Ambition September/October 2024 issue 66

SKIN DEEP

Belfast Skin Clinic’s medical director, Dr Pamela McHenry, delves into the world of dermatology and how she has created a unique private healthcare facility.

Introducing Dublin Airport’s concierge parking service. Drop & Go Parking offers easy and convenient parking a short walk away from both terminals, allowing you to hand over your car keys and go directly to departures, saving you time before your flight.

FESTIVAL OF RACING

FRI 1ST & SAT 2ND NOVEMBER 2024

Day 1: The Bottlegreen Grade 3 Hurdle

Day 2: The Ladbrokes Grade 1 Champion

Chase & Ladies Day sponsored by Bottlegreen

Contents

CIPR NI MAGAZINE OF THE YEAR FINALIST 2024

Chris Gray

Chief executive at Gray’s Marketing and Communications Specialists, shares insights into the company’s progress in a highly competitive environment.

Managing Editor: Olivia Stewart Interviews: Emma Deighan Publisher: Chris Sherry Advertising Managers: Lorraine Gill & Julie Patterson Editorial Assistant: Joanne Harkness Email addresses: olivia.stewart@northernirelandchamber.com / l.gill@ ulstertatler.com / j.patterson@ulstertatler.com Websites: www.northernirelandchamber.com / www.ulstertatler.com Publisher: Ulster Tatler Group, 39 Boucher Road, Belfast, BT12 6UT Tel: 028 9066 3311 Printed by: W&G Baird, Antrim. Front Cover Photo by: Paul Jervis.

Doing What Matters Most

After almost a decade with no agreed Programme for Government, in recent weeks we have welcomed the much-anticipated publication of the Northern Ireland Executive’s plan for ‘Doing What Matters Most.’

Its publication is welcome, in so far as it gives people and businesses a broad indication as to what the Executive’s agreed priorities are for the remainder of this Assembly term.

Its focus on supporting high-potential sectors to grow a globally competitive and sustainable economy as an overall priority is certainly positive and is one priority area which NI Chamber is absolutely committed to supporting.

With the document now out for consultation, an ambitious and joined-up delivery plan must follow swiftly. Because while the fiscal environment may be tight, an Executive wide approach to delivery and tangible results at pace is crucial. On the same day, Economy Minister Conor Murphy also unveiled the details of his Department’s

‘Three-Year Forward Look and Business Plan’. The Minister launched what has been described as a plan to ‘turn up the dial on economic performance’ at NI Chamber’s Public Affairs Forum, which we were pleased to host in PwC’s Merchant Square office.

Like the Programme for Government, its objectives are welcome. They strongly align with NI Chamber’s core areas of focus including competitiveness, the future workforce and the energy transition. In a similar vein, delivery through partnership is the next critical step.

While this may be a Department for the Economy publication, we are clear about the need for Executive wide ownership of its objectives. Agreeing on an ambitious, compelling and internationally attractive competitive proposition, which helps Northern Ireland to stand out as a place to work, do business, and invest requires partnership, not just between the Minister and his Department, but across the Executive table and business community.

Caitroina McCusker, President, Northern Ireland Chamber of Commerce and Industry

Connecting the dots

Bringing together local knowledge and global experience to take your business further

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Almac Group plans to cut emissions with electricity from Tyrone wind farm

Almac Group will now source electricity from a newly constructed wind farm in Co Tyrone, the pharma firm has announced.

The Craigavon-based company said the Murley wind farm will help it cut emissions from electricity consumed at its HQ by over 95%. Almac has entered into a 15-year virtual power purchase agreement for generation from the site. Executive Director Niall Harkin said: “We are delighted that this project is now operational and that our Craigavon site is now being powered with fully certified electricity from renewable energy.

“This project is a crucial step on our journey to net zero and will significantly reduce carbon emissions from the electricity we consume.

“I am hugely encouraged by the progress that we are making on our climate journey and proud to mark this significant milestone we announce today.”

Almac’s Craigavon site currently employs over 4,000 of Almac’s 7,000 global workforce, supporting pharma and biotech companies in their drug development processes.

CASC wins £10m contract

Belfast Harbour on track to be first net-zero port operator in UK & Ireland

Belfast Harbour cut its greenhouse gas (GHG) emissions by 18% in 2023 and is expected to reach net zero in its direct operations well ahead of its 2030 target, it was announced today.

The figures were released as Belfast Harbour launched its first environmental, social & governance (ESG) Report, which tracks the organisation’s sustainability activities against globally recognised and best practice global reporting initiative (GRI) standards.

Against the baseline year of 2015, Belfast Harbour has achieved a 57% reduction in GHG emissions and, in 2023 alone, reduced its scope 1 and 2 emissions by 18%.  A further 40% reduction is projected for 2024.

This has been achieved through a range of initiatives, including the introduction of new electric vehicles across its fleet and the increased use of low carbon alternative fuels including hydrotreated vegetable oil (HVO) in its pilot boats and plant machinery.

Joe O’Neill, chief executive of Belfast Harbour, said: “We are proud of the steps we have taken and the investments we have made to become a more sustainable business. Our record on greenhouse gas reduction is striking and, while we had initially set a goal to be net zero in our own operations by 2030, the statistics in our first ESG report show we are well ahead of that target. We are on track to be the first Net-Zero port operator in the UK and on the island in the coming 2-3 years, which is a huge achievement. Our ambition doesn’t end there: as one of the leading responsible businesses in the region, we are working to find effective ways to tackle more challenging scope 3 emissions in our supply chain.”

Engineering company CASC has secured contracts worth in excess of £10million with the world’s largest companies in offshore renewable energy.

The contracts will see the company provide a range of products and services on preassembly sites and manufacturing facilities in the UK, EU, USA and Asia for world leading turbine OEM Siemens Gamesa, and blade mould manufacturer Dencam Composites. To support its export-led growth, the company will establish new offices in Korea, Taiwan, and on the east coast of America. Headquartered in Lisburn, with additional manufacturing facilities in Belfast, CASC has successfully delivered on more preassembly projects than anyone else in the world. Karl Crockard, managing director of CASC, said: “We have worked hard to build our reputation and relationship with leading OEMs in the renewables industry and have been rewarded with a number of significant successes in recent years including this global framework agreement with Siemens Gamesa.

“Since setting up in 2014, we have taken our locally developed skills across the globe. We have been successfully operating throughout the EU, Asia and the USA and are in the process of cementing our position in those markets with permanent offices in Korea, Taiwan and on the east coast of America. This growth has positioned us well to expand our footprint further, including in Northern Ireland, where we anticipate significant growth in the coming years. Invest NI’s support to help us grow and diversify, build capacity and capability, and develop a presence and brand awareness overseas has been a vital component in our success.”

L-R Nicolas Cowan, Jenni Barkley, Sir Malcolm McKibbin, Stephanie Buchanan and Eoghan Rainey.

“I am a hugely passionate and driven bid management professional with a proven track record in work winning and strategic operational delivery spanning over 13 years. I have been fortunate to work with some of the largest public and private contractors across the island of Ireland, the UK and Europe, across multiple sectors, ranging from construction (civil engineering, building, building services engineering) to specialist marine engineering (civils/ship building/ maintenance/ports & harbours) and renewables to corporate and private consulting, charity and third sector support.

At the end of 2022, I took the craziest and scariest decision to extract myself from the world of employment, to push myself as an individual who loves bidding for opportunities to find like-minded clients needing support and matching my energy and enthusiasm. My role has involved collaborating with my clients, successfully integrating into their existing bidding teams, offering project management throughout the work winning process, guiding from conception to completion, challenging existing strategies, to achieve successful outcomes for us as a team.

My vision is to help my clients push innovation through change, promoting best practices, always with a smile and a positive approach as a collaborative team player.

I see Bid Excellence as a provider of a range of bid management support services to meet industry desired levels of support in relation to work winning. From integrating business development into lead generation, client and competitor analysis, compliance and systems integration, bidding strategy planning and win theme brainstorming, navigation of complex bidding models, extracting the client requirements and drafting unique, robust responses.

Some clients want the full support, others maybe look for help with strategy, bid writing, or understanding the client’s wants and needs and how to pitch their offering successfully. I have been fortunate to work on reviewing responses, providing editorial changes, and also preparing teams to take their bid offering into presenting, directing their key messages to their client in person, I love being able to provide a variance of support and constantly learning new industry practice and developments across hugely varying sectors.

As director of my own business, I just love the flexibility and balance I have begun to achieve, to be successful and continue to love what I do, whilst being a lone mum of three children, and working with both new and consistent client partnerships.”

Jules Alexander, Director, Bid Excellence

LinkedIn: Jules Alexander, CF APMP AMICE

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Streamlining and enhancing bid processes, offering challenges, review, and editorial support to ensure effective submissions.

RiverRidge invests in glass waste collection service

RiverRidge has announced a significant investment in its glass waste collection service following receipt of two new state-of-theart biofuel vehicles, that will see it increase its footprint and service offering across the region.

The expanded service will see all glass waste collected from customers across the region managed in house by RiverRidge, eliminating the need for sub-contractors and therefore reducing the carbon footprint of the company’s collection services. This is something of particular importance to RiverRidge which, in the launch of its inaugural ESG report earlier this year, committed to reducing the carbon cost of its collection services by 90% by 2040 through the upgrade of its fleet, increased route density and the transition to alternative fuels.

Danske Bank secures a spot on Stonewall’s Top

100 Employers

Stonewall has launched the Top 100 Employers List and Danske Bank has been recognised for its work supporting LGBTQ+ staff, placing at 40th position in the UK, the highest position for a company with headquarters in Northern Ireland.

Over the past year, Danske Bank has undertaken significant strides in its strategy of becoming a more inclusive place to work, with employee-led affinity networks like its Rainbow Network, playing a key role. The bank was recently awarded the Gold Diversity Mark, becoming the first bank in NI and only the second company to achieve the top accreditation for its commitment to building a diverse and inclusive workplace.

Artemis Technologies opens its first US office in Brooklyn Navy Yard

With its eye on the Jones Act market, Artemis Technologies has opened its first U.S. office in response to significant interest from across North America.

The company, whose 100% electric, hydrofoiling vessels are powered by its innovative eFoiler system, says that the U.S. market, with its vast coastline, major lakes, and significant maritime sector, will play a crucial role in the global effort to transition to a cleaner, more sustainable industry.

Its new office is in New York’s Brooklyn Navy Yard, positioning Artemis Technologies to better serve its U.S. customers and collaborate with local partners in accelerating the adoption of green technologies.

Outsource Group partners with US-based cybersecurity provider

Outsource Group has partnered with California-based Palo Alto Networks in a new deal that sees the Antrim-headquartered company become the only Palo Alto Cortex Managed Security Service Provider Partner (MSSP) on the island of Ireland.

The arrangement is expected to be worth several million pounds in new business to Outsource Group. The exclusive status means Outsource Group can sell, configure and deploy Palo Alto Networks’ highly regarded suite of AI-powered cybersecurity products across Northern Ireland and the Republic of Ireland with Palo Alto’s full confidence and support.

Portview grew turnover to £74million in year to November 2023

Portview grew its turnover to £74million in the year to 30 November 2023, contributing to an increase in operating profit to £7.6m.

Portview operates across the UK and Ireland and specialises in delivering extraordinary spaces for some of the world’s most recognisable brands.

2023 also saw the culmination of a longterm succession strategy, with two shareholders exiting the business and Paul Scullion taking on the role of Managing Director during the year.

Commenting on the financial results, Paul Scullion said: “We are strategically well positioned across a number of key sectors, with a high level of repeat business bolstered by prestigious new clients enabling us to anticipate further steady growth from a record order book.  Our collaborative approach and consistent delivery of high-quality, complex projects are the main drivers behind our continued progress.”

“Having grown employee numbers by over 60% in the last 5 years, this has enabled the business to deliver large projects such as the recently completed 17-storey, 441,320 sq ft London College of Fashion within Queen Elizabeth Olympic Park. We are continually looking for high-calibre people as we expand further.” he added.

Marine Hotel Ballycastle has been officially awarded AA Four-Star rating

Marine Hotel in Ballycastle has secured AA four-star award for outstanding service and unwavering hospitality.

Claire Hunter, co-owner of Marine Hotel says, “We’ve been working incredibly hard to cater to the needs of our ever-growing clientele and it’s fantastic to see all the team’s hard work pay off. The commitment to delivering exceptional service and improviing guest experience hasn’t gone unnoticed and we’re very proud to receive the four-star award from AA.”

Invest NI hub in Dublin launched to enhance all-Ireland connections

Economy Minister Conor Murphy has opened Invest Northern Ireland’s new Hub and event space in Dublin – a strategic meeting space for Northern Ireland companies and stakeholders. Northern Ireland businesses can use the Hub to meet with clients, develop new trading partnerships and explore the southern market. The Hub will also be the base for Invest NI’s Dublin team which works to secure inward investment to the north and also for Tourism NI in Dublin.

Helping Your Business Succeed

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Columnist

Jane Shaw The Elmfield Institute

Benefits of meditation

Why meditate, apparently doing nothing for 20 or 30 minutes when you could be doing something productive or fun? Yet meditation practices have been at the heart of many cultures for thousands of years, with spiritual community leaders preaching the benefits. However, while rooted in ancient traditions, meditation has gained widespread recognition in modern times for its profound impact on health and wellbeing. Regular meditation offers a wide array of benefits that extend to the mind and body.

The Cleveland Clinic describes meditation as a practice that involves focusing or clearing your mind using a combination of mental and physical techniques. Essentially you are learning to observe your thoughts and feelings without judgement, through a practice of observation. Traditionally meditation involved observing your breath or a physical object such as a candle, or by reciting a mantra. However, in our modern western society, there are different types of meditation to support our ability to be present and aware, such as body scans, breathing practices, walking meditations, movement practices, and a host of different guided meditations.

Many people give up trying meditation because they think they are getting it wrong with their busy mind interrupting. The Headspace app programme emphasises that there is no such thing as perfect meditation. This is an important point: noticing the mind wandering and being busy is part of the practice. When we notice our mind wandering, we then gently bring it back to the breath, body, mantra –whatever is the focal point.

Mindfulness is an important element of a meditation practice. Mindfulness means to be present to what is happening in this moment. Jon Kabat-Zinn, a microbiologist who developed the mindfulness-based stress-reduction (MBSR) programme, claims that mindfulness is a basic human tradition essential to life. We need to

be mindful so that we are aware of who, where, and how we are, to survive individually and as communities. What health benefits can we expect from a regular mediation practice?

1. Stress reduction

One of the most well-documented benefits of meditation is its ability to reduce stress. Chronic stress can lead to a host of health problems, including heart disease, depression, and a weakened immune system. Scientific studies have shown that meditation reduces the production of cortisol, the stress hormone, leading to a calmer and more relaxed state of mind. Moreover, meditation has been shown to increase the thickness of the prefrontal cortex, the part of the brain responsible for regulating emotions, leading to better emotional stability.

2. Enhanced concentration and attention

In a world filled with distractions, the ability to concentrate and maintain attention is a valuable skill. Meditation trains the mind to sustain attention on a single object, such as the breath or a mantra. Research has demonstrated that regular meditators have increased activity in the brain regions associated with attention and decision-making.

3. Better sleep quality

Many people struggle with sleep-related issues, such as insomnia or poor sleep quality for which meditation can be a natural remedy. By promoting relaxation and reducing stress, meditation can help calm the mind and prepare the body for restful sleep.

4. Pain management

Chronic pain is a significant health issue for many people, and managing it often requires a holistic approach. Studies have shown that meditation can reduce the brain’s response to pain stimuli, making it a valuable adjunct to traditional pain management strategies.

5. Improved cardiovascular health Meditation can have a positive impact on cardiovascular health by reducing risk

factors such as high blood pressure and heart rate. Stress and anxiety are known to contribute to heart disease, and by alleviating these conditions, meditation can lower the risk of heart-related problems.

6. Strengthened immune system

By reducing stress, meditation supports the immune system’s ability to fight off infections and diseases. Research has shown that meditation increases the activity of natural killer cells, which are responsible for defending the body against viruses and cancer cells. Additionally, meditation has been linked to reduced inflammation in the body, which is associated with a wide range of chronic illnesses.

7. Slowing the aging process

Research suggests that meditation can protect the brain from age-related decline by increasing the thickness of the brain’s grey matter, which is involved in memory and learning. Additionally, meditation has been linked to longer telomeres, the protective caps on chromosomes that shorten with age. Longer telomeres are associated with slower aging and a lower risk of age-related diseases. Therefore, regular meditation can help individuals maintain cognitive function and overall health as they age.

These are just some of the health benefits from regular meditation. The important point to remember is not to judge how you meditate, which can actually increase your stress. Meditation takes practice and it is common for your mind to wander no matter how long you have been practicing. I suggest trying different types of meditation to see what works best for you. Some days I prefer a walking meditation and others a body scan or breathing practice. Whichever I choose, it is always an opportunity for me to take time to pause and reflect and allow my mind to empty. Bliss!

Stairway to Seven

My seven steps for business success

Jo Hopkins, Jo Hopkins Consulting

At JHC we take the principles and lessons from the highperformance sport environment and apply them into the performance business world. JHC’s global team of experts have worked with high-profile and internationally renowned athletes, Olympic teams, and coaches including Team GB, Team Ireland, Irish Rugby, English Cricket and Premier League Soccer. We have also worked with leading businesses such as London Stock Exchange, Vodafone, and Premier Inn and have delivered not-forprofit programmes for the UK National Health Service and supported individuals at a grassroots level in clubs and schools.

In high performance sport we focus on ‘performance’ not ‘success.’ We identify what the performance needs to look like and the critical factors driving that performance, and we work every day to improve those factors so that we can consistently deliver under pressure. Our focus is on process and making marginal gains across all areas of performance which will deliver the desired output.

1. PEOPLE ARE AT THE HEART OF PERFORMANCE

People are at the centre of performance and, in my experience leaders who take the time to get to know and develop their people reap the rewards. I see this in the particularly pressurised world of start-ups where founders are stretched in twenty different directions. Those that prioritise not only finding the right talent but working to understand how to get the best out of them gain the benefits over time.

When new people join, take time to understand that what drives them. Ask them how you can get the best out of them – what do they need to succeed in this new environment? Ensure that they feel connected to the vision or north star of the team and feel they have a role to play to contribute to the outcome.

Understanding that people have different thinking styles is also important. Tapping into cognitive diversity and maximising the human capital within your teams and organisations is essential to successfully navigate complex performance problems.

Great problem solving requires a combination of strong creative, analytical, compassionate, and decision-making thinking skills. With complex problems, get to know who you need to have around the table to collaborate.

2. LISTEN TO UNDERSTAND NOT JUST TO RESPOND

Sometimes you need to slow down to speed up. Great leaders understand how to help talented people flourish. They have developed the capacity to help people change their behaviours and impact performance by developing deeper selfawareness in those they support. They do this in part through great listening

skills, which develop their understanding of others, building trust and autonomy, creating sustainable and effective working relationships that enhance performance.

Many leaders I coach say that they appreciate the need to develop and understand their colleagues better – but don’t have the contact time. The most frequent reasons I hear are the pressure to deliver results and the challenge of remote working.

I know that in the Olympic environment I have had to really work on the skill of slowing down and tuning into the person in front of me when things are really pressurised. To really understand what is going on, I have had to tune out my inner chimp which is yelling at me to hurry up! My approach has been to breathe and ask some really short questions.

3. HIRE GREAT PEOPLE AND THEN GET OUT OF THEIR WAY

When the pressure to perform ramps up, many of the people we coach in both the performance sport and business worlds find it very difficult to delegate in a facilitative manner. They switch into a much more directive style as the risk increases. While this approach may be relevant at certain times, the majority of the people we work with admit that this is often a reaction driven by fear of failure.

They also agree that it often breaks trust with those in their team they have tasked with leadership responsibility. It’s essential not to parent those we are coaching.

Hone your coaching skills so that even under pressure you can ask curious facilitative questions. This will tap into the knowledge skills and experience of those you lead and build their confidence and capability under pressure.

4. DEVELOP YOUR SELF-AWARENESS

In the high-performance environments that we work in, we find that leaders who have a high degree of self-awareness thrive. You need to do the work on yourself first.

Over last 20 years I have had the privilege of working with both the Team GB and Team Ireland Olympic teams, supporting athletes, coaches and leadership teams. This Olympic environment is unlike any other. For two weeks every four years, the eyes of the whole world are on this event, where the best in the world bring their best performance to a single moment. The difference between making the podium or missing out is marginal.

Pressure is ramped up and this increased pressure impacts our decision-making and behaviour. We can feel threatened and react to behaviours and scenarios that would otherwise not bother us. To prepare people for this environment, we

help them to understand their values and what is important to them. This identifies behaviours that might trigger them when stretched in such a high-pressured environment.

Luke Carson, Olympic gold medal coach to Rhys McClenaghan, sums it up:

“In my first Olympic finals in Tokyo, my heart rate was through the roof and my mind was all over the place. One of my major values is to strive for perfection and leave no stone unturned and my mind kept saying Have I done enough to prepare Rhys? and I was genuinely in fight or flight’ mode.

“In the last 4 years I have done the work to understand that my value of perfectionism is my biggest strength, but it can also throw me into feeling pressurised and fearful and can get in the way. Knowing this allowed me to accept what my inner voice was telling me and challenge it. When I walked into the Olympic arena in Paris, I simply said We have done everything we can, we are ready... and the rest is history.”

5. LEADERFUL TEAM

High performing teams are at the heart of performance: they require nurturing. When we bring together individuals with high levels of expertise who are driven to succeed, it is essential that we do the work to build the architecture of these teams. Great leaders maximise the capacity of their teams through harnessing the knowledge, skills and experience of diverse individuals while driving towards a common purpose.

Individuals need to be given the time and skills to be able to be collaborate effectively and develop as a team. This requires individuals to understand their role and to respect the boundaries of other professionals. To have the ability to show both confidence in their own expertise, respect for others’ expertise and curious vulnerability when faced with complex new performance questions.

At Olympic level, the pressure for teams to deliver is immense and we spend a large amount of time on developing the team identity and operating principles to ensure maximum impact.

We also highlight the need for ‘followership’. We focus on creating the trust, understanding and processes to enable all individuals to operate as effective followers as well as effective leaders. In this approach, we ensure that we are tapping into the amazing human capital we have within our teams.

6. FEEDBACK IS A GIFT

On our executive leadership programmes, we often use wearable technology to measure stress and recovery. In my experience, the one occasion when

participants stress levels go through the roof is when we say, “Today we are going to give each other feedback.”

People within the business environment see both receiving and giving feedback as a vulnerable activity and it often sends them into a mild fight or flight reaction.

This is very different in the world of performance sport. Here individuals crave feedback and see it simply as data which will allow them to refine their performance.

Create an environment in which this data feedback becomes a normal part of the daily culture.

This means creating a psychologically safe space where people can stretch and try new approaches and get accurate data on how that is impacting performance. In my experience, this only comes when high performing teams have done the work to build trust. It is also only successful if leaders are leading by example in seeking data on their performance which requires a high degree of vulnerability. Find out how your people prefer to receive feedback and build that into your process.

