which is a decrease of 1.3% from the previous month’s revised figure and 9.1% below the recent peak in May. The claimant count is currently at levels previously seen in 2012 and 2013.

MARCH 2021

And the proportion of people aged 16 to 64 in work decreased over the quarter by 0.1% and over the year by 2% to 70.6%. Although recent changes were not statistically significant, the employment rate remains significantly above rates in 2017. “The latest labour market data show that employment remains below pre-Covid levels, while measures of unemployment are higher than pre-Covid levels,” the report says. “Labour Force Survey data for SeptemberNovember shows the unemployment (3.2%) and employment (70.6%) rates decreased, and the economic inactivity (27.0%) rate increased over the quarter. “The September-November economic inactivity and unemployment rates are 1.4% and 0.7% above their pre-covid levels (December to February 2020) respectively and the employment rate is 1.9% below. The majority of the decrease in employment since the start of the year has been due to decreases in the number of self-employed. “During 2020, 11,000 collective redundancies

were proposed and 4,700 were confirmed to have taken place – the highest in the last 10 years. Reacting to the latest figures, Ulster Bank chief economist Richard Ramsey, said: “The Chancellor recently stated that the economy is going to get worse before it gets better. Similarly, the labour market will deteriorate before a sustainable recovery takes hold. “Unprecedented employment support measures such as the Job Retention Scheme (JRS) and the Self-Employment Income Support Scheme (SEISS) largely inoculated the UK and NI economies against a severe labour market shock. “But once these measures are withdrawn a surge in unemployment in the second half of the year is inevitable.” According to the most recent figures, JRS was supporting 68,000 jobs here at the end of October. But a number of those are expected to be lost if the scheme is closed at the end of March as expected. ■

TAX & ACCOUNTING

Aisléan Nicholson

Identifying opportunities amid technical and economic challenges of new trade regime There are still a lot of technical challenges facing businesses operating under the new post-Brexit trading regime, says Aisléan Nicholson, who has recently joined Deloitte in Belfast as Tax partner after almost 20 years working for the firm in London. Addressing these early is key for success

anuary 2021 was certainly an interesting time for someone who has spent most of their career in England to begin a new role in Belfast. But as businesses in Northern Ireland and Great Britain got their heads around the postBrexit trade environment and continued to battle the effects of coronavirus restrictions, that’s exactly what Aisléan Nicholson did, joining Deloitte Ireland as a Tax partner

focusing on the Northern Ireland market. Originally from Northern Ireland and an alumnus of Queen’s University, Aisléan had previously spent more than 18 years with Deloitte UK advising domestic and multinational companies on UK corporate and international tax matters. That included everything from business restructurings, mergers and acquisitions, establishing operations in new territories, financing structures, transfer pricing

models and the tax consequences of entering into new business areas, to the impact of UK tax law changes and tax strategy. “Working in tax, it would be difficult to return to Northern Ireland in January 2021 and avoid mentioning the end of the transition period and the conclusion of the EU-UK Trade and Co-operation Agreement,” she says. “For many Northern Irish businesses, while

TAX & ACCOUNTING

the big picture implications of operating outside of the EU and under the Northern Ireland protocol may have been known for some time, the late issuance of much of the associated guidance by tax authorities means that they are still establishing the details of the necessary paperwork from an indirect tax and customs perspective. “Even where indigenous businesses have already assessed their own position and taken appropriate action, some face the challenge that many counterparties in Great Britain, Ireland and the wider EU – whether customers, suppliers or even customs brokers – do not understand the relevant procedures required because of the nuances associated with the protocol.” So, while discussions with clients often start with practical queries on necessary documentation and declarations to deal with immediate activities, Deloitte is encouraging them to think proactively about whether they have the opportunity to optimise their contracts and/or supply chains as part of the exercise. ASSESSING OBLIGATIONS, IDENTIFYING OPPORTUNITIES It is important for businesses to establish correct arrangements now. While HM Revenue & Customs is applying a lighter-touch approach to compliance at present, setting up systems or processes incorrectly could create issues further down the line. It would be simple to think of this as a compliance-issue only, but any change should be considered in the context of the commercial operations. “While we’re helping businesses assess and establish their requirements and obligations by evaluating their needs, training their teams and dealing with specific questions on registrations, documentation and returns to be completed, we have also been working extensively with clients to map their complex supply chains and identify any potential issues and opportunities at an early stage,” Aisléan says. “We have enabled clients to establish workarounds and prevent a supply chain failure, and to identify options which seek to mitigate some of the potential complexity.” Thinking beyond existing arrangements, Deloitte is advising clients on the areas they

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now need to consider when entering new contracts. The new contract position allows for clear definition of roles and obligations with regards to the buying and selling of goods – increasingly important matters to consider when clarifying who has the obligation to account for any duties. So, for example, negotiating Incoterms and understanding what those terms will mean is critical. This is of particular importance for businesses supplying in sectors where it would be easy for their customer to seek alternative suppliers. “With changes of this scale, seeking advice early is always best,” Aisléan says. “Rectifying tax matters retrospectively can be resource expensive and comes with the risk of additional tax and penalties arising. But potentially more significantly and if not properly managed, the changes which businesses are grappling with in the post-transition period, can have an immediate impact on the operation and economics of the business, such as failed deliveries or added costs. For existing and new arrangements, being proactive in identifying, understanding and actively addressing these areas can optimise your supply chain.” GLOBAL EXPERIENCE The combination of the Covid-19 pandemic and the uncertainty surrounding the final arrangements for the UK’s exit from the European Union meant that 2020 was a year of significant challenge for many Northern Irish businesses. But with the roll out of the Covid-19 vaccine, along with Northern Ireland’s unique position as a member of the EU single market for goods and unfettered access to the market in Great Britain, Aisléan is hopeful 2021 will offer greater positivity and opportunity, with companies in many industries seeking business in new markets, both close to and far from home. In her time with Deloitte in London, Aisléan worked with clients in numerous sectors, ranging from start-ups and private equitybacked groups, to Fortune 500 and FTSE listed businesses on projects spanning the globe, requiring the co-ordination and interpretation of local tax rules in the UK, EMEA, Latin America and Asia-Pacific. She built a particular specialism in the technology, media and telecoms sector, leading delivery of the firm’s advice on the UK

Creative Industries Tax Relief and working with a range of UK and US TV broadcasters, studios and technology companies. “Having advised both UK groups seeking to expand their business abroad and overseas multinationals establishing operations in the UK, I have built up a strong network of colleagues across Deloitte globally and we have worked with clients, to ensure that they are appropriately established in their UK and international tax positions. My experience interpreting and consolidating the input from overseas teams, overlaying the UK tax analysis and converting it into clear practical advice for my clients can help support our local businesses seeking to expand their global footprint and I look forward to working with them and helping them achieve their international ambitions,” she says. PREPARING FOR THE FUTURE As the coronavirus crisis eases, she also believes some business owners will be assessing whether it is a good time to make other changes, even if international expansion is not on the horizon. “It may be a sensible time to review ownership structures and assess whether changes could be made, both immediately and in the longer term, perhaps anticipating how tax authorities may seek legislative change to address the impact of Covid-19 spending measures. Others may be thinking about the opportunity to dispose of or acquire assets or other businesses, given changes in business models or operations,” she says. Some may even be thinking about their future exit from the business. “I have assisted a variety of groups with business structure reviews and restructurings, due diligence exercises associated with M&A transactions and post transaction structuring and integration, working with colleagues in Audit and Assurance and Financial Advisory to ensure that processes, systems and the wider finance ecosystem are aligned. Done properly, these services can mitigate risks and increase value for owners and businesses. “I’m really excited to be back in Belfast, joining our hugely experienced team at a time of challenge, but also optimism for our local businesses, and I’m looking forward to growing our team to meet the increased demand for the value and insight Deloitte can bring.” ■

ANALYSIS

O’Leary keeps selling dreams as Holohan mops up the nightmare Ryanair founder and chief executive Michael O’Leary is an exceptional aviation executive, but don’t go to him for your cough, writes Fearghal O’Connor

nlike Nphet chief Tony Holohan, on whom the Ryanair boss launched a scathing attack recently, Michael O’Leary does not have to stand over his pronouncements on Covid. Neither does he have to justify to anyone but his shareholders his airline’s marketing campaigns – even when public health doctors would prefer that everyone stayed at home. O’Leary’s job is to put bums on airplane seats and Dr Holohan’s job is to keep people out of hospital beds. Both men have had a difficult time achieving those aims. Success for O’Leary has the unfortunate side effect of moving huge numbers of people

around a continent with invisible reservoirs of an infectious respiratory disease that can, when let run wild, cripple the world’s best hospital systems. Success for Holohan is greatly hampered by mass movement and he gives advice nobody wants to hear.

bird flu five, six years ago was that actually it was mildly good for the short-haul business here in Europe. More people were likely to holiday in Europe rather than travel long-haul to Asia, etc, and we would think that will play out again.”

O’Leary has never been short of an opinion on matters beyond aviation, helpful or otherwise. Back at the beginning of last February he told market analysts on a call that the disease would not have a long-term impact.

Three weeks later Covid was confirmed to have indeed arrived in Ireland, presumably inside the bodies of unsuspecting aeroplane passengers. Ryanair, like everyone else, shut up shop: “We must all work together with EU governments to minimise the impact of Covid-19 on our citizens and our health services,” it said as the first lockdown began.

“We’ve seen even this morning some people on short-haul flights between Ireland and the UK wearing bloody face masks as if it made any difference to them,” he told the analysts. “Our experience with the Sars and the avian

But by the end of May, Ryanair was trying to put the pandemic behind it. Spain, Greece,

ANALYSIS

Ireland,” said Ryanair as it launched a 48-hour million-seat sale at €5 a pop. “Nphet has kept Ireland locked up like North Korea,” it screamed in one statement. “Aviation and Irish tourism is being vandalised by Nphet’s mismanagement and baseless unscientific travel advice which unfairly and unnecessarily locks Ireland up,” it said in another. It later “condemned” Tánaiste Leo Varadkar’s advice to Irish citizens “not to book flights home for Christmas yet”. The airline launched “a very merry seat sale” with €19.99 fares on offer over Christmas “allowing people across Europe to travel and celebrate this Christmas and New Year with their families”, it said. “Ho, Ho, Ho. Test & Go,” said another last minute ‘Home for Christmas’ sale offering 10,000 seats for €9.99. Traffic may have been hugely down on a normal Christmas. But of the 10,000 passengers a day passing through Dublin Airport during December, 46% of them travelled with Ryanair.

Michael O’Leary pictured in Belfast in 2016 announcing the airline’s return to the city

Portugal and Italy eased restrictions and it announced a €29.99 sale “to celebrate” as it reinstated 40% of its July schedule. O’Leary, now a believer in face masks, hit out at “ineffective” quarantine rules in Ireland “at a time when leading medical experts and scientists all over Europe are removing these defective restrictions on inbound visitors”, he wrote in a letter to Ireland’s Health Minister Simon Harris. “Your department should follow this science and mandate face masks, as well as bring forward your overly conservative and unreasonably stringent lockdown restrictions to allow normal, everyday life to resume safely,” he wrote. “It is deeply regrettable that Nphet continues to mismanage the return to normality by being too cautious,” said another Ryanair statement. The airline ramped up its flights to 1,000 a day

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across Europe, carrying 4.4 million passengers in June. Families deserved “well-earned Mediterranean holidays after the severe challenges of the Covid-19 lockdown, home schooling, etc,” said O’Leary in another statement. “It’s time for Europe to go back flying again, it’s time to reboot Europe’s tourism industry, and Ryanair is proud to lead this initiative.” But Covid had not in fact gone away. It was not rocket science to predict what was going to happen as summer turned to autumn. “Now that the schools have reopened, it’s time for Irish businesses to return to work, but our economy cannot recover unless our people are free to travel to, and do business in the UK, Germany, Poland and other key EU trading partners, who have lower Covid rates than

With the disease rampant right across Europe in December, it is impossible to know how many of those who flew in and out of the country over Christmas unknowingly went on to spread Covid to friends, family or casual contacts over the holiday season. But by Christmas Day it was confirmed that the highly virulent UK variant was in Ireland. Meanwhile, Ryanair’s new television ad dangled a promise of better times in front of us: “Book Summer. Vaccines are coming. Vax & Go,” it said as it flogged thousands of seats for €19,99. The UK’s Advertising Standards Authority ruled the ad to be “irresponsible” because it could confuse consumers in what was a complex and evolving situation. Airline executives sell dreams, doctors face up to nightmares. One year into the pandemic more than 700,000 people have died of the disease across Europe. Michael O’Leary is, of course, free to loudly voice his opinions and to push his seat sales as hard as he can. But if you want good advice on Covid, it might be best to listen to the doctor. ■

ANALYSIS

What’s next to get people back to our towns and city centres John Simpson looks ahead to the reopening of our economy following, what we all hope, will be the last lockdown, as Northern Ireland and the rest of the world continues to take on Covid

he Covid-19 induced recession has had a serious and diverse impact on jobs across Northern Ireland. Turnover has collapsed for the businesses worst affected. Entertainment and holiday activities have virtually disappeared. Hotels and travel businesses have been hit hard. Service businesses such as the motor trade have experienced a major fall in turnover. Similarly, the private sector housing market is coping with smaller sales figures. But the starker and larger changes have been in retailing. High street shopping malls have been seriously challenged. Shop workers have lost jobs and propertyowning commercial businesses are facing impossible financial challenges as rental incomes fall whilst borrowing costs continue. The differing degrees of changes in turnover, all with serious implications, pose difficult policy questions for government. Should government stand by as a neutral observer or is there a case for intervention? During much of the year 2021, the key question is whether the pandemic effects will be reducing and the economy will recover partially on its own momentum.

