Ambition January - February 2015

MAGAZINE OF NORTHERN IRELAND CHAMBER OF COMMERCE AND INDUSTRY

£2.95

JANUARY/FEBRUARY 2015 ISSUE 8

january/february 2015

ALSO IN THIS ISSUE: • Enterprise at Belfast International Airport • The Lava Group fires up • Shedding light on storing wind power

Magazine of northern ireland chamber of commerce and industry

No time to stand still for entrepreneur Fiona Boyd-Armstrong How entrepreneurs make it in business

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CONTENTS 94

30

70

NEWS

Columnists

DARE TO BE AN ENTREPRENEUR

LIFESTYLE

08 A dream topping 10 Glen Dimplex systems for Europe 12 Cascade of awards for PR firm 13 Driving success

30 A winning formula 33 Young entrepreneurs of tomorrow 48 Gladiators and business etiquette

24 Angela McGowan 70 Siobhan Lavery 72 Maureen O’Reilly 96 Jim Fitzpatrick

84 Terrific and tantalising - James Stinson 93 Culinary delights - Chris Rees 94 The not so blue January - Rebecca McKinney

january/february 2015 | ISSUE eight

08

16 FEATURES

16 All fired up 58 Piloting growth 62 What’s in it for me?

65 Shedding light on storing wind power Cover story - page 42 Fiona Boyd-Armstrong who created Shortcross Gin with her husband David raises a glass to an entrepreneurial spirit.

Editor: Adrienne McGill Publisher: Chris Sherry Advertising Manager: Catherine Patton Editorial Assistant: Ashleigh Addis Email addresses: adrienne.mcgill@northernirelandchamber.com c.patton@ambitionni.co.uk Websites: www.northernirelandchamber.com, www.ulstertatler.com Addresses: Northern Ireland Chamber of Commerce and Industry, 4-5 Donegall Square South, Belfast, BT15JA Tel: 028 9024 4113 Publisher: Ulster Tatler Group, 39 Boucher Road, Belfast, BT12 6UT Tel: 028 9066 3311 Printed by: W&G Baird, Antrim NI CHAMBER PATRONS

2 NI Chamber

[editorial]

driving ambition An enterprising year ahead

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New Year has dawned…bringing with it many hopes but also challenges for the local economy.

But this is also the year during which Northern Ireland’s entrepreneurial prowess will be on display.

Northern Ireland was last year selected as a European Entrepreneurial Region for 2015 in a move which could provide a massive economic boost.

It is one of three EU regions – alongside Lisbon in Portugal and Valencia in Spain – to be given the honour by the European Parliament.

Advocates of the scheme, which include Invest NI and the Northern Ireland Local Government Association (NILGA), say it could help create hundreds of jobs and drive millions into the local economy.

It could open new doors for Northern Ireland based entrepreneurs to potential investors and more than a billion euro of EU finance.

The status was accorded during a ceremony at the Committee of the Regions in Brussels. Northern Ireland was one of 16 regions to apply for the honour.

The Committee bestows areas with the title who have “the most credible, forward-

thinking and promising vision plan.”

They are regions which “show an outstanding and innovative entrepreneurial policy strategy, irrespective of their size, wealth and competences”.

Committee President Ramon Luis Valcarcel said the prize was awarded to “regions that champion SMEs” and praised the “bottom up approach” proposed in Northern Ireland.

The award will showcase the best, most diverse, and strongest enterprises in Northern Ireland to a captive audience and put the spotlight firmly on the creativity and dynamism of businesses in the Province.

We therefore take a look at entrepreneurship in our special focus ‘Dare to be an Entrepreneur’ and hear from entrepreneurs whose drive, determination and vision has made their companies become leaders across a variety of sectors in home and international markets. We also look at funding for young companies, the EY Entrepreneur of the Year Programme, transforming academic research into commercial reality and the work of Young Enterprise in helping to create the business gurus of tomorrow.

business interior specialists 04 NI Chamber

In a new and regular feature, starting in this issue, we will have an update from ‘Chamber Chief’ Ann McGregor on recent events hosted by NI Chamber with a picture gallery highlighting speakers and guests.

We also have a diverse range of news and views from our popular columnists including Jim Fitzpatrick who shares what he discovered about business success on a recent trip to New York. Our new columnist, Siobhan Lavery of ICAN, will be giving an insight into the world of integrated digital marketing in each issue.

Meanwhile, our fashion expert Rebecca McKinney puts colour into the Winter blues this season and James Stinson packs much into travel and gets into gear with motors.

Finally, for anyone who wants to impress New Year dinner guests with a gastronomic delight, Chris Rees, Head Chef at Galgorm Resort’s River Room restaurant serves up a sensational venison dish.

As always, we look forward to hearing from members who want to share their business successes in the pages of Ambition.

Adrienne McGill Editor, Ambition

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[editorial]

PRESIDENT’S PERSPECTIVE Change for the better

W

e begin 2015 with a renewed sense of optimism. According to the latest NI Chamber Quarterly Economic Survey, economic recovery remains in positive territory; the NI Executive has now consulted on a draft budget and the

publication of the Corporation Tax (Northern Ireland) Bill is further progress.

Whilst it is not yet legislation, there is now a commitment from Government to seek to get the NI Corporation Tax Bill on to the statute books before the general election.

The announcement that the Labour party will not seek to prevent this happening is also encouraging. Therefore it will soon all be in the hands of our local politicians and once the Stormont House Agreement moves forward, the green light will be given to legislate the bill.

This development will undoubtedly contribute to private sector growth and we can constructively use the two year window until the legislation comes into effect to promote Northern Ireland. Therefore, what is now needed is a clear signal from the local parties on what rate they intend to introduce and an action plan for implementation.

There is also a vital requirement that the parties clearly state that they will maintain this rate for a significant period of time – at least a decade – so as to give business the investment certainty it will need.

In terms of the draft budget, we welcome the fact that it places emphasis on funding job creation as evident by the allocation of a further £30m to the Department of Enterprise, Trade and Investment (DETI) to ensure the recent impressive record on job creation can continue.

We encourage the Executive to also protect the budget for programmes which lead to the creation of new businesses and improved productivity in existing businesses.

This includes budget for the proposed export action plan under development by DETI as well as innovation and skills programmes which have demonstrated real value.

In addition, with the expected increase in inward investment, it is also vitally important that sufficient budget is allocated to the Department of Employment and Learning.

It is essential that we continue to support the development of STEM programmes and retain the Assured Skills initiative which engages the FE sector to bridge the skills gaps in priority areas such as IT, advanced engineering and financial services.

We recognise the challenges that the Executive face given the extent of the savings required overall and it is therefore vital for the Executive to work collaboratively in 2015 to develop long-term sustainable plans.

Business will contribute constructively to this process and through a partnership approach, we can grow the economy together.

2015 has just begun – it must be a year of change for the better.

Kevin Kingston President Northern Ireland Chamber of Commerce and Industry

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PRESTIGIOUS AWARD FOR MOY PARK Top UK food company, Moy Park, recently received the ‘Judges’ Special Recognition Award’ at the Ulster Bank Business Achievers Awards ceremony held at the Mansion House in Dublin.

The awards featured finalists drawn from Ulster, Munster, Leinster and Connacht following regional heats.

Commenting on the award, Moy Park Chief Executive Janet McCollum said: “I am honoured to accept the Judges’ Special Recognition Award on behalf of Moy Park. This recognition is not only

testament to our business performance in recent years, but also to the whole team at Moy Park, whose passion and expertise has helped Moy Park grow into the successful company it is today. We are a customer focused business and share our successes with all those partners we work with throughout the supply chain.”

Moy Park, a leading poultry firm owned

by Marfrig in Brazil, is now a £1.4 billion turnover business, headquartered in Craigavon in Northern Ireland with 14 sites across the UK and Europe.

Pictured receiving the ‘Judges’ Special Recognition Award’ at the Ulster Bank Business Achievers Awards from Ellvena Graham, Head of Northern Ireland at Ulster Bank, is Janet McCollum, Moy Park Chief Executive.

HONORARY FELLOWSHIPS AWARDED AT COLLEGE’S CELEBRATION Belfast Metropolitan College awarded its annual Honorary Fellowship Awards to local industry leaders during its higher education Graduation ceremony recently.

Niall McKenna, Owner of James Street South Restaurant and Cookery School in Belfast, was awarded for his outstanding contribution to entrepreneurship and to the hospitality and tourism industry in Northern Ireland. Jackie Henry, Senior Partner at Deloitte Northern Ireland, was awarded for her outstanding contribution to enterprise and economic development in Northern Ireland.

The forward-thinking industry leaders were awarded the College’s highest accolade it can bestow during two ceremonies which celebrated the achievements of over 1,000 students.

Marie-Thérèse McGivern, Principal and Chief Executive of Belfast Metropolitan College, congratulated the new graduates and Honorary Fellows: “Belfast Met is extremely proud of each of our graduates and we would like to congratulate every one of them on the effort and dedication they put into their programmes of study. We are delighted to offer a special occasion that allows our graduates to celebrate their achievements with those who have supported and assisted them throughout their studies, from family and friends to lecturers and support staff in the College.

“It is an absolute privilege to award our Honorary Fellowships to two truly outstanding individuals. We hope that each of the Honorary Fellows’ experience will inspire our learners as they move into the next stage of their personal and professional lives.”

Jackie Henry who was recognised for her outstanding contribution to enterprise and economic development in Northern Ireland, pictured with Marie-Therese McGivern.

08 NI Chamber

Niall NcKenna receives the Honorary Fellowship award from Marie-Therese McGivern, Principal and Chief Executive of Belfast Met.

Harry Wang and Katie Waddell, owners of new froyo sensation Spoon Street, with Ross Mullan from Marcon Fit-Out.

A dream topping Antrim-based fit-out specialist Marcon Fit-Out is celebrating the completion of Northern Ireland’s first frozen yogurt shop.

Spoon Street is a new concept froyo bar inspired by the frozen yogurt craze that is sweeping America.

The new brand is the brainchild of Harry Wang and Katie Waddell who have chosen Ballyhackamore in Belfast as the location for their first outlet. The couple are planning to introduce several more Spoon Street shops in various locations across the city.

The Spoon Street concept is already a hit with customers who get to pour their own froyo from a selection of 16 different flavours and choose from more than 40 different toppings. Frozen yogurt has

grown in popularity as a healthy alternative to ice-cream.

Marcon Fit-Out’s specialist joinery workshop in Antrim manufactured the bespoke items within the shop which included the counters, seating and a curved ceiling which is one of the many exciting features of Spoon Street.

Ross Mullan from Marcon Fit-Out said: “We are really pleased with the quality that we have achieved with the interior of Spoon Street. We particularly enjoyed working with a client that wanted to create something really different and was open to suggestions that we had.

“Spoon Street is a perfect example of where a high quality fit-out, good design and bespoke manufacturing meets imagination, a strong product and a personal service.”

Fleet Simplicity Tayto Group saves £72,000 by using Fleet Simplicity to implement driver improvement scheme

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nack food giant Tayto Group has slashed its annual fuel spend by £72,000 and drastically reduced its carbon footprint, after using TomTom Telematics technology to transform driver behaviour.

ultimately, become better, safer and more environmentally-aware drivers.”

Tayto worked in partnership with Fleet Simplicity to develop processes that allowed them to make best use of the data provided by The Armagh-based firm has boosted MPG by 15 WEBFLEET to meet their specific business goals. per cent by reducing both speeding and idling Drivers are provided with weekly through a programme to improve communications on speeding, idling and driving performance. driver behaviour, as well as twice-weekly fuel awareness updates, monthly group reviews and The scheme is underpinned by WEBFLEET, targeted training. WEBFLEET also profiles each TomTom’s SaaS fleet management platform, which allows Tayto to monitor aspects of driving driver, giving them an Optidrive™ score from one to 10 based on how safely and efficiently style, including speeding, acceleration, fuel efficiency, idling time and harsh steering they are driving in terms of speeding, incidences or braking. of harsh steering or braking and MPG. As a result of being able to manage and communicate “By gaining unprecedented insight into the using the score, Tayto achieved a 42 per cent improvement in average Optidrive score in behaviour of our drivers, we have been able to address areas of poor performance and 12 months. drastically reduce inefficiency in the operation of our vehicle fleet,” said Peter Rush, Purchasing Tayto has also used WEBFLEET to monitor the use of its vehicles more closely, effectively and Fleet Manager at Tayto Group. eliminating any unauthorised out-of-hours usage.

“The data delivered by WEBFLEET provided the The system also automatically logs vehicle perfect starting point for us to work with our mileage and reports on business and private staff in order to help them better understand mileage to simplify expenses claims and records for HMRC compliance. where improvements could be made and,

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[news]

Jobs boost Belfast e-learning company, Logicearth Learning Services Ltd, is to more than double its staff in an expansion supported by Invest Northern Ireland.

The company, established in 2009 by Peter Carlin and Paul McKay, currently employs eight people delivering classroom and online training, and learning consultancy to large corporate clients.

Logicearth is now recruiting 11 additional staff and has been offered £99,000 of support from Invest NI. Announcing the expansion Peter Carlin said: “Our strategy is to build a global learning organisation with a base in Northern Ireland. Over the last two years we’ve been supported by Invest NI to recruit learning professionals, rebrand and undertake a comprehensive marketing campaign. We are now in a strong position to achieve significant growth in turnover over the next few years.

“Invest NI’s support for the 11 new jobs is enabling us to build further capacity and capability in the company so that we can target new clients, particularly in the key growth areas of learning technology and online content. With more learners wanting to access content on mobile devices, we have developed content that runs on any mobile device, giving us a significant competitive advantage.”

The new jobs include graphic and instructional designers, as well as project and quality managers.

Commenting on Logicearth’s growth plans, George McKinney, Invest NI’s Director of Technology & Services, said: “One of Invest NI’s aims is to build the digital media sector in Northern Ireland and so we are keen to support forward-looking companies such as Logicearth, which are creating high value jobs.”

Logicearth is based in Ormeau Business Park, Belfast.

Paul McKay and Peter Carlin, Logicearth, with George McKinney, Invest NI.

Neil Stewart, Managing Director of Dimplex Renewables with Sean O’Driscoll, Chairman of Glen Dimplex at the unveiling of the Quantum Energy System.

Glen Dimplex energy systems to be installed throughout Europe

A European consortium with worldleading Irish expertise has received the first phase of approval for a @12million (£9.5million) grant from the European Commission’s Horizon 2020 fund.

The research and innovation grant will bring to fruition a large scale pilot study into the future of small-scale energy storage, and will see thousands of Portadown-manufactured Glen Dimplex Quantum energy systems installed throughout Europe.

The twelve-strong RealValue consortium is unique in that it encompasses the entire energy supply chain, including many of the major players in the Irish energy sector – Glen Dimplex, SSE Airtricity, ESB Networks, EirGrid, Intel and the Electricity Research Centre at University College Dublin.

Commencing in April 2015, RealValue will involve the installation of Glen Dimplex Quantum energy systems into 1250 homes, 100 of

which will be in Northern Ireland. The study will also include 700 homes in Ireland with the remaining pilot homes situated in Germany and Latvia.

Replacing traditional storage heaters, the Quantum energy system combines efficient, high-performance electric space and water heating with thermal energy storage capability. It was launched in 2013 as a result of the biggest-ever investment by Glen Dimplex in one piece of technology, and Research and Development for Quantum was driven by Glen Dimplex subsidiary – GDC Portadown.

With RealValue, the Quantum systems will be linked to energy providers via highly-advanced technology, developed by Intel. The smart system will also interpret data to forecast heat demand and consumer comfort preferences, and it will interact with the grid to manage supply and congestion.

INDUSTRIAL WIPES COMPANY CLEANS UP WITH LOAN An Antrim-based manufacturer and distributor of textile wipes has received a loan from the £50m Growth Loan Fund which will be used to increase the levels and range of stock to be exported throughout the UK and Irish markets.

Finance for the £50m Growth Loan Fund – which provides mezzanine finance to established Northern Ireland SMEs seeking to access growth finance – has been provided by Invest NI and private investor, Northern Ireland Local Government Officers’ Superannuation Committee (NILGOSC).

Commercial Wipes manufacture and distribute a range of industrial hygiene products including textile wipes, non-woven cleaning wipes and paper consumables to customers throughout the UK and Ireland.

Managing Director Connor Dinsmore said: “With this loan from the Growth Loan Fund, we will be able to create significant efficiencies in our

10 NI Chamber

production processes. We import raw materials from all over the world including India, Pakistan, China, and Eastern Europe. It is then manufactured and processed into a range of industrial wipes before exporting to the UK and Ireland – approximately 70 per cent of our business is now export and we supply blue-chip accounts including British Telecom, Airbus and Jaguar Landrover.”

WhiteRock Capital Partners LLP has been established to respond to enquiries of the Fund by the consortium of three partners – Braveheart Investment Group, NEL Fund Managers and Clarendon Fund Managers, all of which are authorised and regulated by the FCA. Senior Investment Manager at WhiteRock, Mark Canning said: “This investment will further strengthen the scale and range of Commercial Wipe’s product portfolio and underpin their continued market penetration in the UK and Ireland.”

Mark Canning, Senior Investment Manager, WhiteRock Capital Partners with Connor Dinsmore, Managing Director, Commercial Wipes.

[news]

NI Chamber’s Mo Bros: (Back l-r) Kevin Hunter; James Woods; Andrew Smythe; Gareth Williamson; John Quinn.