7. BUILD RESILIENCE TO PERFORM Leaders have a responsibility to lead themselves, then their team and then the organisation. The majority of leaders that I work with have not taken the time to fully understand how to get the best out of themselves. If they want to consistently perform well under pressure, they need to figure out the factors that drive their own individual performance and take control of these to perform at their best every day.

Many of the leaders that we work with have learnt to periodize their own time and establish what is the priority for them to be focusing on at any point in time.

They have taken control of their own programme by working out what factors allow them to perform at their best and then ensuring that they control them. This can be as simple as moving creative thinking sessions to a particular time during the day or the week, planning food, travel and sleep, or working out when they prefer or are more effective doing different types of thinking (creative, analytical, collaborative, compassionate, decisionmaking).

Many now have their own individual performance plan – ‘project me’ – to get the best out of themselves.

The most successful have the ability to triage – working out what is a priority for the day and what needs to stay in their diary. Many now even have a meeting which is simply ‘me time’ and it goes in the diary first!

With this performance-focused approach, many of the leaders that we work with now protect creative thinking time and ‘me time’ as non-negotiables in their diary.

Columnist

Janice Phayre ESG Manager at Telefónica Tech

The Strategic Value of ESG in Businesses

In today’s business landscape, companies are expected not only to achieve profitability but also to operate with a strong sense of ethical and social responsibility. Environmental, social and governance (ESG) refers to a set of standards used to measure an organisation’s environmental and social impact. In recent years, ESG has become an increasingly critical aspect of business strategy.

Adopting ESG practices enhances customer retention and loyalty, boosts employee engagement, strengthens brand image, attracts investment, drives financial performance and makes an overall positive impact on the environment and society. As businesses face growing scrutiny regarding their societal and environmental impact, it is essential to generate positive outcomes in these areas. For most businesses today, legislation and client commitments will mean that they must actively consider ESG.

At Telefónica Tech, ESG is deeply embedded in our company’s ethos. We are proudly part of an organisation that has been placed as one of Time Magazine’s top 10 most sustainable companies in the world. We are committed to fulfilling our corporate responsibilities towards our employees, customers, and local communities. Supporting our employees is vital in fostering a strong and supportive culture that rewards hard work through initiatives aligned with their personal values.

We cannot make an impact alone. Telefónica Tech actively collaborates with local charities to bridge the gap between education and employment, dismantling barriers through technology donations, employment fairs and

workshops. In partnership with Impact Training and Queen’s University Belfast, for two consecutive years, we have provided our support for a programme which provides students aged 16-19 with essential software skills, helping them pursue careers in the tech sector. As part of this initiative, we offered firsthand insights into the IT industry, hosting a graduation for the students which included a tour of our Belfast offices, and awarded Raspberry Pi devices to graduates to encourage their continued growth in the field.

Creating a more equitable and inclusive culture is also a priority for Telefónica Tech. We have a number of employee resource groups including a neurodiverse network. In partnership with not-for-profit organisations Impact Training and Belfast Works Connect, Telefónica Tech invited 40 long-term unemployed women to our Belfast offices for a “raising aspirations” session. During this event, female employees shared their experiences on topics such as mental health, neurodiversity, menopause, and work-life balance.

At Telefónica Tech, many of our initiatives are driven by our colleagues’ passions. We provide a platform for employees to share their community involvement and volunteer work, and where we can support them as a business, we do.

For example, one of our colleagues, Peter Leonard is also a coach at a local Belfast football club, Rosario Football Club. Peter expressed an interest in expanding the club’s offerings to include a Pan Disability section. Telefónica Tech is now a proud sponsor of the Rosario Disabled Club, which has been operational for over a year following a successful pilot and recently held an end of season awards night to celebrate the

fantastic achievements of young people with disabilities.

We are committed to supporting causes close to our employees’ hearts. In July 2023, our colleague Michael Steinberg and his wife Kylie tragically lost their twin sons at just 22 weeks. To honour their memory, they founded the initiative “Two of a Kind”, which hosts fundraising events to raise funds for local charities, Remember My Baby and the Northern Ireland Ambulance Service. For their most recent event, a charity football tournament at Ballymena Showgrounds, Telefónica Tech sponsored one of the teams and provided their kits for the match and over £11,000 was raised for the chosen charities.

In today’s world, companies can no longer operate with profit as their sole objective. It is their role to understand the impact that they are having on the world, both good and bad, and the existing legislation around ESG. Ultimately, customer satisfaction and employee retention are the cornerstones of any successful business. Companies must also focus on giving back to their employees, creating a more positive and productive work environment, and supporting local communities to attract customers and retain top talent.

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Investing in Tomorrow: The Impact of Study USA

For three decades, Study USA has been contributing to Northern Ireland’s economic landscape, fostering international connections, and cultivating a pool of globallyminded talent. As the scholarship programme celebrates its 30th anniversary, we spotlight its impact on Northern Ireland’s business ecosystem and its role in strengthening the relationship between Northern Ireland and the United States.

Originally conceived in 1994 to support the peace process, with endorsement from the White House, Study USA has helped Northern Ireland develop a competitive, internationally oriented workforce. Each year, between 50 and 60 undergraduate students from Northern Ireland’s universities and further education colleges embark on a transformative year of study at one of 140 partner institutions across the US.

The Department for the Economy funds the programme, which is managed by the British Council. Economy Minister Conor Murphy spoke to us about its impact and legacy: “The US is one of our most important trading partners and sources of foreign direct investment, as well as the largest international employer in the north.” He adds, “By fostering deeper connections with the US for over 30 years, the programme has helped to strengthen cultural, educational and economic links. It provides young people with employability skills and an international outlook that we know are vital in today’s interconnected business world and in developing our economy.”

Mark Owens, a Study USA alumnus who was appointed as the first Honorary

Hayden Stewart, Study USA alumni committee, pictured with Jonathan Stewart, Director, British Council Northern Ireland and Moira Doherty, Department for the Economy.

Consul of Ireland in Ohio in 2023, exemplifies the programme’s longterm impact. He was selected for the programme (then known as the Business Education Initiative) in 1998 and spent the year at John Carroll University in Ohio.

He says: “The warm welcome I received in August 1998 set the stage for what would become my home in the US. During my time at John Carroll, I forged lasting connections with peers, professors, and industry leaders and remaining closely tied to the extensive alumni network has been instrumental in my career. Despite

making the US my home, I remain actively engaged with Northern Irish companies exploring opportunities in the US, often facilitating connections for them.”

Global leadership consultant Tessa Breslin established Northern Ireland based Breslin Consulting after a career spanning twenty-five years in London and New York. She highlights how the programme broadens career horizons.

“Study USA was a transformative experience for me, opening up a career path in organisational psychology that I didn’t know existed. It paved the way for me to live and work in New York and catalysed a desire to give back to Northern Ireland at this stage of my career.”

Since its inception, Study USA has sent over 2,500 students to the US and with annual funding from the US exceeding $2 million, it is clear that American institutions also recognise the mutual benefits of this cultural and educational exchange.

For businesses on both sides of the Atlantic, Study USA graduates represent a unique talent pool, with a combination of enhanced skills, US connections, local knowledge and international experience. Alumni have taken on roles with leading global companies with Northern Ireland operations, such as Citigroup, PwC, and EY, as well as innovative local firms with international reach, like Almac, Randox Laboratories, and PlotBox.

Hayden Stewart works for Citi as Operational Risk Manager and spent a year at Millikin University in Illinois in the late nineties. He emphasises the breadth of the programme’s impact on his career. “Study USA was a gamechanger: it cultivated self-reliance, a global perspective, and a ‘can-do’ attitude that set me apart in the job market and opened doors to international work opportunities. The skills I developed –from cross-cultural communication to adaptability – have been invaluable.”

The programme has also fostered a strong and influential alumni network.

Hayden tells us: “The programme doesn’t just educate: it is creating a network of globally minded professionals ready to drive economic growth.”

Recent expansion beyond its original focus on business and STEM subjects is broadening the programme’s scope. The 2024-2025 cohort boasts the most diverse range of subjects in the programme’s history, reflecting the evolving needs of the Northern Ireland economy and nurturing talent across sectors critical to economic growth, such as the creative industries.

Katie Murphy, currently in her final year studying fashion production and business at Belfast Metropolitan College, spent last year at Ohio Wesleyan University and completed two internships in New York. She told us: “I have a newfound appreciation for Northern Ireland and the opportunities it offers young people in creative fields. I feel much better prepared for establishing my career, have a renewed sense of creativity, practical experience, and a global perspective on the fashion industry.”

As Study USA enters its fourth decade, it continues to evolve. The inclusion of students from further education colleges alongside university undergraduates has broadened the programme’s reach, ensuring a more diverse range of participants that reflects the full spectrum of Northern Ireland’s talent.

For young people in Northern Ireland, Study USA represents a fantastic opportunity for personal growth, academic advancement, and a chance to develop the kind of global mindset and adaptability that are increasingly essential in today’s job market.

As Tessa Breslin points out, “ The experience gave me confidence, tested my resilience, opened up my perspective, and created a greater sense of ambition of what’s possible in work and life.”

Jonathan Stewart, director of British Council Northern Ireland, provides a message for those considering applying for Study USA. “It’s more than just a year abroad, it’s an investment in your future and in the future of Northern Ireland’s economy. To businesses here, and in the US, Study USA alumni are more than just graduates – they are ambassadors, innovators, and future leaders.”

He concludes: “As we look to the future, and in an era where global connections are more important than ever, this programme continues to build bridges, foster understanding, and create opportunities.”

To find out more about the Study USA programme visit: https://nireland. britishcouncil.org/opportunities/studyusa

Katie Murphy with Economy Minister Conor Murphy.

Columnist

Jules Black Team Improvement Consultant, Linkubator

Urgent Need for Female Leadership Development

As the global conversation around gender equality intensifies, the business world faces a crucial challenge: the underrepresentation of women in leadership roles. Despite significant progress in education and workforce participation, women remain disproportionately absent from Senior Management Teams. The evidence clear - organisations with diverse leadership teams outperform those lacking them. Yet, unconscious bias and systemic barriers continue to impede women’s advancement. Addressing this gap isn’t just a matter of fairness; it’s a business imperative.

THE STUBBORN LEADERSHIP GAP

Since 2006, the World Economic Forum (WEF) has tracked gender parity across various sectors. While the gap in health and education outcomes between men and women has narrowed, significant disparities remain in economic participation and political representation. Women have achieved educational parity with men, yet this accomplishment has not translated into equitable representation in leadership positions. Statistics from 2022 illustrate a concerning trend: after nearly a decade of progress, the hiring rate of women into leadership roles began to decline. As of 2023, women held less than one-third of leadership positions globally, despite representing nearly half of entry-level employees. This drop-off, often referred to as the “broken rung,” occurs as women transition from individual contributors to managers. For every 100 men promoted to manager positions, only 87 women receive the same opportunity.

WHY WOMEN IN LEADERSHIP MAKES GOOD BUSINESS SENSE

Beyond the ethical and fairness

arguments, there is a compelling business case for increasing female leadership. In the U.S., women-founded or co-founded businesses have been shown to outperform their male counterparts. According to a December 2023 report by Forbes, these businesses generate higher revenue, create more jobs, and deliver double the return on investment (ROI) compared to those founded by men. This data underscores a critical point: empowering women to lead is not just a social responsibility; it’s a strategic advantage.

Companies with gender-diverse leadership teams benefit from a broader range of perspectives, leading to more innovative solutions and better decisionmaking. Additionally, such companies are more likely to attract top talent, retain employees, and enhance their brand reputation. In a competitive business environment, leveraging the full potential of the workforce - including the often underutilised talents of women - is essential for long-term success.

PRACTICAL STEPS TO BRIDGE THE GAP

Implement Targeted Leadership Development Programmes: Programmes specifically designed to accelerate the careers of high-potential women are crucial. These programs should focus on developing essential skills, such as influencing, public speaking, and strategic thinking.

Facilitate Networking and Mentorship Opportunities: Access to mentors and sponsors is a critical factor in career advancement. Organisations should create formal mentorship programs that connect aspiring female leaders with senior executives.

Address Unconscious Bias: Unconscious bias can significantly influence hiring and promotion decisions. To combat this, companies

should implement bias training for all employees, particularly those involved in recruitment and talent management.

Promote Flexible Work Arrangements: The “motherhood penalty” is a significant barrier to women’s career advancement. Offering flexible work arrangements, such as remote work and flexible hours, can help women balance their professional and personal responsibilities without sacrificing career progression.

Set Clear Diversity Goals and Measure Progress: Organisations must set specific, measurable goals for increasing female representation in leadership. Regularly tracking and reporting progress towards these goals ensures accountability and demonstrates a genuine commitment to gender diversity.

THE FUTURE OF FEMALE LEADERSHIP

The leadership gap is a complex issue that requires a multifaceted approach. While systemic changes are necessary, organisations can take immediate steps to support the development of female leaders. By implementing targeted programmes, addressing unconscious bias, and promoting flexible work arrangements, companies can create a more inclusive workplace where women have equal opportunities to advance.

At Linkubator, we are committed to fostering female leadership through our innovative development programmes. We believe that empowering women to lead is not only the right thing to do but also the smart thing to do. The future of business depends on the success of all its leaders - women included.

By investing in female leaders today, we are building a stronger, more resilient business community for tomorrow.

Ambition profiles

Dr Pamela McHenry, medical director at Belfast Skin Clinic.

DR PAMELA M c HENRY

Can you tell us about your background; what led you to become a dermatologist?

As the second eldest of 9 children, caring for others was integral to my upbringing. Growing up on a farm, we all had our chores to do and I learnt from an early age the importance of commitment and team work. Medicine felt like a natural career choice for me. I thrive on challenges and the fact that medical training was considered difficult attracted me to it even more.

I studied medicine at Queen’s University Belfast and from my first attendance at dermatology clinics as a medical student, I was struck by the impact skin disease had on peoples’ lives and how diagnosing and treating skin problems could significantly improve quality of life. The potential to treat patients of all ages, the challenge of learning about the vast range of possible diagnoses in dermatology (over 2,000 conditions), and the wide spectrum of treatment options appealed to me.

What training is required to become a consultant dermatologist?

After graduating from medical school, it takes another 7-10 years of training before being eligible to become a consultant dermatologist. Initially, 3 years are spent on general medical training. This is important because skin disease can often be the presenting sign of other underlying medical problems. In order to then apply for a dermatology training post, success in further postgraduate exams, usually to gain Membership of the Royal College of Physicians (MRCP), is required. The basic dermatology training takes a further 4 years and, in addition, many dermatologists choose to pursue additional fellowship training in subspecialty areas such as dermatologic surgery, cosmetic dermatology, or paediatric dermatology to further enhance their expertise in specific areas of dermatology. To be registered as a dermatologist on the GMC specialist register, passing the specialist exit exam is required.

Throughout life, continuous education and training are essential for dermatologists to stay up to date with the latest advancements in the field and ensure they provide the highest quality of care for their patients.

What motivated you to establish the Belfast Skin Clinic?

My vision was to provide a unique private healthcare facility in which all specialists involved in the management of patients with skin and skin related disorders could work closely together to ensure the smooth transition of care to the most appropriate specialist depending on individual patient needs. To deliver this service, I had three key objectives: the provision of the highest quality in staff, technology, and facilities/ infrastructure.

Our team of experienced dermatologists, plastic, ocular, and vascular surgeons, rheumatologists, laser specialists, aesthetic practitioners, facial therapists, and nutritionists work closely together when appropriate to provide patients with the best treatment options to address their specific needs. Patient education and

empowerment is a priority; we aim to ensure that our patients are well informed and have the knowledge they need to maintain healthy skin in the long-term.

What facilities do you have at the Belfast Skin Clinic?

The clinic is conveniently located in south Belfast, with easy access to public transport and all major motorways. The state-ofthe-art facility has 10 consulting rooms, an operating theatre and a Mohs laboratory. The clinic is fully accessible, with wheelchair access throughout, ensuring that patients with specific mobility requirements can easily navigate the space.

While good lighting and rigorous infection control was a priority in the building design (all rooms are equipped with high frequency air exchange), the building was also designed to create a calming, welcoming and professional environment.

Can you tell us about the range of services offered at the Belfast Skin Clinic?

The clinic treats all age groups and provides a full range of dermatological, surgical, and aesthetic services, ensuring that patients can receive comprehensive care under one roof. Conditions treated include all dermatology conditions from inflammatory conditions such as eczema and psoriasis to lesions requiring surgical removal including cysts, moles, and skin cancer. Our dermatologists work closely with the plastic surgeons, particularly for the treatment of skin cancer patients. They liaise with vascular surgeons regarding patients with varicose veins, varicose eczema, or leg ulceration. Rheumatologists are often required for assessment of conditions where there may be joint and skin involvement, for example, in psoriasis or lupus. Medical treatment of conditions such as acne, rosacea, or sun damage can be complemented by treatments offered by our skin therapists and laser specialists. All of our aesthetic services work closely together. I believe it’s important to aim for healthy glowing skin as an adjunct to any other anti-aging procedure. Services available at the clinic include:

Skin cancer screening/mole mapping

Allergy testing/patch testing

Excision of benign and malignant lesions

Sclerotherapy/ablation of veins

Lasers for vascular lesions, scar treatment, hair removal, skin rejuvenation

Mohs Surgery (a precise surgical technique used to treat skin cancer, offering high cure rates and maximum tissue preservation)

Cosmetic surgery including upper and lower blepharoplasty, pinnaplasty, brow lift, lip lift, and labiaplasty, hand surgery, scar treatment

Skin rejuvenating treatments including bespoke facials, medical grade Dermalux LED therapy, skin peels, micro-needling/ radio-frequency treatments, anti-wrinkle injections and injections with platelet rich plasma (PRP), Polynucleotides, Profhilo, and fillers.

Setting the benchmark for excellence in a healthcare facility, we continuously evaluate and update what we offer to ensure our patients benefit from the latest developments. We are committed to using

cutting-edge technology and to providing the highest standard of care.

Can you tell us about some of the technology available at the Belfast Skin Clinic?

At the Belfast Skin Clinic we have a range of state-of-the-art technologies including Mohs surgery for skin cancer, Fotofinder whole body mole mapping for early identification of changing suspicious moles, and a range of lasers. The Belfast Skin Clinic is the only private facility in Northern Ireland to offer Mohs surgery, a highly specialised surgical technique for removal of certain types of skin cancer, particularly on the face. Our SplendorX laser is highly effective for hair removal while our M22 IPL machine offers effective treatment for a range of skin conditions including rosacea, brown spots and skin ageing. Both can be used for treating vascular lesions such as angioma and facial thread veins. We offer Platelet-Rich Plasma (PRP) therapy which is useful for treating hair thinning and promoting skin rejuvenation, and our new Secret Pro machine provides a combination of radio frequency and micro-needling, as well as a CO2 laser for skin rejuvenation and the treatment of scarring. Additionally, our medical grade Dermalux LED machines can treat various causes of skin inflammation. Having skilled staff who know when and how to use equipment safely and correctly is critical to achieving good outcomes.

What is unique about the Belfast Skin Clinic?

I would say the skills of our staff, the range of services available and the accessibility of collaboration between dermatology, plastic surgery, vascular surgery, rheumatologists, laser specialists, aesthetic practitioners, skin therapists, and nutritionists are what make us unique. This enables us to offer patients a multidisciplinary approach to treatment and care. We operate a paperless system for patient records, meaning these can be accessed by all the consultants involved in patient care. This facilitates shared care and allows for a much more comprehensive evaluation and the development of a treatment plan that addresses all aspects of a patient’s concerns. For some aesthetic concerns, input from dermatologists, plastic surgeons, aesthetic practitioners, laser specialists, and skin therapists may all be required to achieve the best results. So our team-based approach ensures the patient is seeing the right consultant for their individual problem.

What do you feel has been the most important factor for the success of the Belfast Skin Clinic?

Teamwork has been the most important factor contributing to the clinic’s success. I feel privileged to work with a very special group of people, who are very supportive of each other. They are all aware that, irrespective of their role, they all contribute to our patients’ journeys and, ultimately, to the best outcomes for them.

Columnist

Anne-Marie Roddy Associate Director, Carbonfit

Understanding Scope 3 Emissions

How to Reduce Your Business’s Carbon Emissions Through Supply Chain Optimisation.

Reducing carbon emissions has become a critical priority for businesses worldwide. While many businesses are familiar with managing their scope 1 and 2 emissions, the focus is now shifting towards scope 3 emissions—those that occur across the entire supply chain. These emissions often account for the majority of a company’s carbon footprint and are, crucial to address. To stay competitive and compliant, businesses need to be ready to answer questions about their scope 3 emissions and take proactive steps to reduce their overall carbon impact.

Scope 3 emissions cover a broad range of activities in a company’s value chain, including emissions from purchased goods and services, transportation, waste management, and even the end-use of sold products. For many businesses, these emissions represent the largest portion of their total carbon footprint. Failure to manage scope 3 emissions can leave companies vulnerable to regulatory penalties and lost business opportunities.

As the pressure to address climate change intensifies, stakeholders such as investors, customers, and regulators are increasingly demanding transparency and action on carbon emissions. Businesses that can demonstrate a commitment to reducing their scope 3 emissions will not only comply with evolving regulations but also gain a competitive edge in a market that values sustainability. Therefore, it’s essential to reduce your business’s carbon emissions by focusing on the supply chain.

To effectively manage and reduce scope 3 emissions, businesses should consider implementing the following key actions:

1. Map and Assess Your Supply Chain: The first step in reducing scope 3 emissions is to thoroughly map your entire supply chain. Identify key suppliers and assess where the most significant emissions occur. This process will help you understand the hotspots and focus your efforts on areas where you can make the most impact.

2. Engage and Collaborate with Suppliers: Collaboration with suppliers is crucial in reducing your business’s carbon emissions. Work closely with your suppliers to develop joint initiatives that promote energy efficiency, the adoption of renewable energy, and the use of sustainable materials. Encourage suppliers to adopt their own emissions reduction targets and provide them with the tools and resources they need to achieve these goals.

3. Implement Sustainable Procurement Practices: Sustainable procurement is a powerful tool for reducing scope 3 emissions. Consider adopting procurement policies that prioritise suppliers with strong environmental credentials. Look for opportunities to source materials and services from suppliers who are committed to reducing their own carbon footprints.

4. Invest in Supply Chain Innovations: Technology and innovation play a vital role in reducing emissions. Invest in digital tools that help monitor and optimise your supply chain. These innovations can provide real-time data and insights, enabling you to make informed decisions that reduce your business’s carbon emissions.

5. Enhance Transparency and Reporting: Accurate and transparent reporting of scope 3 emissions is essential. Implement robust systems for collecting and analysing emissions data across your supply chain. Regularly report on progress towards your emissions reduction targets, both internally and externally. Transparency builds trust with stakeholders and demonstrates your commitment to sustainability.

Reducing your business’s carbon emissions, particularly scope 3 emissions, offers numerous benefits. Beyond compliance with regulations, businesses that take proactive steps to manage their carbon footprint will enjoy an enhanced reputation, stronger relationships with customers and investors, and potentially reduced operational costs. Additionally, companies that lead in sustainability are more likely to attract top talent and gain a competitive edge in an increasingly green marketplace.