Until the pandemic is finally in retreat, extra measures to rebuild employment will be difficult. City centre retail stores have been hit hard by the current recession. High streets now have levels of vacant shop frontages which are uncomfortably higher than for some years past. Large retail chains and well known brands have contracted or closed and caught the headlines. Smaller, usually owner-managed, ‘corner shop’ outlets have also been squeezed. Now is a time for some realism about the mixture of temporary job losses and permanent changes in retailing, both in scale and style, being determined by consumers own life-style choices. The recession has accelerated changes that were already in evidence but on a scale that was not foreseen. The recession linked to the Covid-19 pandemic has, sometimes because of government regulations, kept customers at home. Turnover in retailing has fallen, particularly for goods deemed non-essential. A critical feature is that, while high street shopping has been disrupted, turnover has fallen through two sequences. First, high street shopping has been directly

Belfast city centre amid the ongoing lockdown

deterred by advice to stay at home. Second, high street shopping has been diverted into a big increase in online sales. Parcels delivery services from warehouse centres, usually in England, are enjoying extra business. The immediate impact of the recession induced by the response to Covid-19 has been severe and has had a greater impact for longer than initially expected. Unemployment, or periods of furloughed lay-off, has been large. With unemployment or short-time working now a persistent feature of the labour market for people who had been employed by retail

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organisations, there are important questions about what happens next. Will retail businesses soon be seeking to rehire employees or recruit new employees, and to what degree will there be structural changes in this sector, meaning jobs lost ‘for good’? Recovering from the current recession will be slow, sometimes very slow, and will be uneven with respect to different sectors. Perhaps the largest proportionate change will be the near permanent fall in high street turnover as consumer preferences shift from goods to services (as a feature of rising living standards) and shift to online options to

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purchase both goods and services. Two particular features will test government policy. First, how should government, meaning the Department for the Economy, take a realistic approach to a shift from furloughed employees to an acknowledgement that the jobs have gone permanently? Second, how should government (at a UK level) change the property law which allows creditors voluntary arrangements (CVAs) which shift property liabilities away from tenants partially on to landlords, often themselves pension fund investors? Moving from furlough arrangements for

employees to recognition that jobs ‘have gone’ will not be a popular move. That dilemma was unavoidable when the furlough scheme was devised. It has created a more acceptable answer than simply relying on unemployment benefit or universal credit. With hindsight, furlough has been too easy an option while universal credit was (and is) too tight. The Chancellor should have this as a budget issue for his imminent statement. Building routes out of the Covid-19 pandemic is now an urgent task. ■

NEWS

KPMG’s Johnny Hanna (right) pictured with staff at the firm’s Belfast offices

KPMG creating 200 new jobs for NI

round 200 jobs are being created amid plans for KPMG’s new £14m ‘centre of excellence’ for Belfast.

The professional service firm will deliver a new range of digital consultancy services in major growth areas including cyber-security, applied intelligence and digital transformation for clients across the UK and Ireland. “The creation of the new ‘centre of excellence’ is the next step in the evolution of KPMG in Northern Ireland,” Johnny Hanna, partner in charge of KPMG in Northern Ireland, said. “We have continually grown the firm to meet the ever-changing demands of our clients and the addition of this digital centre adds an exciting offering, which will have global reach. “The case for building the team here was made easy by the depth of talent on offer in the digital technology space and the assistance of Invest NI. This investment cements our commitment to NI and we look forward to establishing a world-class team.” Invest NI has offered £1m of support for the new jobs. The Department for the Economy is

also funding pre-employment Assured Skills Academy training places in the amount of almost £1.3m over three years. “The announcement of 200 new jobs by KPMG is excellent news for Northern Ireland’s burgeoning professional and financial services sector,” Economy Minister, Diane Dodds, said. “KPMG established its first office here in 1974 and has since demonstrated its commitment to Northern Ireland time and time again as its operation here has continued to grow. “This new investment will see it almost double its workforce in Northern Ireland. Of the new roles, 160 will participate in my department’s pre-employment Assured Skills training programme, which will offer the company a pipeline of skilled graduates over the next three years. We will run eight Assured Skills Academies with Belfast Met over the next three years, and the first one is open for applications now. “Once in place, the jobs will contribute over £7m in additional annual salaries to the local economy. This investment also reinforces

KPMG’s confidence in Northern Ireland as a key business location post-EU Exit. It is important that we continue to showcase Northern Ireland as an attractive location for inward investment, offering guaranteed talent, a business-friendly environment and strong tech expertise.” Kevin Holland, Invest NI chief executive, said: “This comes at an excellent time as we focus on rebuilding our economy. Having such a prestigious and world-renowned company reinvest in Northern Ireland is a great endorsement of the wealth of talent and expertise that Northern Ireland has to offer and will further strengthen our dynamic financial services cluster. We look forward to continuing to build our partnership with KPMG for years to come.” And Louise Warde Hunter, principal and chief executive of Belfast Met, said: “This is a significant investment in future skills. Belfast Met is pleased to be working on this new series of academies with KPMG and the Department for the Economy, and we look forward to welcoming our first cohort of learners.” ■

Retail Sponsored by

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Trading places NI businesses are on the back foot following the introduction of the NI Protocol but through preparation, ingenuity and resilience, they are mitigating many of the problematic issues around Brexit, writes Pavel Barter

lot can change in 24 hours. Until December 31, 2020, Sawers deli in Belfast sourced Mediterranean food – olives, cold meats and lokum, a unique dessert otherwise

known as Turkish delight – through a supplier in London. If the deli placed an order, the delivery would arrive two days later. On January 1, 2021, everything changed.

Following the introduction of the Northern Ireland Protocol, the deli placed an order from the same supplier only to be told that it would take three to six weeks to process. Sawers, a family business established in 1897, is a

RETAIL Kieran Sloan

shipments across the Irish Sea from GB to NI. The issue is a political hot potato: products caught up in supply-chain delays; trucks stuck at ports. But amid the turmoil, NI businesses have pivoted, adapted and transformed. While many of the larger GB supermarkets and online retailers are struggling to fill empty shelves, local retailers and suppliers stepped up. “We’re having a few issues, but we certainly don’t have empty shelves,” Judith Mercer says. She’s Northern Ireland district president of the NFRN – The Federation of Independent Retailers – and a Spar retailer. Henderson, owner of the Spar franchise in NI, has kept Spar in stock while also providing locally– sourced food for Sainsbury’s outlets. “When Henderson does a job, it tends to do it well,” Judith says. Many regulations were introduced on December 31, 2020, so businesses were forced to wait until the last minute in order to figure out how to reposition, post-Brexit. “They are working through the issues and taking a solution–based approach,” Glyn Roberts, chief executive of Retail NI, says. “There is a huge amount of information to process. We are updating information on a daily, sometimes hourly, basis.”

survivor. So it improvised. “A couple of years ago, a guy came in to see me from the Real Olive Company in Cork,” Kieran Sloan, managing director of Sawers, says. “I remembered his card, called him, and now we have big order arriving from him. He told me they haven’t stopped delivering up north in recent weeks. I knew this was going to happen, although not to this extent, so we’ve built up new business with other fine food companies, north and south.” Under the NI Protocol, designed to avoid a hard border on the island of Ireland, volumes of new paperwork are required to process

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Patrick Doody, sales and marketing director at Henderson Group – which owns brands such as Spar and Eurospar – says while there have been delays for the company, its business model means it’s largely been unaffected by the last few weeks. “As a local company, we support local farmers, producers and suppliers and source over 75% of our fresh food from the island of Ireland,” he says. “We built stocks from our GB suppliers to help us navigate the post-Brexit grace period, which have ensured our shelves have been well stocked for our retailers and their shoppers. “We entered into a temporary supply agreement with Sainsbury’s supermarkets that

had both parties working together to ensure availability of a range of fresh and frozen goods for our customers for the first few months of the year, which has worked well. “The grace period has not been without its disruptions, which has meant delays for us more than shortages as hauliers and suppliers navigate red tape and bureaucracy, however our contingency plans are working and we are having productive conversations with government bodies and logistic groups to reach a sustainable resolution.” A first priority for Judith was to obtain an Economic Operators Registration and Identification (EORI) number. Alan Lowry, owner of Environmental Street Furniture, imports raw materials to Newtownabbey for a range of products, from litter bins to traffic bollards. Due to his experience with imports and exports, he was prepared for the paperwork: “We’d been shipping products over the years, so we were familiar with commodity codes, EORI numbers, and export proof.” Nevertheless, NI businesses have been forced to contend with costs and delays from GB. Judith Mercer waited for over 10 days to receive vaping oil orders and a credit card machine for her Spar outlet. Sawers deli was charged an unprecedented £400 in “line code” charges on a £3,500 order for items from a London supplier. In some cases, suppliers have stopped shipping to Northern Ireland altogether. “I went to buy ‘fragile’ stickers off Amazon,” Alan says. “The first five companies that I looked up all had a big red banner saying ‘no longer supplying to Northern Ireland’.” But new-found opportunities for local suppliers are arising. A Facebook page, geared toward NI businesses, and providing local solutions to onerous import requirements, amassed over 23,000 members since it was set up in 2020. Sawers, which traditionally specialised in upmarket food from artisan producers in England, Wales and Scotland, has >

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dedicated a huge part of its outlet to ‘made in Northern Ireland’ products. “All our own jams, chutneys, crackers, are made locally,” Kieran says. “We have sent out three pallets of our own Sawers brand in the past five weeks.”

items is due to end on April 1, 2021, bringing increased challenges for local businesses. Some organic producers in GB have decided to stop delivering to NI altogether due to costs of compliance. The NI region does not have the infrastructure to make up this shortfall.

paperwork and time delay costs. Political instability – and calls for the protocol to be scrapped – does not exactly instil confidence. But despite the myriad of challenges, local businesses are resolute.

Since no restrictions exist between NI and the Republic, ‘local’ now covers the whole island. “We get fantastic salamis and top end stuff from Dublin now,” Kieran says. “We place the order on a Tuesday and it’s up here on Thursday. There’s not an issue at all.”

“Only 1% of farm land in Northern Ireland is farmed as organic: probably the lowest within the EU,” David Laughlin, owner of Culmore Organic Farm in Coleraine, says.

“It’s a challenge, not a crisis,” insists Glyn Roberts, Retail NI chief. “Am I confident we will get through it and arrive at a solution? Yes. I think it will – to use a typical Belfast solution – collapse into place.”

Some NI businesses that import products and material from Europe are choosing to avoid the land bridge across GB, and ship through Cork or Dublin. “This is costing us more money, but it’s less hassle,” Alan Lowry says.

“It’s a capacity issue. You can’t suddenly turn on the tap on. Established producers like ourselves can increase production by 10% or 15% a year. But it takes two and a half years to convert a conventional farm to organic. If there is a dramatic shortfall in the short term, it is going to be difficult to fill that hole.”

Alan Lowry is also optimistic. By remaining in the single market, yet outside the EU, Northern Ireland may yet reap singular benefits. “When it all settles down in six to nine months time, I think Northern Ireland will be well placed to do what we set out to do,” Alan says. “There’s a bit of rough water to get through first.”

Retailers are resigned to a decrease in choice and an increase in prices due to additional

That rough water, for now, is slap bang in the middle of the Irish Sea. ■

Large retailers are now exploring ways to gear their business model toward local suppliers. Marks & Spencer is planning to source more local products, a spokesperson told Ulster Business. M&S initially pulled around 5% of its range from shelves in Northern Ireland. “The majority of those items are now back in stores,” it said. Lidl is also putting an increased emphasis on “supporting local” across its 40 stores in Northern Ireland. “With a network of more than 50 local producers, we spend close to £300m each year on sourcing quality products from across the region,” a Lidl spokesman told us. “We also have the capacity to showcase quality Northern Irish produce on the global stage, facilitating export deals with our counterparts in Europe, including a £24m deal with Crust & Crumb that saw fresh premium pizzas crafted in Fermanagh on the shelves of thousands of Lidl stores across Europe.” The Brexit storm is far from abating. The three-month grace period for certain import

Glyn Roberts

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Local grocers leading the way in lockdown The latest official figures from Kantar show a big increase in grocery sales across Northern Ireland. But it’s the convenience stores and smaller multiples which are leading the way in the lockdown surge, writes Emma Deighan

suppliers benefiting from the growth in supermarket sales. As a result it is to invest in a multi-million pound strategy to expand internationally,

Its plans follow on from the business’s switch in banking partners to Ulster Bank, from which it will receive additional funding to accelerate that growth over the next five years.

ocal convenience stores are benefiting from the Executive’s ‘stay at home’ message, experiencing a 26% increase in sales over the past year.