(Front l-r) Chris Morrow; Darren Oldroyd; Richard Willis.

NI Chamber’s Mo Bros The male members of NI Chamber’s team did their part recently in helping to change the face of men’s health by raising £500 for the Movember Foundation which challenges men to grow moustaches throughout the month of Movember (November).

The ‘Grow the Mo’ initiative is a global movement which sees ‘mo bros’ raise funds and awareness around men’s health issues

with a particular focus on prostate and testicular cancer .

A member of the NI Chamber team John Quinn said: “As part of the global fundraising campaign, NI Chamber is delighted to have been involved with Movember and hopefully this will continue to encourage awareness and understanding regarding issues that directly

affect men’s health.

“We are very grateful to everyone who donated, including friends, family and colleagues. As well as raising money, we raised quite a few laughs for our efforts as well.

“We are already looking forward to Movember 2015 when we hope to raise even more money for this very worthwhile cause.”

Multi-million Newcastle investment as mobile home market on the up A County Down couple have invested several million pounds to expand their caravan park business as the market for mobile homes in Northern Ireland has been on the up.

Alan and Roslyn Milne, supported by Ulster Bank, have acquired Mourneview Caravan Park in Newcastle, adding to their three existing sites in Cranfield, close to Kilkeel.

The couple, who have been operating caravan parks for more than 20 years, now have over 1,100 mobile homes within their operations.

Alan Milne said: “We are very pleased to make this investment with considerable support from Ulster Bank. It allows us to expand our business and to gain access to the mobile home market in Newcastle, which is very strong.

“Investing in Mourneview is a great business

opportunity, allowing us to acquire one of Northern Ireland’s best known and most prominent parks, close to Newcastle town centre, Royal County Down Golf Club and Murlough Bay.” Andy Mills, Regional Director, Business Banking, Ulster Bank, said: “Alan and Roslyn are extremely entrepreneurial local business people who operate a number of very successful small and medium-sized companies. We are very pleased to support their investment which will contribute to the ongoing expansion of their business, and help ensure the continuing success of a key asset in the local tourism industry.

“Our dedicated £1bn for business fund is aimed at supporting local enterprises of all sizes

Girvan Gault (Ulster Bank); Caroline McKeown (Ulster Bank); and Andy Mills (Regional Director, Business Banking, Ulster Bank) with Alan Milne.

as they look for sustainable new opportunities for growth and expansion.”

Cascade of awards for PR firm

JPR Senior Consultant Kathryn Kirk and Managing Director Jane Wells with the four awards – an IPRA Golden World Award, a European PR Excellence Award, a UK Corp Comms Award and a CIPR NI Pride Award.

12 NI Chamber

Public relations company JPR has secured a cache of the PR industry’s top gongs in a clean sweep of global, European, UK and Northern Ireland awards schemes.

The Belfast headquartered firm won a European Excellence Award in Paris recently – the only Northern Ireland organisation to secure one of the premier awards.

This adds to an IPRA Golden World Award for Best International Product Launch of 2014, won in Istanbul in November, and a UK CorpComms Award for Best International Campaign 2014, secured in London, also in November.

The company’s CIPR NI Pride Award in

October for the same campaign – the launch of the Upsee, a product by Lisburn manufacturer Lecky – means that it is the first Northern Ireland company to win at all four levels in one year.

JPR Managing Director, Jane Wells, who collected the latest accolade at a gala ceremony in Maison de la Mutualité in Paris, said: “Northern Ireland really does have a PR sector of exceptional standard, so we are really delighted to fly the flag this year amongst the world’s biggest agencies and companies. We were also delighted to see the work of our team, and in particular senior consultant Kathryn Kirk, recognised at a local, national, European and International level.”

[NEWS]

Driving success Bavarian BMW has teamed up with Ulster Rugby as its official car partner.

The three-year partnership will see the award-winning BMW retailer supply Ulster Rugby players and officials with a selection of cars from across the BMW range including the brand new 4-series Coupe and X5 SUV. Joe Rogers, Managing Director at Bavarian BMW, said: “We are delighted to be announced as the official car supplier to Ulster Rugby. It provides us with a unique opportunity to support Ulster Rugby and help drive the team to success both on and off the pitch.

“Ulster Rugby’s range of vehicles uses the

Dr Gareth McDowell.

latest BMW technologies with every detail and feature designed to deliver a premium driving experience that will ensure players arrive for the big match raring to go.”

Fiona Hampton, Head of Sales and Marketing at Ulster Rugby, said: “As an award-winning BMW retailer, Bavarian’s expertise, knowledge and commitment to delivering results, make them the ideal official car partner of Ulster Rugby.

“The vehicles have proved to be very popular with the players, who are thoroughly enjoying their BMW ownership experience thanks to Bavarian BMW.”

Ulster Rugby players Louis Ludik, Roger Wilson and Franco Van Der Merwe at Kingspan Stadium as Bavarian BMW is announced as Ulster Rugby’s official car partner.

Breaking the mould ALEXANDER MANN SOLUTIONS MAKES FIRST SENIOR APPOINTMENT IN BELFAST TO DRIVE NORTHERN IRELAND LAUNCH Alexander Mann Solutions, the world’s leading provider of talent acquisition and management services, has appointed Tracy Hurst to lead the company’s new Global Client Service Centre in Belfast which is set to create 250 jobs in the region.

Headquartered in Central London, Alexander Mann Solutions integrates outsourcing capability and consulting expertise to enable organisations to attract, engage and retain top talent. Working with over 65 outsourcing clients and consulting to hundreds more, Alexander Mann Solutions acts as an adviser across multiple industry sectors in over 80 countries.

Tracy Hurst has held senior client services roles at Alexander Mann Solutions for the past five years. She has worked in the global talent acquisition and management industry since 2001 bringing nearly fourteen years’

Tracy Hurst.

specialist industry expertise to the growth and development of the Belfast centre.

Tracy and a core team of 27 talent acquisition and management professionals are already based in the Centre’s premises on Great Victoria Street in Belfast, ahead of the company’s official launch in Northern Ireland in February 2015.

A company which develops specialist moulding machines for the plastics industry has expanded its product range with the release of an innovative rotomoulding device.

Ballyclare-based 493K has developed K-KREATOR – designed specifically to be the starting point for new and innovative products within a rotomoulding plant.

The technology behind the new machine opens up new possibilities to the moulder for new and advanced products.

493K’s Managing Director, Dr Gareth McDowell said: “This benchtop machine will give moulders the development and control power to move their business forward into new and innovative product areas.”

Dr McDowell added: “We are eager to help advance the industry and provide a foundation for a dependable and repeatable engineering process within rotomoulding.

Our industry is lacking a standardised method of processing polymers. This makes it difficult to compare and repeat moulding cycles dependably.”

The designers behind K-KREATOR intend it to be used for educational purposes as well. Project Leader, Andrew Owens said: “It was important that what we designed was easy to install and use. We wanted to make K-KREATOR as accessible as possible to all new investors into the industry, ranging from higher education establishments right the way through to material suppliers and moulders, without the need to invest heavily in new plant or training.”

NI Chamber 13

[SPONSORED FEATURE]

Businesses can’t afford to be reactive with Disaster Recovery

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The trigger to action a DR plan can be caused by a multitude of factors including hardware failure, software failure, cyberattacks, human error, fire, flood and theft. It can also extend to external factors that the business has absolutely no control over such as a disruption in the provision of utility services - it’s difficult to run an office without electricity.

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One of the crucial factors in DR planning is that the plan itself including any contact details, are always accessible off-site should These factors should be enough to prompt those without a DR plan disaster occur so it can always be put into action. The plan can’t be to resolve this as a priority. allowed to fall victim to the disaster it is meant to be resolving.

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[Feature]

All fired up Fluid thinking and rock solid results are unlocking opportunities for security software company Lava Group, its Managing Director Gareth Morrison tells Adrienne McGill.

N

orthern Ireland security software firm Lava Group, which rebranded from Core (NI) last November, has revealed ambitious plans for growth this year.

The company, which is based on Belfast’s Falcon Road, is a leading supplier of security, connected health and bespoke systems both internationally and within the UK to a range of customers including prisons and government institutions, and has grown to become Northern Ireland’s most experienced biometric identity management expert. The company’s innovative solutions, using hand, finger print and iris readers, have become increasingly used in high security establishments.

Lava Group was created following an MBO by the directors of Core (NI), a sister company of Belfast-based Core Systems which has been in business for around 30 years developing systems to help prisoners access information and educate themselves, therefore helping their rehabilitation.

The buyout was funded by members of the management team of Core (NI), including Gareth Morrison who, following the rebrand, is Managing Director of Lava Group.

“The MBO did not feel like a huge risk – it was a massive opportunity which could not be missed,” says Gareth.

“Core Systems wanted to focus on other markets and it made sense for the company to achieve what it wanted to do and the same for ourselves. The rebrand gave us the opportunity to focus on specific products and projects, giving them the attention they deserve and making the most of key opportunities in the sector.

“We have ambitious plans to grow the company this year and my challenge will be to ensure we are successful in that.

“One of the areas we are looking at is integrating with a new method of finger print reading. With current devices this can take some time – you have to put your finger on a pad and in the correct position. We are talking to people about technology that reads your finger print as you walk past a device.

That is coming in the future.

16 NI Chamber

“Our strength lies in working closely with our customers to identify their problems and find an innovative solution that works for them. We have an excellent reputation in the custodial sector within Ireland, North and South. We want to build on that reputation with a focus on increasing our work in the UK, Europe and hopefully globally. We have been working hard on several products that will help us break into these new markets and have recently developed some exclusive partnership agreements that we are extremely excited about.

“We have gained valuable experience of integrating biometric technologies into access control and other security applications.

This specialist knowledge, coupled with our continual investment in R&D, has positioned us at the forefront of the industry. Our software is very secure – it has to be.”

The company currently employs 14 people including software developers and engineers. Around 15 per cent of turnover is reinvested in R&D and approximately 20 per cent of the staff spend 90 per cent of their time in new product development.

One of the company’s most recent projects involves the design and installation of a bespoke high tech security system for a new prison being built in Cork which is due to open later this year.

The experience Lava Group has gained in the custodial care sector, where inmate care and accountability are paramount, is helping the company develop solutions in the growing area of connected health.

The ability to monitor vital signs, and provide this information to healthcare professionals remotely, is crucial to improved patient care.

Patient information, analysed by Lava Group’s systems based on criteria selected by doctors, ensure patients receive the best possible care.

A further benefit of the audit records produced by the software is that customers will have access to patient information if something goes wrong, providing vital evidence in support of the caregiver.

“We already have a product called Cell Point Kiosk which is for custody suites in police stations so if a police officer goes to check on someone in a cell, it is electronically recorded that the prisoner has been checked on and any procedure which is undertaken is recorded,” explains Gareth.

“The same sort of technology is being looked at for connected health where the focus is on patient welfare and staff accountability.

“Also new developments in wearable technology mean that a growing number of vital signs can be monitored remotely, and this can improve patients’ care – and their quality of life.

Gareth Morrison, Managing Director of Lava Group.

“Lava Group is also researching new technology to monitor and record interactions between patients and healthcare professionals – whether they are receiving their care in hospitals, other care facilities, or their own homes.

“Also, finding a bed for a patient being admitted to hospital can be difficult, and this can result in patients being left in hospital corridors, sometimes for hours, until a suitable bed can be found.

“We are planning software development to assist with these issues and have been working closely with some key personnel in this industry.”

Gareth Morrison says the rebrand of

the company to Lava Group is an exciting development.

“We like to think we are a company which is agile, fluid and changes the landscape it flows over – hence the new name.

“We have a strong track record of producing innovative solutions to problems where others have failed and we are focusing on raising our profile and growing the business further.

“To be successful requires the right people and a commitment to building long-term client and partner relationships. We have solid foundations in place, and I look forward to leading the company to build upon these to take our business to new heights.”

“Lava Group is also researching new technology to monitor and record interactions between patients and healthcare professionals – whether they are receiving their care in hospitals, other care facilities, or their own homes.”

NI Chamber 17

Chamber chief’s

From networking events to meetings with government ministers and in camera dinners with leaders in business, the hectic round of activity spearheaded by NI Chamber for the benefit of members never stops. NI Chamber Chief Executive Ann McGregor gives a taste of what’s taken place recently which is also highlighted in a picture gallery over the following pages.

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I Chamber’s mission is to help Northern Ireland businesses grow locally and internationally. To this end, NI Chamber offers a varied range of networking events, an export document service and a range of business support initiatives with buyers and experts from more experienced businesses supporting those with less experience.

Members who attend our events have the opportunity to hear from some of the biggest names in business who share their experience of growing their companies and how to achieve exporting success. We believe it is important to take inspiration from each other and learn from the best in business.

For instance, in November at the Danske Bank Export First Private Dinner, Patrick Higgins, Head of Business Development at the Queally Group, one of Ireland’s largest privately owned agri-businesses which exports 85 per cent of its output across the globe, gave an insight into the huge success of the business. The company operates across seven various sectors from meat processing

• Patrick Higgins

to distribution. The event was attended by 25 members from the agri-food sector and they heard about the origins and development of Queally, its structure, the challenges and successes of the company and its path towards and growth in export markets. At another event, members from the information technology sector heard from Mark Roden, CEO of Ding, the Dublin based global mobile payments business that processes €180m a year worth of payments.

• Mark Roden

• Pictured at the Meet the Buyer event are: Ann McGregor (NI Chamber); Sean Sheehan (Bank of Ireland); Roger Sally (Teague and Sally).

NI Chamber also hosted a Meet the Buyer event, part of the Connecting for Growth programme in partnership with Bank of Ireland UK which was attended by 130 delegates including buyers, suppliers and industry experts.

Two of Northern Ireland’s leaders in business – Janet McCollum of Moy Park and John Armstrong of Armstrong Medical inspired members by sharing the story of

• Janet McCollum (Chief Executive, Moy Park).

18 NI Chamber

Chamber chief’s update

• John Armstrong (Managing Director, Armstrong Medical).

their business careers through the Ulster Bank supporting Leadership Series which culminated in the Growing Something Brilliant Corporate Champions Dinner supported by Airtricity, Pinsent Masons and First Trust in December.

The guest speaker Phil Smyth, CEO Cisco UK and Ireland, who is also Chairman of the Technology Strategy Board, summed up success in business as having “ambitious ambition.”

And NI Chamber members continue to show their prowess in business. The spotlight shone on a group of nine who attended the national British Chamber Awards ceremony in the Tower of London with Paul Kelly from Sepha and Brian McCullough from CDE Global collecting national title awards on behalf of their respective companies.

• Phil Smyth (CEO, Cisco UK and Ireland).

In partnership with A&L Goodbody, NI Chamber hosted an event during which three of Northern Ireland’s top companies Novosco, Almac and Fane Valley shared how they propose to seize the opportunity that a reduced rate would bring.

Taking concerns and issues relevant to our members to Westminster is also at the core of what we do at NI Chamber and recently I had a very informative discussion with Lord Livingston, Minister of State for Trade and Investment about growing Northern Ireland’s export base.

As always, the NI Chamber annual President’s banquet was a major highlight at the end of last year with more than 550 guests attending who were addressed by Enterprise Minister Arlene Foster and broadcaster Jeremy Paxman. It was a tremendous networking event at Titanic Belfast.

So with even more planned, we look forward to the New Year with enthusiasm and will continue to put our energy into the support of NI Chamber members.

• Paul Kelly (Sepha) and Brian McCullough (CDE Global).

NI Chamber also interacts with political parties and government representatives to ensure that they understand the challenges facing business and put a focus on growing the Northern Ireland economy.

NI Chamber President Kevin Kingston and the Vice President Stephen McCully have been very active highlighting the need to grow the private sector and the benefits of devolving Corporation Tax powers to Northern Ireland at party conferences, in ministerial meetings and in the media.

• Pictured at the Corporation Tax event are: Sean McGreevy (Group Finance Director, Fane Valley); Ann McGregor (Chief Executive, NI Chamber); Kevin Stephens (Executive Director, Almac); Mark Thompson (Partner, A&L Goodbody); Enterprise Minister Arlene Foster; Patrick McAliskey (Managing Director, Novosco); Peter Stafford (Chairman, A&L Goodbody).

NI Chamber 19

Corporate champions Dinner

Phil Smyth, (CEO Cisco UK and Ireland), who was guest speaker at the Corporate Champion’s Dinner at Belfast Harbour Commissioner’s Office.

Ann McGregor (NI Chamber) with Michael Wilson (Elliott Duffy Garret).

Laura Gillespie (Pinsent Masons) chats to Phil Smyth.

Graham: Graham Keddie (Belfast International Airport) and Dr Peter Fitzgerald (Randox Laboratories).

Des Moore (First Trust) with David Manning (SSE Airtricity).

Feargal McCormack (PKF-FPM) and Ian Jordan (Ulster Bank) network at the event.

Corporation Tax Event

Speakers on the panel included Eamonn Donaghy (KPMG); Kevin Kingston (NI Chamber); Donal Durkan (Invest NI).

Enterprise Minister Arlene Foster addresses guests at the event.

Tom Ekin (Linfield Properties) hears about the benefits of reducing Corporation Tax in Northern Ireland.

Alan Lowry (Environmental Street Furniture) listens intently.

Leontia Doran (Chartered Accountants Ireland) was among the guests.

Tony Hawkins (Staffline Group) and Stephen McCully (Power NI) enjoy the event.