As the focus on environmental sustainability grows, businesses must prioritise the reduction of scope 3 emissions. By mapping and assessing your supply chain, setting clear targets, collaborating with suppliers, and investing in sustainable practices, you can significantly reduce your business’s carbon emissions. The time to act is now, and those who take the lead in sustainability will be best positioned for future success. Reducing scope 3 emissions is not just about meeting regulatory requirements – it’s about building a resilient, forward-thinking business that can thrive in a rapidly changing world.

TransformingWorkplace Childcare

As companies look beyond traditional employee benefits to attract and retain talent, one area is ripe for disruption: corporate childcare. Sleepy Hollow, a leading childcare conglomerate here, is pioneering three innovative models that could transform the landscape.

Founded by Diane Koplewsky, and led by Diane and Nikolai Koplewsky today, Sleepy Hollow’s journey from a single day nursery to a leader in childcare is an inspiring one.

Its story began with Diane Koplewsky’s personal experience of the challenges faced by working parents.

“I acquired our first nursery in 2001,” Diane recalls. “It was already a going concern, having been in operation for 15 years. My background was actually in law – I worked with PwC and

then Deloitte. But like many working parents, I faced significant childcare issues. During a career break, I saw an opportunity to make a difference, so I bought the nursery and, shortly thereafter, decided to pursue a degree in early years education.”

Diane’s transition from the corporate world to childcare wasn’t just a career change; it was a mission. “Managing the day nursery was something I did for about eight or nine years,” she says. “What I quickly realised was that the challenges of childcare don’t end when

children start school. There’s a huge gap in care for school-aged children, especially when it comes to working parents who need more than just afterschool activities. That’s when we began setting up partnerships with schools to provide a more comprehensive and fully-registered wraparound care offering.”

Over the years, Sleepy Hollow has expanded significantly. Today, the company operates four early childcare centres and 18 out-of-school care programs, all offering flexible,

wraparound care. “Our vision has always been about more than just providing a service,” Diane explains. “It’s about creating a solution that truly meets the needs of working parents, allowing them to balance their careers and family lives effectively.”

As the company grew, Diane and her team began to see another significant gap in the market – corporate childcare. Nikolai Koplewsky, who joined the company recently to help drive this new initiative, explains: “The idea of corporate childcare isn’t just about convenience. It’s about building a supportive work environment that can attract and retain top talent. Employers today are struggling to recruit and retain good staff, especially those with young children. That’s where we come in.”

Sleepy Hollow’s corporate childcare model is designed with flexibility in mind, offering three levels of partnership that can be tailored to the needs of different businesses. “Our first model is the Corporate Discount Partnership Scheme,” Nikolai says. “This comes at no cost to the employer, yet offers employees perks like a 10% discount on all our services and a zero-deposit requirement for childcare. It’s a simple but effective way for companies to show their support for working parents without any financial burden.”

The second model takes it a step further by providing onsite or offsite childcare in partnership with employers. “This option is particularly appealing because it eliminates the need for external childcare services, which can be a significant cost for parents,” Nikolai explains. “The convenience of having childcare available at or near the workplace not only saves time and money for parents but also improves work-life balance. This, in turn, leads to higher levels of employee retention and productivity.”

The third and most comprehensive model is full onsite corporate childcare, which is HMRC-compliant and takes advantage of the Workplace Nursery Scheme. “This model encompasses all the benefits of the previous two but adds significant tax and national insurance contribution exemptions for both the employer and the employee,” Nikolai explains. “We’re the only provider in the region offering this kind of formal corporate childcare, and we believe it has the potential to make a huge impact.”

The benefits of onsite childcare extend beyond just financial savings and convenience. As Nikolai points out, “One of the biggest advantages of our onsite model is the sense of community it fosters between employers and employees. When parents know that their children are

“There’s a huge gap in care for schoolaged children, especially when it comes to working parents who need more than just afterschool activities. That’s when we began setting up partnerships with schools to provide a more comprehensive and fully-registered wraparound care offering.”

being cared for nearby, it reduces stress and allows them to focus more on their work. This is especially important for new parents or those returning to work after a break or parental leave. We provide dedicated spaces for breastfeeding, for example, which is something that many external childcare providers can’t offer.”

Nikolai also highlights the cost savings for parents who take advantage of onsite childcare. “In one of our corporate settings, purely because of how the model is structured, we are able to offer childcare that is over £200 cheaper per month than neighbouring providers,” he says. “These savings add up to thousands of pounds a year, which can make a significant difference for working families. And it’s not that employers are making direct contributions to these fees—we’re able to design bespoke agreements that make this possible.”

As Sleepy Hollow continues to expand, the business is keen to maintain the high standards that have become its hallmark. “The more we grow, the more important it is to ensure that our managers are fully focused on the children,” Diane explains. “We have a dedicated head office team that looks after the business side of things – curriculum development, administration, and compliance – so that our onsite staff can be entirely dedicated to childcare.” This level of support and specialisation is rare in the childcare sector. “To our scale, we are the largest provider offering this kind of comprehensive service,” Nikolai says.

While corporate childcare is still a relatively new concept in the UK, Sleepy Hollow is already seeing significant interest from businesses. “Our work with the Chamber of Commerce has been instrumental in helping us reach out to businesses directly,” Nikolai says. “Because this is new, many companies aren’t fully aware of the benefits or the different models we offer. It’s an educational process – helping them understand how this can not only support their employees but also benefit their business in the long run.”

Sleepy Hollow is also engaging with policymakers to advocate for wider adoption of corporate childcare. “No matter what event we attend, childcare is always a hot topic,” Diane says. “I’ve had meetings with politicians including the Education Minister, Finance Minister, Minister for State and the Taoiseach, and it’s clear that this is a solution that needs to be taken up more widely. With the current economic challenges, companies need to find ways to retain talent, and this is one of the most effective ways to do that.”

As Sleepy Hollow continues to innovate and expand, Diane and Nikolai see their corporate childcare models as the future of the company. “We’re at the forefront of this movement,” Diane says. “I’ve given a TED Talk on our approach, and we’ve presented at conferences in the Far East. Now it’s time to bring these ideas to a broader audience and really drive change in how businesses support working parents.”

One of the most unique aspects of Sleepy Hollow’s offering is its adherence to the Reggio Emilia educational philosophy, which emphasises nature and curiosity-driven learning. “We’re extremely nature-focused,” Diane explains. “Our environments are designed to be calm and nurturing, with minimal plastics and muted colours to avoid overstimulation. We also have sensory areas and specialist support for children with special educational needs. It’s about giving every child the best start possible.”

For businesses considering how to better support their employees, Diane and Nikolai have a clear message: “Get in touch with us. Learn what we’re doing and how it can benefit your organisation,” Diane says. “Our services are bespoke, and we have the expertise to integrate them into your business in a way that makes sense for you and your workforce. This isn’t just about childcare – it’s about creating a work environment that values and supports its employees, which in turn drives productivity and loyalty.”

By Lee Surgeoner

Lee Surgeoner, Partner at Endeavour Information Solutions, a Microsoft Solutions Partner based in Belfast, that specialises in bringing customers ICT systems into the Microsoft Cloud using their extensive client project experience gained over the last 15 years with their Cloud First approach.

Today most businesses know at a high level that Microsoft 365 as a powerful suite of tools that offers services such as email, and file/ folder access from anywhere with an internet connection via a subscription removing the need to implement complex infrastructure into their own offices.

However, implementing Microsoft 365 is not always as straightforward as purchasing a subscription and "moving to the cloud". There are numerous factors to consider, including configuration, data migration, security settings, and user training.

Despite these complexities, some businesses will have people in the team who will understand these and meet them head on, but the majority of businesses without such resources in-house usually believe they can go it alone, often due to common misunderstanding of the complexities and the level of change any ICT system will bring regardless of where it is hosted.

We have been a Microsoft Partner for 15 years as of this month and have been implementing Microsoft Cloud solutions for customers since day one. In this article, we'll debunk these myths and explain why partnering with a Microsoft expert is crucial for a successful implementation.

COMMON MYTHS ABOUT IMPLEMENTING MICROSOFT 365

Myth 1: "Microsoft 365 is easy to set up, so we don't need help."

Reality: While Microsoft 365 is designed to be user-friendly, the setup process is far from simple, especially for businesses with existing systems and data to consider. The initial configuration involves decisions about security, compliance, and data management that require expertise.

Myth 2: "We can handle data migration ourselves."

Reality: Data migration is one of the most complex and critical aspects of moving to Microsoft 365. It involves transferring large volumes of data, often from multiple legacy systems, while ensuring data integrity and minimising downtime. Without proper planning and execution, you risk data loss, extended downtime, and disruptions to your business operations.

Myth 3: "We can figure out security settings as we go."

Reality: Cybersecurity is a priority for every business, and the security features in Microsoft 365 are powerful but also complex. Configuring them correctly from the start is essential to protect your business from threats. Misconfigured security settings can leave your business vulnerable to data breaches and compliance violations. A more worrying comment we hear from customers is "Microsoft looks after all our security for us and we don't need to worry!" which is only partly true.

The general baseline is covered by Microosft but you are required to configure these features to meet your specific needs and monitor their effectiveness over time.

Myth 4: "Our IT team can manage everything in-house."

Reality: While your IT team may be skilled, Microsoft Cloud (of which Microsoft 365 is only a part) is a vast platform that requires specialised knowledge to manage effectively which is something large IT departments may have but very few SME based customers usually have on staff or have time to skill up in while also supporting their existing systems.

So in Summary: While any business can purchase Microsoft 365 it usually needs specialist assistance from a Microsoft Partner with a specialist Solution Designation award in Modern Work which is Microsoft's award for partners who have Microsoft Certified Professionals on staff that have a track record for successfully delivering Microsoft 365 projects for customers. Who stay current with the latest features and best practices, providing valuable insights and guidance allowing customers to focus on other critical business operations, knowing that your Microsoft 365 environment is in expert hands.

If you would like to find out more, why not contact us to arrange a free, no commitment consultation, by visiting https://bit.ly/letstalk-m365 or calling us on 028 9031 1010 and let's talk.

Empower Your Business with Microsoft 365:

Helping to keep your business agile and productive while maintaining your compliance and security needs.

Boost Productivity: Utilise Microsoft's cloud-based tools like Teams, SharePoint, and OneDrive to enhance collaboration and streamline workflows across your business.

Enhanced Security: Protect your data with advanced security features such as encryption, threat detection, and information security management included in Microsoft 365.

Scalable Solutions: Easily scale your business operations with flexible subscription plans and a suite of applications that grow with your company's needs.

Stay Up-to-Date: Keep your devices managed no matter where they are recieving the latest software updates and features, ensuring your business remains secure and up-to-date no matter where you are with Microsoft Intune.

For more information and a free review of your ICT systems and a demonstration of how Microsoft 365 could help deliver the right results for your business, visit our website today at https://www.endeavour-is.com/lets-talk-m365 and start your digital transformation journey.

Columnist

Cat McCusker Regional Market Leader for PwC NI

Skills and Education prove vital to Economic Growth

It won’t be news to any one of you reading this that the UK is facing a pressing issue of stagnant growth since the pandemic, with the country lagging behind other G7 economies. At PwC, we believe that this current economic environment and a change in government has created a strong driver for business and public sector leaders to look to improve the UK’s competitiveness and productivity, primarily through prioritizing the skills and education agenda.

Our recently published Framework for Growth research, which interviewed and surveyed over 1200 business leaders and decision makers from across the UK, found that more than half of businesses in the survey (53%) rank skills, education and talent in their top three most important components for growth in their sector, with over a quarter (27%) ranking it as their most important component.

Of those that prioritised skills, education and talent, almost eight in ten (79%) businesses think improving the UK’s skills system will require action and/ or investment from the government.

The business leaders I regularly speak to here in Northern Ireland definitely echo these views. There is an acceptance from leaders throughout the UK that sectors are not investing enough into training and skills development – and that is certainly backed up by IFS data,

which shows that businesses here invest half that of the EU in workforce training.

We should also consider what this means for young people classed as economically inactive – meaning they are neither employed nor seeking employment. According to the latest data from NISRA and the ONS, youth inactivity among 16-24 year olds is particularly pronounced in Northern Ireland, where the rate stands at 49.03%, compared to the UK average of 41.7%.

Our Framework for Growth report also shows that health and social care was identified as a key sector where skills are most crucial for growth – particularly important for Northern Ireland, as our economy is largely driven by the public sector.

With a quarter (24%) of business leaders in our survey feeling that past governments have not listened to business when designing policies to promote economic growth, the report also highlights the need for building trust and engagement amongst businesses, particularly in achieving certainty and longevity of an industrial strategy.

To accelerate economic growth, the business leaders surveyed suggest significant increases in investment are needed in tertiary education levels, upper secondary education, and on-the-job training. Currently, the UK spends 5.5% of its GDP on education, trailing behind

countries like Sweden, where almost 7.9% of GDP is allocated to education.

These sentiments are mirrored in the Northern Ireland Chamber’s Q2 2024 Economic Survey, with Chamber members stating that they consider improving careers advice to be the most important intervention, with 83% of survey respondents ranking it as ‘essential’ or ‘very important’. Other essential or very important issues include creating more and better apprenticeships/skills academies (81%), altering Northern Ireland’s economic structure to support industries that provide good jobs (75%) and investing in affordable childcare and fair pay for childcare workers (71%).

In February this year, the Economy Minister Conor Murphy announced that the creation of ‘Good Jobs’ would be a key component of his department’s Economic Vision. With the proposals currently out for consultation, those surveyed in our Framework for Growth report say that regional partnerships between businesses, training providers, and local/regional government are crucial for aligning skills development with businesses’ needs. There is a wealth of untapped potential in our regional economy. With the right combination of strategic direction from policy makers and collaboration with businesses, there is so much we can achieve in partnership.

Building aSustainable Future

Sustainable

Tony Gordon, Managing Director of Showersave – a recent addition to the Keystone Group – highlights the brand’s remarkable growth post-acquisition and its position as one of the most cost-effective and easy-to-install sustainability solutions the building sector can take advantage of right now.

The Keystone Group, known for its innovative construction solutions, has been driving the construction industry forward with a strong focus on sustainability. From its humble beginnings in 1989, when Sean Coyle founded Keystone Lintels in Cookstown, the Company has grown into one of the UK and Ireland’s largest manufacturers of construction products.

The Keystone Group has established itself as a pioneer in construction solutions. Its acquisition of Showersave –a leading-edge wastewater heat recovery system featuring an efficient copper heat exchanger for showers – has further

solidified its commitment to sustainability. The impressive growth Showersave has experienced since Keystone bought it illustrates its impact in the building industry.

“The acquisition of Showersave by Keystone last year marked a significant milestone for both our brand and the group,” Tony Gordon, managing director of the brand, begins. “Prior to the acquisition, we were a small business with limited capital, managing to sell around 2,000 units a year. Now, we’re seeing a remarkable transformation, with 2,000 units being sold monthly, with the prospect of significant further growth into 2025.”

Showersave is a simple yet highly effective energy-saving solution. The product – a copper pipe designed to recover heat from wastewater during showers – works by capturing the heat from the water as it flows down the drain and using it to preheat incoming cold water. This simple mechanism reduces the energy required to heat water, leading to substantial savings.

“When you shower at around 40 to 41 degrees, all that hot water is essentially wasted,” Tony explains. “What our system does is recover that heat and feed it back into the house, heating the incoming cold water from 10 degrees to around 30 degrees. This means you’re not heating water from a cold start – a wonderfully simple yet highly efficient way to reduce energy consumption.”

Showersave, originally conceived in the Netherlands in 2005, quickly found its way into the UK and Ireland markets when Tony and his team became the distributors. However, it wasn’t until the product gained recognition in the Standard Assessment Procedure (SAP) by

“When you shower at around 40 to 41 degrees, all that hot water is essentially wasted,” Tony explains. “What our system does is recover that heat and feed it back into the house, heating the incoming cold water from 10 to around 30 degrees. This means you’re not heating water from a cold start — a wonderfully simple yet highly e cient way to reduce energy consumption.”

Building Research Establishment (BRE) that it truly began to gain traction.

Tony continues, “Our biggest market is Great Britain, where we’ve influenced building regulations to include energysaving devices like Showersave in developers’ toolboxes. It’s not just a residential solution; any facility that uses hot water – hotels, hospitals, leisure centres, and even food factories – can benefit from our system. We’ve seen it in action across a diverse range of sectors, and the results are consistently positive.”

The Keystone Group’s acquisition of Showersave has provided the brand with the capital and resources needed to scale rapidly. “At our fully-owned manufacturing facility in Holland, we’re projecting to exceed 40,000 units this year,” Tony says. “This growth is extraordinary – a 5000% increase, largely driven by an accelerating housebuilding market in the UK and changing building regulations.”

Sustainability is at the core of Showersave’s mission, and the Keystone Group has been instrumental in supporting this vision. Tony continues:

“Our product is about more than just saving energy – it’s about contributing to the UK’s goal of reaching zero target by 2050. With carbon emissions from buildings accounting for 20% of these emissions, Showersave has an important role to play. In fact, to quote the Climate Change Committee (CCC), the UK ‘will not meet our targets for emissions reduction without near complete decarbonisation of the housing stock.’”

The product’s efficiency is impressive, with Tony pointing out that “every pound spent on Showersave offers more energy savings than most other technologies on the market.” The potential savings are substantial, particularly for larger facilities or multi-unit developments where energy consumption is high.

Tony also discusses the environmental benefits of Showersave’s materials. “It’s made of copper, which is highly recyclable and re-usable, while having a low carbon content. From an environmental perspective, the embodied carbon in our product is minimal, making it an excellent choice for sustainable construction.”

Looking to the future, Tony sees enormous potential in expanding Showersave’s reach into new sectors, particularly in the commercial space. “The real opportunity lies in retrofitting large commercial buildings, especially in London. As regulations become stricter, the need for energy-efficient solutions like Showersave will only grow.”

The retrofit market is particularly promising. “Right now, the focus is on insulation to make buildings more energyefficient, but we believe Showersave should be part of that conversation too,” Tony says. “For housing associations, for example, installing our system could also help reduce fuel poverty and contribute to improved public health by lowering energy costs for residents. It’s a win-win situation.”

Despite the growth, there are challenges. “The market is regulatorydriven, and while that helps us, it also means we need to stay ahead of any changes in regulations.”

Tony is proud of Showersave’s achievements, particularly winning the House Builder Services Product of the Year award. “We’re leading the way in this space, and with the backing of Keystone, the future looks very bright.”

As Keystone Group moves forward, the success of Showersave highlights the company’s strong commitment to pioneering sustainable solutions in the construction industry. With a focus on innovation and decades of experience, Keystone and Showersave are poised to significantly influence the future of sustainable building practices across the UK and beyond.

Columnist

Lisa Boyd Partner, Eversheds

Implementation of the Procurement Act 2023 set to transform public procurement

The implementation of the Procurement Act 2023 (“the Act”), coming into effect on 28 October 2024, will transform the way in which public procurement is carried out in Northern Ireland, England, and Wales. The Act aims to overhaul rules and regulations previously entered into by the UK when part of the EU and replace them with a new streamlined system post-Brexit with transparency at its core.

Legislative change

The current UK procurement regime stems mostly from the 2014 EU Directives, relevant implementing legislation and case law. Presently, the majority of the UK legislation can be found in one of four regulations:

• Public Contracts Regulations 2015, which covers the majority of public procurement;

• Utilities Contracts Regulations 2016, which covers procurement undertaken by utility companies and transport infrastructure operators;

• Concession Contracts Regulations 2016, which covers procurement of “concession contracts” where a contractor is granted the right to run an asset and derive profit from it in return for taking on the risk for doing so;

• Defence and Security Public Contracts Regulations 2011, which is specific to procurement in the defence sector.

The intention of the Act to consolidate the current rules and codify case law in one place, while we have only one Act, we also have the Procurement Regulations 2024 and copious amounts of guidance notes. As one procurement commentator

has noted, the aim of having all the rules in one place has been achieved – they are all online!

Also noteworthy is that some established principles that have been retained have in some cases been paraphrased. Such an approach risks the need for fresh judicial scrutiny due to new wording.

Non-application in Northern Ireland

Not all provisions of the Act apply in Northern Ireland and so organisations need to make sure any training or advice is specific to this jurisdiction.

Change of objectives

Previously, the pillars of procurement were transparency, equal treatment, nondiscrimination and proportionality. The Act brings with it 7 new objectives. Historically, many legal challenges were founded on a breach of the procurement principles and with additional grounds, the stage may be set for more legal challenge.

Procedural change

The Act will replace the current procurement procedures with three procedures:

1. A single-stage open procedure without restrictions on who can tender;

2. Other competitive procurement procedures that the contractor designs fortheir own process and deemsappropriate, known as a competitive flexible procedure; and

3. Direct awards, available only in specific situations.

We will have to see whether the new competitive, flexible procedure will see blue sky thinking in the approach to procurement or if familiar procurement documents will continue to be used.

Changes in the award of contracts

The familiar concept of the standstill period will remain; however, the method in calculating it has been amended, with a change in the duration and when it commences. The Act also introduces a new contract award notice, which will let the market at large know that a contract is about to be entered into and allow unknown economic operators to step forward during the standstill period.

Modification of contract changes

Those tendering will be familiar with the rules around material changes to contracts and the concept of safe harbours. Building on the concept of transparency, many changes to contracts will now have to be notified to the market before they are implemented, again allowing unknown bidders to review whether or not the modification is permissible.

With less than 2 months to go – what should businesses be doing to prepare? For those who haven’t started preparing for the transition, there is still plenty of time to get ready. Even for those who have undertaken some preparatory work, the position will evolve as the Act is implemented and so it is key to keep up to date with any updates or changes.

1. Training – There are many organisations offering training and those involved in tendering, whether for the private or public sector, should avail of such opportunities.

2. Documentation review – Templates and stock answers will need to be reviewed to ensure they satisfy the requirements of new tender documentation.

3. Tendering portals – Make sure you are registered.

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Festival of Business

More than 1,200 businesspeople are set to gathered in St George’s Market for NI Chamber’s Festival of Business on 18 September. The annual event featured an eclectic mix of networking, learning and interactive exhibitions, with 120 local companies preparing to showcase their work, while the main stage played host to speakers including magician and television presenter Joel M and Nathan Anthony, the home-cook behind the online sensation, Bored of Lunch. NI Chamber’s Festival of Businesses was delivered in partnership with headline sponsor Legacy Resources, as well as supporting sponsors Bayview Hotel, Belfast City Council, Go Succeed, NI Cyber Security Centre and U105.

1. Sherryl Murphy and Holly Rydout from Killeavy Castle.

2. Exhibitors offered interactive activities and the opportunity for attendees to win some prizes.

3. The team from Invest NI were well represented in the Economic Zone.

4. Beth Greenan (Galgorm Collection) and Alan Wallace (Inspiring Belfast) up with Frank Mitchell.

5. EY was one of 120 businesses in the exhibition area.

6. Lorraine McCafferty (NI Cyber Security), Suzanne Wylie (NI Chamber) Councillor Sam Nelson (Belfast City Council), Suzanne Query (Legacy Resources), Grainne Toland (Go Succeed) and Rachel McCollum (Bayview Hotel).