Sainsbury’s, which saw its sales rise by 13.7%.

The independent retailers, which include Spar, Mace, Centra and SuperValu among others, were the biggest beneficiaries in the grocery sector here in the 52 weeks leading up to January 24, according to retail analyst Kantar.

Speaking about the results, Emer Healy, retail analyst at Kantar, said: “The Northern Irish grocery market grew by 13.9% in the 52 weeks to January 24, 2021.

The stores, which span corner shops to forecourts, occupy 8.6% of the local market. Lidl had the next best sales for the period, with a rise of 20.5%. The German-owned company, which has 40 stores here and accounts for 6.5% of the grocery market, said recently that further growth is in the pipeline as it plans to recruit 170 new team members. Meanwhile, biggest retailer Tesco, which holds a 35.1% share of the market, saw sales grow by 12.2%. But that was behind competitor

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Asda, which has a 15.8% share of the market, saw sales increase by 9.3%.

“This decelerated slightly in the shorter-term as sales increased by 13.4% in the past three months. After almost a full year of national lockdowns and restrictions, we visited stores an average of 20 times fewer than we did the year before the pandemic. “With people eating more meals at home and adding more items to their trolleys, volume per trip soared by 18.1% year on year as shoppers picked up an average of two additional items each time.” Warrenpoint sandwich manufacturer Deli Lites has been just one of many local

Run by husband and wife Brian and Jackie Reid and employing almost 300 people, the company supplies a range of food-to-go products including sandwiches and salads to retailers including Sainsbury’s, Tesco and Boots. Mr Reid said: “Despite the challenges the sector faced in 2020, our retail business and export markets remained strong. “As we invest in the future of the company, we aim to further develop our international business where we see significant opportunities. “We are entering a very exciting period in our growth story and are ready to showcase what an Irish producer can do on the world stage.” ■

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Sixty years of community retailing in Northern Ireland This year is off to a celebratory start at SPAR NI, as the brand celebrates 60 years of community retailing in Northern Ireland

s one of the most recognisable retail brands in Northern Ireland, SPAR NI and its owner Henderson Group have experienced considerable growth and broken great ground, setting the standards for community retailing in Northern Ireland through their investment in their retail network, marketing and people. To mark the occasion, the team has been going through their archives, asking local celebrities and those who helped put SPAR on the map, to recall their favourite memories from the past 60 years. Northern Ireland actress Olivia Nash, who famously fronted the “Fred, we’ve no bread” ad from the 1980s, recorded a special message to say happy birthday to SPAR NI, recalling “…

there isn’t a week that goes by that someone doesn’t shout ‘Fred, we’ve no bread’ at me. Filming the ad was one of the highlights of my career, and I’m delighted that I recorded many more voiceovers for the brand in the years after”.

Ireland, which have grown and developed since the brand came here in 1961, and this year is going to see even further growth for this robust brand which is in the heart of every community and village in Northern Ireland.”

SPAR NI has also launched a series of competitions and giveaways, putting the shopper firmly in the centre of the celebrations.

John Agnew, son of William Agnew who brought the brand to Northern Ireland in 1961 has been reflecting on the impact of SPAR in Northern Ireland, and how its Dutch roots and ethos of collaborative working are still strong today.

Paddy Doody, sales and marketing director at Henderson Group, said: “It’s a fantastic milestone to reach for the SPAR brand, which has gone from strength to strength over the years, thanks to the commitment of our retailers and our loyal shoppers.

“The business model of the SPAR Guild operated successfully on a regional, national and international level, and still does today,” Mr Agnew said.

“There are over 200 SPAR stores in Northern

“It supports the exchange of knowledge and information between retailers, as well as a

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structure to work together to grow the business. That is why SPAR is such a formidable force both globally and within our local communities; not only is our local SPAR Guild collaborating and driving the business forward, but we are learning and developing with our international retail colleagues too. “Many of our retailers have built entire local networks under the SPAR brand and have been a real hub for their local communities. “They trade independently but work with us through our wholesale business to gain access to promotions and our successful own-brand fresh and ambient ranges, a majority of which are sourced and developed with local farmers, growers and suppliers. “It is incredible to look back over the past 60 years and see the impact the brand has had on retailing in Northern Ireland. We know that strong investment and innovation has really driven that impact, but the success lies with

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the great people and entrepreneurs we have had working for the business. “This has been our true success, and the backbone to the future of SPAR, especially following on from a year which has proven just how important community retailing is.” The celebratory year will see a huge drive on value deals, trips down memory lane, competitions and giveaways for shoppers and even more well-known faces sharing congratulations and their memories from over the years. ■

More can be found at spar-ni.co.uk/60-yearsserving-ni, including a video with Mr Agnew reminiscing and sharing the success of SPAR on its diamond anniversary with grandson Jonny.

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Vaccinations ‘boosting consumer confidence’ While society remains largely in lockdown, consumer confidence is seeing an uplift, buoyed by the continued successful roll-out of the coronavirus vaccination programme, writes John Mulgrew

continued successful roll-out of the Covid-19 vaccine has seen consumer confidence rise across Northern Ireland. But while there was an increase during the last quarter of 2020, levels still remain below those, pre-pandemic, according to Danske Bank’s Consumer Confidence Index. “The Danske Bank Northern Ireland Consumer Confidence Index increased to a reading of 124 in quarter four 2020, up from 119 in the third quarter of the year, but below the index level of 129 posted in the fourth quarter of 2019,” it says. “Compared with the third quarter of the year people felt more confident about their current and future financial positions and the amount they expect to spend on expensive items, though expectations around job security were weaker. As might be expected, the coronavirus pandemic continued to be a key driver of confidence levels at the end of 2020.” Almost half of those surveyed said positive news about the vaccine had the largest impact on confidence levels. As for spending, around 42% of consumers said they expected to spend less on high-value

items over the next year, compared with 21% who expected to spend more. Around 16% of people surveyed said they expected their job security to worsen versus 7% who expected to become more secure in their job. “Looking forward, consumer confidence and its impact on spending are likely to be important determinants of the speed of the economic recovery,” it says. “While the reintroduction of more stringent coronavirus restrictions in the latter part of 2020 stalled the economic recovery that had begun during the third quarter, the positive news about coronavirus vaccines provided a boost to consumer confidence at the end of the year,” Danske Bank chief economist, Conor Lambe, said. “With the current restrictions requiring many businesses to remain closed, the first quarter of 2021 is proving to be another challenging one for the Northern Ireland economy. But assuming that the restrictions can be gradually eased throughout the year as coronavirus case numbers hopefully come down and the vaccine programme is rolled out further, the local economy is expected to return to positive rates of growth from the

second quarter of 2021 onwards. “Assuming that the coronavirus restrictions are gradually eased throughout 2021, one of the factors that will influence the speed of the economic recovery is how confident people feel and how willing they are to spend. “On balance, consumers are expected to remain relatively cautious with regards to their spending decisions given the uncertainty around the pandemic, but the quarterly rise in confidence at the end of 2020 was a welcome development and it must be hoped that sentiment can improve further as we move through 2021 and help the economic recovery to really take hold.” Meanwhile, footfall figures for the middle of February showed a week-on-week increase of 12.5% in NI – significantly higher than the UK average of 1.5%, highlighting a potential impact of a degree of “lockdown fatigue”. “Despite (poor weather) hitting virtually all of the UK at some point (in February), footfall across retail destinations continued to rise from the week before,” Diane Wehrle, insights director at Springboard, said.

RETAIL

“In fact, in the seven weeks since (the third lockdown) came into effect on Boxing Day, the only declines have been in the first three weeks of the lockdown, which included the two weeks following Christmas when footfall typically drops anyway.” Elsewhere, in hospitality there have been calls for the Executive and its partners to now actively work on a plan for the sector to reopen, later this year. “The hospitality sector has been the worst hit and suffered almost an entire year of being closed or heavily restricted,” Colin Neill, chief executive, Hospitality Ulster, said. “We are now in a frightening situation. Bounce back loans have been burnt up and cash reserves have been depleted and desperation is really beginning to set in. Both the industry and government now need to learn lessons from past restrictions, what worked, and what didn’t.

“The weather did impact high streets, but it was more than compensated for by increases in footfall in shopping centres and retail parks.

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“We also need a new approach; reversing the previous reopening strategy, from; who can open – here are the rules, to; here are the rules and those that can comply can open,

while providing financial support for those that cannot operate sustainably under the rules. Simply choosing a business type as criteria to open and removing financial support rather than a risk assessed approach can actually be counterproductive, pushing a business to open even though it can’t be compliant.” Mr Neill says there must be “proactive” thinking towards a plan to reopen the sector. “Let’s be proactive, let’s get a plan in place well in advance and fight back and accelerate the recovery. We have already been through the wringer prior to previous lockdowns and have developed a significant level of experience in relation to safety measures and understanding restrictions and how to implement them. “If we need to do more, we need to know now. If its greater ventilation for example, give us the specification and the financial support so that business owners can go off and source well before the reopening phase, just don’t land this on us last minute – we are in too fragile a state to survive last minute rule decisions and rule changes.” ■

BREXIT

EU exports slump ‘not the case for most Northern Ireland firms’ According to a Manufacturing NI survey, the main issue for firms exporting and doing business here is with GB counterparts and their lack of preparedness, writes John Mulgrew

Stephen Kelly

ational headlines of a huge slump in EU exports for UK firm “is clearly not the experience of Northern Ireland manufacturers”, one leading industry body has said. Stephen Kelly, chief executive of Manufacturing NI, told Ulster Business, that a survey of its members shows just 23% of firms report a “marginal or significant impact” largely due to confidence concerns around EU trading. It comes after reports that the volume of exports going through UK ports to the EU fell 68% in January, compared with the same period a year earlier. The data, based on a survey of Road Haulage Association (RHA) members and first reported by The Observer, was detailed in a letter sent by the association to the Cabinet Office minister, Michael Gove, pleading for “urgent intervention” to support critical supply chains. “While work is required, reports from UK logistics body that exports to the EU have declined by 68% is clearly not the experience of NI’s manufacturers,” Mr Kelly said. “They are performing significantly better which is important given that our economy relies more on goods exports and the rest of the UK and this external source of funding is critical to the NI economy as a whole.

“Only 23% of firms report a marginal or significant impact largely caused by confusion and confidence issues as EU customers struggle to differentiate between UK and NI’s goods having the right to continue to freely circulate in the EUs single market. “There is a requirement for the EU and its member states to confirm to EU customers and government agencies the status of NI goods. “For instance, we have had reports of customs authorities being unaware and unnecessary requirements for ‘permanent establishment’ being insisted upon. “These are most visible in Ireland but similar stories are reported in other EU member states, particularly the Netherlands and Poland.” Largely blaming Brexit for the 68% year-onyear UK to EU exports drop, Richard Burnett, the RHA’s chief executive, wrote that he “warned repeatedly that there was a lack of clarity over how the new arrangements would work and that hauliers, traders and

manufacturers were confused, having had insufficient time to prepare” ahead of December 31, which marked the end of the Brexit transition period. “Since transition, we have worked tirelessly to demonstrate the devastating consequences these changes are having but it is very clear that government are not doing enough to address them,” he said in the letter. Last month, it was revealed haulage giant Hannon Transport had pulled its entire 20 daily lorry loads of GB to Ireland business and pivoted to increase trade directly with Europe saying it has become unviable. One month after the Protocol brought a new era in moving goods between Great Britain to NI, Aodh Hannon of Hannon Transport revealed the measures his firm has taken. After spending £600,000 over two and a half years on Brexit preparation, the company now has a dedicated team of almost 30 staff dealing with customs paperwork. ■

IT & technology

IT & TECHNOLOGY

The Irish firms powering online retail Irish firms are among those helping lead the way for online retail and web shopping as the pandemic continues to fast-track the need for a digital offering. Emma Deighan looks at the companies at the core of some of our online success stories

‘S

ome transactions that felt like they’d be offline for many years to come, quickly moved online,’ according to booming Irish payments giant Stripe. Depending on which article you read, the company – set up by two young brothers from Limerick – is now worth up to an eyewatering $100bn (£72bn). The company is the payments processing choice for many giants of internet shopping. A new study revealing the top 100 websites of 2020 highlighted exactly how our internet behaviours changed during the pandemic. The research carried out by the UK Domain, a free educational resource for firms who want to grow and build an online presence, showed that retailers were, by far, the biggest winners last year. According to its Internet Traffic Report, Amazon boosted sales by more than 30% during the pandemic, and a quarter of the top 100 websites for the year were e-commerce firms. Stripe, which offers payment processing software and application programming interfaces for e-commerce websites and mobile applications, has noted the shift, and benefitted from it. Set up by Patrick and