NI Chamber of Commerce and Industry Presidents Banquet 2014

Pictured at the NI Chamber President’s banquet at Titanic Belfast are Colm O’Neill (BT Ireland); Ann McGregor (NI Chamber); Jeremy Paxman (broadcaster); Kevin Kingston (NI Chamber); Peter Russell (BT Ireland).

Michael Johnston (Carson McDowell); Kevin Kingston (NI Chamber); Jeremy Paxman (broadcaster); Ann McGregor (NI Chamber).

Gary Irvine, 4c Executive Search, Kevin Kingston, President of NI Chamber, broadcaster Jeremy Paxman and Ann McGregor, Chief Executive of NI Chamber.

Gary Irvine (4C Executive Search); Kevin Kingston (NI Chamber); Jeremy Paxman (broadcaster); Ann McGregor (NI Chamber).

The impressive Titanic Suite at Titanic Belfast where the NI Chamber President’s banquet was held.

Denise Nodder; Mark Nodder (NI Chamber past President); Jim Fitzpatrick (broadcaster); George Hamilton (PSNI Chief Constable).

Jeremy Paxman (broadcaster); Colm O’Neill (BT Ireland); Kevin Kingston (NI Chamber); Enterprise Minister Arlene Foster; Ann McGregor (NI Chamber); Mark Nodder (NI Chamber past President).

Chamber chief’s update

The best in business

Ann McGregor (NI Chamber) congratulates Brian McCullough (CDE Global) and Paul Kelly (Sepha) following the success of the companies at the British Chambers of Commerce Annual Chamber Awards.

Two NI Chamber members who scooped national titles at the British Chambers of Commerce Annual Chamber Awards have proven they are among the best in business in the UK. Sepha, the Dundonald based packaging machinery manufacturer took the Excellence in Innovation award while CDE Global in Cookstown which is a leading supplier of washing equipment for quarries and mines on the global market won the Commitment to People Development category at the glittering event which was held at the Tower of London.

The Chamber Awards, which are now in their 11th year, are one of the showpiece events in the national business calendar, highlighting the role of business in delivering growth and prosperity for the UK and local communities.

Considered to be one of the UK’s most hotly contested and prestigious business awards, they recognise and reward business success across a range of specialist categories.

Both Northern Ireland companies reached the national finals after being crowned regional winners in their respective categories in the NI Chamber Awards last October.

Sepha’s innovation success centres on VisionScan, which is the world’s first toolless and non-destructive leak detection device for pharmaceutical blister packs.

Using camera imaging technology, it offers a flexible and cost-saving alternative to traditional test methods used by pharmaceutical manufacturers.

Since its launch, VisionScan has been installed in 35 pharmaceutical manufacturing sites in over 20 countries worldwide. It has received widespread recognition as a ground-breaking device and has achieved global supplier agreements with two of the world’s top four pharmaceutical companies.

Significant further growth is expected with the focus on continued innovation.

Paul Kelly, Sepha’s Head of Sales and Marketing said: “Innovation is at the core of Sepha’s business, so we are extremely proud to have won this award.

“Our products incorporate unique, innovative and patented technologies to help meet the requirements of our demanding client base. In particular, our products are chosen for their ability to improve quality assurance procedures and to reduce manufacturing costs, enabling clients to efficiently meet the stringent regulatory requirements of the industry.

“At our Belfast HQ we have a young, highly educated and skilled workforce, who design, develop and manufacture all our products in-house, and we export to over 35 countries globally. The success of VisionScan is the result of continuous teamwork and so the award is a credit to the entire Sepha team.”

Meanwhile, CDE Global was recognised for its dedication towards providing career development opportunities for all staff.

The company designs and manufactures bespoke materials washing equipment for the construction, mining, specialist industrial sands and environmental sectors and employs 250 people globally.

CDE Global is active in export markets and following a £3m investment last year, the company announced plans to expand its export reach, and in particular to target markets in North America, Australia, South Africa, Brazil and Europe.

Speaking about the award Brian McCullough, CDE Global’s Head of Talent and Organisational Development said: “We are truly delighted to have won such a prestigious national award and this latest accolade is a strong testament to the commitment we have to providing personal and professional development programmes for our workforce. We have a number of talent development programmes in place at every level which are available to individuals across all areas of the company including sales, marketing, accounts, logistics and engineering.

Programmes include CIPS (Chartered Institute of Purchasing and Supply), CIM (Chartered Institute of Marketing), ILM (Institute of Leadership and Management) and MPDS, an accredited, professional development scheme by the Institution of Mechanical Engineers. These programmes are integral to the overall success of our business. Not only do they allow us to attract and retain the best talent available across all functions of our business, they provide our employees with significant opportunities for growth and development at all levels.”

Ann McGregor, NI Chamber Chief Executive said the success of Sepha and CDE Global showed that local companies had the confidence to compete and win at a national level which highlighted their prowess in specific areas of business.

“Companies like these make a real contribution to the economy, and to society as a whole. They are at the forefront of the recovery, providing jobs, and creating wealth. We are delighted that Sepha and CDE Global have been recognised for their endeavour.”

NI Chamber 23

[columnist] angela mcgowan, chief economist at danske bank

Positive outlook this year Prospects for the world economy look brighter in 2015.

Angela McGowan, Chief Economist, Danske Bank analyses what’s on the horizon.

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he global economy slowed in 2014 but at Danske Bank we expect a gradual improvement during the first half of 2015 with overall global growth forecast to reach 3.9 per cent.

In the last 12 months, we’ve seen a fair degree of divergence in economic fortunes around the globe. The US and UK economies accelerated while Europe and emerging markets struggled. However, in 2015 we expect to see improvement in all major global regions – although for differing reasons.

We also expect to see some significant changes in monetary policy, with the US Fed expected to start hiking its base rate in Quarter 2 2015 and the Bank of England possibly making a small move in the latter half of the year.

The European Central Bank on the other hand is likely to embark on more monetary easing and indeed it would come as no surprise if the ECB announced it would begin purchasing corporate bonds in January.

This will still not be enough to hit the central bank’s balance sheet expansion target and therefore the ECB may look to purchase sovereign bonds on a very small scale in Quarter 2.

United States: In the US, economic growth moderated in Quarter 4 2014 but the underlying momentum in this economy is improving. The job market is strong, wealth increases have been significant and the recent sharp decline in oil prices is giving an extra boost to consumers. The main head-wind currently is a stronger dollar but this will not be enough to stop the US economy in 2015. Danske Bank forecasts suggest the US economy will grow by 3.1 per cent next year.

Europe: In the euro area, we see evidence that the Ukraine crisis has been the main culprit behind the 2014 slowdown. The uncertainty there has had a big impact on business confidence and investment levels, but the effects of the Ukraine shock are expected to gradually fade in 2015.

On a positive note, private consumption in Europe continues to increase as lower inflation boosts household balance sheets.

Overall economic growth in Europe will be supported by a number of factors, including the weakened euro, the big decline in oil prices and a significant easing of both

24 NI Chamber

monetary and fiscal policy. Easing lending standards should also start to support credit availability in the year ahead. Danske Bank forecasts suggest that the euro area will grow by 1.5 per cent in 2015.

China: The Chinese economy is also expected to see some improvement in 2015. Growth has slowed over the past quarters but China’s central bank has shown a determination to lift growth by cutting the rate. With inflation clearly below the target, we believe it can ease enough to get growth back on the 7.5 per cent growth path that the government is targeting.

United Kingdom: The UK economy is expected to see more moderate growth of around 2.8 per cent in 2015. Low inflation in the coming months will lend support to household spending power and the labour market should continue to improve, with unemployment levels forecast to average 5.5 per cent over the next 12 months. There are always risks and uncertainties and for the UK, the May election has the potential to inject that uncertainty into the equation. This could weigh on confidence and act as a drag on economic growth.

Northern Ireland: The improving global picture augers well for local trade and foreign investment levels. In addition,

“The improving global picture augers well for local trade and foreign investment levels.” strong growth in neighbouring regions (the Republic of Ireland and rest of UK) should also support local trade. In 2014 the growth of Northern Ireland’s private sector picked up pace, the housing market recovered and consumer confidence also rebounded strongly.

In 2015 the Northern Ireland public will be looking for a strong and united political front when it comes to negotiating with HM Treasury around public spending and devolved taxation issues. In the year ahead we could see legislation for setting our own corporation tax but this will require honesty with the electorate around who pays for the shortfall in our block grant. Is the gap to be filled by raising local revenue streams or by slashing public expenditure?

Taking all of this into consideration, Danske Bank forecasts that the local economy will grow by just over 2 per cent in 2015 and the average unemployment level will drop to 5.6 per cent.

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[Columnist] Ian Rainey, Former International Banker

An economic power house CHINA IS SLOWING BUT DEFINITELY NOT STOPPING OBSERVES IAN RAINEY.

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fter 30 years of breakneck, double-digit economic expansion that lifted millions of Chinese from abject poverty but also polluted the nation’s air, land and waterways, China wants to retool its economy to generate slower but quality growth. The big question is can they maintain quality growth and provide worthwhile jobs for those millions who are still attracted away from relative poverty in the countryside to the big smoke. Can this be done with growth rates of 7% and below which are predicted by the World Banks for 2015 and beyond?

Other examples of sustained high benchmark growth don’t allow for very rosy comparison.

From 1967 to 1980 Brazil grew at an average rate of 5.2%, but few would have predicted then that for the next 22 years per capita income would grow at precisely zero. Japan, like China, became the world’s second largest economy after decades of fast growth only to hit the crash barrier in the early 90s when its economy stumbled and fell down and two decades later it still hasn’t got up.

Could this fate befall Beijing? There are unnerving similarities between the two trajectories. In both countries, growth was driven by investment at the expense of consumption. Fixed asset investment in China last year (2013) – that is, investment in plant, equipment and infrastructure – was 45% of GNP, while household consumption was only 36%. A critical part of the reform process for Beijing is essentially flipping those two numbers around. China like Japan also let a real estate bubble get out of hand. Borrowings which went into private property development have left the country with numerous ‘ghost estates’ which are not unlike those in Ireland only differing in that they are largely high-rise apartments and not semi-detached houses. In 2008 banks in China had assets of roughly $9 trillion on their balance sheets. By the end of 2014 Autonomous Research Asia predicts that this figure will have topped $28 trillion.

The new government in Beijing under President Xi Jinping has in the last few months recognised the problem and bank lending has been dramatically cut both in the State sector and in the shadow banking sector. Equally important Xi has instituted a major crackdown on corruption which was dangerously close to becoming endemic. He hasn’t been afraid to go after large multinationals like Glaxo Smith Kline and probably more important he has impeached a former member of the Politburo Standing

26 NI Chamber

Xi Jinping, the President of the People’s Republic of China.

Committee and is currently on the warpath investigating another. The problem which he was addressing was horrific. It is estimated that in the past 10 years $1 trillion has gone missing – which equates to 5% of the country’s GNP being skimmed off the top by corruption. Some 266,000 party members have been arrested or punished in President Xi’s latest purge. But his current investigations into Zhou YongKang, a retired Security Chief and the highest ranking politician yet to be targeted, sends a message that corruption at every level will be addressed.

On the positive side the country’s leaders have shown themselves to be keen to boost consumption in their effort to shift the economy to a more sustainable path. Recent liberalisation in the health sector, for example means that 2015 could bring a flood of private capital into posh hospitals for the well off. At the moment such people travel to Hong Kong or Singapore or even to the Mayo Clinic in the USA. Probably the most noteworthy example of consumption expenditure is the new Shanghai Disney Theme Park which is currently being built at an estimated cost of $5 billion and is due for completion by the end of 2015.

Another fascinating statistic is predicted by The Economist magazine which will see China in 2015 becoming the world’s largest spender on business travel (the majority of which will be in China). China goes into 2015 at the world’s

“China goes into 2015 as the world’s largest economy, in purchasing power terms.”

largest economy, in purchasing power terms. It will be greatly helped by a falling oil price which in the last four months has saved the country some $60 billion and there is every chance that this will reach $200 billion for 2015.

One thing is for sure China’s continued growth will remain hugely attractive to the region and the world as a source of demand and investment. Only rarely in modern history have counties grown at ‘super rapid’ rates above 6% for much more than a decade.

China has managed to buck the trend since 1977. Several Asian economies including Japan, Taiwan, South Korea and Singapore have more or less caught up with Western living standards.

Something tells me that China has the muscle, the leadership and the dynamism of 40 million new graduates coming into the workforce over the next 5 years which will help ensure that China will slow only marginally, if at all.

[Columnist] Trevor Annon, chairman of the mount charles group

Keeping life in the countryside alive Government must meet the challenges of rural living says Trevor Annon.

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he idealistic picture that most have of life in our countryside is one of a gentler way of life, one that is at peace with nature in all its forms.

And, of course, there are many benefits to being close to our rural roots. The unfolding of the seasons, or understanding what it means to be part of the cycle of life is significantly accented when the perspective is one of being part of the countryside tapestry.

In theory therefore being able to enjoy the complexity of living against a rural backdrop is one that many aspire to have.

The reality however is one that is increasingly far removed from those postcard type images of our landscape.

The increasing levels of suicide and depression in the countryside continue to be compounded by a wide range of ever increasing financial issues facing the farming segment of rural life.

Accidents causing death and serious injury across the agricultural industry continue to make tragic headlines on a far too familiar basis.

The expected suspension, due to the tightening of the Stormont cash purse, of the Health and Safety Executive’s farm safety awareness scheme, makes unwelcome reading.

It is yet another alarming indication that the mental health and physical risks facing the rural community appears to be slipping down the present political agenda.

Even with the accepted bonuses that come courtesy of life in the countryside, that life – for those who have to make their living from the land – is unrelentingly hard and tough.

Sadly the seemingly relentless predictions of a never-ending austerity straightjacket of cuts and cut backs is set to fall even more savagely on the countryside population.

Of even more concern is that the Government seems to offer very little prospect of that grim picture being lightened in any significant way for years to come.

The things that the majority of those of us that live in urban areas take for granted do not exist for countryside dwellers.

Of course in every situation there has to be trade-offs. The balance between the positives and negatives of making a life in the countryside was once one that people were prepared to accept as worth buying into.

Increasingly however, that acceptance threshold is becoming harder and harder for rural dwellers to negotiate.

They view the balance between urban and rural lifestyles as one that has become increasingly unfairly weighted against those that have made the countryside choice.

The problems of rural life have been made

28 NI Chamber

picture of someone looking sad...in a rural setting - looking out on green fields with flowers in them?

much worse by the continuing uncertainty of our still extremely fragile economy.

The announcement that Translink is planning to review many of its transport services in rural areas will place more pressure on those individuals living in isolated areas.

The emotional strains and stress factors that are an inevitable element of community and neighbourhood isolation will be made much worse if proposed transport cuts are implemented.

At all levels of rural life the impact of decisions made on cost rather than community need continue to take a huge toll.

While there are similar reductions in services in urban areas there can be no viable comparison with the implications for rural life.

Traditional sources of community interaction are being destroyed on a scale that will have serious adverse consequences for the very fabric of countryside life in the decades ahead.

The social hub network provided by pubs continues to be one of contraction. It has been estimated that between 2011 and 2013 one in five public houses have been forced to close down.

The impact of that loss of traditional social contact is obviously going to have a far greater impact in terms of serving a scattered rural population.

The problem is one that has been recognised by the Department of Rural Development.

The launch two years ago of its £16m-backed tackling Rural Poverty and Social Isolation strategy was widely applauded. It was designed to help rural dwellers access crucial elements of daily life from shopping and church going to simply being able to visit family and friends.

In the present economic climate however there seems very little prospect of that type of innovative investment programme receiving further financial support from an increasingly cash strapped Stormont administration.

The bitter legacy of the banking disaster that played such a pivotal role in the near meltdown of the economy continues to reverberate in a rural context.

Across the Province banking outlets are being shut down in increasing numbers. For those who live in urban Northern Ireland there are alternatives.

Those options don’t exist across large tracts of our rural landscape.

Newcastle, one of our premier tourism destinations and the host of this year’s Irish Open golf championship, now has only one bank.

What kind of message for an influx of thousands of visitors does that send out?

There are no quick fix solutions to what is a complex demographic and sociological problem.

That however should not absolve our political leaders of their responsibility to protect rural life.

Dare to be an

ENTREPRENEUR Special Focus

Entrepreneurs create new businesses, and new businesses in turn create jobs, intensify competition, and may even increase productivity through technological change. Entrepreneurship is therefore good for economic growth. With Northern Ireland designated as a European Entrepreneurial Region for 2015, there has never been a better time to highlight entrepreneurship. In this section we hear about growing enterprise in Northern Ireland and from entrepreneurs, who have unquenchable self-belief that an opportunity can be made real through innovation, hard work and commitment. This has resulted in the creation of hugely successful companies.

dare to be an entrepreneur

Tom Eakin (centre) with his sons Jeremy and Paul.

A WINNING FORMULA

Tom Eakin is one of Northern Ireland’s greatest entrepreneurs who, for more than 40 years, has dedicated himself to developing products around ostomy management and wound care. He gives Adrienne McGill an insight into how he created one of the Province’s most successful healthcare businesses and offers some words of wisdom to budding innovators.

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ountless numbers of people across the world owe their lives to Tom Eakin and the company which he founded TG Eakin.

The Comber-based medical device manufacturer, dedicated to the production of high-quality skin protection products for use in stoma and wound care, was established by Tom in 1974, who at that time was a pharmacist in Dundonald, just outside Belfast.