7. Pluginmove exhibited at the event.

8. Guinness’ Marketing Director Alan McAleenan on the Main Stage.

9. Game of Thrones on display in the Interactive Zone.

10. Tim Cush (EY), Jerry Staple (IntrinsicAI), Ruth McGuinness (Kainos) and Alistair Stoops (Ergo) sat on an AI panel hosted by Claire McCollum.

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To find out how we could grow good business, contact:

Barry Holland, New Business and Acquisitions Manager barry.holland@musgrave.ie | 07795 965204

Denis McLaughlin, Business Development Manager denismc@musgrave.ie | 07881 938374

Terence Lagan, Business Development Manager terence.lagan@musgrave.ie | 07775 009699

Columnist

Nick Read Director of the Business Engagement Unit at Ulster University Business School

Fast and flexible skill-building

Nick Read, director of the Business Engagement Unit at Ulster University Business School, explains the role of microcredentials in advancing employee and organisational skills.

As the saying goes, learning is a never-ending process, and this couldn’t be more evident in today’s world of work. By 2030, 30 million UK workers will need to be reskilled because of rapid advancements in technology and changing job market requirements, according to a report by the Confederation of British Industry (CBI).

Forward-thinking organisations are responding to the skills revolution by adapting their operating models. By shifting the emphasis from traditional job titles to skills, these businesses are prioritising the development and future-proofing of employee skills and continuous learning as key drivers of success. For professionals, this means constantly evolving skill sets to adapt to new roles, as technologies and environments change.

Micro-credentials are emerging as an effective tool to satisfy the reskilling and upskilling needs of our workforce, offering individuals and businesses flexible and affordable opportunities to build in-demand, career-relevant skills.

So, what exactly are micro-credentials? Micro-credentials are bite-sized units of learning that focus on updating skills, knowledge, and/or experience in a particular discipline or capability. The term “micro” might suggest something small, however, the impact of microcredentials is anything but. Also referred to as “nanodegrees” or “short courses”, these flexible, university accredited qualifications can often be achieved in just a few days or months.

Micro-credentials are designed to align with industry and learner needs, and often offer a narrower focus compared to traditional undergraduate or postgraduate qualifications. However, some micro-credentials encompass a broader subject focus rather than specific. For example, a business may need employees with the skills and expertise to interpret data effectively to inform decision-making therefore, a micro-credential focusing specifically on strategic digital transformation would address this skills gap. Alternatively, wider micro-credentials in areas such as project management could be used to provide employees with practical skills and knowledge to drive better business outcomes.

A standout feature of microcredentials is their ability to be stacked. Learners can start with a single microcredential and, depending on time and financial commitments, may choose to build upon it. Over time, individuals can accumulate additional micro-credentials to deepen and broaden their expertise, eventually combining academic credits to achieve higher qualifications such as a postgraduate certificate (PgCert), postgraduate diploma (PgDip), or even a masters degree. The modular nature of these courses makes them more accessible for individuals balancing work, or other commitments.

Micro-credentials deliver many benefits for employees and employers of all sizes. For businesses, they provide a time and cost-effective way to upskill employees quickly and efficiently, maintaining a workforce that is both highly skilled and adaptable. Learning and development teams are integrating micro-credentials into their CPD frameworks to support continuous learning and employee engagement.

For learners, the flexibility of microcredentials makes them especially attractive. The option to choose specific courses tailored to unique needs and interests facilitates personalised learning pathways. This approach allows professionals to target areas that align with their career aspirations and adapt to changing job demands and technologies.

It’s important to note that the rise of micro-credentials doesn’t replace the depth and breadth of traditional higher education. Rather, micro-credentials serve as a valuable complement to degree programmes through added flexibility and relevance, particularly relevant to those who may already have a degree but want to update their skills. This is especially helpful for working professionals with limited time commitments who want to enhance their skills and boost their competitiveness.

Ulster University offers a range of professionally relevant, short courses and micro-credentials to help businesses and professionals re-skill, upskill and stay relevant in their field of choice. Focusing on specific skills required by a variety of in-demand jobs, the university’s portfolio includes credentials in digital marketing, innovation management, operational excellence, global business, contemporary issues in tourism and hospitality, project management, responsible and ethical business practice, strategy, the future of work and more. There are also funded options available through Ulster University which support people to future proof their skills and make an impact in the workplace.

For more information visit ulster.ac.uk/study/short-courses or email engage@ulster.ac.uk

What will your legacy be?

A gift in your Will to Queen’s can become many things. For researchers like Professor Denise Fitzgerald it can enable ground-breaking research into Multiple Sclerosis and related illnesses.

A legacy to Queen’s is more than what you leave behind. It’s also what you hand on. What will your legacy be?

Start the conversation today. Contact Louise Carey at l.carey@qub.ac.uk or visit go.qub.ac.uk/legacy1

Shaping Northern Ireland into a Global Hub for Experiential Design

Northern Ireland is emerging as a global leader in the creative industry, with Portadown-based Deluxe Group at the forefront. Despite its significant impact, the company’s success remains largely understated. Richard Hill, business development director, discusses the subtle yet profound influence of Deluxe Group with Emma Deighan.

While Deluxe Group’s work is often veiled in secrecy due to stringent non-disclosure agreements, the impact of its creations is felt globally. From iconic theme parks and luxurious hotels to groundbreaking cruise ship interiors, it is at the forefront of setting new standards in experiential design.

Richard Hill, business development director, believes that Northern Ireland has the potential to become as synonymous with creating these real-life experiences as Germany is with automotive excellence or Japan with technological innovation. “We’re not just building interiors; we’re creating worlds,” says Richard. “And there’s no reason why Northern Ireland can’t be the place that people think of when they think of immersive, authentic experiences.”

For over 50 years, Deluxe Group has been a leading design and fabrication contractor specialising in creating bespoke interiors for the entertainment, luxury hospitality, prime residential, and cruise sectors. It is also one of the best at crafting theme park experiences. Delivering projects worldwide, it collaborates with the iconic clients and brands who form the bulk of its repeat clientele.

The company recently secured a landmark £30 million contract to fit out the interiors of a state-of-the-art cruise ship in Germany, marking its largest marine venture to date. This project, which promises to set new standards in the cruise industry, demonstrates Deluxe Group’s prowess as one of the world’s leading creators of themed and immersive environments.

“We’ve worked on cruise ships before,” says Richard. “Back in the 90s, we were involved in the cruise industry, but it’s only in the last five years that we’ve re-entered this market. What we do – creating interiors with a story –fits perfectly with what modern cruise lines are looking for. Our work is the ‘wow’ factor on board.”

While the specifics of the project are under wraps, Richard hints at the transformative nature of Deluxe Group’s work. “What we build onboard is the wow factor. We strive to create a reputation for amazing work in that area, but we can only say so much.”

Deluxe Group’s success isn’t just confined to the high seas. The company is at the forefront of a broader trend where consumers are increasingly valuing experiences over material possessions. “People are spending more money on memories than buying things,” Richard continues. “Particularly post-COVID, there’s been a real thirst for doing amazing things and travelling. Even in Northern Ireland, this trend is finding its way into tourism, with attractions like Crumlin Road Gaol and the Titanic experience becoming more immersive.”

“What we build is a chance for people to

The Old War Office- Lounge Area.

Universal Orlando Villaincon Minion-Blast - Exterior Entrance

be immersed in a world they’re a fan of.” This shift towards experiential living has opened up new opportunities for Deluxe Group. From the seven-floor Johnnie Walker experience in Edinburgh to the Game of Thrones Studio Tour in Northern Ireland, the company has consistently delivered projects that captivate and engage audiences on a global scale.

Despite its high-profile projects, Deluxe Group remains a relatively low-key player in the global creative industry. This isn’t by choice but by necessity. “We wouldn’t get any work if we posted a picture on social media of what we’re working on,” Richard laments. “It spoils things; it’s intellectual property. Even when things are finished, we often can’t say that we built it. It’s like a company making the biggest blockbuster movie and not being able to shout about it; it’s frustrating.”

Yet, this discretion has not hindered the company’s growth. Over the past three years, Deluxe Group has seen a 45% increase in export sales, with more than half of its turnover coming from international projects in countries such as Japan, Spain, and the USA. To accommodate this increased demand, the company recently opened a new site in Florida, the heart of the cruise and themed entertainment industries.

One of the biggest challenges facing Deluxe Group, and indeed Northern Ireland as a whole, is attracting talent. To address this, the company has forged strong partnerships with local universities and colleges, including Ulster University and Southern Regional College. “It’s really important we work in partnership with schools and universities to inspire young people with the opportunities we have for employment in the creative, management, and fabrication parts of our business.”

Deluxe Group’s collaboration with Ulster University has been particularly fruitful. Over the past five years, the company has recruited 24 graduates who initially joined as placement students. “Many of these students have experienced the enjoyment of working with some of the biggest theme parks and prestigious projects across London and the USA,” Richard reveals.

He’s excited about the potential of digital technology in pushing the boundaries of experiential design and adds that the opening of Studio Ulster, a cutting-edge facility at Ulster University focused on virtual film and TV production, will be a game-changer. “We see huge potential in pushing the boundaries of how digital assets can reimagine themed attractions from screen to the real world,” Richard says. “It’s a brilliant development.”

His vision for Northern Ireland extends beyond the success of Deluxe Group. He sees the region becoming a global hub for creativity and innovation, particularly in the entertainment and hospitality sectors. “Northern Ireland has so much potential,” he continues. “We’re already doing it, and we’re a great example of it. If we, the Deluxe Group, could show what we’ve done, it would be a big international story.”

The company’s future plans include expanding its work in hotels, creating unique, authentic experiences that are deeply rooted in their locations. “People want more authenticity,” says Richard. “For example, they want to go to a hotel in Belfast where that hotel feels unique to the city and has a vibe unique to the

city. That’s another area where we have a reputation – mainly in London – but we’re looking to bring that expertise home,” he says, referencing the Group’s iconic British heritage projects, including the £200 million Penthouse Apartment in London’s Old War Office, the former location of Winston Churchill’s office in WWII, now reimagined as luxury hotel and residential apartments.

Ultimately, Richard envisions Northern Ireland as the go-to destination for experiential design. “We will be the go-to country for these experiences,” he predicts. “Part of that is because companies are making movies here. If we can position Northern Ireland as the creative hub, there are so many companies here doing amazing things. We’re smarter, faster, and can do it internationally.”

For Richard, the goal is clear: “We’re here, one of the best companies in the world for creating these authentic experiences in hospitality and entertainment. And we want Northern Ireland to be known for that. We’re laying the groundwork, and the future looks very bright.”

Colm Connolly, Managing Director, Colm O’Farrell Executive Chairman and Richard Hill Business Development Director.

Johnnie Walker Princes' Street- Rooftop Bar.

Universal Orlando - Villaincon Minion-Blast- Showset.

The Compliance Code

Lindsay Russell, a partner in EY’s Assurance division, has spent nearly two decades with the firm, gaining deep insight into the evolution of professional services. She shares with Emma Deighan the changes and opportunities in auditing and compliance.

From her beginnings in the rural landscapes of County Armagh to being a leader in one of the largest teams in EY’s Northern Ireland office, Lindsay Russell’s career path has been one marked by passion, growth, and a deep commitment to both her profession and her community.

Her journey into the world of auditing was somewhat serendipitous. “I am from the County Armagh countryside,” she begins, a clear distinction from Belfast, where many assume she hails from. Her early education took place at the Royal School Armagh, and it was during her final school years that her parents suggested work experience might be beneficial. “I spent all my school holidays at a local accountancy firm, WHR Accountants,” Lindsay recalls. It was there that she discovered her love for numbers and problem-solving. “I really got a thrill balancing numbers and solving problems,” she says. This experience led her to pursue

accountancy at the University of Dundee in Scotland, where she also captained the hockey team. An interesting twist in her story is that a fellow player’s father, who was an audit partner in Belfast, conducted her final interview at EY. “That was the start of my career,” Lindsay reflects. “That was September 2004, which means I am now approaching 20 years in EY – it’s been the first and only job in my professional career so far, and I am proud to have been in our audit practice all these years.”

Lindsay’s role has evolved significantly over the years, culminating in her current position as a partner at EY. “I have been a partner for five years now, having spent time at each rank within the firm,” she explains. This progression, she believes, has given her a unique perspective and the ability to relate to her team regardless of level. “Today, I am a partner in the EY Northern Ireland business, which I believe is a privileged role and has afforded me an exciting career journey to date.”

When asked about a typical day in her role, Lindsay says, “There is no typical day, and I would add exclamation marks after that!” Her diary may suggest a plan, but reality often disagrees. “It’s a role of such variety, and that keeps me engaged, motivated, and also helps keep me relevant,” she says. Her time is divided across several key areas: people, clients, and strategy. “I’m also the joint people partner lead in the EY NI office, which means a lot of my time is spent speaking to our people and understanding how that can impact the experience for both our people and our clients and helps gives us insights for our strategy.” She says the decision-making element of her role is what energises her and gets her up in the morning.

The world of auditing has changed dramatically since Lindsay began her

career. “In EY Northern Ireland, 20 years ago, we had 120 people across all service lines; now we’ve multiplied by a factor of almost 10 – that’s significant growth and scale,” she says. This growth has brought increased diversity within teams. “Back then, our people would have all been from Northern Ireland, but now we have many international staff from differing backgrounds and different stages in their careers.” She believes that people have been central to this journey and are at the heart of EY’s success.

In terms of the profession itself, Lindsay highlights two major areas of change: technology and regulation. “A lot of the fundamental principles remain unchanged, such as the importance of providing trust to clients,” she says, “but technology and data have transformed how we deliver audits.” The regulatory landscape has also shifted significantly, particularly over the last five years.

“Events like the war in Ukraine, the situation in the Middle East, and the impact of COVID-19 have all affected how we deliver audits,” she explains. “I expect that change to continue as we move forward, so staying relevant, resilient and adaptive is something we’ve become used to.”

Lindsay acknowledges that the challenges in her role are numerous and complex. “We look at challenges in relation to the impact they could have on the businesses we audit and advise,” she says. Regulatory and accounting challenges are a significant focus, especially as they affect how EY conducts its audits. Another key area of focus is attracting and retaining the best talent. “It’s really important that we bring in the right people and help them throughout their careers,” Lindsay explains. EY seeks individuals with an inquisitive mind, strong emotional intelligence,

“We work across all sectors and our client base comprises both big and small companies.”

and business acumen. “For us, finding, attracting, and retaining these people is paramount,” she adds.

To support this, EY places a strong emphasis on people, wellbeing, and values. “We are centred around people, and for us, it’s about making sure we have the best environment and support network,” Lindsay says. This includes pastoral care, fostering the right environment and culture, and supporting the next generation through various initiatives. “We take the next generation seriously, looking at future talent through different lenses,” she adds, mentioning their school leaver and business apprenticeship programmes and outreach initiatives with the likes of SistersIN.

Lindsay’s audit team has grown significantly, now comprising 260 individuals as of September. “Auditing is one of the biggest service lines in our business, and it has grown substantially over the last five years,” she says. Her team is diverse, with professionals at all levels and capabilities.

EY’s client base in Northern Ireland is equally diverse. “We work across all sectors and our client base comprises both big and small companies,” Lindsay says. They also have a dedicated team for subsidiaries of large international businesses. Despite the diversity of clients, she notes that many face similar challenges, particularly those resulting from global events.

Staying up-to-date with the latest auditing standards and regulations is crucial for EY, and technology plays a pivotal role in this. “We’ve a significant technical support team dedicated to keeping us compliant, and our people keep up with their CPD compliance,” Lindsay explains.

The pace of technological change in auditing has been remarkable. “We’ve implemented a fully digital audit programme, and we’re fortunate to have an excellent dedicated data analytics team based in Northern Ireland,” she says. This team advises on data-led programmes that meet regulatory

standards and help address the challenges posed by the size and scale of companies today.

Looking to the future, Lindsay sees several trends shaping the auditing profession, including the rise of generative AI, climate reporting, and ESG obligations. “Going forward, companies will need to make enhanced ESG and climate statements, and auditors will need to review and/or opine on those disclosures,” she reflects. EY is preparing for these trends by informing clients and ensuring they are ready for the changes ahead.

As EY continues to grow, particularly in Northern Ireland, Lindsay is optimistic about the future. “We have the local government’s support to grow to 2,000 people over the next couple of years,” she shares. “I think that signifies our growth ambition as a firm and our commitment to NI as an economy as well as the commitment to investing in the next generation of talent.”

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NI Chamber Chief’s UPDATE

Zing Group our regional

* To become a member of NI Chamber join online at www.northernirelandchamber.com or phone the membership team on 028 9024 4113

Suzanne Wylie, Chief Executive, NI Chamber

Over the summer period, we have had the pleasure of welcoming more than forty new members to NI Chamber. From growing SMEs to multinational brands, they span the length and breadth of NI and together, represent a wide array of our key business sectors.

I am delighted to say that the depth and breadth of business types and regional spread is very much reflective of our growing membership base, as steadily increasing numbers of businesses choose to join NI Chamber. At the same time, the Chamber continues to offer more to support members to grow, but importantly, is also doing more to influence decision makers to ensure that the entire economy thrives.

Whether you are a new member or a very established part of our business community, it is fair to say that over the next three months, we have a vast array of opportunities for you to get involved. The team have lined-up more than 30 events for the rest of the year, covering the most current business issues from sustainability and energy, to skills, digitisation, innovation and leadership. I would encourage all of you to ensure a member of your team attends.

I know everyone who attended our recent Festival of Business found it invaluable in making new business connections and profiling their brand and services. We were delighted that more than 1,000 businesspeople gathered in St George’s Market for an action-packed exhibition and event, where they heard from social marketing gurus and brand experts, including Guinness.

We keep setting the bar higher, and no more so when it comes to the most sought after and glamorous evening in the business calendar; our President’s Banquet on 21 November. Our main guest is to be announced shortly, but make sure to book your tables now to avoid disappointment.

The past few months have been really busy on the policy and influencing front too. With members, we have been responding to some very important consultations, including the Good Jobs Employment Rights Bill and the recently published draft Programme for Government. We were also pleased to host the launch of the Economy Minister’s Business Plan at our September Public Affairs forum.

While the flurry of activity at Stormont is welcome, our long-term commitment is helping to turn aspiration into action. We continue to press the Executive on what it plans to do to stabilise public finances, transform public services and sustainably fund key infrastructure like waste water and the grid, our green transition and the right support mechanisms for business growth.

We are also looking to the new Labour Government to ensure that its plans to grow the economy will also deliver for NI, so we recently held a fringe event at the Labour Party Conference in Liverpool, highlighting the issues in our previously published business manifesto, Mission: Business Growth.

In all of this, your continued engagement with our work is critical so please get involved; share your experience and challenges through our regular economic surveys, contribute to our consultations and take every opportunity to talk directly with Ministers at our In Camera and public affairs events. Our commitment to partnership is absolute and we will continue to facilitate it with you at every important juncture.

Networking and Events

1. Ian Hunter (NIE Networks), Caroline Coyle (NI Chamber), Linda Stinson (Bellamianta) and Ross Moffett (ICC, Belfast).

2. More than 100 businesspeople attended Regional Networking in County Tyrone.

3. Klair

(SSE), Suzanne Wylie (NI Chamber), Minister Andrew Muir MLA, Caitroina McCusker (President, NI Chamber) and Katrina Godfrey (DAERA).

4. Suzanne Wylie (NI Chamber) ; Minister Conor Murphy MLA ; Caitroina McCusker (President, NI Chamber); Kailash Chada (Phoenix Energy) at NI Chamber’s Public Affairs Forum.

5. Economy Minister Conor Murphy launched his department’s Business Plan at September’s Public Affairs Forum.

6.

Neenan

Paula Leathem (NIE Networks); Maeve Monaghan (NOW Group); Cara Marks (Hays); Phil Murray (NI Chamber).

7. Ghislain Demeuldre (SSE Airtricity), Rachel Edwards (Artemis Technologies) and Gail Cook (Artemis Technologies) attended the In Camera with DAERA.

8. Patrick Anderson (Queen’s University Belfast) and Jarrett Truscott (4C Executive) at the Public Affairs Forum. 9. September’s Future of Skills event focused neurodiversity in the workplace.

NI Chamber’s Summer Social

Northern Ireland Chamber of Commerce and Industry held a summer social for member companies on 15 August in Belfast’s A.C Marriott Hotel. Hosted in partnership with Bassetts, the relaxed drinks reception was an opportunity for guests to catch up before a busy calendar of business events launches for the second half of the year. Guests were entertained by DJ Hix from Cool FM and went home with goodie bags courtesy of Ulster Tatler and Clearer Group.

1.

entertainment.

4. Elizabeth Dillon and Connlith Magee.

5. Lisa Jane Patrick and Benn Gadd.

6. John Walsh and Karen Neeson.

7. Ronan Sharkey and Ryno Kleynhans.

8. Bassetts MD, Neil Collins.

9. Lois Kennedy and Sarah-Jane Montgomery.

Cool FM’s DJ Hix provided the

2. Robyn McMurray, Claire Bonner, Suzanne Wylie, Glenda Willett and Patrick Beattie.

3. Richard Gray, Robin Nesbitt and Frank Shivers.

Economy Minister outlines plan to turn the dial on economic performance

Economy Minister Conor Murphy launched his department’s three-year forward look and 2024/25 business plan at NI Chamber’s September Public A airs Forum.

In front of an audience of more than 150 members, the Minister outlined how the 41 actions contained in the publication will help turn the dial on our economic performance.

He said: “Creating more Good Jobs will ensure that working families enjoy a decent standard of living. Increasing productivity will be the fundamental driver of overall living standards. Promoting regional balance ensures that everyone shares in the benefits of prosperity. And decarbonising will safeguard the planet for future generations.

“In pursuit of these objectives my department will tailor its interventions to the needs of specific sectors. It will develop clusters of businesses and gear its support to start-ups and local SMEs. It will take full advantage of the export opportunities created by dual market access. And it will embrace the potential of the all-Ireland economy.”

The Minister explained that since taking office much work has already begun to ensure these objectives become a reality. He said: “Action plans have been published to grow seven of our most innovative, productive and exportorientated sectors. Co-design groups have been established to develop the tourism and social enterprise sectors. A consultation on a landmark Good Jobs Bill is underway.

“A taskforce is producing a plan for 10,000 students at Magee campus. College lecturers have been given a substantial pay uplift and a new £12million fund has been announced to address skills shortages. Licensing of onshore oil and

Publication of draft Programme for Government ‘welcome’

gas exploration and production has been ended.”

He concluded: “This 2024/25 business plan and three-year forward look sets out how, working in a spirit of partnership, we will continue this programme of change.”

Suzanne Wylie, chief executive, Northern Ireland Chamber of Commerce and Industry, said: “We welcome the objective of the plan to deliver on the priorities set out by the Economy Minister earlier this year in his economic vision. They strongly align with NI Chamber’s core areas of focus including competitiveness, the future

workforce and energy transition.