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John Collison, Stripe, which is based in San Francisco, is used by millions of businesses of all sizes – from start-ups to large enterprises. They benefit from the company’s software and application programming interfaces (APIs) to accept payments, send pay-outs, and manage their businesses online. “We saw a lot of businesses (hundreds of thousands across Europe) – big and small – start using Stripe to keep trading through lockdowns. In some cases, it just accelerated a shift that was happening anyway,” Paul Crayston, head of communications, UK and Ireland at Stripe, told Ulster Business. “Independent high street retailers for example were already flocking to platforms like Shopify (with payments powered by Stripe) to increase their addressable market – those kinds of trends were dramatically accelerated out of necessity. “In other cases, some transactions that felt like they’d be offline for many years to come, quickly moved online – for example, a lot of high street restaurant chains used Stripe to enable diners to pay via their mobile to help staff to keep to social distancing rules.” Paul says many firms did more than survive by going online, with some “finding it to be a growth opportunity”. Grofuse, which is based in Derry, has seen its revenue increase by more than 150% during the pandemic. In March 2020, Grofuse created the tool ‘Mercury Order Retail’ which would act as

a lifeline to retail businesses here amid the coronavirus chaos. Digital director at the company, Denis Finnegan, said: “The pandemic has certainly forced a more rapid shift in consumer behaviours towards online shopping. This shift is expected by many to become permanent, and businesses are rightly taking heed of the need to invest more in online activity. “Since March 2020, we have doubled our workforce to 10, even with everyone working remotely. We have a solid plan in place to build on our team of digital growth experts and continue to make fans of our clients as we help them succeed online,” he said. One firm Grofuse worked with saw its sales increase by 180% thanks to the company’s digital support which included inbound marketing campaigns “so when demand increased during Covid, they were well placed to be found easily online and meet these new sales challenges”, according to Denis. Bazaarvoice, a Texas-headquartered company, has been continually expanding in Belfast since 2017. It too has continued to grow during the pandemic. It had 25 new hires alone during the first lockdown. The company “connects brands and retailers to consumers, so that every shopping experience feels personal. From search and discovery to purchase and advocacy”. Laura Lunn, capability lead and product development at Bazaarvoice said it has been training people in tech, not just the

IT & TECHNOLOGY

Ian Cullen and Denis Finnegan, Grofuse

technology that has forged the drive in getting firms online over the past year.

ramping up performance for retailers who already had an online presence.

“Helping businesses get the most out of their digital presence is not about technology, it’s about training people,” she says.

This includes its work with fashion chain DV8, which was forced to close 48 stores. Leanne Blair, head of operations at Built for Growth Digital, said: “It was a combination of trend analysis and forward planning plus quick reactionary measures that allowed DV8 to strengthen their foothold in the online fast fashion market during a time when many other high street retailers struggled.” By May, Built For Growth Digital introduced Klarna to DV8’s sales platform. The Swedish financial services firm offers retailers the ability to provide credit but receive payments upfront.

“We need to create a space for people to share knowledge and collaborate on skills. I attended a British Computer Society (BCS) course at the end of last year on ‘Empowering Women to Lead a Digital Transformation’. “The final task of the course was to create a programme to help the third sector become digitally transformed. The programme includes training workshops to impart skills, but the goal of the programme is to establish a network from a range of sectors in Northern Ireland to learn from each other and share best practices.” Other local firms which played an instrumental role in the move to online included Selazar, a tech-first company automating retailers’ entire e-commerce operation through its single fulfilment platform. Selazar automatically picks, packs, stores, and ships products with up to a 40% saving compared to other fulfilment providers. The end-to-end solution encompasses stock management, deliveries and returns for the retailer allowing them to scale their business without the heavy lifting. Meanwhile, Built for Growth Digital, another Belfast-based e-commerce firm has been

“There has been a shift to more people buying online than ever before that we anticipate will continue to significantly grow,” Leanne says. “With this in mind, it’s crucial that all retailers, big or small, ensure they have a reliable ecommerce presence that moves and reacts with trends to safeguard their profits now and in the future.” Retailers weren’t the only firms on the high street forced to go online to survive. The hospitality trade looked to digital to access trade. Supporting that move was anyExcuse, an Irish firm founded in 2017. When Covid hit anyExcuse, in partnership with Guinness, was able to roll-out free-of-charge tools online table bookings, contactless table service and click and collect/delivery services tools.

And chief executive, Padraig Shanley believes these tools won’t be temporary. He said: “We see the future as a cashless one, with mobile table service being an integral part of the socialising experience.” Chief marketing officer Tracy Keane said the move sparked its first venture into Northern Ireland, “and it has been a resounding success.” “Naturally, Belfast and Dublin saw the biggest uptake in clients given the number of outlets in these cities. Belfast Outlets specifically have huge premises. They are ideal for digital table service as staff can manage larger areas much more efficiently. The geographical spread of clients is nationwide with venues availing of our products and services in almost every county now.” She said Table Service was in development prior to the pandemic, which enabled its speedy roll-out and adds “but it was always in our future”. “There’s no doubt the number of consumers allowed in bars at any time will remain restricted for the foreseeable future which will cause more obstacles to consumers heading out to socialise. The fear of having to queue in a ‘one in, one out’ system, or the bar being unable to facilitate them at all will be a deterrent for many. Our booking tool is built not just for restaurants but bars also. It allows outlets to have more than one sitting ‘time slot’.” ■

NEWS

Irish exports reach £140bn

rish exports were valued at €160bn (£140bn) last year, the highest level ever recorded, according to the Central Statistics Office (CSO). Total exports were up 5% when compared to 2019, despite a slowdown in economic conditions across the world due to the Covid-19 pandemic. The performance was driven by the medical and pharmaceutical sectors, accounting for almost 40% of all Irish exports. Exports from the medical and pharmaceutical sectors increased 25% in 2020 to €62bn (£54bn). Organic chemicals were the next biggest area, with €31bn (£27bn) of exports last year. Food and live animal exports, when combined, totalled €11.5bn (£10bn) in 2020. Imports in 2020 decreased compared to 2019, falling by €5.5bn (£4.8bn) to €85.3bn (£74.4bn), according to the CSO. Imports of ‘other transport equipment’, including aircraft were valued at €12.7bn (£11bn) last year, or 15% of total imports. This

MARCH 2021

was a decrease of 41% on the 2019 level. Imports of petroleum were down 40% in 2020 to €2.6bn (£2.3bn). Last year exports to the UK fell by 9% to €12.4bn (£11bn). Overall, exports to the UK accounted for 8% of Ireland’s total exports in 2020. Meanwhile, imports from the UK were down 5% year-on-year, falling to €17.8bn (£15.5bn). Goods from Britain accounted for 21% of total imports in 2020. The EU accounted for 40% of Ireland’s total exports in 2020, an increase of 13% on 2019. Of the EU 27, Belgium and Germany were the most popular destinations for Irish exports last year. There were €30.3bn (£26.4bn) of imports from the EU in 2020, representing 36% of total imports, according to the CSO. This was a decrease of 9% on 2019. Looking beyond the EU and UK, exports to other countries were valued at €82bn (£71.5bn) last year, up 3% on the 2019 level of exports. From this, the US was the largest export destination in 2020, accounting

for €49.8bn (£43.4bn), or 31% of total exports. In December, the value of seasonally adjusted goods exports was €12.5bn (£10.9bn). Meanwhile, one Northern Ireland economist estimates that Northern Ireland suffered the biggest economic contraction out of all G20 countries during 2020. Dr Esmond Birnie, senior economist at Ulster University, estimates that NI suffered a GDP decline of 12% comparative to the UK-wide fall of 9.9%. This puts it at the bottom of the 19 largest economies in the world in terms of size of GDP. Dr Birnie said that while it is likely NI followed a broadly similar pattern to the UK, “given that Covid restrictions applied for most of the final 10 or so weeks of 2020 and given that some of the NI restrictions were probably more severe than the UK average (and given also the relatively larger percentage size of the retail sector in NI) it is possible that NI experienced a further output dip during October-December”. ■

IT & TECHNOLOGY

Accelerating the way forward in communications The way we communicate and share data has been accelerated substantially due to the Covid-19 crisis – it’s now part and parcel of how we work. And for Terry Moore, chief executive of Outsource Solutions, it’s meant surging demand for its high-end cloud services, and its partnership with 8x8. The company continues to invest and develop the next generation cloud technology for customers across the UK, Ireland and beyond

t the beginning of the crisis, for some businesses, it was about getting remote communications up-and-running as quickly as possible. But according to Terry Moore, founder and chief executive of Outsource Solutions, the focus is now on getting the best long-term solutions available on the market – with a focus on security and performance. “The most different thing about all of this has been communication,” Terry says. “It has been a challenge in how companies deal with their staff and their customers. “We have seen a massive drive for cloud-based communications, storage and telephony. There has been that driver for years, but the trauma caused by Covid-19 has accelerated that.”

the crisis, it was getting something as quickly as possible – it didn’t matter about the speed or security. “But that’s now changing. Customers want more performance and security, ensuring their data is safe. It’s a more mature approach. For example, with OSG Cloud, that is about bringing performance as close to the user or application. “For us, it’s about looking at how we make it better for a user. It’s about security and protection. That’s a change we have been seeing in the last six months.” And a key part of the Outsource Solutions journey has been its partnership with US-based global communications giant 8x8.

Outsource works with a wide range of businesses, from those with 50 employees right up to its biggest customer, boasting around 5,000 users.

The company has helped transform the future of business communications as a leading software-as-a-service provider of voice, video, chat, contact centre and enterprise-class API solutions powered by one global cloud communications platform.

It’s also recently worked with Kingspan in fulfilling its key communication needs at time when it is more important than ever.

“It’s a global firm and one of the leaders in telephony,” Terry says. “We are perfectly placed as an enterprise partner.

“There has been a huge drive forward for better communications and a higher quality of service,” Terry says.

“We offer everything from design, to deployment and support requirements. When that need goes outside our own geography, we use 8x8 for our global locations.

“The big thing is now taking the ‘working from anywhere approach’. At the beginning of

“We have been involved with 8x8 for around

10 years. The company has really been riding a crest of a wave. “If all you need is to pick up a phone, make, or transfer a call, then anyone can do that. But if you want to have true integration, working across multiple locations, scaling across the globe, then 8x8 is the company you want to turn to. “The 8x8 brand is something which should invoke a lot of confidence among customers. No other VoIP (Voice over Internet Protocol) or contact centre provider does more to safeguard the security and compliance of mission-critical communications.” The company operates across a wide range of sectors, including government, health, security and education. 8x8 utilises real-time analytics and intelligence to provide businesses unique insights across all interactions and channels so they can help end customers and accelerate their company growth. As for returning to a ‘normal’ environment, Terry says regardless of whether people will be working remotely full time, or even just a day a week – the infrastructure still must be of the highest standard. “It’s about underpinning business decisions with good technology,” Terry says. “But we will get back into the office, and we

IT & TECHNOLOGY

Terry Moore

need that sense of community. However, the infrastructure is here to stay.” So, for firms still struggling to get their communications and cloud needs in order, what can they do? “It’s about accepting the reality,” he says. “I think at the beginning, some were looking at this being a short-term need. But it’s about thinking long-term and change for the good. “Get the advice. It won’t cost you anything and then take it from there. It’s going out, getting the information and then deciding what you need – working with a good partner, looking at what is possible and examining what we can do within a budget. “And this technology can be easily and quickly adopted. You could be up-and-running with a new cloud system in a week.”

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Outsource Solutions now has a team of almost 50 staff, with offices in Antrim, Belfast, Cookstown, Dublin and Edinburgh. Its customer base includes UK & Ireland based SMEs, as well as international and global players, including leading names from the hospitality, engineering, legal, professional services, manufacturing and food sectors. And Outsource is continuing to invest in its business, including in its OSG Cloud offering, “which will be the first in Ireland to bring leading global and proven cloud technologies to our customers,” Terry says.

acquisitions – taking on new customers, great people and new skills. That will definitely be part of our growth plans over the next three to five years.” Looking ahead, Terry says while everything has changed, working as a strong team and with the best people remains key to any business relationship. “It should still be about making sure you have trusted relationships, working with the best people and then ensuring you equip them with the best possible products.” ■

“This is a massive investment for Outsource and will deliver something new, something better as cloud and edge computing technologies converge. “We have also benefited hugely through

INTERVIEW

We did what Ryanair did in the last crash – invest In just a short space of time, Greg Bradley, the founder of gym equipment firm BLK BOX, has expanded his business into a range of international markets, and has plans for a major new facility to meet growing demands. He speaks to Emma Deighan

he pandemic put a renewed focus on the health benefits of exercise – helping NI gym equipment firm, BLK BOX’s business-toconsumer sales grow from 10% of the business to 60%. Owner of the firm Greg Bradley says it’s an area he always wanted to develop – the home gym market – but progress has been much quicker as lockdowns forced traditional gym settings to close. The company is no stranger to big contract wins, and kitted out Adidas headquarters in Germany, as well as prestigious hotel gyms in Dubai and America. Such wins have helped BLK BOX become a respected brand in global gym circles, despite only being founded eight years ago. It is also the chosen equipment suppliers of elite sports teams including Ulster Rugby, Bristol Bears rugby team and gym chain, PureGym. But these days, the homebound gym bunny is turning their attention to the firm’s products. “Last year was a good year for us. We were in a pandemic and yes, there were challenges, but we were able to continue to trade and Covid gave us a good tailwind in terms of sales and our sales figure is exactly where we want it right now,” Greg says. “The business was just over 60% direct to

consumer last year and that was an area where we have wanted to grow.” But catering to that home market provided its challenges, Greg says. “We are living in the Amazon days and that’s had an effect on consumer expectations. You also quickly find out how robust your packaging is. Today people want things quickly, so we invested over £2m in our own infrastructure.” The huge investment Greg pumped into the company during what has been a challenging time for the economy was inspired by Ryanair boss Michael O’Leary’s actions during the 2008 crash, Greg says. “Amazon has raised the game for everyone and is very much setting the standards and the investments we have made wouldn’t be something many companies in the UK could do at this time but we knew people would have more of an appetite. “We looked at Michael O’Leary’s actions during the last recession when he ordered a load of planes, when prices were down. We were able to get good deals on new machines at a time when demand was not there.” The result of the investment means a relocation for the firm and its new machinery, a shift from its current Titanic Quarter base to a larger Newtownabbey site – first revealed in Ulster Business, last year.