“When I did my Senior Certificate Examination (replaced by A Levels) from the Rainey Endowed School in Magherafelt, where I had been since kindergarten, and because of familial reasons, I chose Pharmacy as a career. To me it represented practicality, I would be making medicine and I could be independent,” says Tom. 30 NI Chamber

“I married a school friend and with my bride emigrated to Canada where I worked in both hospital and general practice for a number of months. My experience there enlightened me to the Canadian work ethic – the sophistication of their methods and their forward thinking impressed me. It was a very enjoyable and enlightening experience.

In 1959 they actually used typewriters in the pharmacy for labelling bottles!

“I returned to Northern Ireland for family reasons in 1960 having acquired a small pharmacy in Dundonald.”

As a result of having a close family member with a urostomy and listening to customers with ostomy problems visiting his pharmacy, Tom felt a strong desire to help improve their quality of life. Many were experiencing problems on a daily

basis with disposable ostomy pouches, specifically skin irritation and leakage which could lead to life-threatening infections.

Tom, a native of Magherafelt, found the experience he had gained as a young boy working on construction projects with his father was to prove most helpful in the design of the medical products he was intent on developing.

“My father was involved in the building of roads and bridges and the like. During the 1939–45 war he had two quarries producing aggregate to make aircraft runways. I was a boy growing up in the midst of heavy machinery and interesting engineering projects which I seriously enjoyed.

“Years later in the pharmacy, I made a number of individual products associated

A young Tom Eakin, who went on to study Pharmacy.

passed the mantle to his sons, but he is as committed as ever to seeing the company develop new healthcare products and, despite being in retirement, gives advice when necessary.

When asked if he gives his sons any guidance about running the business he says, tongue firmly in cheek, “Any advice I give them, I don’t know if they take it or not.”

“No entrepreneur will survive without an abundance of confidence in whatever he/she is doing.”

But he admits, in his early years and even later in his career, he had a lot to learn.

“When I arrived to take over the pharmacy in Dundonald, I had little business experience other than by observation and a short period in Canada.

I knew that I would need an auditor for tax reasons so I appointed a friend and asked him ‘what do I need to do?’

“His reply was ‘just keep a note of things’. Evolution and necessity instructed me until I was faced with a company board room and things were very different. I realised that I was an amateur in a professional world and had better do something about it.

“After a discussion we appointed a consultant who told us what we needed and as a result I moved aside and we appointed a professional Chairman and financial expert to the board. Since that we have had an increasing need to call upon professional help and as a result we have become more knowledgeable of our own abilities, needs and limitations.

“In this modern world where regulations

arrive in bundles we all need frequent intellectual upgrading.”

With an awards cabinet bursting with glittering glass and silver trophies, Tom’s considerable achievements have been well recognised.

In 2010 alone the company gained accolades on several occasions through being awarded the Queen’s Award for Enterprise for Exporting Achievement, one of Ireland’s Best Managed Companies in the Deloitte Awards as well as being identified as ‘One to Recognise’ in the Sunday Times Profit Track 100 companies.

Tom also received the Innovation Founder of the Year Award 2012.

However, despite all his innovations, creativity and genius, Tom is reticent to call himself an entrepreneur. He likes to think he’s more of an ‘Achiever’.

“Entrepreneur….when I started out, I didn’t consider the word in its full meaning as being relevant to me. If it meant anything for me it meant independence, to have self-effect, even self-control (tight-fisted) resulting in Achievement (with a capital A).

“Achievement is like winning at sport, the prize is good even the money is good but the reward of Achievement is only understood by those who have experienced it. Achievement in my case was to witness the recovery of patients from a state of severe physical distress to that of recovery, social confidence and even pleasure. The execution of the process has to be enshrined in a successful commercial package; this is the only way the Achievement is perpetuated.”

And so….what advice has Tom Eakin, a high achieving entrepreneur, for young innovators starting on the journey to take a business idea from concept to reality?

These wise words will carry them far.

He says: “No entrepreneur will survive without an abundance of confidence in whatever he/she is doing. This comes with the application of a number of disciplines such as: * The avoidance of hasty decisions * Do not let expediency overrule wisdom * If you seek the right answer there is no decision to be made * Delegation is not to be confused with abandonment of responsibility * Check everything and develop an instinct for what is right in spotting the mistakes and deceit of others while acknowledging the excellence and support of the genuine people in your team.

“Finally, love your work, start early, and spend little.”

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with wound care. My familiarity with mechanical equipment due to my father’s business and my pharmaceutical knowledge, led me through an extensive phase of ostomy development including odour proof materials suitable for the ostomy bags and dermal protective adhesive.

“I spent 3–4 years investigating all aspects of ostomy pouches including the design, materials and construction.

“Such was the scale of development that in 1974 I set up TG Eakin in order to begin developing and manufacturing products.

“By the late 80s, I had appointed an overseas sales manager and together started to export to Netherlands, Australia, USA and Canada.”

Since then, the family owned company has enjoyed phenomenal growth. With the introduction and energetic support of Tom’s sons Paul and Jeremy, it has expanded extensively and now is supplying specialist wound care and ostomy products, disposable obstetric instruments and other items to at least 40 countries across the world providing annual revenues in excess of £75m.

Along the way the company, which has become Eakin Group, has made several acquisitions.

In 2007, it acquired Pelican Healthcare in Cardiff, a leading UK supplier and manufacturer of specialist stoma and feminine health products and last year the company invested £12m extending its Comber manufacturing facility to over 100, 000 sq ft.

Also in 2014, it snapped up Nottinghambased Cliffe Medical.

As part of the deal, the Comber-based firm also took over Respond Plus in Larne.

The company dispenses stoma products directly to patients as well as providing a nurse advisory service.

Cliffe Medical also owns OstoMART, which provides a similar service from its three centres in England.

The deal will increase Eakin’s UK workforce by an additional 55 people to 280.

Tom’s son Paul, Eakin Group UK Managing Director, described the deal as “a hugely important strategic acquisition” while his other son Jeremy, a Director in the Group, said the business was delighted to be helping to forge and reinforce Northern Ireland’s rapidly growing global reputation for excellence in healthcare innovation.

The spritely 81 year old may have

dare to be an entrepreneur

Do you have the spark to be one?

What qualities make a great entrepreneur? Pauric McGowan, Professor of Entrepreneurship and Business Development at Ulster University Business School explains what it takes.

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have worked in and with entrepreneurial small to medium sized enterprises, (SMEs), for over twenty years and have learnt a lot from practice and study to know about what makes a great entrepreneur. I should say at the outset, though, that while the most popular way that the entrepreneur is understood is as someone who starts a new small business it is not the only space where we find them in action. In the past month I have worked with SME owners who are determined to develop the commercial potential of their enterprises. I have also had the privilege of addressing a conference of Allied Health Professionals who adopted as their conference theme, “taking charge of change”, with all the risk inherent in adopting such strategies to do so. I met some great entrepreneurs at both events. Entrepreneurs are active in every walk of life, in establishing new businesses, in growing established SMEs or in developing social enterprises. If we’re to make progress in our economy, in business, in our communities and indeed society we need a lot more of them. So to understand the entrepreneur and in particular to go any way to distinguish a “great entrepreneur” we have to consider a few basic issues.

Put simply an entrepreneur is someone who behaves entrepreneurially. Everyone actually has the potential to behave entrepreneurially to some degree but only a very few will do so in ways that will really make a difference in terms of impact in business or in communities.

They will be folk who see opportunities in innovative ideas like nobody else and are more determined than others to leverage value from that opportunity. They will be the sort of people who persistently challenge the status quo in current business practices, for example by developing new goods and services, identifying innovative routes to market, introducing new manufacturing processes or re-organising the business for greater efficiencies and all to ensure

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the enterprise can better respond to the demands of customers, clients or patients, like no other provider. Anyone who challenges the status quo initiates changes in business practice and in the marketplace which will create uncertainty and will be full of risk and that will most certainly prompt a response or the opposition of those who want matters to stay stable, the defenders of that status quo. If an owner manager launches a new good or service that provides a significant competitive advantage, then competitors must respond and launch a counterchallenge. Within health care provision you can imagine, especially in the current climate of significant resource constraints, that if an entrepreneurial person sought to introduce a new initiative that changed for the better the way patients or clients were managed but that challenged long established and well understood practices, that those wedded to the old ways would mount a programme of resistance.

We have all met that individual in an enterprise who is quick to tell you that the new product or initiative you want to introduce “won’t work because…” or to tell you that “the problem with your idea is…” or that “we’ve never done it that way before” as if what was being suggested was a risky madness to be avoided. Change, which lies at the core of the entrepreneur’s work, is inherently risky and those with higher levels of tolerance for that risk and a capacity to deal with the impact of change on themselves, the people they work with or who work for them and their enterprises will emerge as “great entrepreneurs”. Machiavelli, the Medieval Italian Prince and leader whose thinking can still have a resonance today, suggested that “There is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle than to initiate a new order of things”. It takes a very particular type of person to do so successfully. They’ll display particular behaviours and traits. We know that great entrepreneurs will have a higher level of

self-belief and confidence in themselves; on reflection, they know what they know and they know what they don’t know. They are prepared to take carefully calculated risks and failure and setbacks are more likely to prompt them to greater efforts never less. They will have a higher need to achieve success and will be passionate about their enterprise. They will be ethical in all their business practices; they would never be otherwise and couldn’t afford to be anyway. They will also have acquired appropriate management know-how and developed significant management know-who, what we know as human and social capital. Key competencies that they will have acquired will be as effective team builders, as persuasive communicators and negotiators and as efficient resource managers. Above all they will have developed their skills as entrepreneurial leaders. This will undoubtedly mean a commitment to continuous personal and professional development programmes that will ensure that they can perform at the cutting edge of management practice in the entrepreneurial environment in which they must perform today.

For almost 30 years, Young Enterprise in Northern Ireland has been inspiring young people to become entrepreneurs and to learn about business and the world of work through programmes it runs in schools. Carole Fitzsimons, the charity’s Chief Executive (NI) explains how students benefit.

Students from St Joseph’s High School in Crossmaglen, Co. Armagh took part in a Young Enterprise programme recently and gained hands-on experience of entrepreneurship.

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orthern Ireland is ready for a cultural shift. We have recognised the need to reduce our reliance on public sector employment, and become once again an entrepreneurial society. Now is the time for us to create jobs in new and existing industries that will sustain our future economy.

To do this, we need to develop within our young people the skills, confidence and passion to become the entrepreneurial thinkers and doers that will drive our economy forward.

Since 1986 Young Enterprise has been the foremost charity in Northern Ireland working to inspire young people not just to become entrepreneurs but to form a dynamic entrepreneurial workforce adding value to

organisations at all levels of employment.

Young Enterprise now works with 100,000 young people each year aged 4-25 years old.

This cultural shift has been ongoing for some time but is becoming more prominent as the Labour Force Survey reports that twothirds of new entrepreneurs in Northern Ireland are under the age of 35, well above the UK average of 43 per cent.

The focus on this new entrepreneurial generation and the pipeline for entrepreneurial talent will increase in the New Year as Northern Ireland celebrates its recognition as one of three European Entrepreneurial Regions for 2015. This is our opportunity to showcase Northern Ireland across Europe as an area where skilled, passionate and hungry young entrepreneurs

can thrive and compete on a global scale.

Young Enterprise works to give our young people experience of entrepreneurship during their formative years so they understand the excitement and the challenges it can bring. Young Enterprise Company Programmes give young people the opportunity to explore all aspects of enterprise as they create their own business taking on key business roles in marketing, production, leadership and finance. This experience is available to young people as young as 10 years old with students being mentored by a volunteer business adviser who supports them through their early enterprise experience.

It is this hands-on experience of entrepreneurship that will make a significant

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The young entrepreneurs of tomorrow

dare to be an Entrepreneur

difference to the future of Northern Ireland’s young people and in turn our economy.

The Young Enterprise ‘learning by doing’ methodology has been recognised by EU research as the best practice approach to developing entrepreneurial skills in young people.

Through Young Enterprise’s interactive, hands-on business games and activities, young people get experience of being creative, working in teams, managing finances, and exploring their leadership capabilities, as well as building confidence in their presentation and communication skills. These skills will set our young people apart from their competitors for higher education places, employment opportunities and in the business world.

The Northern Ireland start-up community is gaining strength, particularly in the Knowledge Economy, encompassing industries such as communications, aerospace, software, IT services, biotech and creative content. The Northern Ireland Science Park’s Knowledge Economy Index reports that there were 31 per cent more innovative start-ups created in 2012

compared to 2009 while Northern Ireland boasts the second fastest growing Knowledge Economy Index (KEI) in the United Kingdom growing 35.2 per cent between 2009 and 2014.

We see the Knowledge Economy playing

our series of Industry Masterclasses. Focusing on Northern Ireland’s growth sectors young people have an opportunity to meet industry experts, entrepreneurs and role models who inspire them to explore their passion for an industry through interactive business

“Young Enterprise works to give our young people experience of entrepreneurship during their formative years so they understand the excitement and the challenges it can bring.” a major role in Northern Ireland’s shift, employing our young ‘digital natives’ who innately hold the skills to leverage technology that previous generations had to study to understand. These skills, along with the promotion of enterprise opportunities to young people, are allowing them to develop innovative ideas and start fresh new businesses within the Knowledge Economy.

Young Enterprise promotes opportunities for enterprise within specific sectors through

challenges.

By bringing together the worlds of business and education we can inspire a new entrepreneurial generation. Participating in Northern Ireland’s cultural shift together with the support of our main funder the Department of Education, and our many corporate and individual supporters and volunteers the Young Enterprise students of today can become the economic leaders of tomorrow.

GOOD EXPERIENCE

Jill Robb.

Working with young people for more than 25 years, Young Enterprise has had a hand in the development of some of Northern Ireland’s most exciting young business people. One such Young Enterprise alumnus is entrepreneur and Digital Marketing Director Jill Robb.

Jill attended Belfast High School in Newtownabbey where, in 1996, she became Marketing Director of her first business through the Young Enterprise Company Programme. Eighteen years later, Jill is now a Digital Marketing professional with her own firm, Origin Digital.

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she enjoyed her first business accolade, Achiever of the Year for 1996, with her company collecting the Runner Up Northern Ireland Company of the Year.

She moved on to Ulster University in 1997, where she took on her next challenge, a Business Studies degree and the opportunity to study at Wesley College in Delaware in the US, an opportunity she owes to her Young Enterprise experience.

“The Company Programme included a few opportunities to pitch my company to a panel of experts, so when it came to applying for a scholarship at Wesley College, it was second nature to me. Without my Young Enterprise experience, I wouldn’t have been able to secure that scholarship and importantly the experience of studying in the USA.” Paying her way through university in the retail industry, Jill worked her way up the ranks over the next few years. But she was looking for a new career direction and recalled her experience in marketing with Young Enterprise.

“When I took part in the Company Programme, I didn’t realise just how much impact it would have on my future. I

finished university, and carried on my career in retail until I looked back at my experience with Young Enterprise and realised that my passion was in marketing and I had already begun to develop the skills I needed to forge my career as a marketer and entrepreneur.

“Four and a half years later, in 2009, I had started my own digital marketing company, Ambition Digital. Just this year we merged with Origin Partners to form Origin Digital, a full service web and mobile design, development and digital marketing agency.”

Jill has been named in two separate ‘Top 40 under 40’ awards showcasing her as one of Northern Ireland’s leading young entrepreneurs and is lending her expertise to the next generation of marketers as an Associate Lecturer at Ulster University. She also now sits on the board of the NOW Project and Gauge.

Stemming from the hands-on entrepreneurial experience that Young Enterprise offers young people in Northern Ireland each year, Jill Robb has defined her career journey by combining her experience in retail, a passion for marketing and the entrepreneurial skills she developed from the age of 17.

Learning about the world of work at a young age is invaluable as John McEvoy, Head of Careers at Bloomfield Collegiate in Belfast, tells Adrienne McGill.

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ogether with the support of volunteers, the local business community and schools, Young Enterprise has been able to inspire young people into employment and selfemployment, while equipping them with the skills they need to be successful in life, education and in work.

Bloomfield Collegiate in Belfast is just one of the many hundreds of schools in Northern Ireland to engage in Young Enterprise programmes.

The school’s Head of Careers John McEvoy says they are an important way of introducing young people to the world of work.

“Helping school children gain the skills to make them employable is vital but it is difficult within the context of schools to hit all the disciplines within that so that is why Young Enterprise is invaluable because it provides schools with specific programmes geared towards careers and employability.”

A group of Bloomfield Collegiate 13-14 year old students recently took part in a Young Enterprise programme which involved them looking at the tourism industry. They were tasked to devise a scheme to attract visitors to Northern Ireland.

A volunteer business adviser from Young Enterprise, with an in-depth knowledge of

Pupils at Bloomfield Collegiate, Belfast took part in a Young Enterprise Project looking at the tourism industry in Northern Ireland.

media outlets, identifying a product which will appeal to customers and one tailored to a specific audience. She also emphasised that in order to be successful you have to be very clear about your market place and identify a niche in the market.

“The programme lasted half a day and gave the students the opportunity to come up with an idea, develop a mini business plan, look at how to market the idea, how to finance it and develop a pricing structure.

They were covering all the elements of developing a mini business.”

The students were divided into groups

“I have no doubt that some of the students who took part in the tourism project have definitely acquired an experience that they otherwise would not have had because of their engagement and excitement.” the tourism industry, visited the school and gave the students an insight into the sector.