“There is work to be done, and opportunities to be realised, and at NI Chamber we look forward to continuing to facilitate that vitally important work through direct engagement with business and by presenting evidence-based solutions for better growth.

“What matters now is effective partnership, not just with the department and the minister, but with the Executive as a whole, to create an agreed competitive proposition of Northern Ireland as a place to work, do business, and invest.”

NI Chamber welcomed publication of the draft Programme for Government and, in particular, its focus on supporting high-potential sectors to grow a globally competitive and sustainable economy as an overall priority.

Commenting, Suzanne Wylie said: “We also welcome the prioritisation of crosscutting issues including affordable childcare, healthcare waiting times, housing, and the transformation of public services, all of which have direct consequences for business and economic growth.

“After almost a decade with no agreed Programme for Government in place, now is the time for ambitious delivery, despite a tight fiscal environment. We will take time to carefully consider the plan, its proposals and missions in detail and look forward to working in partnership with the Executive to help facilitate its swift delivery.”

Suzanne Wylie and Minister Conor Murphy.

Lorraine McCaffrey (NI Cyber Security Centre); Peter McVerry (U105); Trevor Kane (Bayview Hotel); Lisa Toland (Belfast City Council); Suzanne Quirey (Legacy Resources); magician and headline act Joel M and Suzanne Wylie (NI Chamber).

NI Chamber Festival is magic

More than 1,000 businesspeople gathered in St George’s Market for NI Chamber’s Festival of Business on 18 September.

The annual event featured an eclectic mix of networking, learning and interactive exhibitions, with 120 local companies showcasing their work. Magician, mentalist and television presenter Joel M headlined the main stage, helping attendees to hone their ability to influence and their powers of persuasion. Festival goers also heard from Diageo’s Alan McAleenan, who discussed the marketing strategy behind some of the world’s most iconic brands, including the launch of Guiness 0.0, as well as Nathan Anthony, the home cook turned internet sensation behind Bored of Lunch.

NI Chamber’s Festival of Businesses was delivered in partnership with headline sponsor Legacy Resources, as well as supporting sponsors Bayview Hotel, Belfast City Council, Go Succeed, NI Cyber Security Centre and U105.

Golf Day is ‘a putt above the rest’

More than 100 golfers teed off at NI Chamber’s Annual Golf Day on 13 September.

Delivered in partnership with G4S and MCS Group, members from across Northern Ireland enjoyed the popular event in Malone Golf Club. Alan Montgomery (MCS Group); Suzanne Wylie (NI Chamber) and Kevin Scruby (G4S) are pictured at the event launch. Full coverage of the 2024 Golf Day will appear in the next edition of Ambition.

Time to take action on the planning system, Commission told

The Interim Regional Planning Commission has heard why swift action across all parts of the planning system is necessary if Northern Ireland’s planning system is to become an enabler of economic growth.

During a presentation to the Commission in Belfast, NI Chamber’s Chief Executive Suzanne Wylie outlined in detail the priorities identified by the business organisation, which it says could accelerate Northern Ireland’s progress towards net zero, facilitate economic growth and deliver much-needed affordable housing.

NI Chamber’s report stresses that the issues which exist cut across the responsibilities of councils, bodies that have to be consulted, the Department for Infrastructure and the Planning Appeals Commission and will require leadership across the Executive to drive the necessary changes to unlock log jams and enable a focus on sustainable growth.

The Commission heard a series of proposals which would ensure that in future, the system is held to account for its performance and enable it to deal more effectively with NI Executive priorities including housing development, renewable energy projects and economic development. It was also told that planning must be an immediate Executive priority, with cross-departmental buy-in and accountability for significant whole-system improvement a top requirement.

Referring to its Planning Improvement Paper, published in partnership with Turley earlier this year, NI Chamber has also proposed that, while independent of any government department, the role, approach and resourcing of the Planning Appeals Commission must be reviewed and reformed without delay.

The Chamber Chief Executive also stressed that one of the top business priorities is a focus on ensuring that, despite challenges, the entire system is properly funded and resourced so that – from the Department of Infrastructure to councils, statutory consultees and the Planning Appeals Commission – the entire system is operating as efficiently as possible.

Speaking about the proposals, Suzanne Wylie, Chief Executive, NI Chamber said:

“As a key economic enabler, planning must be an express priority in the new Programme for Government. To facilitate that, NI Chamber has clearly outlined a series of actionable improvements which can be readily implemented to enhance the system now and for the future.

“Such reform presents an opportunity to open the door to significant sustainable growth and unlock Northern Ireland’s pathway to a decarbonised economy. We know that most economic development begins with planning, and for that reason, the performance of our planning system must be competitive to attract and encourage investment.

“We look forward to continued engagement with the Commission and the Executive on actioning proposals that have cross-sector support.”

NI Chamber’s Planning Improvement and Reform Paper, which was developed in partnership with Turley, is available to read online.

NI businesses report ‘steady’ performance in Q2 with some signs of growth

The latest research from NI Chamber and BDO NI indicates that business performance in Northern Ireland was steady in Q2 24, with some signs of growth and positivity around the current trading environment.

Most businesses are currently trading well (33%) or reasonably (50%), the highest share since the start of 2023. Seventeen per cent are just covering costs or struggling, which is down from 23% in Q1 24.

Almost all key indicators were positive in the second quarter of the year.  Domestic and export order balances were positive, suggesting that more businesses are seeing stronger order books than those seeing any contraction.

However, cashflow is a growing concern among both manufacturing and service businesses. In Q2 24, the manufacturing cashflow balance turned negative (-10%), which is its weakest position since the end of 2022 and ranks it lowest across the UK regions for this indicator. For service businesses, the cashflow balance also turned negative in Q2 24 at -2%.

DEMAND

Forty-six per cent of members experienced a slowdown in demand for their products or services, which was down from 56% in Q1. While most are only seeing a little slow down, a rising share (12%) saw a large slowdown in Q2 24, compared to 7% in Q1 24.

CONFIDENCE

While cashflow is a concern, confidence around turnover growth among manufacturing businesses was high in Q2 24 (+48%). Among services businesses

the same balance was +41%. When asked about confidence around profitability growth, NI Chamber members were less positive about the next twelve months. In Q2 24, the profitability balance was +26% for manufacturing and +11% for services.

PRICES AND COSTS

The balance of companies feeling a pressure to raise prices has softened in Q2 24 for both sectors, continuing an overall trend since its peak in 2022. In Q2 24, the balance of manufacturers expecting to raise prices was +28% (+38% in Q1 24) and +50% for services (+61% in Q1 24).  Those balances had been as high as +88% for manufacturers in Q1 22 and +76% for services in Q4 22.

For the most part, internal cost pressures have been easing, with the notable exception of labour costs which continue to dominate as the main internal pressure on businesses to raise prices, affecting four in five members. Two-thirds of manufacturers were affected by raw material costs and one in two businesses in both sectors were under pressure to raise prices because of utility costs.    In terms of external cost pressures, there has been a significant drop in the share of members concerned about inflation compared to the same quarter last year.  In Q2 24, 44% of manufacturers (76% in Q2 23) and 40% of services (74% in Q2 23) were concerned about inflation.  Competition was the biggest external issue impacting on both sectors.

RECRUITMENT

Recruitment activity remains strong, with expectations of taking on more people continuing to grow, but this is set in the

context of persistent difficulties in getting people.

Some 79% of manufacturers and 68% of services businesses were trying to recruit last quarter, both up on Q1 24. And while the share of businesses facing recruitment difficulties has eased over the last couple of years, this challenge remains persistently high at 78% for manufacturers and 75% for services in Q2 24.

LABOUR MOBILITY

According to the survey, two in five NI businesses (38%) have been impacted by a change in the minimum salary for a skilled worker visa, which increased from £26,200 to £38,700 following an announcement in April 2024.

Fifteen per cent have been affected by immigration restrictions on the crossborder movements of non-Irish and nonBritish citizens on the island of Ireland, while 11% have been directly affected by issues concerning cross-border workers who are resident in the Republic of Ireland with hybrid working arrangements.

GOOD JOBS

In February this year, the Economy Minister announced an objective to create ‘good jobs’. In Q2, NI Chamber members were asked to rate how important a range of interventions put forward at that time are for creating ‘good jobs.’

Improving careers advice is considered most important, with 83% of survey respondents ranking it as ‘essential’ or ‘very important’. Other essential or very important issues include creating more and better apprenticeships or skills academies (81%), altering NI’s economic

structure to support industries that provide good jobs (75%) and investing in affordable childcare and fair pay for childcare workers (71%).

Commenting on the survey findings, Suzanne Wylie, chief executive, NI Chamber said:

“While it is good to observe strong trading performances from a majority of NI Chamber members, these survey results indicate that cashflow is a pertinent concern, particularly for Northern Ireland’s manufacturing sector, whose cashflow position is lowest across the UK regions.

“We will be maintaining a watching brief on this important indicator. A weakening cash-flow position not only highlights the need for good payment practices, but also underlines why policymakers must take note of the impact of the challenges businesses face when operating in a prolonged high-cost trading environment.

“Access to people and skills has been a persistent challenge for NI Chamber members, which is evident again this quarter. Three in four members are reporting difficulties recruiting, while two in five are directly impacted by a very

significant 48% increase to the minimum salary for a skilled worker visa, which employers now need to pay. A notable share of firms are also reporting concerns about the business implications of immigration restrictions on cross-border movements, all of which is adding to cost pressures.

“Competition is now seen as the greatest external issue facing businesses. It is vital that government, here and in the UK, take these challenges for business and the implications for economic growth into account to enable businesses to meet their aspirations and for the NI economy to thrive.”

Brian Murphy, managing partner, BDO NI, added:

“The Q2 QES results clearly show businesses across manufacturing and services are operating with a measured confidence, particularly in relation to investment decisions and turnover growth. With the majority of businesses trading either well or reasonably, you can understand where this confidence stems from. It has to be acknowledged though that this is in the face of continuing concerns about the rising cost base businesses are contending with, and the

impact this has on cashflows. There’s no doubt that NI businesses will be looking carefully at cashflows as they plan for the future.”

“Companies continue to invest in recruitment albeit with the challenge of accessing the right labour force and skills. More and more businesses are proactively trying to address this issue by investing in training and professional development initiatives that allow them better access to a wider range of skills.

“The benefits of good career advice for our young people for example, is something we are seeing businesses investing time and money in. Similarly, there is an acknowledgement from members across industries that to attract and retain staff, areas such as affordable childcare, better paid apprenticeships and alternatives to zero hours contracts need to be addressed.

“Developing our future leaders, giving them the tools and the motivation to develop their careers here in Northern Ireland will play a key role in addressing challenges currently being faced by the business community – thus providing the right foundation for growth and investment.

Maureen O’Reilly, Brian Murphy and Suzanne Wylie.

Brian Murphy, managing partner, BDO NI, discusses the latest QES findings

BDO NI Commentary

Given our tendency for unassuming caution, when the business community in NI does voice a degree of confidence in its performance and growth prospects, it should be taken as a sign of tangible progress in the local economy. The Q2 QES results clearly show businesses across manufacturing and services are operating with a level of measured confidence, particularly in relation to investment decisions and turnover growth.

The recent decision by the Bank of England to reduce interest rates will surely contribute further to this confidence, particularly for those looking to invest in their operations. Although businesses will recognise this does not constitute a quick fix, but rather another step in the right direction.

However, it is a concern that cashflows are becoming a more pertinent issue for businesses in NI. It is critical that businesses carefully monitor their cashflow projections to ensure that they are able to react to future changes in the marketplace.

Recruitment intentions across industries continues to be positive, with 70% investing in the previous three months. As always, this comes with caveats, as challenges in accessing the right labour force continues to be an issue. More and more businesses are proactively addressing this issue by investing in training and professional development initiatives that allow them better access to a wider range of skills. While this is not an all-encompassing solution, and government policies still need to be implemented to address issues relating to accessing skills and labour long-term, it does demonstrate that businesses are prepared to put their money where their mouth is and invest in this area.

Competition has become the top external issue for businesses across manufacturing and services and there are a range of areas that need to be addressed to facilitate local organisations competing on a level playing field.

Developing our future leaders, giving them the tools and the motivation to develop their careers here in Northern Ireland will play a key role in addressing challenges being faced by the business community currently – providing the right foundation for growth and investment.

The benefit of good career advice for our young people has, for too long, been underestimated and 83% of respondent’s highlighted the importance of improving career advice and its role in shaping future career decisions. BDO NI initiatives such as the NI Schools Business Challenge, the Business Insights Programme and a range of tailored internships and apprenticeships provide young people with a practical understanding of industries alongside expert advice and guidance, ensuring they are fully informed before they make their next move. We are seeing more and more businesses focusing time and money in this area.

The concept of ‘good jobs’ is a key theme of this QES and, while what constitutes a ‘good job’ can be subjective, there is an acknowledgement from members that a range of areas need to be prioritised if we are to facilitate the growing needs of employees, including investing in affordable childcare, creating better paid apprenticeships, and considering alternatives to zero hours contracts.

To create the right foundations for our businesses to grow, contribute to the local economy and to the future of the next generation, it is vital that businesses, alongside all stakeholders, work together to ensure these foundations are both sustainable and flexible – adapting to the changing needs of both employers and employees.

Quarterly Economic Survey

Business Conditions

are currently performing well/reasonably 83%

Key Concerns

Competition is the biggest concern for members

Labour Mobility

impacted by the change in minimum salary for the Skilled Worker visa (up from £26,2k to £38.7k) 38%

Energy Costs

members are under pressure to raise prices because of rising labour costs

are just covering costs or are struggling/facing closure 17% impacted by immigration restrictions on crossborder workers on the island of Ireland 15%

have seen some slowdown in demand, albeit only a little for most 47%

have seen energy costs increase over the last 3 months 4 in 5 58%

185 members responded the QES) for the 2nd quarter of 2024.

Note: The ‘balance’ refers to the di erence between the % of firms reporting an increase in a key indicator minus the % reporting a decrease.

impacted by hybrid working arrangements for cross-border workers based in the RoI 11%

Essential/Very important Conditions in Supporting ‘Good Jobs’

Shifting Up Another Gear

As NI Chamber’s impact and influence continues to grow, Suzanne Wylie talks to Ambition magazine about her aspirations for the organisation and its expanding membership base.

“At NI Chamber, we have ambitious growth plans, not just for our own organisation but more importantly, for Northern Ireland’s economy. Absolutely everything we do is in pursuit of economic growth and prosperity across Northern Ireland. And while some of our member businesses continue to face considerable challenges, we are here to help them work through issues, identify solutions and facilitate collaboration at every level of government.

“I am pleased to say that approach is really resonating with businesses, as our membership continues to grow. We have welcomed almost 200 new companies into our network since the start of this year, from ambitious SMEs and growing local companies expanding their footprint across Northern Ireland and beyond these shores, to major internationally

headquartered companies continuing to grow here.

“Our members know that we are here to help their businesses flourish, but also that they are part of a well-established business community that can collectively support the economic growth of Northern Ireland.”

TRUSTED PARTNERS

“To that end, we pride ourselves on being trusted and credible in government negotiations so we can work intensively with decision makers to create a more competitive environment.

“With the Executive now functioning, a new government in place at Westminster and an election looming in ROI, at NI Chamber we are working hard to influence Stormont, Westminster, Brussels and Dublin on behalf of our members.

“Our commitment to delivering evidence-based policy ideas is absolute.

Right now, we’re working extensively with members on a comprehensive response to consultations on the draft Programme for Government and the ‘Good Jobs’ Employment Rights Bill. We have also supported the Department for the Economy around the launch of its business plan and communicating its approach to regional balance.

“Our Council, made up of 40 business leaders, supports the policy work that we do to influence governments. Recently we have established three sub committees (with additional expert advisors) to help us to carry out deep dives into competitiveness, the energy transition and zero carbon, as well as workforce and skills. We also have a planning reform group and our Director of Public Affairs continues to convene the Business Brexit Working Group.

“These are the issues that our members care most about and we are determined

to present workable propositions on them to Ministers and their teams.

“On a wider front we have signed partnership agreements with a number of local organisations, including SisterIN and Young Enterprise, where we believe we can mutually support one another. Our collaboration agreement with North Carolina Chamber of Commerce is also progressing well, with a visit taking in place in November to assess the landscape for a business mission next summer.

“And our relationship with Cork and Dublin Chambers has also been solidified, with a focus on improving connectivity, sectoral cluster growth, tourism and infrastructure.”

NEW MILESTONES

“September marked another significant milestone for NI Chamber, as in partnership with Queen’s University, we

Secretary of State Hilary Benn MP addressed NI Chamber’s fringe event at the Labour Party Conference.

organised a business-led fringe event at the Labour Party’s Annual Conference for the first time. There we presented the key business asks from our manifesto document Mission: Business Growth.

“That manifesto was created in partnership with sectoral representatives from across Northern Ireland. So, when it came to delivering the messages to Labour Party members, Ministers and MPs including NI Secretary of State Hilary Benn MP, the voice of member businesses was key. This voice came from companies including Denroy, Eakin Healthcare, Kainos and NIE Networks who, through example, articulated realistic and ambitious asks around business competitiveness, international trade, netzero and access to labour and skills.

“Ultimately, our repeated message was for more intensive partnership between political decision makers and the business community. That is vital if we

are to develop a shared understanding of collective challenges and encourage better coordination, collaboration and decision making in pursuit of economic growth.”

EXPERT ANALYSIS

It is not only ideas that NI Chamber is now providing to policymakers but insights into the practicalities of the unique trading landscape in Northern Ireland.

“Our Quarterly Economic Survey is a widely referenced piece of research into things like trade, turnover, business confidence, recruitment and costs, so it continues to be a lynchpin of our evidence base.

“What is also interesting for me is the depth of real-time insight we as a Chamber have into Northern Ireland’s export performance. As the designated authority for the issue of certified export documents, NI Chamber processes more than 7,000 export documents for over 200 companies sending goods to 130 countries.

“In the past 12 months, we’ve seen growth in demand for these services in key sectors including agri-food, pharmaceuticals and construction. And when we look at where those goods are moving to the top destinations right now are Saudi Arabia, China and Egypt, with growing demand in places like Kuwait and Vietnam too.

“As members of British Chambers of Commerce, we are also able to benchmark that performance against other regions of the UK and in many ways, Northern Ireland’s exporters are bucking the trend. In the last year, there has been a 4.7% increase in export documents processed by our team, compared to a falling year-on-year trend across the network as a whole.”

REGIONAL GROWTH

To support growth aspirations of firms across Northern Ireland, Suzanne says that this year, the team has placed a significant focus on growing NI Chamber’s influence in all regions of Northern Ireland.

“This is important as we want to ensure that we represent all business interests from the Northwest and Newry to the Mid-South West.

“We have spent time understanding the aspirations of various regions

including the Northwest, Mid Ulster and Fermanagh. Almost 50% of our membership base is now outside the City of Belfast.

“Wherever our members are based, we are always reviewing the services available to them. We now have more than 100 events spread across the province which are attended by over 7,000 people each year. That includes four annual flagship events which are almost among the most popular in the business calendar – our Annual Lunch, the President’s Banquet, the Future Workforce Summit and the Festival of Business.

“Across Northern Ireland, engagement with our services is really strong and customer retention rates are some of the highest across the British Chamber Network – that level of satisfaction speaks volumes to the quality of service this NI Chamber team is providing.”

FUTURE FOCUSED

Just over one-year into the role of Chief Executive, Suzanne continues to have big ambitions for NI Chamber, concluding:

“The NI Chamber team has had an incredibly exciting and rewarding past twelve months, establishing new partnerships, launching international projects and helping an ever-increasing number of member companies in all sectors to achieve their potential. That is a privilege, but we are by no means done yet.

“Our strategic plan challenges us to grow NI Chamber further and work as closely as possible with highgrowth sectors, investors, international stakeholders and politicians at every level of government to realise Northern Ireland’s vast potential. We have committed to growing our own social impact too; working with young people, meeting net-zero challenges and ensuring that our offering helps member businesses to do the same. Like them, we can’t afford to stand still, which is a challenge this team is excited to continue.”

“Wherever our members are based, we are always reviewing the services available to them. We now have more than 100 events spread across the province which are attended by over 7,000 people each year.”

Focusing on Enterprise and Business Growth

MARGIE MCKAY IS ENTERPRISE AND BUSINESS GROWTH MANAGER IN BELFAST CITY COUNCIL’S ECONOMIC DEVELOPMENT TEAM. SHE OUTLINES THE VARIETY OF SUPPORT THE TEAM OFFERS TO ACCELERATE INCLUSIVE ECONOMIC GROWTH AND CREATE POSITIVE IMPACTS FOR LOCAL COMMUNITIES.

The Enterprise and Business Growth team is responsible for developing, leading, and coordinating key economic development projects in the Enterprise Framework for Belfast. We work closely with city partners to stimulate business growth, promote entrepreneurial activity, and support local economic growth and investment.

From pre-enterprise to businesses with high growth and scaling potential, we engage directly with businesses to understand the barriers they may be facing to business start and growth development and tailor or support initiatives to address these. Key to the success of these initiatives are the strategic partnerships we have with other organisations in both the public and private sectors to ensure a strategic, sustained and coordinated approach to economic development in Belfast.

How can Belfast City Council support your business?

We offer a programme of free, tailored support to individuals, businesses, co-operatives, and social enterprises who operate in the Belfast City Council area. From pre-enterprise to high growth, we can support individuals and businesses with test trading, business plans, sector specific support, one-to-one mentoring aimed at addressing barriers to growth, access to grants, and workshops and masterclasses. If you’re not sure where to start, we’ve answered some of your most frequently asked questions here.

What opportunities do you provide to test trade?

We have an exciting opportunity to test your product at our thriving, awardwinning St George’s Market in Belfast city centre. This opportunity is open to those receiving support through our business start-up and growth support programmes. It gives businesses starting out, or those who have been in business less than two years and currently do not have a permanent trading premises, the opportunity to test trade their products at one of Belfast’s most popular weekend destinations. Taking part is free of charge and you will have the opportunity to test trade up to six times – a fantastic

opportunity to get customer feedback and hone your sales pitch.

I like the idea of starting a social enterprise, but I don’t know where to start.

Our Go Social programme is here to help when you are setting up a new social enterprise or co-operative. Through our tailored support, you will receive:

• Advice on legal issues

• Best practice visits

• Support choosing the right governance structure

• Business planning

• Help to explore and secure finance

• Help to generate ideas

• Sales and marketing coaching

What does your mentoring support include?

Go Succeed is the new go-to source for expert business advice led by Northern Ireland’s 11 local councils. Whether you are a budding entrepreneur just starting out, are looking to grow your business or are planning to scale up, our team of industry experts will provide tailored support and guidance to help you achieve your business goals.

Go Succeed can provide advice and information to help you start, grow, or scale a business.

Starting your business

Whether you have a great idea, but you’re not sure how to turn it into a business, or you have already started in business and need mentorship on your next steps, our Go Succeed Start experts will help you to create a business plan, seek funding and put all the foundations in place to get your business up and running.