“We are half moved in at the minute and the rest of the move will be a four-week process, so we expect to be in by the end of February early March. “It’s exciting being able to consolidate our operations all under one roof. Previously, in Titanic Quarter, we were spread across different buildings so this allows us to be in the one place and will support our growth plans.” Among those plans, he says, is a potential launch of a base in the EU to help overcome issues as a result of Brexit. “We’ve noticed everything is taking much longer and we’re running into paperwork issues since Brexit and we have to have the consumer’s confidence, so we are potentially looking at a distribution centre in Holland later this year to keep our sales growing there.” Ahead of that move, the company has launched a number of translated websites. “This year the focus on home market, next year it will be Europe, the year after we might give America go.” He also says this year will see the company up its workforce to 100. His first foray into the fitness world came when he posted gym equipment pictures on an online buy-and-sell site, before even having the equipment within his grasp. A welder in Coleraine made the products, which included the prowler, an all-body

INTERVIEW

Greg Bradley

resistance sled-type product that is a common feature in many NI gyms.

journey to success, even making it part of firm’s company culture.

From then, the business grew and his first customer is still with the business today. Greg, a former Gaelic football player, says his interest in gym equipment was spurred on by his own fitness as a member of the Owen Roe team in Coleraine. “I was self-taught to an extent,” he says. “I read a lot of books and I reached out to people.

“I don’t get concerned by qualifications. For me education isn’t important, it’s about what you can bring to the business.”

“Any fool can learn from his mistake, but the wise man can learn from the mistake of others. I spoke to people in other areas of business and found out what worked and what didn’t work for them. I don’t believe I had a lot of skill set but it was about speaking to the right people, getting the right team involved too because none of this would have been achievable without the right staff.”

As too will the abundance of research into the benefits of exercise on physical and mental health.

And he celebrates his own, unconventional

MARCH 2021

On the subject of culture, the businessman says the growing popularity of working out, coupled with cheaper access to gyms will continue to drive sales.

“Working with PureGym has been exciting because it is leading the way in offering that accessibility. Historically going to the gym was considered middle class but today there is so much access and so many different platforms. “One market that is under-served is the silver surfers. Everyone is chasing after the

influencers but it’s the older people that have more disposable income and place a lot more importance on their health.” BLK BOX is also playing its part in getting the next generation into exercise as it partners with charity Healthy Kids to “have an impact early on, getting them into exercise and wellbeing and help reduce health issues at a later date”. Reflecting on business lately and his core customer base, gym owners, he says: “It’s been very tough on them. Lockdown hasn’t been good for people’s mental health, but I don’t think it means the end of the gym and gym membership as home workouts and home gyms become more popular. “I believe working out will become similar to the way we will start to use the office for work. We will begin to see something of a hybrid, with people working out at home and at the gym,” he says. ■

PODCAST

The Ulster Business

Podcast

hallenges remain for businesses forced to bring the shutters down during the coronavirus pandemic amid mounting debts and deferred payments, it’s been claimed.

with

But Darren McDowell, senior partner with Harbinson Mulholland, says he remains hopeful that once lockdown is eased we will see a spike in economic activity, similar to the third quarter of 2020.

It’s almost a year since the launch of the highly successful Ulster Business Podcast with Bank of Ireland UK. We take a look at some recent highlights

“Planning is very important... you need to find out where you stand, don’t run away from it, and be proactive,” Mr McDowell said.

EPISODE 37 – DARREN MCDOWELL

“I do have a sense of hope here. When the lockdown restrictions were released we did see a strong recovery (during the summer) across those sectors which have been hardest hit. “That is encouraging. Without a doubt, the longer this goes on then it is tougher for those businesses.” He also praised the extent of the Government support which has been in place for close to a year, but says some businesses may have struggled to get sufficient assistance. “I think the Government support has been tremendous,” he said. “It is difficult to criticise the Government’s financial input into this but I do appreciate some of the smaller businesses may not have gotten support quickly enough. “From an accountancy practice perspective and looking at those who have been unable to open the doors again, I do sense that the longer this goes on, that support is going to leave those companies with debt which has to be repaid. “The overheads aren’t getting paid. The debt position these companies are going to be in, from deferred VAT payments, CBILs and bounce-backs, is going to be huge. There are challenges ahead and we have yet to see the full outworkings of that.

PODCAST

EPISODE 38 – MARK GILLAN

prototype electric zero-emissions ferry built in Belfast could be in the water as early as later this year, it has been revealed. Artemis Technologies is undertaking a major recruitment drive as it ramps up its programme to develop and build a new class of zeroemissions ferry in the city. Speaking on the Ulster Business Podcast with Bank of Ireland UK, Mark Gillan of Artemis Technologies, and a former Formula One race chief with teams such as Williams, said the company also hopes to more than treble its headcount to 100 by next year. And speaking about his time with the Williams race team, he said: “I was responsible for the whole race engineering activity – the drivers, the performance of the two cars on track, and also liaising with our suppliers, sponsors and that whole logistics of getting to the event. “It’s very much a community. It’s not just the team that’s a community. At a race in Spain with Pastor (Maldonado), it was Sir Frank’s (Williams) 70th birthday and we were celebrating.

“When I stand back, some of the activity those businesses in the city centre have benefited from has been because there are teams of people in offices like ours, making up their footfall. “I do see the longer term, a blended return, back to that office space, which will give opportunities for those businesses to start trading again in a meaningful way. “There is no substitute for getting together face-to-face to make sure service and communication is working as best as it possibly can. “I think at the back of everything in Belfast city centre, once that begins to work itself through, that those businesses which have been hardest hit will see an improvement to business again.”

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“But unfortunately there was a fire at the back of the garage and we ended up losing about 90% of our equipment. However, we were able to go racing in Monaco the next week purely because of the generosity of the wider team. “While you are competing fiercely on a day-to-day basis, it is very much a community.” “Artemis, like the Formula One teams, has a real core of activity in the high-performance teams. Managing a team like that, and a very international one as well, requires a certain skillset. “The significant piece is the vessel itself, the design of the vessel, is very akin to a motorsport car in terms of carbon composites. While my background is aerospace, the last 10 years I have primarily concentrated on electrification and decarbonisation in marine environments.” And on the company’s timeline for rolling out its new technology, he said following a test

vehicle this year, a full-size ferry could be in the water by 2023. “We are just over 25 staff at the moment and going to go to about 70 by the end of this year, and then to 100 by the end of quarter one in 2022. “We are very much in a hiring plan, and we are really looking to hire locally in Northern Ireland, then to the UK and Europe and wider afield. From that side, that progression is well under way. “As we hire we have a range of open opportunities. That goes from the head of function, head of electric drive train, through to administration roles. It really is a significant swathe of different skillsets. We are trying to get the heads in place first, and then build out from there. “We are looking to get an 11-metre demonstrator in the water by the end of this year and that really looks to showcase the technology.”

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The column with an ear for experience...

How did you start out in your industry? I first encountered business improvement districts (BIDs) in 2005, when I was head of city operations at Westminster City Council. BIDs had only just been launched and I worked closely with them for seven years before coming back to Belfast. I supported setting up Northern Ireland BIDs when working for Belfast City Council and, when the Linen Quarter launched in 2018, I decided to make the switch. After 20 years working for large corporates the opportunity to lead a small start-up was very refreshing. What have you found the most challenging during your years, so far? When I took up post, I had a list of 33 projects my board wanted me to deliver. Most organisations have established systems in place, but as a new start up organisation, I was solely responsible. To progress the projects, I first had to issue invoices, recruit staff, source and equip offices, develop procedures and commission services. It’s been a lot of work, but I have a supportive board and in the first two years, we brought in a talented team, collected 95% of our revenues and delivered 80% of our five-year plan. How would you describe your management style? Daniel Goleman, who popularised the concept of emotional intelligence, identified six different styles. My default style is pacesetting to uphold standards and achieve goals, but I try to combine this with setting a clear vision and involving people with an inclusive approach. The best leaders go further and adapt a wider range of styles to suit specific situations, so I’m also working on affiliative and coaching skills to build an even stronger and more supportive culture across the BID.

Name: Chris McCracken Position: Managing director, Linen Quarter BID What would you change if you could go back and do it all again? I completed a post graduate business diploma a few years ago, which taught me a lot of useful concepts. However, it is difficult to work, study and raise a family so if I could do it all again, I would undertake a full-time MBA while still in my 20s. Have you done it all on your own? The focus of the BID is developing partnerships that will see things getting done in the Linen Quarter. Working across the public and private sector, we try to leverage the unique contributions of different organisations to land projects and deliver benefits to our members and those who use the Linen Quarter. Individuals and organisations can play important roles, but success only comes when there is a collective effort. How would you like to be remembered professionally? My aspiration is for the organisation, and I hope in years to come Linen Quarter BID

will be recognised for its transformational role. When we constituted in 2018 the Linen Quarter was at the end of half a century of decline. Despite short-term challenges we are now at the cusp of a great renaissance, with £1bn of investment landing between 2015-2030 and a new focus on sustainable transport, technology, and re-imagined social spaces. The BID is a catalyst for these opportunities, helping to integrate investment and add value for the benefit of everyone who lives in, works, or visits the area. What piece of advice would you give to a 20-year-old you? I would advise anyone in their 20s, thinking about what arc their life and career will follow, to read Mastery by Robert Greene. Using real life examples, he talks about finding your life’s calling, the importance of a long apprenticeship and mentoring, developing social intelligence and a broad framework of knowledge. The book wasn’t available when I was 20, but it is the best synthesis of personal development that I’ve read. ■

Motoring By Pat Burns

MOTORING

Taking another Leaf out of the green book T he Nissan Leaf is celebrating its 10th birthday this year with a special edition model to celebrate 10 successful years of sales as the first massmarket EV in the world. More than half a million Leafs, or should that be ‘Leaves’, have been manufactured globally and European models will continue to be built at Nissan’s Sunderland factory. Called the Leaf10, it enhances the model’s comprehensive range of technologies, featuring intuitive in-car wi-fi that is deal for families and those on the move plus new connected services. The latest special version includes the ProPilot advanced driving assistance technology which works on singlelane roads. It allows the car to stop, restart and stay centred in its lane in normal cruising and lower-speed congested traffic scenarios. With a nod to Nissan’s Japanese DNA and to the design of the new Ariya, Nissan’s first all-electric coupé crossover which embodies the future of the brand. Leaf10 has been embellished with an intricate Kumiko pattern that adorns the wing mirrors, roofline and boot lid.

Leaf10 customers can choose from two body colours – standard pearl black metallic, or the brand new two-tone ceramic grey and pearl black cost option. To complete the stylish exterior, Leaf10 comes with 17-inch alloys as standard on all N-Connecta models for an even more dynamic look and feel. The Leaf10 is available with Nissan’s versatile In-Car Wi-Fi hotspot providing in-built 4G connectivity for up to seven devices. This functionality compliments the range of utilities on the NissanConnect Services smartphone app, which allows owners to control key features remotely – such as monitoring the battery charge level and locking or unlocking their vehicle to accept deliveries. Drivers will also be able to enjoy a comfortable commute, with the ability to pre-heat their Leaf for their journey. Customers will also benefit from intelligent blind spot intervention (IBSI) and Nissan’s newly launched intelligent rear view mirror, usually a £395 cost option, to provide greater visibility and reassurance whilst driving. These innovative safety features perfectly complement the already technically advanced EV.

Leaf e+ models have a newly-developed 62kWh battery pack which offers 55% more capacity and approximately 25% improvement in energy density while retaining a similar shape and size to the 40kWh battery pack; all without compromising the vehicle’s exterior design and interior space.