“The lady was involved in the tourism industry and explained how important it is to the Northern Ireland economy as a growing sector with plenty of employment opportunities,” says Mr McEvoy.

“She told them what is important about setting up a business in the tourism sector and the different dynamics involved – such as marketing, advertising through different

who then had to present back to their peers explaining the idea they had come up with using a poster which they had created to illustrate it.

“One group had a stall offering tourists different food from Northern Ireland while another had devised a walks trail – there were certainly plenty of good ideas,” says Mr McEvoy.

“These students are at a stage where

they are picking their GCSE subjects. I think it is important to give them a different perspective. Schools can be quite insular but bringing in Young Enterprise to talk about the world outside gets the students to think about things they might not have considered otherwise.

“As teachers we focus on the curriculum but Young Enterprise is focused on skills and employability. What the charity does is quite unconventional so it makes learning more enjoyable for the children but in a practical way.

“I have no doubt that some of the students who took part in the tourism project have definitely acquired an experience that they otherwise would not have had because of their engagement and excitement. They contributed to the project, they saw team work in action, and they did a presentation to their class mates. It was a positive experience away from the rigmarole of classes.

“I think Young Enterprise programmes are great. I have a business background myself so I can appreciate how important it is to learn about what is involved in developing a business. I think the big push has to be about making young people employable with skills sets. Qualifications are almost a given now but young people need to acquire the skills and practical stuff – and that is why Young Enterprise plays such an important role.”

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Top of the class

dare to be an Entrepreneur

A gem of an idea Philip Cassidy founded gem, the Belfast-based contact centre company in 2000.The firm, a provider of business support to customers by phone, email and instant messaging using 28 different languages, was bought by US-based Concentrix – a division of the giant SYNNEX Corporation in 2011. Philip, who is now Concentrix Senior Vice President, explains how his Young Enterprise experience was a key part in helping him realise his dream to start his own company.

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echnology has made the world a smaller place and as a result this small island can become a world leader in many areas of business and bring us back to the days when Northern Ireland was seen as a worldwide business leader in textiles and ship building.

We need our young people to believe that they have a role in leading this. I have been involved with Young Enterprise for the last 15 years and have met many young people who have the potential to make Northern Ireland the global leader in business a reality.

When I participated in the Young Enterprise programme many years ago at school it changed my life. At that point I knew I wanted to run my own business and the rest of my career choices were just a way of getting to that point.

There are a number of characteristics that I believe are prevalent in entrepreneurs: • • • • •

Tenacity Accountability Ability to motivate teams Self-belief Risk Taking

Do I have all these characteristics?

– probably not all the time! However, throughout my career I have probably had more of these characteristics than others.

Let me deal with them individually.

Tenacity: During the startup years and beyond I have had to be tenacious.

In some ways we would not have some of our clients if it was not for that tenacity.

One example was a client that gave us

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a chance to support them after several meetings on the West Coast of the USA. He said: “I don’t think you will be able to do this but I am giving you the chance because you have called me every month for the last 6 months.” We still have this client and continue to grow with them.

“I have probably believed I was doing the right thing when others thought I was mad.”

Accountability: When leading a growing company you often have downs as well as ups. You are accountable for the downs as well as the ups and you have to accept that and remain positive throughout.

I had many examples of both and we made our way through it with teamwork.

Ability to motivate teams: To me the most important part of the success associated with gem and Concentrix has been the team that I have had the pleasure to work with. I have been part of a great team from the start of the business through to now and success comes from the team all understanding their role and working closely in that team environment supporting each other throughout.

Self-belief: I have probably believed

I was doing the right thing when others thought I was mad. When I left NTL, the cable TV company to start gem, I had many telling me it was the wrong decision.

However, I followed my gut feeling and it eventually worked out to be the right decision.

Risk Taking: I set up a new business (gem) in a new area at a time that the company I was working in as finance director was doing very well and looked like it was going from strength to strength.

Six months later the business was in Chapter 11 and it looked like I knew what I was doing. In reality I was just lucky!

The harder you work – the luckier you get comes to mind and when you are a leader in a business it seems that you are on duty 24 hours a day, 365 days a year.

With hindsight, there are many things I would do differently but I have no regrets.

We built the business, we had fun while we were building it, we worked hard while we were building it and we enjoyed selling the business.

I would encourage anyone thinking about doing the same to really follow their passion and set the business up.

If I hadn’t, we would not have brought many household names to Northern Ireland, we would not have approximately 2000 people working in Belfast and we would not have put hundreds of millions of pounds into the local economy from exports.

I look forward to our young entrepreneurs setting the global businesses up and getting Northern Ireland on the map for all the right reasons!

Could you be an entrepreneur? Chris Ciabarra, Co-founder and CTO of US based Revel Systems which has just established a base in Northern Ireland tells Adrienne McGill about the qualities it takes.

Chris Ciabarra, Co-founder of Revel Systems.

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merica remains a beacon of entrepreneurialism and many US entrepreneurs continue to establish their European bases in Northern Ireland as they seek to grow their companies outside the US. One of the latest is Chris Ciabarra, Cofounder and CTO of Revel Systems which was established in 2010.

Based in San Francisco, Revel Systems is a software company which has developed a cloud based iPad Point of Sale System (POS) that allows retailers to use iPads to do the same job as traditional cash registers.

Thousands of hospitality and retail establishments from small shops to multinational chains currently use the system.

Chris developed the technology behind the system and continues to lead the technological advancements and well as security linked to it.

Last month, the company announced plans to establish a European sales and support centre in Belfast, employing 89 people, in an expansion backed by Invest NI. The American company recently secured a $100 million investment to expand its operation internationally and it plans to use its new Belfast location to fulfil that ambition.

But why do so many Americans possess entrepreneurial zeal?

“If you look at the US, it is really the West coast that has the entrepreneurial focus,” says Chris.

“However, having an entrepreneurial streak is in all of us – we just have to find it within ourselves.

“I knew I wanted to be involved in business from a very early age. When I was a kid, I sold candy in school and made

“I come up with different ideas other people just wouldn’t think of. That is what entrepreneurship is all about.” money. Later on in High School, I built websites and made money from that too.

I always wanted to have my own business and be my own boss.

“Everything you do in your life takes you to where you are today. You must take in all the experiences and the knowledge that you can along the way because eventually you are going to use that information.

“Every job I ever had, got me to where I am today. I would not have been able to create this company if I did not have the experience that I have gained through the

different things that I chose to do.

“My last company which I set up was a security software company with a great product. I sold a lot of the product but the big problem was that the market was saturated, so it failed. That was a good but hard lesson. If I had not failed I would not have succeeded with Revel Systems.

“I possess creativity in the technology realm. I come up with different ideas other people just wouldn’t think of. That is what entrepreneurship is all about.

“There are two key attributes for being an entrepreneur: optimism and persistence – I have both of them.

“However, what drives me is the passion I have for developing products and pushing the boundaries of technology. That is also central to being an entrepreneur.

“Our system empowers merchants, helping them to thrive and grow, and we are excited about the market opportunity in Europe. The new centre we are establishing in Belfast will facilitate our entry into the UK and European markets, which is part of our growth strategy.”

Chris, who holds a degree in Computer Science from Kutztown University of Pennsylvania and an MBA from Alvernia Univerisity, also in Pennsylvania, is keen for entrepreneurship to grow – both through the businesses who embrace the technology developed by Revel Systems but also in terms of the qualities possessed by the company’s employees.

“Revel’s mission is to support entrepreneurs and give businesses the tools they need to succeed. We are excited to help European merchants take their businesses to the next level.

“We are looking for dynamic employees with a real entrepreneurial spirit that can continually look for new creative solutions to meet customer needs,” he says.

The bottom line is anyone can be an entrepreneur. It doesn’t have to be a fulltime activity but if it’s in you, it might be a good idea to let it out once in a while.

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There’s an entrepreneur in all of us

dare to be an Entrepreneur

DEALING WITH CRISES Colm McGoldrick, the founder of Belfast-based email security company Mail Distiller, which was bought by US firm Proofpoint, is the ultimate survivor as Adrienne McGill finds out.

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o one ever said it was easy being an entrepreneur. Whether you’re in the early stages of your startup, trying to source funding or getting ready for your product launch, there will always be a time when you think – is this whole entrepreneurship thing really worth it?

Well…the story of Colm McGoldrick, who founded Belfast-based email security company Mail Distiller in 2004, will provide inspiration to anyone in business who may be considering throwing in the towel but just needs that bit of confidence. His experience underlines the fact that success is the ability to survive crises and near disaster and come back stronger.

The 37 year old County Fermanagh born entrepreneur built a highly successful business, almost lost it, rebuilt it and finally sold it last year to a huge American firm in a multi-million pounds deal.

However, along the way, he had to battle through a series of huge financial and personal traumas, including laying off staff and downsizing his business but – most devastating of all – being diagnosed with a malignant tumor, just as the company was enjoying renewed success.

Colm, who graduated in Computer Science from Ulster University in 1998, has worked in the IT industry for over 15 years and in 2012 was named IT Professional of the Year by the British Computer Society.

He made a significant impact at both Microsoft and BT with his own innovative solutions, before founding Northern Ireland’s first and only home-grown cloud security company, Mail Distiller.

With an entrepreneurial spirit and extensive knowledge and expertise in the IT industry, Colm spotted a huge opportunity in the market for a cloud-based email security solution to provide software that helps small and medium sized companies to protect their email infrastructure, including filters to block spam and malware.

38 NI Chamber

Colm McGoldrick, founder of Mail Distiller which was acquired by US company Proofpoint.

As founder and CEO of Northern Ireland’s first, and to date, only home-grown cloud email security business, Colm led Mail Distiller from the front for almost a decade with clear vision and purpose.

Before being acquired in 2013 by US company Proofpoint, which was a huge international competitor, Mail Distiller

enjoyed a market-leading position, servicing users in more than 20 countries worldwide and creating huge export success for Northern Ireland, all from its office in Belfast.

“Mail Distiller started in the back room of my house in Belfast and then moved to a business associate’s attic in Carrickfergus and yet we were processing emails for some of

“Bryan kept going with me and pushing me when I really wanted to give up. He had real belief in the company – but without his support I don’t think I could have got through it all.

“We completely resurfaced the business for a new age – based on the KISS (Keep It Simple, Stupid) principle. It took 2 years but we paid all the debt off and then we had cash coming in and started to make a profit. I had sunk everything I had into the business – I did not want to fail.

“We hired some young marketing graduates who had great ideas.”

Colm then saw the opportunity to move into North America as many of Mail Distiller’s competitors were going out of business because their technology was not up to speed.

was considered high risk so the alternative was for Colm to undergo chemotherapy.

However, he was told there was only a 20 per cent chance of the treatment working and of that, to expect just a 5 per cent chance of drastic tumor reduction.

He then prepared for six cycles at the London Oncology Clinic in Harley Street but told his doctor that if, after one session, the tumor had not reduced in size he would opt for surgery.

“I did a deal with the medical people – to me if something is not working then move on. I wanted to be in control.”

And so apprehensively, Colm underwent the first round of chemo which resulted in the tumor reducing by 10 per cent.

After six cycles it had reduced by 89 per cent but the tumor still had to be cut

“We could have given up at that stage with just 2 people. I had approximately £600,000 of various types of debt and the situation was very difficult.”

The business grew its user base by between 60-70 per cent in July and September 2012.

“It wasn’t easy but as we gained more customers and processed over 1 billion email connections per day across more than 20 countries all from our Belfast HQ, it made Mail Distiller stronger and busier than ever.”

Such was the scale of work, the company was operating data centres in the Republic of Ireland, France, Holland and the US. With the renewed success of the business, Colm felt now was the time to sell and in October 2012 approached the CEO of Proofpoint, headquartered in California who had no hesitation in snapping up the Belfast firm.

However just a month before the deal was to be completed in April 2013, Colm received devastating news about his health.

He was diagnosed with a rare malignant tumor in his chest.

Doctors told him he would not see September unless they could find a way of treating the growth.

“I was still in talks with Proofpoint about the sale of Mail Distiller when the tumor, which was the size of a small pineapple, was discovered in my chest. But I was not prepared to give up.”

An operation to remove the tumor

out although an operation was no longer considered to be a risk. “ I had the surgery done on the anniversary of 9/11. The tumor was removed and also some lymph nodes but some cancerous cells remained.”

However, Colm was far from in the clear.

After being admitted to hospital for a second operation he slipped into a coma for four weeks.

“When I woke I could not speak. I had to learn to talk and walk again. But I did it because I don’t give up. I am a husband and father and work in a great business. I have everything to live for.”

Thankfully Colm has made a full recovery from his illness and remains cancer free.

Following the sale of Mail Distiller, Colm holds the position of Vice President of Proofpoint Essentials. He says he’s excited to become part of a company with such leading edge technology and global market presence. The company’s Belfast operation employs 34 people but there are plans for this number to increase to 70 before the end of the year.

“The reality is internet security is a very hot subject,” says Colm.

“We are going from strength to strength – and I am glad to be in a position to see us grow.”

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the largest companies in Northern Ireland,” says Colm.

“The beauty about us was that we were able to do stuff other companies couldn’t do.

To the outside world we looked like a huge proposition – but in fact we were tiny.”

What Mail Distiller did was to pre-cleanse emails before they hit a customer’s inbox to ensure there was no virus or threat attached to them which could cause havoc in a company’s operations.

“In the beginning we struggled but we eventually got some bank finance,” says Colm.

“We hired staff and saw there was possibility to grow the company. We won the Belfast final of IntertradeIreland’s Seed Corn competition and received some funding. We also took on finance from Venture Capital company Crescent Capital.”

All could not have been going better – but expansion was taking its toll on finances and in 2006 the company found itself in a deepening crisis.

“We had expanded but were not funded enough to take on that sort of activity.

Looking back, we should have raised better structured finances. We also went through several cycles of interim management and took on lots of sales staff – the result was that we burned a load of money and we had to be funded and refunded. The sales just weren’t there and there was no cash coming in.”

On a bleak day in 2007, Colm realised he’d have to take drastic action. He cut staff numbers from 22 to 2 and moved from a 2,000 sq ft office to a small room in the Science Park at Belfast’s Titanic Quarter.

“We could have given up at that stage with just 2 people. I had approximately £600,000 of various types of debt and the situation was very difficult.

“Some of our debtors swapped debt for equity and those that did enjoyed a very nice upside in the exit. It took a lot of work – but I knew Mail Distiller was a sound proposition.

I still had 2000 customers to provide services to and I never lost one of them.”

Colm decided to embark on a totally different strategy. He became an avid fan of the virtual worker. He hired a remote sales team in England who had experience in selling technology-based products and he outsourced his support to a company in India.

Colm pays tribute to fellow entrepreneur and Chairman of Mail Distiller Dr Bryan Keating, for his support during the company’s dark days.

dare to be an Entrepreneur

CUTTING A DASH IN THE MARKET Tess Cooke founded high-end, fledgling tweed clothing business Indigo Ivy less than three years ago and has been weaving success ever since. She runs the business from her home in the village of Doagh, County Antrim. Tess who was recently Highly Commended in the Young Person in Business Award category in the NI Chamber Awards 2014, explains what inspired her to start her own business.

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have been passionate about clothes designing from an early age, much like a million other girls, no doubt.

But I have the advantage that my past is rooted in a family involvement in the Ulster linen industry lasting over two hundred years. My ancestors were linen bleachers in County Antrim and were passionate about both textiles and fashion. I wanted to continue in their footsteps but wanted the onus this time to be on the design of tweed fabrics and garments.

My dream was to go to Fashion College after ‘A’ levels, but, when the time came, enrolling at university to read Business seemed a more prudent move. I decided that if I ever went into the fashion business at a later date, at least I would have the appropriate qualification to underpin it.

After I graduated, my desire to become a designer was undiminished, I decided to go to London to train as a seamstress and after several years there working for two design houses, I returned to Northern Ireland where I had discovered a niche in the market after extensive market research and established Indigo Ivy. I went initially all over the country to game fairs and seasonal shows selling design samples only in a bid to test the market before trading under the Indigo Ivy banner for real. I was amazed at, and delighted with, the reaction I received! It proved that my existence in the fashion arena was a valid one, which was an enormous boost to my confidence.

Predominantly professional women between the ages of 25 and 55 visited my stand at these shows over the season.

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Their feedback was the same every time; country lifestyle and look, but chic enough they would rather spend a higher price for city wear. on quality, UK manufactured clothing than I am delighted at the success of Indigo Ivy. continue to suffer the disappointments I am really proud of the NI Chamber award of cheaper, less-well-made garments and the organisation’s ongoing support. I have manufactured abroad.

I discovered that the majority of tweed in the marketplace today “I went initially all over is somewhat masculine the country to game in nature with regards fairs and seasonal shows to texture, weight and selling design samples style. This gave me the only in a bid to test the impetus to design my own market before trading tweed fabrics. The tweed under the Indigo Ivy used for the majority of banner for real.” my garments is a 50:50 blend of cashmere and wool. It is luxurious to the touch and much lighter compared to the majority of tweed a great team behind me, and we are getting garments in the market. The result has been stronger every day. We also won Best New a softer, more flattering and stylish product Start Up Business at the Ulster Tatler Awards – essentially a more feminine product. So, as well as jointly winning Young Entrepreneur gone are the scratchy country tweeds of of the Year at Newtownabbey’s Business old!

Awards. I am over the moon!