Growing your business

Your business is already established and is ready to expand. But growth is slow and you’re not sure how to progress. Our Go Succeed Grow experts have seen this before in most sectors, so they’ll provide tailored support to help shorten the journey to business growth.

Scaling your business

Your business is ready to go to the next level locally and internationally. But you need guidance, support, or resources to achieve your ambitions. Our Go Succeed Scale industry experts will help tailor your plans to penetrate new markets, identify investment opportunities and scale up your operations.

I’d like to be my own boss, but have no idea where to start?

Our Enterprise Pathways Service is a creative, accessible pathway designed to help increase the motivation and knowledge of participants who may not have considered starting a business, but would like to explore their options. We aim to raise awareness of business startup support, as well as boosting confidence and aspirations in taking the next steps towards starting a business. We provide regular support sessions covering topics including: legal requirements, entrepreneurial thinking, innovation and creativity, building confidence and basic financial literacy.

Sparked your interest?

Get in touch with: economicdevelopment @belfastcity.gov.uk

Enterprise and Business Growth Manager in Belfast City Council’s Economic Development team, Margie McKay.

FROM CHALLENGER TO

How Bidvest Noonan Became Northern Ireland’s FM Services Leader

Success today often hinges on the unseen, the smooth operation of buildings, the safety of public spaces, and the comfort of everyday environments. The services that create these conditions are the backbone of modern life, and in Northern Ireland, no one delivers them better than Bidvest Noonan.

Ambition recently spoke with Jim O’Hagan, Bidvest Noonan’s managing director for Northern Ireland, to explore how the company has achieved its position as the market leader in the FM services sector.

The sector, which encompasses a broad range of services, including cleaning and security, plays an important role in ensuring that spaces such as office buildings, universities, retail stores, transport hubs and shopping centres can operate and deliver great experiences.

With over 2,500 employees in Northern Ireland, Bidvest Noonan is one of the region’s

largest employers, reflecting its deep investment in both the local economy and the communities it serves.

Under Jim’s leadership, Bidvest Noonan has cemented its position by winning landmark contracts in key sectors such as higher education, agri-food, banking, retail, and transport. “In our industry, client needs and expectations are evolving; they seek innovation, sustainability, and a partner who shares their values,” Jim says. “They want engaged teams that are driven by a clear purpose, teams that understand their unique needs and can deliver results that make a tangible difference.”

“Bidvest Noonan is a people business,” Jim says. “When I first stepped through the doors nearly two years ago, I found more than a successful company; I found a community. I received a very warm welcome and, from day one, I felt the strength of this team.” Jim believes that the company’s people are its real point of difference in the market and the reason why clients choose Bidvest Noonan time and time again. “Engaged teams bring creativity, energy, and excellence to their work every single day. A key part of my role is to offer the right support, create a positive environment to help our people

excel and have a little fun along the way.”

Much of the company’s recent success has been driven primarily by a focus on organic growth, but targeted acquisitions have also played an important role in increasing its capabilities and expertise. “Our primary focus has always been organic growth, but we’re not afraid to invest in new capabilities and talent when it can make us even stronger,” Jim explains. “I’m proud that some fantastic businesses have chosen to join our group in recent years, each bringing something unique to the table that makes us better as a whole.”

Jim notes: “Our purpose is to proudly create safer and healthier communities today, for tomorrow.” He emphasises that Bidvest Noonan’s success isn’t only measured by contracts won: it is reflected in the lives touched by their work. “When a school is clean and safe, it becomes a better place for learning. When a shopping centre is well-supported, it delivers better shopping experiences. That’s the real measure of our impact.”

One important differentiator for Bidvest Noonan is its ability to offer wide-ranging support while self-delivering all its core services. “We have invested to build out our capability. Clients appreciate when

you can provide an integrated and seamless solution.”

Sustainability is pivotal to Bidvest Noonan’s strategy. “Sustainability is important to us and to our customers too. Doing the right things is good for our community, the environment and our business,” Jim says. The company is committed to environmental, social, and governance (ESG) initiatives, aiming to reduce its environmental impact and promote ethical practices. “It’s about embedding responsible practices into every part of our business,” Jim explains. “Our ESG focus is key to our long-term success, ensuring we operate responsibly while delivering value to our clients and benefiting society.”

“Today, standing still means falling behind,” Jim says. “Clients expect not only exceptional service but also continuous improvement, and that’s why innovation matters.” Bidvest Noonan has pioneered the use of advanced robotics, becoming one of the first companies across the UK and Ireland to invest in Spot, Boston Dynamics’ advanced

quadruped patrol robot. The company has also been recognised nationally and internationally for its advanced sensorbased technologies, which Jim describes as “game-changers in the industry.”

However, innovation at Bidvest Noonan is more than just technology. “It’s about a culture of continuous improvement. We’re always asking, ‘What’s next?’ and never settling for the status quo,” Jim states.

“From adopting the latest sustainable technologies to developing new centres of excellence with our education and retail clients, we’re always looking for ways to improve and raise the bar. Innovation is embedded in our culture; it’s who we are.”

Bidvest Noonan recently launched its ‘Task’ platform, designed to empower its workforce, and improve service delivery.

“Task helps us to keep everything on track,” Jim says. “It provides clear instructions, safety protocols, and performance guidelines, ensuring consistent, high-quality service and realtime data for informed decision-making.”

But Task is just one piece of the puzzle. “Clients want us to keep raising standards

and finding new ways of working to improve efficiency, sustainability, and drive results,” Jim adds. “Digital platforms like ‘Task’ enable us to deliver best-inclass FM services, combining advanced technology with human expertise. This integration ensures consistent, highquality service, rapid response to needs, and improved transparency, enabling facilities to operate at their best every day.”

As Bidvest Noonan looks to the future, the company sees significant opportunities for growth in Northern Ireland. “We are confident in the potential of this region,” Jim concludes. “Northern Ireland offers a unique environment for business, with its strong community ties and dynamic economy. Our involvement with organisations like the Northern Ireland Chamber of Commerce has been invaluable in helping us connect with other businesses and understand the local market better. The future is bright.”

“One important differentiator for Bidvest Noonan is its ability to offer wide-ranging support while self-delivering all its core services.”

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Q Radio: Northern Ireland’s Rising Star in Broadcasting

In the fast-evolving world of radio broadcasting, few stations can match the meteoric rise of Q Radio. Once a modest player in Northern Ireland’s radio market, it now ranks as the region’s second-largest commercial station, with a weekly listenership of 378,000. Rooted in Belfast city centre, Q Radio is known for its vibrant entertainment, featuring some of the country’s top DJs and emerging talent. This success reflects strategic vision, bold branding, and an unwavering commitment to its audience.

The station’s positioning statement – “Big Personality, Big Reach” – captures its ethos, highlighting both its exciting presenter line-up and wide regional coverage. Q Radio’s bold, joyful personality resonates personally with audiences, extending beyond the airwaves through social media, outdoor advertising, and media partnerships. This multi-layered approach ensures it remains at the forefront of listeners’ minds, wherever they are.

STRATEGIC GROWTH AND LOCAL IMPACT

Formed in 2015, Q Radio grew by consolidating multiple stations under its brand, notably expanding its reach across Northern Ireland through the acquisition of City Beat. Today, as Northern Ireland’s only locally-owned station, it offers a

unique advantage to advertisers with its national and hyper-local content model.

As the only station in Northern Ireland capable of splitting content in this way, Q Radio provides businesses with an unparalleled opportunity to connect with their target audience effectively. The station understands that effective advertising is not just about reaching a large audience – it’s about connecting with the right one. Through geotargeted radio ads, it fosters strong, meaningful connections within local communities, making it the ideal platform for brands with a local or regional focus.

With its in-house production team, Q Radio also creates bespoke radio advertisements, telling the stories behind the brands and the passionate individuals who bring them to life.

THE 2022 REBRAND

A milestone in Q Radio’s journey was its comprehensive 2022 rebrand, which went beyond visual changes to redefine the station’s identity and broaden its appeal. The objective was clear: attract a new demographic while reinforcing loyalty among existing listeners. Extensive research identified the core elements that made Q Radio unique, leading to a brand brief that celebrated its strengths, particularly its diverse cohort of presenters and wide network reach. The rebrand was brought to life through a comprehensive campaign. On-air content was refreshed to reflect the new identity, while the station’s online and social media presence was revitalised to engage audiences more effectively. An extensive out-of-home campaign, featuring billboards and bus advertisements, further boosted Q Radio’s visibility across Northern Ireland, making the new brand impossible to miss.

FRESH FACES AND CONTENT INNOVATION

A significant contributor to the station’s success has been the introduction of new presenters and fresh content, which played a crucial role in attracting new listeners and increasing engagement. The Q Radio Breakfast team – comprising DJ Connor Brennan, Cork comedian Andrew Ryan, and presenter Amy McGuckin –has been a standout success. With a dedicated, loyal and engaged audience, the show has become the station’s flagship programme, offering a dynamic mix of music, humour, competitions, and news updates. The chemistry between the presenters is a major draw for listeners. Connor, an ardent music lover and experienced DJ, brings his passion for music to the forefront, engaging listeners with his extensive knowledge and infectious enthusiasm. Andrew, a well-known comedian on the UK and Ireland stand-up circuit, adds a humorous edge to the show, while Amy completes the trio with her bubbly personality and sharp wit, keeping listeners informed with the latest traffic and travel news. Together, they create a morning show that resonates with listeners, making Q Radio Breakfast a must-listen for many across Northern Ireland.

Other notable content changes include the introduction of “Girl Talk” on Jordan Arnold’s Thursday afternoon show, a segment celebrating inspiring women breaking barriers in various fields. Additionally, social media influencer Gerry Lavz joined the Friday afternoon line-up, bringing his vibrant energy to “Jordan and Gerry’s Jukebox,” a show designed to get listeners into the weekend spirit with lively interactions, song requests, and an upbeat atmosphere.

The weekend schedule also saw

Q Radio Breakfast Team in the Q Radio Studio.

(L-R) Connor Brennan, Amy McGuckin & Andrew Ryan.

significant changes, including the addition of The Apprentice star and Newry businesswoman, Gráinne McCoy, to the Sunday afternoon show. Her presence introduced more regional voices to the airwaves, broadening the station’s appeal and ensuring Q Radio continues to reflect the diverse communities it serves.

RECORD-BREAKING LISTENERSHIP

The latest RAJAR figures for Q2 2024 reveal that Q Radio achieved a record weekly reach of 378,000 adults, representing a 33.1% increase compared to the previous year. This surge in listeners – nearly 100,000 more than a year ago – underscores the success of the station’s transformation.

Digital listening has also seen significant growth, with listeners tuning in for over 7 million hours via smart speakers, DAB, and the Q Radio app from January to June 2024.

LOOKING AHEAD

As Q Radio looks to the future, the station remains focused on sustaining its growth and solidifying its position in the Northern Ireland radio market. Strengthening the relationship between the station and its listeners is key to achieving this goal. With a clear vision, a dynamic team and a strong brand, Q Radio is well-positioned to navigate challenges and continue its journey as one of Northern Ireland’s leading radio stations. Its commitment to delivering big personality and even bigger reach will undoubtedly keep it at the forefront of Northern Ireland’s airwaves for years to come.

“A milestone in Q Radio’s journey was its comprehensive 2022 rebrand, which went beyond visual changes to redefine the station’s identity and broaden its appeal. The objective was clear: attract a new demographic while reinforcing loyalty among existing listeners.”

Q Radio Presenters on the 2024 Loud & Proud Belfast Pride Float – (L-R) Conor Hogan, Cushlá Rice, Ibe Sesay, Gerry Lavz and Noel Bradley.

Q Radio Weekday Presenters in the Q Radio Studio – (L-R) Ibe Sesay, Yazz Zemmoura, Amy McGuckin, Andrew Ryan, Connor Brennan & Cushlá Rice.

(Photographer: Mal McCann).

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Innovating for an Ageing Population

The landscape of home care has evolved significantly over the past decade, and at the forefront of this transformation is Connected Health. Emma Deighan talks to Chief Operating Officer Theresa Morrison about how it’s paving the way through training, specialisms and bridging a national gap.

Established in 2013 by Douglas Adams and a group of forward-thinking shareholders, Northern Ireland-based Connected Health has redefined domiciliary care, with a focus on innovation, specialised care, and sta development. Under the leadership of Theresa Morrison, the chief operating o cer, has become a beacon of support for an ageing population, o ering tailored services that meet the complex needs of their clients.

Theresa highlights that the foundation of Connected Health was rooted in a desire to revolutionise the home care sector. “Douglas Adams, and the other shareholders founded the company because they saw a need for change in domiciliary care,” she explains. “They wanted to bring fresh faces and new ideas to an industry that was in need of innovation.”

One of the most significant innovations introduced by Connected Health is the Connected Academy. This training programme caters not only to newcomers to the sector but also experienced staff aiming to advance their careers and meet the evolving challenging needs of its users. “The Connected Academy offers induction training and diplomas from levels 3 to 5, which can lead to becoming a registered manager. It’s an excellent pathway for career progression,” says Theresa. The training is accredited by the Open College Network, making Connected Health the only care provider in Northern Ireland to offer such a comprehensive and recognised educational programme. It’s an initiative that is crucial in a sector where quality and specialised care are paramount.

The organisation’s reach is extensive, with a presence across all five trust areas in Northern Ireland and into the Republic of Ireland, employing around 1,800 staff. Theresa continues: “The need for community care is increasing, people are living longer promoting independence safely at home is a priority. We want to diversify, expanding into supported living for adults with learning disabilities and complex

needs.” These plans reflect the company’s commitment to addressing the diverse needs of the community, particularly in areas where there is a significant gap in care services.

Theresa continues: “We offer private care options to complement services commissioned by the NHS, working in partnership with the client to enable ‘care designed by you’. What sets Connected Health apart is its nurse-led approach. All our services are nurse-led. We have a team of nurses who work with clients, and their family to design care plans tailored to the client’s specific needs and diagnosis. This is especially important for specialised care, like Alzheimer’s or palliative care, where the needs are more complex.” This flexibility allows families to add to the care packages provided by the NHS, ensuring that their loved ones receive the comprehensive support they need.

“Private care ranges from 24/7 care, for intense care needs to reablement shortterm to regain independence. We include digital solutions and remote monitoring to ensure care is provided based on need and choice,” Theresa continues. “Additionally, we offer a chauffeur service to accompany the client to medical or social appointments and can also escort you to an event, for example, a wedding. We appreciate that clients want to remain in their own homes for as long as possible and we design the service to ensure we achieve that, maintaining safety and independence.”

Connected Health’s approach to recruitment is proactive and forwardthinking. The company conducts recruitment drives in colleges, offering apprenticeship programmes that provide young people with a clear career path in social care. “Our academy opens up career paths, offering managementlevel training that helps retain staff. We invest in our staff’s training, which is a significant advantage,” she adds.

Beyond recruitment, Connected Health has introduced several initiatives to enhance the wellbeing and job satisfaction of their staff too. With 19 community hubs across Northern Ireland, staff have access to customer service training, a 24-hour helpline, and a health programme designed to promote their wellbeing. “We also focus on team bonding through care awards, where staff can vote for their peers who excel in their roles. It creates a strong community feel,” says Theresa.

“One of the most significant innovations introduced by Connected Health is the Connected Academy. This training programme caters not only to newcomers to the sector but also experienced staff aiming to advance their careers and meet the evolving challenging needs of its users.”

Maintaining high standards of care is a cornerstone of Connected Health’s operations. Despite being a time and task service, the company goes beyond the basics by implementing an internal quality governance team. “Our quality governance team monitors the service closely, spending time with clients and staff, conducting client reviews, and ensuring that everything is up to standard,” says Theresa. It’s attention to quality that is vital, especially when caring for the most vulnerable members of society.

In addition to maintaining high standards, Connected Health is looking to the future by embracing technology. One of the company’s significant focuses this year has been improving its logistics system to reduce staff travel times, thereby increasing efficiency and response times. Moreover, Connected Health is piloting remote monitoring systems in collaboration with the Trusts. “We know that remote monitoring is essential for the future, especially for those who are quite independent but need occasional support. This technology allows us to be alerted to any issues, such as falls and lack of movement, in realtime,” Theresa explains.

However, the adoption of such technology is not without its challenges. “The problem is that funding for these technologies is being absorbed by other demands in healthcare,” she notes. “We regularly discuss with NHS stakeholders about where we need to be, but it will probably be a year before we see significant progress.”

As Theresa looks to the future, she envisions Connected Health continuing to differentiate itself from other providers through its person-centred approach.

“Our care is designed by the individual,” she says. This philosophy is exemplified by the company’s fleet of 96 cars, which enable clients to attend appointments and maintain their independence. “This is especially important in the current climate, where accessing hospital appointments can be a challenge.”

In the long term, the firm aims to further expand its services and continue leading the way in home care innovation. With a strong foundation in specialised care, a commitment to staff development, and a forward-thinking approach to technology, Connected Health is well-positioned to support an ageing population and meet the evolving needs of the community.

What The Business Barometer tells us about skills in Northern Ireland

Maureen Fox, Business Relationship Manager at The Open University (OU) in Ireland reviews the OU’s latest Business Barometer report, published in partnership with the British Chambers of Commerce, highlighting what skills are in demand, where the skills gaps are and the implications for employers and employees in Northern Ireland.

A wide range of organisations across the private, public and voluntary sectors take part in the 1,300-strong employer survey, from SMEs through to large public sector organisations.

The skills situation in NI

The report shows that the skills crisis is ongoing in Northern Ireland (NI), with 44% of organisations reporting skills shortages.

The problem is compounded by the fact that many businesses in NI are struggling to adapt to new technologies. Over two thirds (67%) lack confidence in adopting new AI technologies, while 49% say they lack confidence in applying new green technologies, which is concerning for the future.

The impact of skills shortages

A skills deficit can have farreaching consequences, particularly with regard to business-critical areas. Employers in NI agree that these emerging AI and green technologies are vital to

organisational growth and sustainability, and to the local economy, but many are yet to take sufficient steps to realise their potential.

Skills gaps are also having an impact at a more operational level. More than half of the employers polled (55%) say skills shortages have led to a heavier workload for employees, which is having a negative impact on their morale and wellbeing.

Addressing skills gaps

In order to tackle these skills shortages and prepare for the future, organisations need to develop and implement strategic, forward-thinking skills plans. However, only 16% of employers in NI have executed a written skills plan for their workforce this year.

Learning and development need to be top priorities. The report shows that many organisations are focusing on upskilling and reskilling over the next 12 months.

However, almost two thirds (63%) of NI businesses do not have specific recruitment, retention or training initiatives that focus on underrepresented groups – such as older workers, young people, neurodivergent people or those with disabilities – who could potentially fill skills gaps if given the right bespoke support.

Conclusion

These findings show that there are some key areas for concern for businesses in NI. However, they also show that there are steps employers can take to improve the provision of local skills and that many employers are willing to take those steps.

Based on the Business Barometer findings, the OU recommends four key steps:

01

Create a written skills plan, with a heavy emphasis on growing your own talent from within

02 Identify areas of the business impacted by AI and green technology and build capability

03 Explore more diverse, hidden talent pools in your sector and/or local community

04 Incorporate learning into your employee benefits to attract and retain staff

For further information, download this year’s Business Barometer report at: open.ac.uk/ business/barometer-2024

Get in touch

Contact me at: Maureen.Fox@open.ac.uk

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Marking Childhood Cancer Awareness Month

September is Childhood Cancer Awareness Month, a time dedicated to shining a light on the reality of childhood cancer and its impact on the whole family.

CEO of Cancer Fund for Children, Phil Alexander.

After her eldest son, Gabriel, was diagnosed with non-Hodgkin lymphoma in 2022, when he was just 7 years old, life turned upside down for Christine, her husband Sean and Gabriel’s two younger brothers, Caleb and Saul. They are sharing their experience to raise awareness of childhood cancer and the need for the vital services provided by Cancer Fund for Children.

Speaking on this, Christine said: “We were in shock, but we had to act brave in front of Gabriel. Tests started immediately. We were told it was an aggressive cancer and that Gabriel would need extensive treatment. Within no time, Gabriel had a central line put in and his chemo was scheduled for 2nd October, which was Caleb’s 6th birthday.

“Gabriel’s treatment was intense, but we focused on the plan and it helped us get through it, even as each stage of treatment tested his body more. Gabriel finished treatment in December and rang the bell on the 14th, but it was after this that he got even sicker.

“He couldn’t walk or eat anything, and no one could figure out why. His treatment was over, his scans were ok, but he was losing weight by the day. Gabriel’s system simply wasn’t working.

“It was hell. We’d had a plan during Gabriel’s treatment, but this was completely unknown territory. The staff were lovely, but no one could explain why this was happening. People asked about Gabriel because they thought he

was better, and we had to tell them he was worse than ever. By the time Gabriel got out of hospital he had lost all his fingernails and toenails. He had holes in his armpits. He couldn’t walk. He couldn’t hold a pencil. This was the worst time.

“He lost all his confidence. Even getting back to school was tough because it seemed like everyone had moved on whilst he was in hospital. Before getting sick, Gabriel had been a fast runner and played football. Now he couldn’t walk. It felt like he didn’t recognise himself anymore.

“Then Cancer Fund for Children’s Cancer Support Specialists, Hannah and Lynn came out. Hannah spoke with Gabriel and Lynn spoke with me. Lynn was so lovely. I could say things to her that I hadn’t said to anyone else because I had always had the kids with me. She was someone I could talk to about my worries, about Gabriel’s school, his eyesight, his muscles. She helped me get Gabriel into physio and gave me a space where I could share everything that was in my head.

“It’s hard to describe the difference in Gabriel since he met Hannah, but we saw it almost immediately. She brought energy back to his life. She gave him hope and challenged his thoughts of, ‘I’m back but I’m not me and it’s not the same.’ She helped him see how far he has come. You can see that he’s grown from it and it’s helping with the doubts he’s had about himself.”

In the month of September alone, approximately 12 children and young

people (0-24) will be diagnosed with cancer in Northern Ireland. Cancer Fund for Children’s mission is to help ensure none of these families face this diagnosis alone.

Phil Alexander, CEO of Cancer Fund for Children said:

“Gabriel and his family have gone through a completely harrowing experience but the truth is, this is the reality of childhood cancer. It can have a devastating impact on the family as a whole and, beyond the essential medical need, there is often a family life that needs to be rebuilt.

“We are completely humbled by Gabriel and his family, who have shared their story so other people can understand the need for our services. We provide emotional, social and therapeutic support to over 1,500 children and young people impacted by cancer each year, at home, in hospital and at our therapeutic short break centre, Daisy Lodge, but we can’t do this without the incredible efforts of our stakeholders and supporters.

“This Childhood Cancer Awareness Month, we are asking companies to get behind us and help ensure no child faces cancer alone. There are so many ways to get involved, from organising your own fundraising events with your colleagues, to sponsoring our charity initiatives and donating your time through volunteering.

“Not only is this a great way to encourage team building, it can also connect your company with a wider purpose.”

To find out more about how you can get involved, contact Cancer Fund for Children’s Partnership and Philanthropy Advisor, Maria Small, on mariasmall@cancerfundforchildren.com. You can also find out more about the charity through visiting their website www.cancerfundforchildren.com.