This has given the e+ a significantly increased driving range of up to 239 miles (WLTP combined mode) on a single battery charge. Maximum power output and torque have been also improved to an impressive 217PS and 340 Nm, respectively, delivering more powerful acceleration performance. With the more powerful motor, acceleration from 50mph to 75mph is nearly 13% quicker. This allows the Leaf e+ to confidently pass slower-moving vehicles, exit corners faster and merge seamlessly with fastmoving traffic. The top speed (98 mph) has also increased from the 40kWh version by approximately 10%. The Nissan Leaf10 starts from £28,820 OTR (including the plug-in car grant). ■

MOTORING

aguar’s small saloon, the XE, has been upgraded for 2021 and now features a new electrified powertrain option and latest connected technologies. For the first time on the XE, the nextgeneration 2.0-litre four-cylinder Ingenium diesel is available with the latest mild hybrid electric vehicle (MHEV) technology for enhanced efficiency. Inside, Jaguar’s Pivi Pro dual-sim entertainment system ensures the XE is always connected. The intuitive new interface makes it easier for drivers to view information and perform frequently used functions on the move. The XE is the smallest of the Jaguar saloon range, but these updates means it shares the top end feel and latest technology available on it’s larger models. Changes to the interior add further luxurious touches, including an updated seat design, while the new split-rim steering wheel design with metal gear shift paddles deliver a more engaging look and feel. The XE range is available with the Ingenium 2.0-litre, four-cylinder, turbocharged 204PS diesel engine, along with the latest 250PS and 300PS petrol engines. All models are available with Jaguar’s eight-speed automatic transmission and are offered in rear wheel drive or four wheel drive for the range topping model. The diesel engine features MHEV technology for the first time. The advanced new MHEV system uses a belt-integrated starter generator (BiSG) situated in the engine bay to harvest energy usually lost when slowing and braking, which is then stored in a 48V lithium-ion battery located beneath the rear loadspace. It is able to redeploy the stored energy to assist the engine when accelerating away while also delivering a more refined and responsive stop/ start system. The new engine powers the XE from 0-60mph in 6.9 seconds and is capable of up to 58.5mpg with CO2 emissions as low as 127g/ km on the WLTP test cycle. Petrol customers can choose between the 250PS or a 300PS version of the Ingenium

MARCH 2021

Jaguar’s small saloon gets high tech 2.0-litre four-cylinder petrol engine, launched last year, which produce 365Nm and 400Nm of torque respectively. The 250PS petrol engine delivers fuel economy of up to 35.6mpg, from CO2 emissions of 179g/km and 0-60mph in 6.4 seconds. The powerful 300PS engine – exclusively mated to Jaguar’s intelligent all-wheel drive system – is able to propel the XE from 0-60mph in 5.6 seconds. The XE features Jaguar’s latest Pivi Pro infotainment system, accessed through the seamlessly integrated 10-inch central touchscreen, while the optional 5.5-inch lower touchscreen (standard with R-Dynamic HSE specification pack), also powered by the new Pivi technology, combines two multi-functional LED rotary controllers for intuitive operation of key vehicle functions. To enable instantaneous start-up, Pivi Pro has a dedicated power source, so is ready to use as soon as customers get behind the wheel. A collection of new convenience technologies

includes software-over-the-air (SOTA) capability, which ensures the XE is always using the latest software. Keeping the vehicle updated in this way means that owners don’t have to visit retailers in order to receive the latest software. Pivi Pro connectivity is provided by embedded dual-sim capability, with two LTE modems enabling the system to carry out multiple functions at the same time, such as streaming media and downloading SOTA updates, without compromising performance. This level of connectivity also ensures minimal interruptions caused by coverage blackspots as it roams across network providers for the strongest signal. Jaguar’s commitment to creating strong and lightweight vehicles, continues with the XE. The aluminium-intensive architecture features recycled aluminium from closed-loop manufacturing for greater sustainability and is an important contribution towards Jaguar’s journey to ‘destination zero’, a world of zero emissions, zero accidents and zero congestion. Prices start at £29,635. ■

MOTORING

A Stinger in the tail

ia’s high-performance fastback sports saloon, the Stinger, has been given a refreshed design to amplify its gran turismo character and features a range of technology and safety upgrades. Kia is best known for its small cars and SUVs and while this grand tourer is a rare sights on Ulster’s roads, can mix it with the best from Germany.

speaker is featured as standard on the latest Stinger.

The upgraded Stinger boasts a re-profiled exterior design and has been enhanced to improve cabin appearance and quality. The upgraded cabin, in particular, reaffirms the Stinger’s credentials as the consummate grand tourer and the flagship of Kia’s European line-up.

The upgraded model includes a high-resolution seven-inch digital display within the instrument cluster. This full-colour display with vivid graphics for different driving modes delivers crystal-clear information to the driver between the speedometer and tachometer.

New styling includes the rear indicators which are now made up of 10 individual LED units arranged in a chequered flag pattern and new 19-inch alloy wheels is also introduced. There are numerous small revisions inside. The dashboard features Kia’s upgraded 10.25-inch touchscreen infotainment and navigation system. A concert hall quality 15-speaker Harman Kardon premium system with subwoofer, external amplifier and front centre

It features Clari-Fi, which restores the sound often lost when digital music files are heavily compressed, and QuantumLogic Surround Sound, which redistributes signals from the original recording to deliver multi-dimensional playback.

It is also fitted with a customisable head-up display, which projects driving information onto the base of the windscreen in the driver’s line of sight. The system shows alerts from the car’s numerous driver assistance technologies, details of vehicle speed, and turn-by-turn navigation instructions. The new Stinger adds features such as a ‘connected car’ Remote Engine Start system, which allows owners to start their car remotely using the Stinger’s smart key. A 360-degree

surround view camera system is fitted, as well as front and rear parking sensors, giving the driver a bird’s eye view when manoeuvring in tight spaces. A smart key with button start is standard, and a Smart Power Tailgate takes the effort out of opening and closing the boot when your arms are full of shopping. The upgraded Kia Stinger carries over the same advanced driver assistance systems (ADAS) that it offered previously, as well as a series of new features and updates to provide even better protection for the driver, their passengers and other road users. There is just one, high-specification version of the Stinger here, powered by the tremendous 3.3-litre V6 T-GDi twin-turbocharged directinjection petrol engine. Drive is sent to the rear wheels through an eight-speed automatic gearbox. It produces 361bhp at 6,000rpm and a huge 510Nm of torque starting at 1,300rpm and continuing uninterrupted until 4,500rpm. From standstill to 60mph takes just 4.7 seconds, and the top speed is 167mph. Combined fuel consumption is 28.0mpg, while CO2 emissions are 229g/km. The Stinger is priced at £42,595. ■

MOTORING

Dealerships eyeing savers to boost post-lockdown sales

the internet into their garage forecourt, it was just not enough to halt the slide in new car registrations with Northern Ireland posting the lowest sales across the UK regions,” she said.

Karen Johnson, head of retail and wholesale at Barclays Corporate Banking, says: “As well as a desire to see forecourts reopening sooner rather than later as we move further into 2021, sellers will also be looking to those consumers who have built up savings during the pandemic to start committing again to big ticket purchases like a new car.”

“Lessons learned from the first lockdown have seen traders bolstering their e-commerce propositions to meet the changing purchasing habits of the consumer, selling cars through delivery and on a ‘click and collect’ basis, but their valiant efforts fell short last month and with January historically being a quieter month for car sales, it’s a concerning start to the new year.

She was speaking amid the latest new car sales from The Society of Motor Manufacturers and Traders (SMMT), which showed a large fall of 39.5% across the UK as a whole, and a drop of almost 54% in Northern Ireland, as showroom closures stifled demand

“Although the industry is still producing high quality vehicles and is doing its best to stimulate demand with attractive financing deals, concerns still abound re the infrastructure needed to support different fuel types.

“Despite car dealerships across the UK turning

“It is encouraging to see the growing demand

ar retailers will look towards potential customers who have saved cash amid the pandemic to help boost the market here once lockdown ends, it’s been claimed.

MARCH 2021

for alternatively fuelled cars registered last month but in reality the increase is coming from a low base and the dial won’t significantly move until there is more certainty around the availability of charge points.” And Mike Hawes, SMMT chief executive, said, “Following a £20.4bn loss of revenue last year, the auto industry faces a difficult start to 2021. “The necessary lockdown will challenge society, the economy and our industry’s ability to move quickly towards our ambitious environmental goals. Lifting the shutters will secure jobs, stimulate the essential demand that supports our manufacturing, and will enable us to forge ahead on the ‘road to zero’. “Every day that showrooms can safely open will matter, especially with the critical month of March looming.” ■

COMMERCIAL PROPERTY

Office schemes buoy Belfast building in 2020 John Mulgrew takes a closer look at the latest Deloitte Belfast Crane Survey, which highlights the levels of commercial construction taking place across the city in 2020, the trends, positives and the issues ahead for some of our sectors here in a post-Covid landscape

ecent record levels of new office developments for Belfast city centre helped bolster Northern Ireland’s commercial construction sector in 2020, according to a new survey. A total of 11 grade A office developments were under construction or completed in 2020, amounting to over 1.3 million sq ft of space. And according to the Deloitte Belfast Crane Survey, it’s the first time levels have creeped up over the one million sq ft mark since it first began. Some of those major schemes includes Olympic House – the joint venture between Titanic Quarter and Belfast Harbour.

Ewart, at the former Ewart’s Warehouse building. It will see a 17-storey adjoining office block when complete. Elsewhere, PwC’s new Merchant Square building is also almost completed, with fit-out ongoing. The report says that “despite the level of construction throughout 2020, approximately 880,000 sq ft (67% of office space) remains to-let, compared to 465,000 sq ft in the previous year”. “This represents an increase of approximately 48% in office developments which are still to be fully let.

Other include Wirefox’s Paper Exchange on Chichester Street – the latest office new start of 2020 which will include 11 storeys across 200,000 sq ft of space when completed at the end of next year.

“Given the impact of Covid-19, combined with the large quantity of new office space coming to market, this is not unexpected. It is unlikely in the short-term that office space will be taken up while would be occupiers evaluate their post-pandemic accommodation needs,” it said.

Also in the heart of the city centre, Deloitte’s own Bedford Square development – The

On the hotels market, the report says there were no new starts in 2020. “As

in the previous year, 2020 saw no new hotel developments, following a surge in completions during 2016-2018,” it says. “This sector clearly faces substantial uncertainty with respect to the return of events and out-of-state leisure visitors and business travellers.” As for city residential, it says there were also no new starts in 2020. “Residential development continues to be a challenge for the city centre, with no new residential starts recorded through 2020, and only 42 units under construction,” the report says. “While promising conditions (referred to in previous Belfast Crane Surveys) remain in place − including the continued attraction of high quality jobs, a growing student population, investment in the city’s transport infrastructure, and affordability – the impact of Covid-19 has largely held back the already slow city centre residential market. “There continues to be a healthy pipeline of projects brought forward to planning. However the progression of projects from the

COMMERCIAL PROPERTY

planning phase to delivery is slow.” However, there remain two major educational developments in Belfast, from both Ulster University and Queen’s University. “Further and higher education has played a significant part in the success of the city to date by developing the skills of the resident population and attracting and retaining talent,” the report says. “This emphasis on developing skills and building talent continued throughout 2020.” That includes continued work on Ulster University’s 800,000 sq ft enhanced Belfast campus, which made significant progress after substantial delays over the last two or three years. And elsewhere, work is continuing on the new Queen’s Student Centre. The 120,000 sq ft will “create a new integrated facility to accommodate support, developmental and commercial services provided by the University and the Students’ Union”, according to the report, and will be finished in the third quarter of 2022. Writing in the report, Simon Bedford, partner, CF real estate advisory at Deloitte,

MARCH 2021

says the impact of the coronavirus crisis on Belfast, as with elsewhere, has been “profound”. “The ongoing health crisis caused by the emergence of Covid-19, and the associated measures implemented to control the spread of the disease, has massively impacted on individuals and organisations across the UK and beyond. “The impact on life in Belfast has been profound – with once bustling city streets, and a vibrant nightlife, heavily disrupted and often halted entirely through 2020. “Developers, policy makers, and businesses have been forced to adapt and re-orientate in the face of unprecedented challenges. “In spite of the new challenges however, it is evident that Belfast is confronting many of the same trends which we have identified and observed over previous years – albeit at an accelerated pace, and in a climate of global flux and great uncertainty for many business and individuals.” He says what had been a “steadily increasing digitalisation of retail and work became an overnight necessity – pushing already pertinent questions about the future role of

the city centre to the forefront”. “What we are witnessing at the moment is an extreme scenario, with individuals and businesses abruptly forced to change behaviours. The elasticity of these changes in behaviour will be of huge interest to decision makers, once we are in a position where lockdown restrictions can be relaxed. “The impact on tourism, which over recent years has been such a success story for Belfast and Northern Ireland, caused by Covid-19 has been of particularly stark – with the entire hospitality industry facing an extended period of uncertainty, challenge, and rebuild. “The implications of the EU exit were not fully realised during 2020. However, the arrangements have left Belfast in a unique position, creating both opportunities and challenges. Time will tell how this impacts supply chain, talent and the wider economy more broadly. “This year’s findings give cause for hope also however, with schemes progressing inspite of delays in year, a pipeline of projects across all sectors and substantive debate and engagement around key challenges of public health, climate change and the future of work.” ■

APPOINTMENTS

Davan Nagle has been appointed senior software consultant at WorkPal where he will further build the firm’s customer base in Ireland through direct sales. Maeve Williams has been appointed associate within the commercial and corporate department at Arthur Cox in Belfast. Her experience includes working on many high-profile local and international corporate and commercial transactions. James Mulligan has been appointed associate within the property department at Arthur Cox in Belfast. Having recently completed his training contract at the firm, he has worked on a range of high-profile advisory projects.