I remain dedicated to maintaining the The plan now is to up our game and take company’s three unique selling points, the collection to trade shows and, hopefully, which, in combination, are the backbone of do some business with the big fish out the Indigo Ivy brand: design originality; UK there! We are heading to Showcase Ireland manufacture; and a bespoke tailoring service this month and Moda at Birmingham’s for individual as well as corporate clients.

NEC in February, so fingers crossed. The Since I design all the garments and the textile trade has been a part of my family for majority of the tweed, the range is unique hundreds of years. With such a heritage my and not wholly based on the stock patterns vision is to develop Indigo Ivy into a global and fabrics available to all in the trade. brand and revive a once great industry by I like to feel that my modern designs cater setting up shops and manufacturing here for fashionistas everywhere - not just for as well as continue to develop our existing those who are already living and loving the online presence.

dare to be an Entrepreneur

Tess Cooke, founder of Indigo Ivy.

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Raising a glass to an entrepreneurial spirit

Fiona Boyd-Armstrong had a dream to create a wonderfully blended craft gin. Over the last two years this has become reality and Shortcross Gin, which is distilled at Rademon Estate Distillery near Downpatrick, is cascading with success. Fiona, who founded the award winning craft distillery with her husband David in 2012, tells Adrienne McGill why their gin is just the tonic.

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ehind every great entrepreneur – there’s a great idea – and that is exactly what Fiona Boyd-Armstrong had as she strolled in the woodlands near her imposing historic family home, Rademon House near Downpatrick. She was overtaken by the beautiful aromas and flavours floating in the air – elderberries, fresh apples and – most importantly – wild clover and thought their delightful blends would be a perfect combination for a craft gin.

With her husband David, a former engineer from East Belfast – the Armstrong in the couple’s double barrelled name – they mixed their home-grown botanicals with imported juniper, coriander, lemon orange, cassia (cinnamon) and Rademon spring water from their own well, added a wheat spirit base, and after much experimentation, produced ShortCross Premium Gin, the first craft spirit of its kind to be made in Northern Ireland.

“Starting out seems a distant memory for myself and my husband David but it was our passion and drive to create the ultimate gin and translate that into a viable business,” says Fiona.

“For over two years we immersed ourselves researching, investigating and gaining a full understanding of the product, process, industry and market. We took inspiration by visiting a vast array of distilleries all over the UK, Ireland, Europe, North America and Asia – from those that you could fit into your living room to those of an industrial scale producing tens of millions of litres of pure alcohol per year.

“However, what truly inspired us was the sheer quality and passion that craft distillers put into each and every bottle. It was fantastic to see such focus on new flavours and recipes, and this really emphasised to us how our own views and palates had been consumed by big brands and products.”

The still at Rademon is a hugely impressive piece of equipment, made mostly of gleaming copper with a graceful funnel and tall ‘enrichment’ columns.

“Although distilling itself is an old technology, we use a mix of traditional and modern concepts which create an exceptionally aromatic and smooth spirit.

“The still was custom made to our bespoke

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specification by the oldest family of German still makers. We like to think of ‘her’ as something very special – and we keep her very busy,” says Fiona.

“Shortcross is crafted in small batches in our copper pot still and we are unique in that we distil, fill, label and wax dip each bottle by hand. Every label is personally signed, and the batch and bottle number recorded, creating something very special for the consumer.”

Fiona describes the launch of the gin in April 2014 as “an overwhelming experience.”

day and night, into the project and still be together! Ultimately we have found that any problems we encountered along the way have driven us to be more strategic, in terms of costs, processes and planning, and have better prepared us for the future.

“Of course all the hard work and long hours have been, and continue to be, more than worth it as we see Shortcross being enjoyed and talked about more and more.”

The spirit has already won a string of awards.

In July 2014 Shortcross was awarded a Silver

“I can still remember delivering that very first box of Shortcross Gin with my fingers crossed hoping that someone would purchase a bottle!”

She says: “I can still remember delivering that very first box of Shortcross Gin with my fingers crossed hoping that someone would purchase a bottle!

“Needless to say, they did and the reception and support we have received has been most gratifying. This cannot be explained better than when Peter Hannan, owner of Hannan Meats, introduced our Shortcross Gin to the buyers of Fortnum and Mason at a dinner in Newforge Country House. This led to a personal introduction and then ultimately in our product being sold at the famous London store. A further highlight was when we were named as the Fortnum and Mason Spirit of the Month for August. “ Business is certainly in Fiona’s blood. She is the daughter of well-known property developer and Rademon Estate owner Frank Boyd.

But like most people starting their own commercial enterprise, there have been many hurdles to overcome.

“For example, we found that one of our key challenges was getting our branding and packaging right,” says Fiona.

“Also starting out with just the two of us to set up and market a whole distillery and product had its own challenges in terms of time and resource management. Being husband and wife was a distinct advantage as we were able to immerse many hours,

Outstanding Medal in the International Wine and Spirit Competition; at the Gin Masters, Fiona and David collected a Gold and Two Silver medals in the Super Premium, Micro Distillery and the Design and Packaging categories; and the couple also scooped a medal at the Blas na hEireann Irish Food Awards.

Fiona says both she and David appreciate that a lot of their success has been down to the support of local people and businesses in Northern Ireland.

“We have received the support of Invest NI, through their Growth Accelerator Programme to develop our business, which is enabling us to do things like add to our small team at the distillery, as we prepare to expand our distribution networks.”

Part of this will see the distillery recruit its very own Shortcross Gin Ambassador who will actively engage with existing and potential trade customers and consumers.

Looking ahead, Fiona says: “We anticipate growth and further development of the distillery through the development of our initial key export markets of Europe and North America. We wish to be recognised as the leading craft distillery in Ireland, recognised for the quality of our hand crafted premium spirits – and we continue to work hard to achieve our vision.”

And cheers to that!

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Fiona and David Boyd-Armstrong.

dare to be an Entrepreneur

Northern Ireland entrepreneurs proving they are world class The search is about to begin to find the next EY Entrepreneur Of The Year – the most sought after title in the calendar of business awards on the island of Ireland with the winner going on to take part in the World final. Sean Duffy, Head of Business Development, EY Ireland and Rob Heron, EY Tax Partner Northern Ireland, give an overview of what is involved and how Irish participants have taken their place among an elite group of global entrepreneurs.

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riginating in Milwaukee, Wisconsin in 1986, and now spanning more than 145 cities in 60 countries, the EY Entrepreneur Of The Year (EOY) Ireland journey began in 1998, when EY Ireland decided to introduce the programme. Having long recognised the potential of entrepreneurs and their contribution to the Irish economy – North & South – EY Ireland saw the EOY programme as the perfect vehicle to acclaim the achievements of our home grown business talent who were using their fresh thinking and innovative ideas to bring new concepts and products to market, create jobs and stimulate wealth. Now considered the best-in-class EOY programme globally, EY Ireland evolved the EOY Awards into an exclusive development programme for Ireland’s most impressive entrepreneurs, adapting our experience, industry capabilities and networks to add value to entrepreneurial, fast-growth companies.

Through our annual international CEO Retreat, peer-to-peer mentoring, executive education series and community impact initiatives, the EOY Ireland programme has created a unique community of over 380+ leading entrepreneurs who, together, employ over 152,250 individuals and generate revenues of €16.6 billion.

Since the inception of the programme, 62 Northern Irish entrepreneurs have gone through the EOY programme, producing one category winner and two overall winners of the Ireland competition – Peter Fitzgerald of

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Randox Laboratories (2004) and Brian Conlon from First Derivatives (2010).

Who can apply?

Open to entrepreneurial businesses across the island of Ireland, nominees must either be Irish or running a company based in Ireland and own a minimum of 5 per cent of the company to be eligible, with the exception of publically listed companies. A nominee must also be a founder or owner who is primarily responsible for the recent performance of a company.

Founders of publically listed companies are still eligible, provided the founder is still active in management. While eligible companies must be trading for a minimum of 2 years, companies with a long R&D process are dealt with on a case-by-case basis.

Our nomination process is designed to be as quick and easy as possible and entails the provision of basic information such as contact details, a brief company description and top line financial data. All information is kept strictly confidential and is only shared with the interviewers and our independent judges.

Nominations can be submitted online on www.eoy.ie or via post to the EY offices.

While many of the nominations come from the entrepreneurs themselves, anyone, including employees, company advisors and financiers, can nominate a successful entrepreneur with the entrepreneur’s consent.

After reviewing hundreds of nomination

reports, the panel of judges select eight entrepreneurs per each of the three programme categories – Emerging, Industry and International. Nominees in the Emerging category run businesses that have been trading for a minimum of 2 years. They are high-potential “ones-to-watch” for the future.

The Industry category nominees are more established than those in Emerging, with businesses that are sometimes decades old.

They are mainly focused on the ROI and UK markets and are major players in their sectors.

The International category is aimed at global players operating in multiple markets across the globe and can be based here in Ireland or overseas.

What does the programme entail?

Once the judges have selected our 24 finalists, they are introduced to the EOY community through the Meet the Finalists dinner – an annual get together that enables the new members to meet the EOY Alumni before they embark on the annual international CEO Retreat – the landmark event in the EOY calendar.

Designed to take our entrepreneurs out of their comfort zones, the CEO Retreat has developed into an intensive week of strategising, problem-solving and inspiration, challenging our entrepreneurs to think about their businesses in fresh new ways, develop successful strategies for growth

events such as the CFO Lab, which covers off key professional challenges facing the CFOs of entrepreneurial businesses, as well as the C-Suite Sessions which provide a deep dive into pertinent business-related topics that are relevant to the entrepreneurs’ respective C-Suites.

Peter Fitzgerald (Chief Executive, Randox Laboratories) is another Northern Irish entrepreneur who was named overall winner of the Ireland competition in 2004.

The judging process Chaired by the 2002 EY Entrepreneur Of The Year Pádraig Ó Céidigh, the EOY judging process is managed independently of EY. The panel comprises previous EOY winners and includes notable business names such as Denis O’Brien, Jerry Kennelly, Anne Heraty, Liam Casey, Brian Long, Terry Clune, Pat McDonagh, Dr. Edmond Harty and representatives from Enterprise Ireland, Invest Northern Ireland and InterTradeIreland.

The judges are tasked with selecting a winner for each of the three categories (Emerging, Industry and International) and, from these three winners, an overall winner is selected. When selecting the 24 finalists at the outset of the EOY programme as well as the ultimate winners, our judges look for evidence of the following: • Innovation • Value creation • Vision • Sustainability and growth in turnover and employee numbers • Expansion within local and international markets • Risk analysis and strategies executed to overcome risk • Contribution to society, industry and communities.

The decisions are based on the final scores that emerge from combining the individual

Brian Conlon (Chief Executive, First Derivatives) pictured in 2010 with the then President of Ireland Mary McAleese when he was named EY Entrepreneur of the Year in Ireland.

judges’ scorecards on each of the finalists.

The final results are announced at the EY Entrepreneur Of The Year Awards held in October each year, which brings together 1,500 business leaders from across the island of Ireland. Renowned as one of the most prestigious events on the Irish business calendar, the Awards show is televised ‘as live’ on RTE 1 as the who’s who in Irish business gather to celebrate Ireland’s entrepreneurial talent.

The overall winner then goes forward to represent Ireland at World Entrepreneur Of The Year (WEOY) in Monte Carlo the following summer against their fellow country winners from 60 countries across the globe.

In addition to the glittering Awards ceremony, the attendees have the opportunity to network with leading entrepreneurs on a global stage and attend best-in-class conferencing covering topics such as growth, future trends, emerging markets and family business. Previous guest speakers include Sir Alex Ferguson, Martha Stewart, Mika Hakkinen, Kofi Annan, John Cleese and Sir Timothy Berners-Lee. For the first time in 2013, EY opened up the WEOY conference to all of our EOY Alumni – an unrivalled opportunity to establish ties with like-minded entrepreneurs from across the world.

Since the beginning of WEOY fourteen years ago, our Irish winners have proved time and again that we are among the best in the world when it comes to entrepreneurship.

The EOY 2015 programme will open for nominations on January 29th as we, once again, search the island of Ireland for exceptional entrepreneurial talent. If you are an entrepreneur who is interested in finding out further information or if you would like to nominate someone for the prestigious awards programme, please don’t hesitate to contact the EOY team on 01-221 2250 or visit www.eoy.ie.

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and forge links to new markets. Over 100 entrepreneurs attend the annual trip which comprises networking, world class executive education, thought leadership sessions and opportunities to hear from the CEOs of some of the world’s most successful multinationals and entrepreneurial businesses. Over the years, CEO Retreat destinations have included Boston, Shanghai, Haiti, Dominican Republic, Miami, Brazil, India, Silicon Valley, Chicago, New York, Indiana, Seattle and Vancouver.

Throughout the year, EOY runs a programme of initiatives that enable the entrepreneurs in our community to extend their personal networks and enhance their personal and professional development.

Our EOY University initiative and alignment with Jerry Kennelly’s Junior Entrepreneur Programme has brought entrepreneurs into lecture halls and classrooms throughout the island, imparting practical lessons from the frontlines of entrepreneurship to students of all ages. This year also saw the introduction of the “Entrepreneurs Anonymous” peer mentoring programme following requests from the Alumni to facilitate a programme that enables our entrepreneurs to support and advise one another on business and personal challenges they may currently face. We’ve also looked to bring these lessons to the professional sporting community through a partnership with the IRFU, where our entrepreneurs mentor and advise the IRFU players on their careers after rugby be that joining the workforce in a particular sector or starting an enterprise of their own.

Over and above our burgeoning community of entrepreneurs, the EOY programme has looked at ways of nurturing a similarly supportive network amongst the key individuals in our Alumni’s leadership teams, introducing

dare to be an Entrepreneur

Musician Taylor Swift.

Picture by: Startraks/REX

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Entrepreneurs have an ability to create products for a future market.

Tim Brundle, Director of Research and Innovation at Ulster University and the Executive Director of Ulster’s award winning technology commercialisation company, Innovation Ulster, examines how they attain such creativity.

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few days ago someone sent me a quote that they thought I would like and challenged me to guess the author without resorting to an internet search engine.

The quote read as follows…

“The most important thing to preserve when you are your own boss is your imagination. It’s important to go off on whims and have your imagination stay intact so you can come up with the creative ideas that will fuel the business. I don’t think any business would exist without creativity. It can’t all be about power, fame and running some kind of empire. It has to all come from the fact that you like creating something.”

I’m often asked to define innovation or describe the essence of technology entrepreneurship, and I often struggle.

However, my answer will commonly be a variation of the phrase ‘using creativity to build value from technology’. The author of the quotation above (who I’ll reveal later on) had described this pursuit much more eloquently that I ever could.

At Ulster University I have had the privilege of supporting many startup teams, including those that are clients of the University, those that are born in the classroom by student entrepreneurs and those that are spun out of academic research. The technology entrepreneurs who succeed have many common behaviours, values and talents.

In my experience, they are driven to make an impact, rather than money. They have an almost obsessional desire to understand and satisfy customer needs, enhancing and casting their products for market fit. They also are quick to understand and nurture the core competence that is providing customer value. Driven by this knowledge, they often pivot at least twice, changing the direction of the business in pursuit of growth. Such entrepreneurs also understand that when creating new products, they are designing for a future market, rather than that which exists today. They study trends in consumer

behavior and technology forecasts to become attuned to the world at the time of their market entry.

Our technology entrepreneurs face challenges no different from those working in the world’s startup hubs of San Francisco, Tel Aviv and London. Four years ago a team of Silicon Valley researchers and entrepreneurs began a thorough investigation to determine the attributes of successful

skills and experience had little demonstrable effect on the fortunes of their fledgling portfolio companies.

Our own startup environment is best presented within the 2014 Knowledge Economy Index, which was produced by colleagues at the Ulster University NI Centre for Economic Policy on behalf of NISP CONNECT. Published in October 2014, the report confirmed Northern Ireland as

“At Ulster University I have had the privilege of supporting many startup teams, including those that are clients of the University, those that are born in the classroom by student entrepreneurs and those that are spun out of academic research.”

founder management teams and to establish why only 10 per cent of technology ventures will succeed. The project was known as the ‘Startup Genome’ and its first report was published in 2012. This study found that technology startups take 2-3 times longer to validate their market than most founders expect. As a result, they can scale prematurely and lose a vital opportunity to ensure the fit between product and customer. The report also emphasised that many investors place more capital than necessary, particularly with solo entrepreneurs and teams without technology co-founders. Such teams miss essential technological competence and commonly have a low level of success. The report not only provided a critique of founder capabilities, but also highlighted that investors over-value their own contribution. Their capital and experience in exit negotiations are clearly important, however, their operational

the 2nd fastest growing regional knowledge economy in the UK, after the North East of England. The Knowledge Economy Index highlighted that during the last year we started 295 technology companies and increased employment within knowledge-based companies to over 35,000 people.

The Northern Ireland Innovation Strategy 2014-2025 sets out an ambitious future for our emerging knowledge economy, with objectives including increasing the levels of technology entrepreneurship and doubling the number of people working in the sector.

To achieve this, the report acknowledges that we must work together to develop our entrepreneurial skills, extend our command of technology and nurture our creativity.

And for those of you who were wondering, the author of that quotation was the phenomenally successful musician Taylor Swift.

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Innovation and Entrepreneurship

dare to be an Entrepreneur Picture by: Snap Stills/REX.

Gladiators and Business Etiquette – The Man in the Arena It takes courage to start a business but there are unwritten rules of conduct which must be observed says seasoned entrepreneur Dr Bryan Keating who has been a director of and an investor in a number of Northern Ireland based hi-tech businesses over the last 30 years.