Cancer Fund for Children’s therapeutic short break centre, Daisy Lodge.

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BANK OF IRELAND SUPPORTS MULTI-MILLION POUND REFURBISHMENT AT LOUGH ERNE RESORT

Five-star hotel Lough Erne Resort is set to mark the completion of its latest phase of investment with a luxurious interiors refurbishment of the resort’s 53 guest bedrooms, 6 suites, 25 luxury lodges and communal areas.

Supported by Bank of Ireland, the latest phase of investment has also seen works undertaken to strengthen the iconic bridge, which links the resort to one of two onsite Championship golf courses.

The interiors refurbishment is the latest phase of Lough Erne’s largest capital injection since it came under the management of US-based TRU Hotels and Resorts, co-founded by Mark Ward and Jeff Mahan.

Speaking about the investment, Jeff Mahan, TRU Hotels and Resorts says: “Lough Erne Resort is a truly world-class leisure destination which provides luxury accommodation enveloped by water, wild countryside and landscaped gardens. We see our role as custodians of this beautiful resort and remain focussed on investment and innovation to retain that world-class status.

“With increasing demand for wellbeing, mindfulness and connection to nature, the interiors refurbishment has been designed to complement the beauty of our countryside setting, reflecting the natural assets of the resort’s peninsula.

Mark Ward of TRU Hotels and Resorts says: “Throughout this phase of investment, Bank of Ireland have been a supportive partner. Gavin, Tommy and the team have taken time to really understand our business and our investment plans. Lough Erne Resort is a unique leisure experience and Bank of Ireland have spent time to get to know our business and our ambitions, providing the right financial support at the right time to help us achieve our goals.”

Gavin North, Senior Business Manager, Bank of Ireland UK, says: “Lough Erne Resort is one of Northern Ireland’s preeminent hospitality destinations and remains so due to the continued innovation and investment by the TRU Hotels and Resorts to deliver exceptional experiences for visitors.

“We are proud to work closely with Mark, Jeff and the TRU Hotels and Resorts team to provide the financial products and services they need to succeed.”

Further information on the support available for business from Bank of Ireland UK is available at: Business - Bank of Ireland UK

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The Vision and Values Driving Progress

In today’s dynamic business landscape, where competition is fierce and the stakes are high, staying ahead requires a blend of strategic vision, commitment to innovation and an unwavering focus on talent.

Chris Gray, chief executive at Gray’s Marketing and Communications Specialists, shares insights into the company’s progress in a highly competitive environment, offering a glimpse into their strategic roadmap for growth and continued improvement.

Gray’s has always operated with a vision that combines business growth, talent development and high-quality service delivery. This forward-thinking approach ensures the company is well-positioned to embark on an exciting new chapter in its journey. Recently, the agency took a significant step forward by recruiting seven new team members, highlighting the organisation’s dedication to expanding its client portfolio and enhancing its range of services.

Mr Gray said: “This strategic recruitment is about bringing fresh energy, diverse perspectives, and innovative ideas to the table. Each of these new team members has been carefully selected to align with our values and to meaningfully contribute to our growth trajectory.”

The infusion of new talent and experience comes at a pivotal time for Gray’s, with its diverse client portfolio expanding. The company recently secured the top spot in a highly competitive tender process to support Translink with PR and event management services. Victory on this scale is not only a testament to Gray’s status as an industry leader, but also demonstrates their ability to excel at the highest levels. The recent successes and expansions are direct outcomes of a business strategy deeply rooted in a set of core values that guide every decision and action the company makes.

A key driving force behind Gray’s sustained success is their commitment to innovation. As the CEO succinctly puts it: “Standing still is not an option in today’s fast-paced business world.” To remain competitive, the company continuously seeks out new ideas, approaches and technologies that enhance its service offerings and meet the evolving needs of its clients. This appetite for constant innovation is reflected not just in the company’s strategy but also in its physical presence.

Over two years ago, Gray’s made a bold decision to invest in Derry-Londonderry’s future by purchasing a listed building on historic Clarendon Street, a conservation area in the heart of the city centre. This significant investment of over half a million pounds is a clear demonstration of the company’s ambitious intentions.

Mr Gray expanded: “We recognised the value of this building’s history and potential, and we committed ourselves to breathing new life into its walls as we relocated here towards the end of 2022.

“The company recently secured top spot in a highly competitive tender process to support Translink with PR and event management services. Victory of this scale is not only a testament to Gray’s status as an industry leader, but also demonstrates their ability to excel at the highest levels. The recent successes and expansions are direct outcomes of a business strategy deeply rooted in a set of core values that guide every decision and action the company makes.”

“Our Clarendon Street home has been meticulously designed and equipped to meet the demands of the dynamic marketing and communications industry. It houses state-of-the-art production facilities, including a podcast studio built to broadcast specifications. These facilities are at the heart of our creative process, enabling us to engage with our clients and audiences more effectively than ever before. Additionally, we have dedicated spaces within the building to stimulate idea generation and provide the team with areas to relax and consolidate their thoughts.”

Gray’s business aspirations are deeply intertwined with its values, which are upheld by a highly driven and focused team.

“We believe that by upholding our values, we not only achieve our business goals but also contribute positively to the broader community,” said its CEO. “Today, more than ever, social value has become a key consideration in how businesses operate. It’s about recognising that companies are

not isolated entities but integral parts of the communities in which they are based.”

In Northern Ireland, this perspective translates to empowering people, promoting wellbeing and encouraging a sense of shared purpose. “In the marketing and communications industry, our greatest asset is our people. A key part of our mission at Gray’s is the belief that investing in local talent is not just a moral obligation but a strategic imperative.”

Gray’s commitment to its team extends beyond professional development. The company recognises the importance of work-life balance and employee wellbeing in a thriving workforce. In a world where burnout and stress are prevalent, Gray’s has taken proactive steps to ensure the mental, emotional, and physical health of its team members is prioritised.

Mr Gray explains: “From flexible work arrangements to wellness programmes and mental health resources, we are committed to creating a supportive and nurturing environment where our staff can flourish both personally and professionally.”

One of the key challenges facing the agency, like many organisations in Northern Ireland, is the allure of opportunities abroad. The world in 2024 is more connected than ever, with global opportunities for talented individuals more accessible and technology rapidly expanding our interactions in unprecedented ways.

To compete in this new marketplace, Gray’s seeks to attract the very best talent and that means creating an environment where the team feels valued, supported and empowered to be ambitious and to grow.

“I am extremely proud of our commitment to investing in social value and prioritising the wellbeing and development of our local talent,” said Mr Gray. “This ensures we not only strengthen our own agency but also contribute to the broader economic and social ecosystem of Northern Ireland.”

Gray’s approach to business is holistic, blending ambition with a genuine commitment to the community. As the company continues to grow, it remains focused on its long-term goals.

This period of expansion is just the beginning of what promises to be an exciting journey. With a strong team in place, a commitment to innovation, and a clear set of values guiding the way, Gray’s is in a prime position to navigate the challenges of the future and seize new opportunities as they arise.

“As we enter this exciting new chapter, we invite businesses to partner with us and experience the power of growth through our creative, dynamic and innovative approach,” Mr Gray concluded.

HUNTING FOR THE BEST TALENT

[SINCE 2014]

Artemis Human Capital was established in 2014 as a boutique recruitment consultancy specialising in Executive Search and Professional recruitment. We have a proven track record in placing business critical roles and targeting passive candidates.

Operating across the UK and Ireland we deliver bespoke solutions to our clients and add value and deep expertise to the recruitment process.

Executive Search

Accountancy & Finance

Legal

Business Services

HR

Invest in Barbados:

PROFIT WITH A VIEW

Barbados is quickly becoming a top global destination for international investment.

With its growing business and financial services hub, KayeAnne Greenidge, CEO of Invest Barbados, highlights the opportunities awaiting Northern Ireland investors.

Invest Barbados started operations in 2006 with a clear mission: to promote Barbados as a favourable investment location, facilitate international investment, and manage the island’s business brand. Kaye-Anne Greenidge explains: “Our mission is to seek, secure, and support sustainable investments that enhance the economic and social development of Barbados.” Over the years, her organisation has played a critical role in attracting foreign direct investment (FDI) and helping to deliver on the country’s national economic objectives.

“We aim to maximise Barbados’ FDI performance by seeking out investments that are sustainable, feasible, and ecologically sound,” she adds. “These investments create quality jobs, bring transferable skills, and introduce new technologies to the island.” With a clear vision to be recognised globally as a world-class investment promotion agency, Invest Barbados continues on its drive to enhance the country’s appeal as a top choice for investors.

One of its primary functions is to act as an intermediary between foreign businesses and the Barbadian government. This role ensures that the investment process is as seamless as possible. “We provide a full suite of services,” Kaye-Anne continues. “From promoting Barbados as a desirable investment location to providing timely, quality information to potential investors, we ensure the environment is conducive to FDI.”

Invest Barbados also facilitates business meetings, coordinates evaluation trips, and serves as a liaison between investors and relevant government agencies. In addition to these services, the agency offers ongoing support through customised client aftercare, ensuring that investors can establish and expand their operations with ease.

For Northern Irish businesses seeking to expand into new markets, KayeAnne says, “Barbados offers a wealth of opportunities.” The island has a range of sectors ripe for investment, including financial services, insurance, business process outsourcing (BPO), ICT, and fintech. “We are focused on promoting investment opportunities to the world,” she adds. “But there are

particular opportunities that might resonate with Northern Ireland, such as niche manufacturing, renewable energy, medicinal cannabis, life sciences, and biotech.”

So, what makes Barbados such an attractive destination for foreign investment? According to Kaye-Anne, the island offers a “business-friendly environment that facilitates businesses of substance.” Key advantages include a developed legal system based on English Common Law, political and social stability, and a talented pool of qualified professionals.

In terms of infrastructure, Barbados boasts an international airport, a modern seaport, and a robust ICT network with island-wide 4G LTE and fibre optic high-speed internet. Businesses can also benefit from an expanding treaty network and an excellent quality of life, making it easier to attract top talent.

“For decades, Barbados has been establishing itself as a location of choice for foreign direct investment and is home to an expanding roster of business entities,” she says. “Some of the main incentives available for businesses establishing in Barbados include a Foreign Currency Permit (FCP), which exempts entities earning 100% of their income in foreign currency from exchange control. The FCP also provides exemptions from property transfer taxes on transfers of shares or quotas. Other incentives include duty-free concessions for specific industries such as manufacturing, renewable energy, and tourism.”

In addition, local exporters can access CARICOM markets duty-free, provided the products satisfy the rules of origin criteria. There are also allowances for market research and development, as well as an expanding network of double taxation agreements, which Barbados has with 40 countries including Canada, China, the UK, and the USA.

“Competitive tax rates further enhance Barbados’ attractiveness,” KayeAnne explains. “Companies operating in Barbados benefit from a general corporation tax rate of 9%, and approved small businesses are taxed at a lower rate of 5.5%. There is also no capital gains tax, which makes investments in property or securities even more appealing.”

Irish and UK investors have long been attracted to Barbados, particularly in sectors like real estate. “There have been significant investments in villas and hotels, such as the famous Sandy Lane resort,” Kaye-Anne notes. The country’s stability and strong regulatory framework, coupled with its adherence to international standards, also make it an ideal destination for businesses looking to invest with confidence. “Barbados is

recognised as a hub for business in the Caribbean. Transparency and substance are key watchwords that govern the country’s values, ensuring a favourable business climate for investors.”

The island has demonstrated impressive economic resilience in recent years too. According to the Central Bank of Barbados, the economy grew by 4.4% in 2023, with tourism playing a major role in this expansion. Tourism registered 18% growth during the first half of the year – the largest first-half tourism growth on record. Other sectors, including construction, manufacturing, and agriculture, also contributed to this positive economic performance.

Looking ahead, the Barbadian economy is projected to grow by 4.0% in 2024, driven by further expansion in the tourism sector and significant private and public investment in infrastructure, renewable energy, and the digitisation of public services. While challenges such as energy prices and geopolitical conflicts remain, the island’s commitment to mitigating climate change and fostering innovation presents a range of opportunities for investors.

Speaking about the political landscape, Kaye-Anne continues: “Barbados recently became a parliamentary republic, and it continues to enjoy a long history of political and social stability. Successive governments have embraced consistent and predictable economic policies, allowing investors to feel confident in their business plans.”

This stability, combined with a transparent legal framework and a strong rule of law, ensures that Barbados remains a secure and reliable destination for foreign investment. As the world continues to recover from the global economic slowdown, Barbados is positioning itself as a prime location for growth and innovation. “There are significant opportunities for Northern Ireland businesses to expand their horizons in Barbados. From renewable energy and ICT to tourism and global education, the potential is vast.”

Invest Barbados is committed to helping businesses seize these opportunities. This autumn, it will host an event to showcase the investment opportunities on offer in the island. KayeAnne says: “We invite Northern Ireland investors to join our trade and investment mission from November 18 to 22, 2024, to explore the wide array of business prospects that await.”

For further information on doing business in Barbados or the upcoming mission, Northern Ireland businesses are encouraged to reach out to Mr. Shane Thomas, Investment Executive, at sthomas@investbarbados.org.

See more from a higher level

Headquartered in Cookstown, Co Tyrone, Mallon Technology is one of Ireland’s leaders in geographic information science. Providing complete data control for customers in both government and industry, it uses ‘future mapping’ to help clients harness the potential of their geographic information for strategic decision-making.

Using a combination of visualised location information, petabytes of data and machine learning, the mid-Ulster firm works with a dynamic cross-section of essential sectors: from protecting lives to preserving manuscripts and monitoring the climate, its work impacts people and businesses across the country. Here, Managing Director Marion Murphy talks to Ambition magazine about how it is revolutionising wildfire detection.

More than 117 wildfires were recorded in Ireland last year and when they spark, every second counts. In the right conditions, fires can spread rapidly, threatening homes, farmland, wildlife, air quality, visibility and infrastructure. Responding quickly is therefore vitally important but, at present, there are no reliable monitoring systems for detecting wildfires.

Marion explains: “Currently, earth observation (EO) techniques using data streams from satellites allow us to monitor fires and map affected areas regularly. However, while helpful in detecting and monitoring wildfire events, the information is reactive in nature, due

to satellites’ revisit times. Fires are often not detected for up to two days after taking hold and such delays can lead to devastating consequences.”

The European Forest Fire Information System (EFFIS) and Fire Information for Resource Management System (FIRMS) are two significant global and regional fire monitoring and management platforms.

Almost all fire monitoring services globally rely on at least one of these services.

EFFIS, managed by the European Commission’s Joint Research Centre, offers valuable data on forest fires across Europe. Similarly, FIRMS, operated by NASA, provides worldwide fire data using satellite observations from NASA’s moderate resolution imaging spectroradiometer (MODIS) and the visible infrared imaging radiometer suite (VIIRS). Both platforms have a considerable overlap between the satellite observations they utilise for mapping fires.

As Marion explains, “EFFIS and FIRMS rely heavily on satellites designed to monitor the ocean and geostationary satellites that stay in the same place relative to the Earth’s position while

providing frequent images. They also rely on meteorological satellites for their information, as they have a very high revisit time compared to land monitoring satellites. Ocean-targeted sensors usually offer high revisit time at the expense of low spatial resolution. Because of this overreliance on the coarse resolution sensors, many small fires go undetected in the current system. Although most of these ocean sensors capture an image once every day, immediate detection of fires is not possible.”

NEXT-GENERATION WILDFIRE MONITORING

If traditional satellite data is not frequent or reliable enough to detect wildfire events quickly, what are the alternatives? Mallon Technology believes that by complementing the current fire alert system with data from commercially available thermal sensors, it is possible to achieve near real-time information on wildfire activities within hours of ignition.

“Instead of receiving information only after a fire has caused destruction, the next-generation fire monitoring system offers near-real-time data and a critical time advantage. Firefighters and authorities can now act swiftly to stop a wildfire in its tracks and deploy emergency measures to protect lives, infrastructure and wildlife,” says Marion. Its next-generation fire monitoring system means rapid notification, with

alerts within hours not days – crucial for getting a head-start on containing any wildfire blaze. Real-time assessment delivers immediate insights into fire size and potential spread, allowing for better decision-making, while targeted alerts for specific properties or infrastructures help prioritise resources for maximum protection.

Explaining how that works in practice, she continues: “We run a wildfire monitoring service for our clients, producing weekly monitoring reports. The reports detail any agricultural land cover affected by fire, the extent of any fire and any other associated information. Our current workflow gathers the fire information from EFFIS and FIRMS platforms, followed by in-house data processing using GIS and bespoke developed automated workflows.”

“In addition to our weekly wildfire reports, we monitor burn scars within agricultural and forestry land cover. We use a workflow that gathers data from ESA’s Copernicus Data Space Ecosystem (CDSE) and then computes the Normalized Burn Ratio on the images to measure the severity of a burnt area. The areas identified as having burn scars are compiled and reported monthly.

“Both monitoring systems are vital for detecting illegal fire activity within agricultural land. The information gathered can be used to identify any instances of fire and assess their legality

based on the timeframe. Additionally, burn severity maps can help to evaluate the damage caused by a fire and provide essential information required for the rehabilitation of the land.”

With more than one hundred highlyskilled professionals delivering earth observation and geospatial consulting services, Marion says the team prides itself on offering industry leading services that improve geospatial information analysis, visualisation, management, and dissemination.

“We have a proven record of accomplishment and strive to offer our clients the best-fit solution supported by exceptional service. We have been monitoring wildfires for almost a decade.

As a leader in the field, we are excited to use the next-generation fire monitoring system to empower faster responses to wildfires.”

Mallon is a member of the European Association of Remote Sensing Companies (EARSC) and the European Umbrella Organisation for Geographic Information (EUROGI) and is actively involved in its AI and Geospatial and Women in GI Focus Groups.

NEWAPPOINTMENTS IN THE

BUSINESS COMMUNITY

Business Development Manager, FAST Technologies

Head of Strategic Planning and Business Advisory, HNH Group

MATT JONES

Investor, BGF

Construction Divisional Director, Dowds Group

Client Engagement Executive, Calibro Workspace

HR & Training Manager, McCue Fit

Head of Wellbeing, Incorporate Benefits

ROSS MOFFETT

Sales Director, ICC Belfast

NOEL DOYLE

CIARAN TIFFNEY

ANDREW MAGILL

PAM GILLIES

MICHELLE CUMMINS

CHARIS NEVIN

Lighthouse Communications appoints new Managing Director

Holywood-based PR and marketing communications consultancy Lighthouse Communications has appointed Alyson English as its new managing director.

Ms English takes over from founder, Stephen Smith who established the firm 15 years ago and will remain within the business overseeing crisis management.

He said: “Alyson is highly respected by our clients, our own team and her industry peers. Her creativity, strategic vision and work-ethic have been instrumental in our success, and I can think of no better individual to drive continued growth for the agency.”

Incoming Managing Director Alyson English said: “Over the last 14 years at Lighthouse Communications, I have had the pleasure of advising clients from a range of industries and with an exceptionally talented team who share my enthusiasm and passion.

“I am immensely proud of what we have achieved and it is a privilege to now take the company forward as we expand the team and enhance our client offering.”

Everun announces appointment of two new directors

Following a period of continued growth, Everun has announced the promotion to director level of two key staff. Eimear O’Reilly has taken on the role of projects director whilst Ian Hutchinson becomes operations director. Both have been with the company for around ten years.

The senior leadership team at Everun now have over 60 years of experience with the business, driving renewables projects in Northern Ireland and beyond.

Michael Thompson, Managing Mirector of Everun, commented: “Both Eimear and Ian have made a fantastic contribution to Everun’s growth over many years and been central to our high standards. Their promotions are both very well deserved and a further investment in the quality of our leadership and management team. They will both play a pivotal role in our continued progress in the years to come.”

Eimear O’Reilly and Ian Hutchinson.

Alyson English and Stephen Smith, Lighthouse Communications.

NEW MULTI-MILLION POUND BANKING PARTNERSHIP

Multi-million pound banking partnership between the Ringland Group and Ulster Bank welcome news for city’s night-time economy.

Ringland Group and Ulster Bank have announced a new multi-million pound banking partnership to support future growth and boost the city’s night-time economy.

The £4.75 million pound refinancing of the Ringland Group includes a £1.75 million pound facility to support the development of Amelia Hall, one of the most significant regeneration projects in Belfast’s Linen Quarter in recent years.

The 480-capacity bar, which opened on Saturday 7th September, is the latest investment by brothers Ben and Peter Ringland, who operate popular hotels The Flint and The 1852 as well as bars Town Square and Southside Social in the city’s Queen’s Quarter.

The funding package from Ulster Bank will also support the continued expansion of The Flint on Howard Street.

Richard Lusty, relationship director, corporate banking at Ulster Bank, said: “The opening of The Flint on Howard Street in 2018 was an important moment for Belfast city centre and we’re pleased to see the regeneration of the historic Linen Quarter continuing today. We are pleased to be supporting the Ringland Group to deliver this ambitious project which is set to become a cornerstone of the high street and positively contribute towards the local tourism and hospitality sector, both in terms of job creation and encouraging footfall into the city centre.”

Commenting on the new banking partnership, Andy Tew, associate director, corporate banking at Ulster Bank, added: “Our new partnership will help build upon the solid foundation the Ringland Group has created with its incredibly strong brand portfolio and we look forward to continuing our relationship with Peter and Ben over the coming years.”

NAVIGATING COSTS IN CHALLENGING TIMES

With the cost of doing business a constant challenge, it’s time to get creative about saving money. Have you considered how your business software could be the key to preserving your bottom line?

Think about your daily operations. Could some tasks be automated, freeing up your team for more impactful work? How confident are you in your business software’s data? The right system gives real-time stock insights for smarter decisions and better customer service.

Reliable data will also help you to spot ways to cut costs right across your business and boost profits. Have you ever considered going paperless to streamline processes? It might be time to explore tools that automate invoicing and simplify your credit management.

Cloud-based business management solutions are worth considering. They give you the flexibility you need without the big upfront costs. Lastly, think about how your various tools work together. An integrated system can save time, reduce errors and help you cut costs.

Is it time to review your software for painless ways to reduce costs and improve efficiency? Learn more at www.intactsoftware.com

Richard Lusty, relationship director, corporate banking at Ulster Bank, brothers Peter and Ben Ringland of the Ringland Group, and Andy Tew, associate director, corporate banking at Ulster Bank.

RESOLVING CONFLICTS EFFICIENTLY:

The Strategic Advantage of Mediation and Alternative Dispute Resolution

In the fast-paced world of business, disputes are inevitable. Whether arising from internal conflicts, contractual disagreements, or challenges with suppliers, efficient dispute resolution is crucial to maintaining productivity, preserving relationships, and minimising disruption.

For nearly 25 years, Barrister Michael Bready has guided clients through these challenges. As an experienced mediator, he believes that Alternative Dispute Resolution (ADR), particularly mediation, offers businesses a smarter, more efficient approach to conflict resolution compared to traditional litigation.