Lucy McKee has been appointed associate within the finance department at Arthur Cox in Belfast. Having completed her training contract with the firm, her experience includes advising banks, funds and corporate clients. Adam Johnston has been appointed iOS software developer at WorkPal. He will work on the firm’s WorkPal iOS app, keeping it up-to-date with new and modern features. Ulster Shredders has appointed Enda Cushnahan as managing director at its Castledawson office. He previously worked at SDC Trailers for 22 years in both financial and operational roles and more recently was chief executive of the company.

Paul Black has become an associate directors in GMcG’s forensic accounting and investigation department. He has more than 15 years’ experience in forensic accounting, with responsibility for a portfolio of cases. Stephanie McVeigh has been appointed connections manager at Barclay Communications. She will be responsible for a team of people who ensure customer contracts are implemented in a timely and efficient manner. Chris Thompson is now senior software consultant at WorkPal where he will work alongside customers with various platforms to introduce WorkPal’s mobile management software into their workplace.

APPOINTMENTS

Robbie Milliken has been appointed director of GMcG corporate finance. He joined GMcG in 2018 with significant experience in a range of areas, including company disposals and acquisitions. Marta Gajewska has been appointed to the role of international trade and customs adviser at the Northern Ireland Chamber of Commerce and Industry, having previously worked for Lamex Food Group. Deaglan Lowry has been appointed as a director with Acorn IT Solutions. The company is a leading provider of Sage Software and bespoke software solutions in the UK and Ireland.

Vicky Leitch is now an associate director in GMcG’s forensic accounting and investigation department. She has more than 22 years’ experience in forensic accounting, specialising in personal injury, medical negligence and fatal accident claims. Chris Dickison has been appointed associate within the property department at Arthur Cox in Belfast. His experience includes advising on the real estate elements of both acquisition and financing of assets within the public sector. Emma Dickson has been appointed as digital content editor at Bauer Media Group. She will be part of the wider content team, and responsible for managing and driving Bauer Media NI’s digital offering and commercial opportunities across its stations.

Brendan Martin has been appointed to the role of international trade and customs adviser at the Northern Ireland Chamber of Commerce and Industry. He joins the membership organisation from Heyn Shipping. Gina McCourt has been appointed connections manager at Barclay Communications where she will be responsible for a team who ensure customer contracts are implemented in a timely and efficient manner. Melissa Patton has been appointed stock manager at Barclay Communications. Ms Patton has been at the company since 2014 when she undertook a split role covering reception and stock.

MARCH 2021

1 PHOTOCALL

1. SuperValu ambassadors Kerry and Tara of Sisters & Sons and Centra Ambassador Pete Snodden pictured with Lucy McCusker of Action Cancer after the brands raised £130,000 for the charity partner.

2. Life-saving charity Air Ambulance Northern Ireland and partner Boost Drinks have launched a raffle to raise funds. Pictured is area fundraising manager at the air base in Lisburn.

3. Simpson Developments has invested in innovative technology that will allow its customers to view upcoming properties in its portfolio that have yet to be built. Pictured is David Simpson.

4. Infrastructure Minister Nichola Mallon has announced plans to provide funding to support the ‘greening’ of alleyways across Northern Ireland.

5. Andrea Kieran, finance director of Aurient Ltd with directors Cecil Hetherington and Anthony Kieran. It’s turning the former Regency House in south Belfast’s Upper Crescent into luxury accommodation.

6 PHOTOCALL

6. Mills Selig’s corporate team, Emma McCloskey, Glenn Watterson, Chris Guy, Hannah McGilpin, Darren Marley and Jenna Watt after it was ranked number one Experian legal adviser, by deal value, for Northern Ireland in 2020.

7. Leaf has developed a grant management system for all-island peace-building organisation, Cooperation Ireland. Pictured is Leaf account manager David Corr with Co-operation Ireland business development director, Anthony Quinn.

MARCH 2021

8. Lidl Northern Ireland has been named Top Employer for 2021 by the Top Employers Institute. Pictured is Lidl NI director of human resources Maeve McCleane, with the award.

9. Corvus Assured, a new recruitment business aimed at helping firms save time, money and increase new employee retention, has been launched. Pictured are Ian Weatherup, managing and Michael Hewitt, director.

10. Jonny Petrie, chief executive of Ulster Rugby and Michael Neill, head of office, A&L Goodbody Belfast as Ulster Rugby confirms the extension of its partnership with the corporate law firm.

11 PHOTOCALL

11. John Ryan and Peter Morris, Healthy Place to Work, with Sarah Balmforth, head of human resources, Hughes Insurance. Businesses have been urged to refocus on employee health as the working from home trend continues.

12. Nick Mulholland from Centra in Moira, Lucy McCusker from Action Cancer and Claire Rowan from SuperValu, Moira. Action Cancer has called on supporters to enter its online ‘Bake Off’ Competition to mark World Cancer Day.

13. Trish Brady from Antrim’s St John Ambulance and GemmaLouise Bond from Power NI following the unit’s £1,000 Power NI Brighter Communities funding award.

14. Peter Darragh and Margaret Patterson McMahon of Townsend Enterprise Park as it announces it is pushing ahead with £2m regeneration plans which will celebrate west Belfast’s important industrial heritage.

15. KP Snacks representative Sam Gordon presents Rooney’s Eurospar, Enniskillen with £100 worth of stock alongside a Local Legend Trophy as the retailer received 24% of over 150 nominations cast to highlight customers’ ‘legendary retailer’ amid the pandemic.

16 PHOTOCALL

16. Pupils from Londonderry Primary School in Newtownards bring learning about forests to life as they plant new trees in the school grounds. Pictured are pupils Hannah Young, Ayesha Walsh, Ben Weir and Max Brown with Phoenix’s Jonathan Martindale and Georgina Black.

17. Nominations are now open for the 24th EY Entrepreneur Of The Year. Pictured at the launch are Rob Heron, partner lead for EY Entrepreneur Of The Year in NI and Bill Wolsey, founder, Beannchor and winner of the Industry EY Entrepreneur of the Year in 2018.

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18. SustainIQ has secured investment from a syndicate of HBAN (Halo Business Angel Network) Angel investors and CoFund NI, managed by Clarendon Fund Managers. Pictured are cofounders Liam McEvoy and Maria Diffley.

19. Lidl Northern Ireland is calling on budding young artists to create an eye-catching design for the retailer’s new heavy-duty plastic shopping bags. Pictured launching the campaign are Owen Keogh, Lidl and Luke Lewis.

20. Corporate law firm A&L Goodbody has announced the appointment of two new partners at its Belfast office. Pictured are Greg Martin, partner, commercial property, Michael Neill, head of office and Chris Jessup, partner, financial regulation.

21 PHOTOCALL

21. Truck drivers Daniel Ferris, Dean McAuley and Johnny Spence were among the first to travel on Stena Line’s newest Irish Sea ferry as it made its inaugural crossing on the Belfast-Liverpool service.

22. Francine Montgomery quit her office job to build a photography and videography business during the coronavirus pandemic, thanks to support from the Go For It Programme in association with Mid Ulster District Council. She is pictured Cathal Mallaghan and Shauna Rooney.

23. CBI NI director Angela McGowan pictured with SHS Group chief executive Elaine Birchall. Ms Birchall has been appointed as CBI vice-chairperson.

24. Patricia McIlroy, SuperValu brand manager and Jennifer Morton, Centra brand manager showcase both brands’ value-led promotions and own product ranges.

25. Irish financial services firm Glantus is setting up a sales and marketing hub in Newry creating up to 15 new jobs. Pictured are Mark Bleakney, Invest NI with Maurice Healy, of Glantus and Derek Andrews, Invest NI.

26 PHOTOCALL

26. Pictured at the launch of a new partnership between North West Regional College and Elemental Software are Shannon Doherty, Finneen Bradley, Leeann Monk Ozgul, Jennifer Neff and Helen McPeake.

27. Ballyclare homebuilder Hagan Homes has begun construction on a £3.25m residential scheme in Strabane. Pictured are Jim Burke, director of sales and acquisitions, Hagan Homes and Marty McGrellis, JP Timberframes.

MARCH 2021

28. Belfast is primed to reach net zero carbon emission aims by honing its investment proposal for global and local investors and embedding sustainability into every business decision, the latest Renewed Ambition event has heard.

29. Full fibre broadband provider Fibrus has pledged its support for local charity, PIPS Suicide Prevention Ireland as its 2021 Charity of the Year is announced. Pictured are Terri Johnston Fibrus and Renée Quinn, PIPS.

30. Gemma-Louise Bond from Power NI congratulates Mount St Catherine’s teacher Monica Jordan on the school’s recent success in securing a Power NI Brighter Communities £1,000 funding package.

THE BUDGET

Many uncertainties remain in Northern Ireland’s draft Budget Economist John Simpson examines Finance Minister Conor Murphy’s new draft Budget and assesses what’s included and what’s yet to be, amid the capital spending of more than £13bn 92

Conor Murphy

THE BUDGET avoids a rigorous statement which helps the reader to understand how one year compares with another. Readers are told that current devolved spending at £11.6bn is expected to be £41m higher than in the year just ending. An increase of less than 0.5%, or a standstill budget – meaning a small fall in real terms. Spending on conventional capital items is expected to increase by £97m and the earmarked items classed as ‘financial transactions capital’ will be £111m lower. The extra Treasury funding to finance the Covid-19 emergency added £3bn to public spending in 2020-21. In 2021-22 the minister has only £542m available for the continuing Covid-19 commitments and this could leave the Stormont budget with funding shortfalls. The minister points to a series of problems caused by the UK Treasury. He points to the budget uncertainty caused by Covid-19. The Treasury had said that for 2020-21 and further years there would be a multi-year budget. The budgetary consequences of the pandemic have pushed the Treasury into a single year budget and, critically important, has left too little time to prepare a multi-year approach. Closer reading of the draft suggests growing tensions between Westminster and Stormont.

inance Minister Conor Murphy has invited opinions on the next draft Budget for the financial year commencing in April. In a 74-page budget review, he has set out his proposals on devolved current and capital spending (DEL) of £13.2bn. The minister would be the first to accept that this is not a conventional public sector budget. It covers the full range of devolved public sector spending but offers no detailed conclusion on any expected deficit or surplus, after taking account of expected revenue. The Stormont budget, as in earlier years,

MARCH 2021

Several pieces of business are unfinished. These include:  Loss of funds because of Brexit. It is not clear that lost EU funding will be replaced in full, the NI Executive may not control any replacement funding, and there may not be sufficient funds to address challenges as a result of Brexit.  No clarity whether the Shared Prosperity Fund will fully replace EU Structural Funds  Funding packages not yet formally confirmed: resource items £164m; capital £90m  Confidence and Supply items awaiting confirmation: resource £30m; capital £42m

 Costs of implementing EU Protocol: Treasury proposal awaited  Loss of special one-off additional £350m for New Decade, New Approach, provided only for 2020-21 The draft Budget, conspicuously, makes no mention of the dispute about who pays for the funding of the pensions payments now agreed for victims of the Troubles. No proposed allocation is made in the NI Budget. The ending of EU Single Farm Payments in support of local farming leads to a loss of £331m through the NI budget. However, it is acknowledged that this funding will be replaced by new local arrangements but there is no detail of how the funding may be divided. The Budget statement does not go into detail on the range of spending commitments which are classified as Annually Managed Expenditure (AME). These contain the spending on social security schemes, pension payments and other items which flow to people in Northern Ireland but where the scale of spending does not lie within the Stormont devolution arrangements. Rates of expenditure under AME are determined as part of the Westminster Budget. In a summary total, readers learn that this is estimated to cost £11.04bn which is in addition to the £13.2bn of DEL spending. Just over a year ago, in the special arrangements for the New Decade, New Arrangements agreed to get the Northern Ireland Executive re-established, there was a proposal that a Fiscal Commission should be established by London and Stormont to examine the overall financial relations underpinning the NI Budget. To date, there has been no public statement on when this will happen. There is a suspicion that there is less enthusiasm for this work from the Stormont end. Whatever the causation, the uncertainties of the Stormont budget illustrate that the budget problems await the clarity of a clear Westminster and Stormont agreement. Conor Murphy is avoiding this chance to get an agreed basis for a more normal budget. Perhaps it would risk the Treasury proposing a less generous deal. ■

TRAVEL

Dangling in mid air … a Bond moment Ski touring in the heart of the mountains enthralled Catherine Murphy, who recalls a trip to magnificent Verbier, during which she had to be winched to safety

angling from a helicopter at 3,000m with just a steel cable between me and the ground, I was having an unmistakably Bond moment.

snowboarding champion Xavier De Le Rue who would talk to us about his epic mountain experiences and life in the Valais region.

way off the mountain was by helicopter.

A week earlier, I had stopped skiing to watch a snowboarder being winched off the mountain by helicopter. It looked terrifying. Now it was my turn.

We were about five minutes into skiing Mont Gelé, a dramatic route that’s reached by cable car. Conditions were variable, the powder was chopped up. It was the sort of terrain I had skied many times before.