“It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat.”

Excerpt from the speech “Citizenship in a Republic” delivered by Theodore Roosevelt at the Sorbonne , in Paris, on 23 April 1910.

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Over the last twenty years I have had the good fortune to work closely with over a dozen CEOs. Although they are all very different people, they each had similar attributes and characteristics which marked them out as entrepreneurs.

The one consistent and defining quality which stood out above all the others was their courage; the courage to face up to all the challenges that come at them and their companies every day in life. It takes real courage to build a business, because young companies rarely have the resources at hand to tackle the issues before them that more mature organisations do.

In the words of General Maximus Decimus Meridius, aka Russell Crowe in the film ‘Gladiator’, addressing his loosely formed band of gladiators in the arena as they await their fate, “Whatever comes out of these gates, we’ve got a better chance of survival if we work together. Do you understand? If we stay together we survive.”

There is a massive difference between ‘fighting in the arena’ and being a spectator or coach from the side lines. It sometimes galls me when local entrepreneurs are chastised for lacking ambition from the people who are observing, not fighting.

I have never found the slightest lack of ambition in any of the CEOs I have had the privilege to work with.

Another characteristic which successful CEOs tend to have in abundance is generosity when it comes to helping and supporting start-ups. They recognise the challenges that new businesses bring and the steep learning curve faced by young entrepreneurs. But that generosity is a finite resource and all start-ups should arm themselves with a basic understanding of business etiquette before they approach the more experienced gladiator for advice.

Office and business etiquette is simply a set of written and unwritten rules of conduct that makes our professional social interactions run more smoothly and just like normal social etiquette, there are variations between countries and regions.

Even different market sectors within a region will tend to have different expectations of how people look and how they conduct their business. For instance, a recent survey conducted by TheLadders.co.uk found that 37 per cent of senior executives conducting interviews had decided against hiring a candidate due to the way they were dressed.

Obviously start-ups quite often need to ‘push the envelope’ just to survive, but as companies mature, business manners and business etiquette become increasingly important.

There are of course, certain universal etiquette rules that must always be adhered to – punctuality being the most important (or as the American Football coach Vince Lombardi put it: “If you’re early, you’re on time. If you’re on time, you’re late. And if you’re late, don’t bother showing up.”) Make sure too that you always follow up promptly on any actions you agreed to undertake – that’s a guaranteed way to show respect and professionalism to your mentor.

Of course, young entrepreneurs need to be unconventional, break rules and ask for favours in order to survive and ultimately succeed. Most CEO and senior staff remember the days when they too were in that position and are only too willing to help.

They are usually very tolerant – as all species

“It takes real courage to build a business, because young companies rarely have the resources at hand to tackle the issues before them that more mature organisations do.”

are – of the younger members of the group.

The one piece of advice I would give to young entrepreneurs starting out is not to overdo the asking of favours, particularly from the same people. They should be cognisant of the pressures that all companies are under – even large, mature businesses.

They still need to overcome the dangers and risk that come out of the ‘gates in their arenas’, even though they are usually much better prepared and have greater resources to hand than almost all start-ups.

If General Maximus Decimus Meridius dropped his sword in the middle of a fight, I can’t really see him saying, “Could we please stop for a moment while I retrieve my weapon?” – this would not be a winning move. It is all about balance and timing.

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The words of General Maximus Decimus Meridius, aka Russell Crowe in the film ‘Gladiator’, have resonance in business “If we stay together we survive.”

dare to be an Entrepreneur

FROM WANTRAPRENEUR TO FUNDED ENTREPRENEUR Being an ambitious entrepreneur is great – but where do you get the money to make it a reality? Alan Watts, Director of Halo, the NI Science Park based business angels has the answer.

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ave you got the itch? That great idea, the absolute certainty it’s a winner and it’s going be huge? And you’re mad enough to be an entrepreneur – I can say that because I’ve been just that – a mad entrepreneur.

OK – but where do you get the money from to crack on and be the next big thing?

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Well of course the dogs in the street will tell you. There’s a well-beaten path which is the 3Fs, angels and finally VCs (Venture Capitalists). Actually the first part is right, ‘Friends, Family and Fools’ is where most entrepreneurs will start, because if your family won’t back you, then who will?

The 3Fs acronym is, in my opinion, very

unfortunate although a nice alliteration, because this is a great way to get started.

After that you are supposed to move to business angels and then when you need the bigger bucks it’s on to the VCs. In reality in many cases the dogs have got it wrong here. Many companies can grow very well with multiple angel rounds

relevance here are reward-based and equity crowdfunders.

Equity is the easiest to understand as it’s similar to angel investing but done online and involving more ‘angels’ but with most putting in much smaller amounts. Arguably you won’t get the boost factor of having direct input from angels, although there are sometimes ways to connect directly with your funders.

The two best known platforms here are Seedrs and Crowdcube.

Kickstarter and Indiegogo are prominent reward-based crowdfunders. This is just like equity but without the equity!

In other words people will put in money to see an idea come to reality in the hope (but without shares) that they will get the end product. This might be tickets to a theatre production they’ve helped fund, a discount on the product or even one of the new gizmos you’re going to make.

Now this might seem like a rather sideways way to fund a company, but it has a lot of advantages. As well as ‘free’ funding, it allows your company to connect with a bunch of committed (some say they should be committed) people who become stakeholders in what you are doing. This means they will provide market feedback, evangelise to their friends and buy more as your products develop. Some more established companies actually use reward crowdfunding as market research which is not

“Angels invest for shares. It is a bit like Dragon’s Den but where everyone has taken ‘be nice’ pills. It’s not soft money, but it can be transformational.”

Dragon’s Den but where everyone has taken ‘be nice’ pills. It’s not soft money, but it can be transformational. I run Halo, the NI angel network and our angels have invested over £8m in local companies.

There are some companies who can move straight to a VC. These tend to be more experienced entrepreneurs who already have a good track record, often in a similar sector to their new company.

And then there’s the young upstart – crowd funding. There are many different shades of crowd funding but the two of

just free – the company actually gets money for it!

One word of warning about crowdfunding, it’s very hard work. If you look online you will soon find blogs from people who have done it and will tell you that it is anything but free money.

So if you do have the entrepreneurial itch, then there are many ways to scratch it.

And the most important thing is to just do it. You know your idea is great and now you also know that there is money to prove that you are right.

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leaving the VCs to concentrate on the top growth companies who need larger sums and sometimes make the big returns.

However, in Ireland the first thought about funding is not as our canine friends would have it, but is banks. In fact, 94 per cent of SME funding on this island is from banks.

But even this is misleading as most bank lending should be based on cashflow – ie. the ability to repay. This works well for an established or low risk company. But when banks start backing high risk ventures (and entrepreneurial start-ups definitely fall into this category), then the next thing you know you’ve got a banking crisis. Oh yes, we’ve already had one of these.

So today, if you are starting a business, banks should not provide you with start-up capital. In fact they never should have and today they certainly won’t.

However don’t despair, there are good sources of capital for entrepreneurs.

In the earliest stages there are proof of concept grants (100 per cent of £10k and

£40k). There is a bit of a chicken and egg with these excellent schemes in that the money must be paid to external experts and not to the entrepreneur. And you have to spend it to get it back. But it’s a great start.

This is government funded and run by Techstart NI who also provide an early equity investment fund. This can invest around £60k in your technical company for shares at a very early stage. And if you show good progress and traction, they can come in again and invest more.

So by now your plan is taking shape with perhaps an early reduced version of the product being used by some people and maybe even being paid for by a few. This is where it starts to get interesting.

Business angels might be a good next stage, sometimes in conjunction with Techstart NI and also possibly with one of the two angel co-investment funds to increase the money.

Angels are mostly experienced business people who invest their own money into companies they like. They do it for a mixture of reasons and yes, making money is one of them. But there is often a strong element of giving something back to your own area. And it’s very true that you can get a lot more than just money from an angel.

Just imagine what the right group of angels (and it usually is a group) can provide by way of contacts, experience and strategic advice.

Angels invest for shares. It is a bit like

dare to be an Entrepreneur

A hot bed of entrepreneurial activity Using university research to develop a piece of innovative technology with a commercial focus has led to the creation of highly successful companies in Northern Ireland many of which have been created by QUBIS at Queen’s University, Belfast. David Moore, its Investment Executive, looks at how this has been achieved.

Q

ueen’s University punches very much above its weight when it comes to creating new businesses.

The foundation of QUBIS in 1984 was a pioneering step by Queen’s. As one of the first UK universities to create a company with the sole purpose of transferring technologies into businesses, it started a commercialisation journey which led to the creation of portfolio companies from startups to mature global businesses. The University consistently encouraged and supported QUBIS throughout this time and has seen QUBIS develop to a stage where it is now consistently ranked within the UK’s top 5, along with research powerhouses such as Oxford, Cambridge and Imperial College.

Since its formation, QUBIS has invested in 66 companies with a combined turnover of the current and former portfolio companies totalling £170m for 2014 – a figure which is estimated to increase to £190m for 2015.

The companies contribute over 1500 jobs to the local economy, most of these are highly skilled, pay above average salaries, and provide employment for very talented individuals.

This activity has paid dividends for the Northern Irish economy. The recent NISP Knowledge Economy Index (KEI) report shows that we are achieving significant growth from the Northern Ireland knowledge-based sector. The QUBIS portfolio companies form a significant part of the current knowledge economy and indeed will become increasingly important as the Queen’s research base continues to boost the local economy with IP based commercial opportunities.

Queen’s portfolio companies have attracted £74m of external investment to date, validating the quality of these existing technological ideas, people and products.

This funding has been instrumental in

52 NI Chamber

Market (AIM). In February of this year Andor was acquired by Oxford Instruments in a £170m deal that will see Oxford Instruments continuing to invest and build the Belfast Andor operations as a key part of their future business. Oxford instruments are also keen to continue the relationship with Queen’s and build on long standing research links.

One of the very interesting developments that has emerged from within the QUBIS portfolio is that of the ‘spin out from a spin out’. There have been at least 5 new entities with strong links to Kainos and at least two with strong links to Andor. QUBIS has invested in several of these second generation businesses which have the added strength of building on the experience and learnings of their predecessors.

Avalon Instruments was based on raman spectroscopy technology that had been developed within Andor but was now ‘non core’, together with some raman based research that been carried out by the Department of Chemistry. Avalon developed and sold a raman laser based spectrometer around the world for uses within the pharmaceutical, forensic and research sectors and was eventually acquired

by Perkin Elmer in 2006.

The success of QUBIS over the years has been built on supporting good management teams who have the capability to build sustainable businesses on the foundation of intellectual property being generated by the Queen’s research base. QUBIS has used many different models to structure its spin out companies – welcoming the involvement of experienced angel investors with appropriate domain expertise, and corporate venture partners who have identified a market opportunity for the technology that has been developed within the University.

QUBIS is also one of the few university investment companies within the UK that has the capability of making ‘follow-on’ investments into its portfolio companies as they grow and this has been instrumental both in providing a supportive investor for the various ventures and in maximising the investment return for QUBIS. But rather than rely on its own resources, QUBIS works closely with the local seed investors and continues to find new ways to promote business creation: it is one of the few UK universities to fund a startup via rapidly emerging online crowd seed markets.

Commercialisation activity has become a core part of Queen’s University life – both for

“The University has also invested heavily in developing entrepreneurship training across many of its undergraduate courses which was recognised when the University was awarded Entrepreneurial University of the Year in 2009.”

Meridio was a document image software product that was developed within Kainos and then spun out into Meridio, a dedicated company backed by venture capital investment in 2006. The company grew rapidly and was eventually acquired by Autonomy who were subsequently acquired

by Hewlett Packard.

Indeed there has even been an example of a triple generation spin out when Tom Montgomery founded Amacis after being part of the initial team in Lagan Technologies which had heritage from within Kainos.

Amacis was subsequently acquired by Primus while Lagan was acquired by Kana.

staff and increasingly for students. The strong track record of QUBIS in creating new ventures has demonstrated the significance of the Queen’s research base to the local economy, and provides a good foundation to support this growing interest in academic and student enterprise. With an increasing focus on the potential impact of the University’s intellectual capital on the local economy, Queen’s and QUBIS plan to step up company creation activity. Working with its partners, QUBIS is also determined to play its role in ensuring that Northern Ireland becomes the fastest growing knowledge economy in the UK.

NI Chamber 53

dare to be an Entrepreneur

developing sales and marketing activity on a global basis from a local base – anchoring this investment into the local economy.

Having recognised early the importance of translating its leading edge research into tangible benefits for both the local and national economy, we are now seeing the evidence of success of the QUBIS portfolio companies. Many of the businesses created

by QUBIS have proved that it is possible to build ventures that compete on a global scale from Belfast.

None of this happens automatically and the University has had to invest heavily in building a support structure around its academic staff to provide a high degree of advice and guidance on potential commercialisation routes. The QUBIS activities have now been integrated into the overall Queen’s Research and Enterprise Directorate to ensure a more coordinated approach for commercialisation projects.

The University has also invested heavily in developing entrepreneurship training across many of its undergraduate courses which was recognised when the University was awarded Entrepreneurial University of the Year in 2009. The University also works closely with the Northern Ireland Science Park to utilise their network in helping the various entrepreneurial activities across the campus.

However, the companies themselves and the teams that drive them forward are the stars in all of this.

Kainos Software was founded in 1986 as a joint venture between QUBIS and Fujitsu to develop bespoke software for ICL and other bluechip clients. Kainos, initially led by Frank Graham and then by Brendan Mooney, has expanded rapidly especially over the last few years and now employs over 600 staff with offices in the Republic of Ireland, the UK and Poland.

Andor was formed in 1989 and operated during its initial years from offices within the Department of Physics at Queen’s. Andor’s two founders Hugh Cormican and Donal Denvir found they couldn’t source the type of specialist high-tech camera they needed to further their research project so built their own. After receiving interest from others who saw the prototype and wanted to buy one, they set up Andor Technology to design, manufacture and sell similar devices.

The company went from strength to strength, raised several rounds of investment, supported by QUBIS, and was eventually floated on the London Alternative Investment

[news]

business bites from brussels IN THE LATEST BULLETIN FROM THE EUROPEAN COMMISSION, MEASURES UNDER CONSIDERATION WILL HAVE REPERCUSSIONS FOR BUSINESSES, CONSUMERS AND THE GENERAL PUBLIC IN NORTHERN IRELAND. HERE WE DETAIL WHAT’S UNDER PROPOSAL IN BRUSSELS.

EU launches Investment Plan The European Commission has announced a a315 billion Investment Plan to get Europe growing again and get more people back to work. The Plan is built on three main strands: the creation of a new European Fund for Strategic Investments (EFSI) guaranteed with public money to mobilise at least a315 billion of additional investment over the next three years (20152017); the establishment of a credible project pipeline coupled with an assistance programme to channel investments where they are most needed; and an ambitious roadmap to make Europe more attractive for investment and remove regulatory bottlenecks.

According to European Commission estimates, taken

as a whole, the proposed measures could add a330 - 410 billion to EU GDP over the next three years and create up to 1.3 million new jobs.

Commenting on the Plan, European Commission President Jean-Claude Juncker said: “The Investment Plan we are putting forward in close partnership with the European Investment Bank is an ambitious and new way of boosting investment without creating new debt.”

Focus on Northern Ireland A report by the European Commission – ‘Northern Ireland in Europe’ – was jointly launched recently by the DirectorateGeneral for Regional Policy and the Office of the Northern Ireland Executive in Brussels (ONIEB).

The report highlights the success of Northern Ireland’s engagement with the EU since May 2007 when the then President of the European Commission, José Manuel Barroso, decided to set up a unique Task Force for Northern Ireland (NITF) to maximise the opportunities on offer from the EU. Following the agreement to re-establish power-sharing in 2007, the President was keen that the EU should help as much as possible to generate greater prosperity and help to consolidate the

peace process. The European Commission Office in Northern Ireland has participated in the work of the NITF as has the Office of the Northern Ireland Executive in Brussels. The latest Report is based on a submission made to the Northern Assembly earlier in 2014 on the outcome of the seven years of operation of the NITF. The full report can be found at www.ec.europa.eu/ northernireland.

A new momentum Funding boost for jobs, growth for UK regions and investment The European Commission has outlined its new jobs and growth agenda in its Annual Growth Survey.

Recommendations focus on pursuing an economic and social policy based on boosting investment, a renewed commitment to structural reforms and pursuit of fiscal responsibility. The Annual Growth Survey was presented as part of the Autumn 2014 Economic Governance package which kicks-off a process known as the ‘European Semester’. This deals with economic and budgetary policy coordination ensuring EU Member States keep their policies in line with EU commitments. The Annual Growth Survey was accompanied by an Alert Mechanism Report, which provides a screening of all 28 EU economies for potential economic risks, providing an early warning on imbalances such as housing booms or banking crises. It indicates which countries warrant an indepth review of their economies. The UK is one of seven Member States flagged for an in-depth review to assess if previous imbalances identified have been overcome. The review will be published in Spring 2015.

54 NI Chamber

The European Commission has confirmed that £9.3 billion funding will be available for UK regions in the next seven years. In addition the UK will receive more than £4 billion for rural development and £192 million for fisheries and the maritime sector. The commitments are part of the Partnership Agreement – a long-term national strategy on how to best spend EU funds between 2014 and 2020. The EU investments will help to tackle unemployment and boost competitiveness and economic growth through support for innovation, training and education in cities, towns and rural areas. They will also promote entrepreneurship, fight social exclusion and help to develop an environmentally friendly and a resource-efficient economy. The plan is to allocate more than 80 per cent of the money to research and innovation, SMEs and low carbon economy.