How Mediation Works

Every mediation session is unique, but the process generally follows a similar structure. “The mediator acts as an independent third party, facilitating discussions between the disputing parties to help them reach an agreement,” Michael explains. Mediation typically begins with private meetings between the mediator and each party to outline the issues and agree on a framework for the session. Most mediations last about a day, and the parties usually walk away with a written agreement that outlines the resolution. In some cases, followup sessions may be needed, but most mediations conclude with a workable solution that the parties are satisfied with.

Mediation vs. Court: Control and Flexibility

One of the biggest advantages of mediation is the level of control it offers the parties involved. Unlike litigation, where a judge makes the final decision, mediation puts the power in the hands of the disputing parties. “Mediation allows businesses to tailor the pace, agenda, and outcome of the discussion,” says Michael. “The flexibility of the process means that mediation can adapt to a wide range of disputes, from employment disagreements to complex commercial conflicts. And if mediation doesn’t resolve every issue, it often helps narrow the focus, making any subsequent legal proceedings shorter and less costly.”

A Cost-Effective and Less Disruptive Solution

“Litigation can be a costly and draining process for businesses,” Michael adds. “The financial burden alone can significantly impact a company’s bottom line, but the personal toll on business

owners and employees cannot be ignored either.” Court battles often drag on for months or even years, pulling attention away from day-to-day operations. Mediation, on the other hand, offers a quicker and more streamlined path to resolution. “By mediating a dispute, businesses can move forward faster, with fewer distractions,” he adds. “The financial savings are immediate, but so are the benefits to the team’s focus and cohesion.”

The Importance of Confidentiality

Confidentiality is one of the key reasons businesses opt for mediation over litigation. “Everything discussed during a mediation session remains confidential, and the parties involved are bound by this confidentiality through a mediation agreement,” Michael explains. “Unlike court proceedings, which are typically public, mediation offers businesses a private environment where they can resolve their disputes without public scrutiny. This is critical for companies that wish to protect their reputation and keep sensitive information out of the public domain.”

Preserving Relationships

Another key benefit of mediation is its ability to reduce conflict and preserve relationships. “Litigation can be highly adversarial, and once a case goes to court, it’s hard to repair the damage caused to business relationships,” Michael points out. Mediation, by contrast, encourages open communication and fosters a collaborative environment. In many cases, the process helps resolve

not just the immediate dispute but also the underlying issues, leaving the parties with a stronger working relationship than before.

Addressing Misconceptions

While some may believe that mediation is ineffective and that disputes will inevitably end up in court, Michael disagrees. “Mediation isn’t always the solution for every dispute, but it’s an incredibly effective tool for resolving or at least narrowing the issues,” he says. Even if mediation doesn’t resolve every aspect of a conflict, it often leads to shorter court proceedings or encourages parties to settle remaining issues independently.

The Future of Alternative Dispute Resolution

For business owners, mediation offers a strategic alternative to traditional litigation. It’s cost-effective, confidential, and less damaging to business relationships. As courts and tribunals increasingly encourage mediation, it’s clear that this approach is more than just an alternative—it’s a smarter, more efficient choice for resolving disputes.

“As businesses face an ever-growing number of challenges, mediation provides a way to protect valuable resources like time, money, and relationships,” says Michael. “It allows businesses to move forward swiftly and effectively, ensuring they remain focused on growth and success.”

For more information visit: www.michaelbready.com.

Barrister & Mediator Michael Bready.

Seal of Approval

EChinese car makers like BYD are shaking up the electric car market, writes James Stinson.

lectric cars aren’t just changing what we drive, they’re also causing considerable alarm to traditional car makers. For decades, Toyota, GM, Ford, Volkswagen, Audi etc. have dominated the sales charts.

But battery electric cars are so fundamentally different to diesel / petrol-powered ones that new entrants prepared to take risks and innovate can prosper. Tesla is the most obvious example but the biggest disruptors with potentially the most to gain in the long term are Chinese manufacturers like MG and BYD.

The scale and ambition of BYD, which stands for, build your dreams, is massive – especially for a car maker you’ve probably never heard of.

Boosted by sales in its huge home market, it became the largest battery electric car maker in the world in the final quarter of 2023, overtaking Tesla.

The growth of BYD and other Chinese brands has gotten other car makers and governments around the world so spooked that many, including the US, Canada and the EU, are planning to introduce punitive tariffs in a bid to protect their own car industries.

For the time being though, consumers are the winners. Innovation is rampant and prices are coming down. And it isn’t just the cheaper end of the market that Chinese car makers are targeting. This new BYD Seal is a luxury saloon with its eyes firmly on rivals like the Tesla Model 3, BMW i4 and Hyundai Ioniq 6.

Unlike many Chinese cars, it isn’t priced to undercut rivals so it needs to have something about it in company like this the quirkily

named Seal is a good looking, well-engineered car with plenty of highend tech.

It’s available in two and four-wheel drive with the entry level Design variant costing from £45,695. Both versions are powered by the same 83kWh battery, though the twin motor version produces considerably more power – 530bhp compared to 313bhp.

The extra power delivers stellar performance, with a 0-62mph time of just 3.8 seconds though the single motor version is no slouch either, posting a 0-62mph time of 5.9 seconds.

Range is also better on the single motor version – 354 miles compared to 323. Real-world figures will likely be lower depending on driving styling, route, climate etc. but it’s ballpark for this segment.

At this price point, you’re also after a classy interior and the Seal delivers here too. The cabin is comfortable, well laid out and filled with plush materials. The giant 16-inch centrally mounted touchscreen is easy to use while the cabin is spacious and well-laid out.

Every Seal comes with a full-length glass roof, which adds to the airy feel. The rear has plenty of legroom while the boot is adequate. There’s also a small trunk (frunk?) in the front, which is handy for storing charging cables.

Standard equipment on both versions includes 19-inch alloy wheels, an electric tailgate, heated and ventilated seats with electrical adjustment and a memory function, dual-zone air conditioning, a heat pump (to improve efficiency), adaptive cruise control, keyless entry, touchscreen infotainment and parking aids.  The four-wheel drive Excellence model – from £48,695 - adds a head-up display and more sophisticated adaptive suspension.

The Seal’s Blade battery has a maximum charging rate of 150kW, so if you can find a quick public charger you should be able to top up from 10% to 80% in around 38 minutes though the vast majority of charging is done at home, overnight.

Chinese cars with a premium brand feel are a bit of a novelty but as electric cars become mainstream, we’re going to see a lot more BYDs on the roads.

MAKE YOUR SALARY GO FURTHER.

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new entry-level EV

Kia has revealed pricing for its new EV3, the Korean brand’s most affordable electric vehicle yet.

Prices for the compact all-electric SUV start from £32,995 – about £2,000 less than key rivals like the Volvo EX30 and Cupra Born, and undercutting the slightly larger Kia Niro EV by more than £4,000.

The entry-level EV3 ‘Air’ offers up to 267 miles of range, thanks to a 58.3kWh battery, or for an extra £2,000, buyers can get a larger 81.4kWh unit that’s good for 372 miles on a single charge. ‘GT-Line’ and ‘GT-Line S’ models are fitted with the bigger battery as standard, but due to their larger wheels, the maximum range is reduced to 347 miles. Every EV3 uses a 201bhp electric motor, driving the front wheels, which has a 0-62mph time of 7.5 seconds.

Standard kit across the range includes a 12.3-inch digital driver’s display, 5.3-inch climate control screen and 12.3-inch touchscreen all housed in a single panel – just like in the Kia EV9 seven-seat SUV, from which the EV3 borrows plenty of other styling cues.

Wireless Apple CarPlay and Android Auto also feature, along with a reversing camera, heated front seats and steering wheel, LED headlights and 17-inch alloy wheels. Smart cruise control and driver-attention warning are among the suite of driver-assistance technologies onboard, too.

The EV3 GT-Line is priced from £39,495 and adds sportier styling, 19-inch rims, gloss-black exterior trim and rear privacy glass, while the interior gets two-tone seat upholstery, alloy pedals, a sliding centre console and a wireless smartphone charging pad.

The top-of-the-range EV3 GT-Line S starts from £42,995, and

New MG SUV hits the roads

features luxuries like an eight-speaker Harman Kardon sound system, a head-up display, an openable sunroof, ‘premium relaxation’ front seats, a powered tailgate, a 360-degree surround view camera and blind-spot monitoring.

GT-Line S also gets vehicle to load (V2L) charging. The charging port cable converts so three-pin household devices can draw down on car’s battery to power devices on-the-move, which is handy especially if you do a bit of camping.

Premium paint options cost £625 extra on Air and GT-Line trim, but come standard with GT-Line S cars, which are the only ones available with an energy-saving heat pump that costs £900 extra.

Just like in the larger EV9, the dashboard is dominated by two 12.3inch screens – one for the infotainment and one in front of the driver, and there are plenty of recycled materials used on the seats and the door cards.

In terms of practicality, this may be a small SUV but it has a pretty big boot. You get 460 litres of luggage space, 60 litres more than the Volvo EX30 and 130 litres more than the Smart 1 has to offer.

Like the much bigger EV9, this new baby SUV is a real head turner as well as being strong on engineering, space and refinement.

MG has opened order books for its latest MG ZS Hybrid+. The new model builds on the success of the existing MG ZS, currently the brand’s second best-selling model in the UK, with substantial upgrades in technology, comfort and performance.

The new MG ZS Hybrid+ is available in two trim levels, SE and Trophy, with the SE starting from just £21,995 and the range topping Trophy variant priced from £24,495.

Both models come generously equipped with full LED lighting front and rear, a 12.3-inch HD infotainment display with navigation and live services, a 7-inch virtual driver display, rear parking sensors with camera, automatic headlights, rain-sensing wipers, and keyless entry.

MG Pilot, which comprises a comprehensive range of safety and driver assistance technologies, is standard on both models, and includes adaptive cruise control, active emergency braking with pedestrian and bicycle detection, lane keep assist, lane departure warning, rear cross traffic alert, blind spot detection, forward collision warning, and traffic jam assist.

For an extra £2,500, the Trophy edition gains 18-inch ‘Sabre’ alloy wheels, rear privacy glass, leather-style upholstery, heated front seats and steering wheel, 6-way electrically-adjustable driver’s seat with lumbar support, and a 360 degree surround view camera. The hybrid powertrain seamlessly integrates a 100bhp 1.5-litre petrol engine with a 134bhp/250Nm traction motor for a combined output of 193bhp. This combination ensures a refined driving experience with decent performance, reaching 62mph from rest in 8.7 seconds. Fuel economy is a claimed 55.4mpg with low CO2 emissions of 115kg/km.

SALARY SACRIFICE COMING SOON TO AGNEW LEASING!

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Benefits of Salary Sacrifice

• Tax savings -You can avoid paying a significant amount of tax and National Insurance. This depends on how much you earn, with higher earners saving the most – especially if the reduction in salary means you move down from the higher rate of tax bracket.

• Lower monthly payments - You can lease a car for less than if you took out a personal lease. This is because there are potential VAT and NIC savings available through salary sacrifice.

• No deposit required - Most car salary sacrifice schemes allow you to lease a car without having to put down a deposit. As well as saving you a sizeable chunk of cash up front, this also means monthly payments are higher than if you put in a deposit. This in turn maximises your savings from the scheme.

• Reduced fuel costs - Simply EVs can be cheaper to run than petrol and diesel cars - especially if you can charge at home with a professionally installed home charger. This could allow you to make savings on your daily running costs.

• Access to wider choice of electric vehicles - It may be the case that you can choose from a wider range of cars through a salary sacrifice scheme. Lower monthly payments could open up more luxurious vehicles to your budget, while you may also benefit from fleet discounts if you work for a large company.

To find out more about Agnew Leasing’s Salary Sacrifice contact the team on 028 9009 7282.

DROP & GO AT DUBLIN AIRPORT

In today’s fast-paced world, convenience and efficiency are paramount, especially when it comes to air travel. Recognising this, Dublin Airport has introduced the ‘Drop & Go’ service, a game-changer for both passengers and drivers. The Drop & Go Parking is available at Dublin Airport and is located on Level 3 of the T2 Short Term Car Park. Drop & Go Parking offers easy and convenient parking a short walk away from Terminals 1 and 2, allowing you to hand over your keys and go directly to departures. The Drop & Go Parking service is available to book on Dublinairport.com.

Benefits of Drop & Go

- Time saving: Drop & Go Parking offers easy and convenient parking a short walk away from both terminals, allowing you to hand over your car keys and go directly to departures, saving you time before your flight.

- Safety: All cars are inspected through the damage recognition system, which will take digital images of your vehicle upon entry, to ensure no damage is done to your vehicle while availing of the Drop & Go service

- Accessibility: The Drop and Go zones are conveniently located near the terminal entrances, making them easily accessible for all passengers. Follow the signage to the Drop & Go parking area located on Level 3 in the Terminal 2 Short Term Car Park.

Visit Drop & Go on dublinairport.com to find out more about how the Drop & Go service works.

The Autumn Edit

Ulster Tatler’s Fashion & Beauty Editor, Joanne Harkness, looks at trends that are coming in for autumn, including cosy knits and leather boots.

Showerproof jacket, £279, zip-up cardigan, £99.95, Barbour

Jumper and handbag, Whistles

The City Boot, £339, Essen

Suede jacket,

Stripe sweatshirt, £60, bootcut jeans, £59, FatFace

Black leather biker jacket, £30, Peacocks

Cheltenham boot, £130, Dune London

FUNDING THE FUTURE OF MEDICAL RESEARCH

Queen's graduate, Dr Lavinia Boyce BEM, not only funds an annual scholarship in Neurology, Medical Genetics or Immunology at Queen’s, but she has also chosen to support the University through a gift in her Will.

She explains: “Unfortunately, my mother suffered from epilepsy and heart problems. During her illness we decided to leave a bequest to facilitate the worldclass research carried out by Queen’s into neurological diseases, such as epilepsy. I believe that by leaving a legacy gift I can  make a positive, lasting difference to future generations.”

For more information on leaving a gift in your Will to Queen's, contact Louise Carey at l.carey@qub.ac.uk or visit go.qub. ac.uk/legacy1.

MCS LAUNCH THE NORTHERN IRELAND EMPLOYMENT MONITOR

“At MCS, we’ve always focused on helping companies understand the market by sharing insights on market trends, benchmarking salaries, and refining internal processes to attract top talent. But we felt it was time to share even more. That’s why I’m thrilled to announce the launch of the Northern Ireland Employment Monitor. This report is designed specifically for business leaders, offering real-time insights into the job market. It provides a comprehensive analysis of current trends in the job market, availability of talent, as well as company strategies and candidate behaviour. We’ll also look ahead to the second half of the year. I believe this data is crucial for businesses to navigate the rapidly changing employment landscape, and I hope companies can use it to stay ahead of the curve.” Sean Devlin, Group Sales Director, MCS Group.

To access the NI Employment monitor visit: www.mcsgroup.jobs/resources/the-ni-employment-monitor

s.devlin@mcsgroup.jobs www.mcsgroup.jobs 028 9023 5456

OUTSOURCE GROUP AND PALO ALTO NETWORKS ENTER NEW EXCLUSIVE PARTNERSHIP

Outsource Group, a leader in delivering Security focused IT and Consultancy Services, have announced a significant development to their existing SOC security services, with a new partnership with Palo Alto Networks, the world’s leading cyber security company.

Investing in excess of £1m+ in Palo’s cutting edge technologies and staff training/resources, Outsource are now the only indigenous partner on the island of Ireland to have secured Palo Cortex MSSP status and can deliver SOC services powered by Cortex XSOAR orchestration tools, resulting in the ability for Outsource to sell, deliver and deploy SOC services to existing inhouse SOC or IT teams.

Cortex is an AI-driven platform delivering best-in-class threat detection, prevention, attack surface management, and security automation tools on an integrated platform, powered by machine learning and threat intelligence. Outsource are utilising XSOAR, the industry’s most comprehensive security orchestration and response platform and further building on its track record in rolling out Cortex XDR to thousands of users to date, the industry’s first extended detection and response platform that delivers holistic threat prevention, detection and response capabilities.

This partnership is another step in delivering on Outsource’s objective to be the number one security partner of choice across the UK and Ireland.

For more information visit www.osgroup.co.uk

Executive Head Chef

SEARED KING SCALLOPS, VINE CHERRY TOMATOES, SOFT SUMMER HERBS & LEMON DRESSING

Remove cherry tomatoes from the vine and slice each into 4 even slices. Place in a bowl. Add juice from half the lemon, 100ml of the olive oil, all the mustard, a little salt and pepper and leave aside to marinade.

Meanwhile put a large pan on a high heat, when hot add the remainder of the olive oil. When pan begins to smoke slightly add the scallops. Season and allow to colour well

Approx 2 min

Flip the scallops, add the salted butter and juice from the half lemon, remove from the heat and allow to continue cooking in the pan for approx. 1 min. Remove onto flat and allow to rest. Keep the pan.

Meanwhile add the chopped herbs into the tomato mixture, stir and check seasoning. Add the tomatoes into the pan and put over the heat for 1 min to warm.

To Serve:

Spoon the tomato mixture evenly between 4 starter plates, place 4 scallops onto tomato mixture and add any juice from the pan. Finish with a sprig of fresh chervil.

FROM BOARDING TO BOARDROOM AND BACK AGAIN

In today’s fast-paced world, every minute counts – especially when you are travelling.

Thankfully, Belfast City Airport offers a seamless and convenient travel experience to and from the heart of Belfast, ensuring you can make the most of those minutes and save them for the moments that matter.

JOIN THE TEAM AT COLE GROUNDWORKS

The heart of Belfast

Located only five minutes from Belfast city centre, Belfast City Airport is the fastest start to any journey.

Its close proximity to Belfast’s thriving business scene offers unrivalled convenience, and with one of the shortest car to gate distances in Europe, getting through the terminal is a breeze.

Plus, with more domestic destinations than any other UK airport, Belfast City Airport connects you from the heart of Belfast to the heart of where you need to be.

Putting the ‘fast’ in Belfast City Airport

From being named the most punctual airport in the UK in 2023 to its speedy average security processing time of only six minutes, it’s no surprise that Belfast City Airport is the first choice for business travellers.

A global gateway

With 190 connections via its London Heathrow, Manchester, Amsterdam, and Frankfurt routes, Belfast City Airport is Northern Ireland’s only true global gateway. Whether it’s for business in Beijing or meetings in Manhattan, take off from the city and enjoy a quick and hassle-free journey.

To find out more about travelling from Belfast City Airport, visit belfastcityairport.com

ARE YOU READY FOR THE NEW PROCUREMENT ACT 2023?

Cole Groundworks is a local company with global reachalways looking for bright talent to join their team.  They are a leading civil engineering company known for delivering highquality infrastructure solutions across a variety of sectors, most recently mission critical. As they continue to expand, they are seeking motivated professionals across a variety of levels who thrive on challenge and are passionate about shaping the future of engineering. They offer exciting opportunities for career development, competitive benefits, and the chance to work on cutting-edge projects that make a real impact.

If you are interested in joining the team, forward your CV to info@colegwc.co.uk

Eversheds Sutherland’s team of legal professionals specialise in procurement law. They provide tailored solutions and customised services to meet the unique needs of your business.

• Legal Consultation: Expert advice to ensure your business complies with the new regulations.

• Training Workshops: Interactive sessions to educate your team on the key aspects of the new Act.

• Documentation Review: Thorough analysis of your procurement documents to ensure they meet the new standards.

• Ongoing Support: Continuous assistance to help you navigate the complexities of the new legislation.

For further information, please contact LisaBoyd@eversheds-sutherland.ie or PeterCurran@eversheds-sutherland.ie or visit www.eversheds-sutherland.com

Columnist

John Campbell BBC NI’s Economic & Business Editor

Painting a picture of the economy

Two contradictory interpretations of the economy can both be true at the same time.

We’re seeing that play out noisily in Westminster and a lot more quietly in Stormont. At Westminster it is centred around the Chancellor’s claim that the new government has ‘inherited the worst set of circumstances since the Second World War’ while the Conservatives point to recent growth which is among the strongest in major economies.

Some of those poor circumstances Labour are dealing with can be vividly illustrated. A chronically underinvested prison system where offenders are released early because there is nowhere to put them or woeful budgeting at the Home Office where estimates on asylum spending were out by £7.6bn over three years.

However, the regular releases from the Office of National Statistics (ONS) point to an economy which is clearly on an upswing. It is these numbers the Conservatives are keener to talk about.

ONS figures suggest the UK economy grew by 0.6% in the second quarter of 2024, following growth of 0.7% in the first quarter. That is the best six month period since the economy reopened after the first COVID lockdown.

Industry data also suggests that UK manufacturing output is expanding faster than in other developed economies.

CPI inflation has fallen rapidly from the time former PM Rishi Sunak launched his pledge to halve it. It was 2.2% in July down from a peak of just over 11%.

With interest rates now falling and the labour market relatively undisturbed, the Conservatives are making the case they have delivered a soft landing to Labour. That helps bolster the case that

Labour’s doomy rhetoric is overblown. Other figures bear that out.  For example, at the end of WW2, UK government debt as a proportion of GDP stood at 270% compared to around 90% today.

Labour would be on safer ground if they looked at a more recent time period which has been dominated by the Conservatives and the austerity economics of George Osborne.

Since the financial crisis of the late 2000s productivity growth in the UK has been very weak which is reflected in economic growth per person which has barely risen since 2007, up by just over 5.5% in 17 years.

So Labour can credibly make the case that a cyclical upswing after a short recession does not mean that the UK economy’s deeper problems, which have festered for two decades, are somehow fixed. And in fairness to Labour, they are increasingly focused on their fiscal inheritance which is, crudely, that the Conservatives had made spending commitments without being sure they had the tax revenues to pay for them.

The government is pushing hard on that gloomy prognosis at the moment, aiming to cement the idea that every painful thing they do over the next five years is about trying to undo the damage wrought by the Conservatives.

Presumably at some point they will have to tell a more hopeful story about how they are going to make people’s lives better and more prosperous. But don’t expect to hear that sort of message until after the budget and maybe not until next year.

The economic story at Stormont is slightly different and somewhat stranger: no political party seems that interested in owning or claiming credit

for an improving economic picture.

For example, we have recently had record low unemployment figures and a significant upgrade in the annual growth forecast from the Ulster University Economic Policy Centre.

Both of these passed without any political hoopla. I didn’t notice anyone clamouring to get into the broadcasting studios to say Stormont policies had contributed to these developments.

I can guess that part of the reason for this is the disconnect between economic performance and the crisis state of public services.

Any minister trumpeting better growth prospects is going to be asked does this mean there is now going to be more money around for hospitals and schools?

In the context of our devolution settlement the answer to that is always ‘No’ because fiscal devolution is so limited.

The bargain is essentially that we will have a steady stream of funding from central government, come rain or shine. Stormont budgets are protected in the bad times but there is no real mechanism to collect additional revenue for public services in the good times.

Politically that means that there is no great incentive to pursue policies that prioritise growth.

Scotland has moved beyond this position with income tax devolution. It has proved messy in practice and is not the transformational change in funding public services that some had hoped for.

Whether Stormont should have more fiscal powers is likely to come back onto the agenda in the context of the fiscal framework negotiations with the Treasury. Expect those discussions to begin in earnest next year.