I watched in awe as the pilot skilfully tipped the nose of the chopper into the side of the slope. On such steep terrain, it was impossible to land the helicopter fully and take me on board. Instead, I was attached to a winch and lifted, alongside a rescue team member.

I was at the start of a two-day ski touring experience in the upmarket Swiss resort of Verbier, with a plan to ski some of the resort’s famous lift-accessible freeride terrain, then overnight at the Cabane Mont Fort, before touring the back country.

There was no big fall or crash, just an overstretched stop turn and the sound of my ACL – a major ligament in the knee – popping, a moment-in-time injury that was more linked to my gender, age, fitness level and poor technique than the terrain itself.

I had previously taken tandem hang gliding and paragliding flights but this was the most spectacular thing I’ve ever experienced – there was no stretcher so I was simply hanging in mid air, flying close to the mountains, exposed to the elements.

I was in exceptionally good company, skiing in a group with three-time Freeride World Tour

It quickly became clear to our guide that to avoid further damage to my knee, the only

After a few moments, the helicopter landed on flatter ground. I was gently taken on

A view over the valley in Verbier, Switzerland

outside ski resorts. A stop on the classic Haute Route tour between Chamonix and Zermatt, Verbier is the perfect place to tour, with vast amounts of backcountry to explore. For me, ski touring is the absolute essence of skiing, taking me to the heart of the mountains and away from resorts. It takes me back to the roots of the sport, to a time when locals had to move around the mountains without the aid of multimillion euro lifts. It takes me to places that are otherwise only accessible by helicopter. But getting that reward means hard work; touring demands a good level of fitness, endurance and knowledge of the mountains. Every powder turn is well earned. There are many off-piste areas and itineraries (ungroomed ski routes) to enjoy around Verbier and the Four Valleys – Stairway to Heaven, Mont Gelé, Vallon d’Arby, Col des Mines and l’Eteygeon to name a few. The one that every ardent skier wants to tackle is the back side of Mont Fort. Depending on snow conditions, the start of this route can feature steep moguls in no-fall terrain. It then opens up into a wide open landscape where you can complete day tours. board and flown to a private clinic where a partial ACL tear was diagnosed. It’s little wonder that my Bond moment cost a cool 5,500 Swiss francs. Thankfully, I had good winter sports cover on my annual travel insurance policy to cover the cost. The rest of my group had no option but to continue without me. They took a route that passed through stunning terrain to Col de la Chaux (2,940m) and Col de Movin at 3,000m. Having spent the guts of a season skiing Verbier’s off piste a decade before, I knew I had missed an enjoyable tour. Even before the pandemic, ski touring was a growth area in winter sports. Now, thanks to Covid and an increased focus on getting out into wide open spaces, it’s expected to become even more popular. Touring typically means skiing off piste and

MARCH 2021

The hard work of ascending a mountain on skis can be viewed as both penance for transgressions in life and as meditation. It works like this; skis and boots are light to make going up the mountain easier. I carry a backpack with ABS airbag, shovel, probe and transceiver – safety equipment that’s vital in case of avalanche. Having completed an ISTA safety course in Verbier, I aim to prevent ever getting into an avalanche scenario and tour with a local guide whose in-depth knowledge of the area will help protect me from risk. To go up the mountain, I attach skins to the base of my skis which give traction and stop me sliding back down. I release the heel on my ski binding, set my boots to walk mode and zigzag up the slope using kick turns to navigate steeper sections. I swear a lot and hope I’ll have enough energy to ski the powder I’ve worked hard to reach.

TRAVEL

Skinning has technical elements – I should slide my skis rather than lifting them, to produce an energy-efficient glide. I will need to shift the position of my ski poles on steeper terrain. When it’s time to descend on skis, I’ll fold and store my skins in a particular way. When I get back to Verbier post-Covid, I plan to take a ski touring course to re-learn techniques forgotten over time. The Warren Smith Ski Academy (WSSA) is where I’ll sign up (the academy plans to run courses next season). Warren Smith, who’s half Irish, has been running an academy in the resort for 20 years. He’s also well-known as head coach on the TV series The Jump and as an instructor to the stars. I’ve already had a day’s tuition from one of Smith’s chief instructors, Rob Stanford, and loved his down-to-earth but dynamic style of teaching. I worked on my powder skiing technique on the slopes of Bruson (below Verbier) and took away some core technique points to work on. But above all, I had lots of fun. The WSSA also offers courses that educate skiers so that they can help prevent injuries like mine. Smith’s ski technique lab focuses on three elements – flex, range of steering movement and symmetry – to assess skier level and technique gaps that can be worked on using specific exercises. Through taking a trio of tests, skiers can discover how ankle flex, range of movement and alignment influence ski technique. I already know that I have poor ankle flex but good alignment and range of steering movement. I also know that I need to focus consistently on exercises to strengthen the muscles around my knees. The academy has a large bank of online tutorials available to view via Facebook or YouTube but nothing beats the real thing. My next memorable moments in Verbier will hopefully involve lots of blissful ski touring moments without a repeat of the Bond heliwinch at the end. ■

TECHNOLOGY

Conor Pierce: Samsung’s big year Samsung’s Ireland boss Conor Pierce has put his pilot dream on hold while the S21 takes off and folding phones convert more iPhone users, writes Adrian Weckler

onor Pierce used to fly planes. The Dubliner, Samsung’s vice president for the UK and Ireland, held a private pilot’s licence in Ireland, flying out of Weston Aerodrome in the 1990s. Then his family had a stern word. “When baby number three arrived, I was informed that this wasn’t really a great activity,” he says. “But I still fancy myself as a bit of a pilot.” He hasn’t completely given up, he says. “I just purchased a copy of Microsoft’s Flight Simulator 2020.” Although this comes up during a chat about uses for curved televisions and monitors, it’s the kind of thing Conor Pierce drops into conversations. The Blackrock-born executive has a taste for dare-devil hobbies, from planes to high-altitude mountaineering. The last time we talked, he pined after his “dream” of becoming a sea-rescue paramedic off the stormy west coast of Ireland. Some of this has crossed over into his professional life. He graduated from UCD with a Masters degree in international marketing and, after a stint in his dad’s sock factory, he moved to Ericsson, leading the Irish business from 1996. Then Nokia called in 2004, when it was the biggest, most powerful mobile company in the world.

There, he had several country manager roles across Europe. After Nokia fell into decline following its acquisition by Microsoft, Mr Pierce was hired in 2015 to Samsung as its vice president for IT and mobile. It was a time of intense competition with Apple, as well as some corporate misfires (principally the overheating Galaxy Note 7 in 2016, which Mr Pierce helped remediate in the UK). That competition with Apple is still white hot, as Mr Pierce makes clear in some of the metrics he uses for assessing the progress of Samsung’s latest devices. For example, when I ask him about whether Samsung’s €2,000 ‘folding’ smartphones are having much impact, Mr Pierce can’t resist one little nugget of data he’s noticed. “We know that the folding form factor is attracting iPhone users like never before,” he says. “If you look at the number of people who purchased a ‘Fold’ phone last year, twice as many of them came from iPhone than a standard Samsung smartphone.” Samsung isn’t quite saying how many Galaxy ‘Fold’ smartphones it has sold, though. “They’re growing,” he says. “But the fact that we’ve we haven’t had access to retail [shops] to really showcase the phones has been a bit of a challenge for us.” Mr Pierce says that Samsung has a customer base of 1.8 million people in Ireland and claims

that it has grown its overall customer base across Ireland and the UK by one million to 15 million in the last year. But it wants more. January is a big month for Samsung. Not only does it show off its home technology concepts for the year, but it launches its flagship ‘S’ series phone range. That means the Galaxy S21, Galaxy S21+ and Galaxy S21 Ultra phones, ranging from around €879 (£769) to around €1,600 (£1,329). So far, the reception, while broadly positive suggests that they deliver incremental improvements rather than any big new idea. Is this a fair summary? “No, I think there’s been significant improvement,” says Mr Pierce. “If you take the cameras, the S21 Ultra has 108 megapixels and you can shoot with 8k video and take an 8k snapshot. There are also improvements to the 100x space zoom.” There would need to be though. Many people found the 100x zoom on last year’s Samsung flagship phones to be unusably blurry and stretched. “I’m confident that we’ve learned from last year,” he says. “I think it’s going to be a much better experience. And I’m sure you’ll put it to its test. So I’m looking forward to that feedback.” One of the other main changes that can also

TECHNOLOGY

Conor Pierce

be seen with the S21 in its lack of a charging plug. This is something Apple did with its iPhone 12, claiming environmental reasons. Samsung was among many who mocked Apple for it, but it’s now clear that it will become standard practice for smartphones across the industry. But with Samsung, Apple and others promoting wireless charging capabilities, does Mr Pierce think the days of cabled charging may be endangered? Yes, he says. “I do believe the standard in the future will be wireless charging,” Conor says. “Already, 25% of smartphone users actually choose to use wireless charging. You can get multiple device charging at the same time or even off one another. So that’s definitely the trend. I also think there an obvious environmental benefit to that.”

MARCH 2021

In one sense, Samsung has benefitted from something it has had no control over: the US ban on Huawei. This has badly hurt the fortunes of what was the only large-scale Android competitor to Samsung in Europe. “I’ve been around the block since the mid 1990s and I wouldn’t wish that on anyone,” he says of the trade barriers put in Huawei’s way. “And yes, we some some significant market share growth in Ireland and UK due to a lot of those Huawei customers coming home to Samsung, But to be clear, I think competition is healthy, no matter where it comes from. It puts pressure on the incumbents to think differently.” Does he see a global split in technology emerging between western and Chinese

companies, as trade and political tensions simmer? “I wouldn’t want to comment from a global perspective, but from a UK and Ireland point of view, I think we’ve obviously seen an opportunity for us to grow our market share.” Other than its phone launches, Samsung’s two standout home technology reveals this month have been a kitchen helper robot that can pick up things, thanks to an ability to ‘see’ using cameras and artificial intelligence, and a 110-inch television. The robot home help is a seductive notion. But is it really close to fruition? “I don’t know how soon that will actually be released,” he says. “But I do think that that concept will become quite normal in years to come.” ■

Uncovering the 9-5 NAME: Dawn McLaughlin POSITION: Principal of Dawn McLaughlin and Co Chartered Accountants and president, Derry Chamber 4.30am I wake up, reach for my iPad, and start my daily trawl of websites and online articles. I read until 6.30am when I have my first beverage of the day. 7am I am at my desk in the office, ready for the first of my daily scheduled meetings. Zoom has helped to cut down travelling to meet clients and business associates. 8am The office opens for business after we have had our team planning session which is vital in our profession as we work to strict statutory deadlines and need to be reactive to our clients’ urgent requests for assistance. With the financial strain caused by the pandemic, our services have never been more important. Every day I see first-hand the extreme issues that business owners are currently facing. Over the past year, we have focused on key issues like reassessing services and product offerings, encouraging business owners to have tough and frank conversations about their futures, how to maintain cash reserves, becoming a leaner and more efficient operation, and preparing cashflow forecasts to ensure the survival of their businesses. The specialist services clients find most beneficial are inheritance tax planning, tax planning for divorce settlements, worldwide tax disclosure agreements, and tax residency consultations. 9am In my accountancy practice, each morning presents its own unique challenges. As a firm we provide a wide range of services to business and clients across Northern Ireland, GB and in the Republic of Ireland. Daily, our team will advise clients on a whole range of issues but the most popular would be saving on their

taxes, helping them plan for the future, advising on expansion and growth plans, and protecting their cashflow. 10.30am After spending the first portion of the day catching up and replying to emails and in (virtual) meetings, I get down to work for the day. Given the time of year, January traditionally being the busiest period for accountants – most of my time was dedicated to ensuring clients met their statutory compliance requirements. Now, the work does not stop. There is a window of opportunity before the end of the financial year to carry out tax planning exercises that will yield real benefits for our clients. We ensure that companies and business owners are in good financial health and ready for the challenges they encounter. 12pm Around noon, I engage with my team discussing ongoing client assignments. This can range from producing financial reports, developing training and workshop sessions, to even helping aspiring entrepreneurs get their business off-the-ground. 2pm After a quick lunch, I often direct my focus to my new role as president of the Londonderry Chamber of Commerce. My number one priority for my term as president is protecting

businesses from the twin pressures of the pandemic and the new challenges posed by Brexit and making sure that their issues are heard and understood by politicians here. We engage frequently and directly with Executive ministers, local elected representatives, political parties, and other stakeholders to get the support, certainty, and clarity which help our members. This includes pressing for vital financial supports for badly hit businesses, raising issues affecting our members directly with key decision makers, and making sure that the voice of the north west is heard loud and clear in the media and around the decisionmaking table. Not only do we want our members to survive but with chamber support we will help them thrive. 5pm Nearing the end of the day, I return outstanding calls and plan for my following day’s scheduled meetings. I make sure all potential clients have had an opportunity to speak to us with their free first-time consultation. 6.30pm After dinner, and the household chores, my time’s devoted to my family, and weather dependent, the leathers come out and I hit the road on my Harley. 11.00pm Bedtime and a well-deserved rest.