Looking ahead to 2015: can we sustain the business confidence seen in 2014?

By Ian Sheppard, Head of Business and Corporate Banking in Northern Ireland.

Having approved more than ÂŁ450m of new lending to local businesses in the nine months to September in 2014, Bank of Ireland UK has witnessed an increase in activity across the business market.

There is evidence of growing confidence in the business community which Bank of Ireland expects will translate into business growth and jobs. At a recent Northern Ireland Business Conference 72 per cent of medium sized business participants agreed they were more confident about

their business over the next 12 months compared to the past 12 months.

We are seeing clear signs of economic recovery and growth which is evidenced by an increasing demand for credit. Bank of Ireland approved loans worth ÂŁ456m between January and September in 2014 for businesses of all sizes in Northern Ireland, up 59 per cent on the same period the previous year.

Small business and agri lending is particularly strong and we are approving

93 per cent of all credit applications from businesses in Northern Ireland.

In November Bank of Ireland UK hosted its 10th Enterprise Week, an initiative developed to encourage and enable engagement with hundreds of local businesses. The strong message from the business community in November was one of positivity and confidence going into 2015.

With continuing collaboration between BOIUK and industry and government bodies, we will sustain this confidence.

Reassuringly in expensive! stock

quality office furniture & accessories at unbeatable prices T: 0800 9996055 deskwarehouse.co.uk Owen O’Cork Mill, 288 Beersbridge Rd, Belfast, BT5 5DX.

NI Chamber 55

[Feature]

Belfast International Airport Managing Director, Graham Keddie.

Piloting growth Expansion is on the radar at Belfast International Airport as Adrienne McGill hears from its Managing Director Graham Keddie.

P

lans for a multi-million pound state of the art business park at Belfast International Airport (BIA) could take off this year.

BIA, which was formally acquired in September 2013 by US-based ADC & HAS Airports Worldwide, as part of a ÂŁ244m deal that includes assets in other countries, is to resuscitate the development which was granted planning permission in 2002 by the

56 NI Chamber

then Environment Minister Dermot Nesbitt.

At the time the ÂŁ30m scheme was known as the Genesis Business Park.

Now renamed the Gateway project, the proposal includes the potential for business and light industrial units, call centres and offices.

The application also includes improvements to facilities at the airport for

maintenance, cargo handling and distribution.

BIA is also planning to seek Enterprise Zone status in order to facilitate the development.

An Enterprise Zone is an area in which special policies to encourage economic growth and development are implemented.

They can include tax concessions, infrastructure incentives and reduced

regulations to attract investments and private companies into the zones.

BIA Managing Director Graham Keddie says being awarded the status by the Government would help attract companies and inward investors to the business park as they would be offered incentives to locate there to create new jobs and stimulate economic growth.

He says the airport wants to develop land around Aldergrove into a project similar to Manchester’s Airport City.

Manchester Airport was confirmed as the location of one of the Government’s Enterprise Zones in March 2011 and over the last three years it has gained over £700m of investment money.

“We are going to reactivate this whole plan,” says Mr Keddie.

“We are talking about making this an Enterprise Zone with the Government. We have over 100 acres of developmental land for which we have planning permission which was gained in 2002.

“We have done some work which may be enough to reactivate that planning permission and have talked to the Planning Service.

“If you look at the opportunities – they are absolutely enormous.

“We have on this plan 1.7m sq ft of development from offices to logistics, from cold stores to maintenance hangars, from a cargo complex to leisure facilities. It is all in the plan and we hope to have the project completed within the next 5 years.

“We are going to look at the investment business case. If it stacks up – whether it comes from our owners or other development partners – it will be a very exciting project.

However, we are at the very early stages – but when you have planning for this kind of development at a UK airport with a huge amount of space available, it is very unusual.

“We have on this plan 1.7m sq ft of development from offices to logistics, from cold stores to maintenance hangars, from a cargo complex to leisure facilities.”

“This is a significant investment in Northern Ireland. It will bring considerable benefits in terms of employment opportunities and improved facilities.

“The benefits could be damn good both for the airport and for the Northern Ireland economy.”

The Department of the Environment confirmed that talks were ongoing about taking the project forward.

A spokesperson said: “The Department is aware that BIA is keen to reactivate their Business Park proposal and officials from the South Antrim Area Planning Office met recently with representatives of the airport to discuss how the matter can be progressed. This was a useful and informative initial meeting at which the airport outlined its vision for the Gateway project in advance of any proposals being submitted.”

Mr Keddie points to the lack of Grade A office space in Belfast but says the Gateway project will more than fill this gap by offering businesses the very best in facilities and location.

BIA is also Northern Ireland’s main air cargo facility carrying over 50,000 tonnes a year and therefore offers international business opportunities presented by its strategic location.

“We are ideally placed as a location to reach out to a huge part of the Province.

“We believe passengers will be drawn to the

airport because by having companies located nearby there will be substantial business traffic.

“Airports have the ability to be economic drivers if they have land – and we have a lot.”

Turning to the continued expansion of services at BIA, Mr Keddie said the facility was in talks with a number of airlines about starting new routes.

Discussions about a direct air connection to Turkey are currently underway while easyJet has already announced its support for its Northern Ireland base at BIA and said that further expansion may be in the pipeline this year including flights to Greece.

In recent months, there has been a cascade of new routes with announcements from easyJet, Virgin Atlantic, Jet2 and Wizz Air. Most recently easyJet began flights to the Icelandic capital Reykjavik in December while flights to the Croatian city of Split, operating once a week throughout the summer, will commence from May 20 this year.

Despite a scaling back of United’s service to Newark in the USA from this year, BIA is still flying passengers to more than 70 destinations worldwide.

BIA has catered for 4.1m passengers over the last 12 months.

“Growth has come because airlines have done well with passenger numbers increasing,” says Mr Keddie.

“We are looking forward to additional routes in 2015 – we have got Wizz Air and Virgin Atlantic coming in, so it is a very exciting time.

“We also have a bid in for a Canadian route for Summer 2015. This would be a major development because we know there is demand.”

With the ambitious plans for the Gateway Project and the potential for new air routes, its seems BIA is on course for a busy year.

At the controls Graham Keddie’s career in aviation spans 27 years. The Scottish-born Executive joined Cathay Pacific in 1988 as a management trainee in Hong Kong and stayed with the airline for 13 years. In 2001 He came back to the UK to take up the post of Managing Director at East Midlands Airport before joining Virgin Nigeria as Chief Commercial Officer. After four years in the position, he was appointed as Chief Executive of Bahrain Airport Services and then General Manager of Abu Dhabi Airport Services and Abu Dhabi Cargo company. In 2013 he took up the position of Executive Commercial Manager of Hermes Airports with responsibility for Larnaca and Paphos Airports in Cyprus.

He was appointed as Managing Director of Belfast International Airport in August 2014.

NI Chamber 57

Contactless Payments Set To Rise The use of contactless technology to pay for everyday goods and services is set to rise as Danske Bank has announced it has issued contactless debit cards to over 265,000 of its customers in Northern Ireland. Tony Wilcox, Danske Bank’s Managing Director of Personal Banking, said: “There is a growing expectation amongst consumers that card payments should be acceptable everywhere. Feedback from many of our customers clearly indicated a growing desire for contactless technology to also be made widely available and we have reacted to that demand”.

While still a relatively new technology in Northern Ireland, the UK Cards Association say that more than 370 contactless transactions are made every minute in the UK, that is six every second – and the uptake in useage has more than tripled in the last year.

Contactless technology is a fast and easy way to pay for goods and services of £20 or under without having to enter a PIN. Contactless cards have an antenna in the

Tony Wilcox (Danske Bank) with Ann McGregor (NI Chamber of Commerce and Industry) and Glyn Roberts (NI Independent Retail Trade Association).

plastic so that when they are used at a contactless reader they securely transmit purchase information to and from the contactless reader to make a payment. A number of banks in Northern Ireland offer contactless technology to customers, but Danske Bank’s large scale migration project, providing the majority of their personal customers with such cards, is set to add

TERMS & CONDITIONS

Ann McGregor, Chief Executive of the NI Chamber of Commerce and Industry, said that the business benefits of contactless technology include “shorter queue times, reduced overheads and reduced costs per transaction”.

MAGA ZINE OF NORT HERN IRELA ND CHAM BER OF COMM ERCE AND INDUS TRY MAGA ZINE OF NORT HERN IRELA ND CHAM BER OF COMM ERCE AND INDUS TRY £2.95 SeptembeR/DECEMB NOVEMBE r/OctOber ER2014 2014

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11:26 Page 1 FC final_Layout 1 01/07/2014

Y E AND INDUSTR R OF COMMERC LAND CHAMBE NORTHERN IRE

IRELAND CHAMBER OF COMMERCE AND INDUSTRY

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further impetus towards changing consumer behaviour.

NI am bESIN r Pr NECh VE R Nt LO GES HIIdE S BI TE KE vIN KIN to JER N EM Y PAgS XMAN AT oNNI PU tt IN g mE CHAMBER BAmb Er S NQ T CENtrE StagEUEAND UK K OF IREL

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ALSO IN THIS ISSUE

- ARE * BUSINESS SECURITY H? YOU KEEPING A WATC SH

* DESIGNS ON STYLI OFFICE SPACE

* NI CHAMBER'S NEW PRESIDENT CALLS FOR ESS AMBITION IN BUSIN

6

COSMETIC SKIN TAG AND MOLE REMOVAL Plastic Surgeon Tanya Michelle Gibson specialises in cosmetic skin tag and mole removal. In the vast majority of cases all of these lesions are benign but if there is any clinical concern about the nature of the lesion it can be sent off for testing.

Common Q&A for cosmetic skin tag and mole removal: Q: How are skin lesions removed?

In most cases these can be done under a local anaesthetic. If there are no concerns about its nature they can be either shaved off, or excised. Some skin lesions can also be treated by freezing the skin – termed cryotherapy.

All options are discussed with the patient beforehand.

Q: Does it hurt having these removed?

Since these are treated under local anaesthetic it shouldn’t!! The worse bit is having the injection of anaesthetic, which many patients describe as a mild stinging sensation. Cryotherapy does not even need an anesthetic.

Q: How long does the procedure take?

This depends on what’s being done, but most procedures take between 15 and 30 minutes or so.

Q: Can I drive home afterwards?

That depends on you! If you are the sort of person who can drive home after a filling at the dentist then there should be no reason why not. But if you are a bit squeamish, best to bring someone with you. They can at least tell you how brave you were, even if they don’t need to drive!

Q: What about aftercare?

If stitches have been necessary these are generally removed after 5 – 7 days. For best results a combination of steristrips and scar massage are required and which you need to do will be discussed.

Q: Will I have a scar?

Scarring is an inevitable consequence of surgery in anyone’s hands, so yes. But of course the whole point is to be cosmetic and so everything is designed to minimise this. It’s best to consider this as replacing one cosmetic blemish with another one, which should be much better.

But it is unrealistic to expect an invisible scar no matter who your specialist is.

Amanda Beresford

A fresher look without surgery

The Consultant Surgeon led team at Cosmetech has perfected the art of the non-surgical face-lift. Here Consultant Surgeon Amanda Beresford talks about the perceptions of beauty and why she refuses to go beyond what looks natural.

Before

After

The Cosmetech team have a reputation for creating some of the most natural-looking cosmetic work in the business. With a loyal following of people at their Holywood and Chelsea Private Clinics who discreetly maintain their youthful looks. Their signature work is ‘the natural look’ — the treatment results are so good that people know you look good but they don’t know why!

Their dislike of expressionless, over-plumped faces has shaped the signature style. “The techniques we use are more advanced and focus on preventing the signs of ageing by maintaining the skin and supporting the underlying structures of the face,” says Amanda Beresford. “We can now delay the ageing process and preserve a face as it is for the next 10 years.

“With so much awareness of cosmetic treatments, clients now come to us with a better understanding of cosmetic treatments than ever before. They don’t always want to go under the knife for many reasons — health, fear or simply social pressure. With such a variety of noninvasive treatments available today, we’re now able to achieve an excellent natural-looking face-lift without surgery and have developed a combined therapy face-lift. Symmetry and proportion are key to a natural attractive look, because as we age we lose natural volume in the face. Hyaluronic acid dermal fillers from a substance that occurs naturally in the body gently replaces what the skin has lost, lifting deep folds and halting the effects of ageing. For the best results, treat the face as a whole, lifting mid-face areas, then lifting the lower face and jaw line for a fresher and plumper look.”

Our Consultants are all NHS Consultants involved in treating facial trauma, scars, deformities and reconstructive surgery. Our Principal Consultant Surgeon is also on the Anti-wrinkle Validator Panel of experts for the UK.

Reader offer For a complimentary consultation with one of our doctors, call 028 9042 3200 and present this article.

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5-7 Shore Road, Holywood BT18 9XH

[Face to Face with....] PHYLLIS AGNEW, SENIOR PARTNER AND HEAD OF REAL ESTATE, TUGHANS SOLICITORS

The race for space A lack of Grade A office space, commercial transactions on the increase and US funds seizing opportunities – it’s all happening in the property market Phyllis Agnew tells Adrienne McGill.

O

ne of Northern Ireland’s leading property lawyers has warned that a lack of Grade A office space in Northern Ireland, particularly in Belfast, could cause inward investors to reconsider establishing a base here.

Phyllis Agnew, Senior Partner and Head of Real Estate with Tughans Solicitors in Belfast, says the serious lack of premium office space in the city could present a problem to inward investors who are either new to the Province or who wish to expand existing operations.

In recent months there have been major job creation and investment announcements by firms including Deloitte, PwC, and EY all of whom need to cater for expansion.

At present the only major new build project is ‘City Quays’ at Belfast Harbour which is well underway and where global law firm Baker & McKenzie has agreed to take 28,000 sq ft of office space.

However, Mrs Agnew says she expects the situation to improve with the development of new office blocks due to the availability of funding from banks and the fact that developers are being encouraged to start new schemes or refurbish existing premises.

“There is office accommodation in abundance in Belfast but it is not up to the standard you would get in most other major cities in the UK. That is partly because over the last 5–6 years there has been no new development.

“Inward investors expect to find office accommodation which suits their needs.

60 NI Chamber

Northern Ireland is not in a position to offer that at the moment. There has been some debate about whether there should be an

“Development is taking place and that is because there is more availability of funding. Banks are keen to lend on property, again”.

incentive from The Executive to help with the development of office space.”

According to Commercial Property agents Osborne King, Grade A office space in Belfast currently stands at £12 to £14 a square foot whereas it needs to be £18 and above to make economic sense to a developer.

However, overall the market is changing and becoming healthier says Mrs Agnew.

“For many years the commercial and office property market was in the doldrums and there were very few transactions but that is no longer the case and the upturn is generally being driven by the banks. There are many sorts of different transactions now – you have sales of investment properties and quite a few

sales of development sites where developers and investors interested in land banking are seeing an opportunity to pick up sites at much better value. Development is taking place and that is because there is more availability of funding. Banks are keen to lend on property again.”

On the commercial property side Mrs Agnew says loan sales are also on the increase with banks packaging up a number of loans and then selling them as a portfolio.

Last June a deal to sell around £4.5bn of debt attributed to Northern Ireland borrowers was completed by the National Asset Management Agency (Nama).

American investment firm Cerberus Capital Management finalised the purchase of the Portfolio Eagle loan sale transaction for an estimated £1.3bn.

The sale was the largest single transaction by the ‘bad bank’ since it was set up to clear development loans from the Republic’s main banks.

It gave the US firm control of hundreds of properties including shopping centres, office blocks, hotels, and development land.

The assets secured were scattered around Northern Ireland and the Republic, with some overseas, but all were attached to borrowers from Northern Ireland.

Among them are the Lanyon Plaza and the Soloist buildings in Belfast.

“The majority of the purchasers in the market presently tend to be US funds,” says Mrs Agnew.

“The US funds are relatively new to the market in Northern Ireland – they started in Dublin where they saw an opportunity.

They have now seen the opportunities in Northern Ireland as well and are snapping them up.”

In another swoop by a US fund, New York-based Marathon Asset Management purchased Northern Ireland’s tallest building, The Obel in Belfast last April. Marathon then continued to invest in the city with the acquisition of the Cityside and Shane retail parks – deals in which Tughans acted for the seller.

Lone Star is yet another US fund to have invested in Northern Ireland by buying some Anglo Irish Bank loans.

“I think we will see many more transactions in the New Year,” says Mrs Agnew. The funds are buying in order to make a return as soon as possible by selling on again. Very few of these investors buy with a view to holding on to property for the longer term.

“Overall, the market is improving. Funding is freeing up and developers are more confident. That bodes well for the future.”

[Feature]

Is it time for businesses to pack in global assignments?

The value of employees working overseas has been questioned in a new report.

Adrienne McGill analyses the findings.

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usinesses invest millions sending employees on global assignments but often don’t measure either the cost or the return on their investment, according to a recent report from business advisers PwC. Consequently, nearly six in ten organisations say their global mobility programmes currently do not deliver value for money.

PwC’s Modern Mobility report predicts that the number of people going on global assignments will increase by 50 per cent by 2020, with nine in ten organisations saying they plan to increase the number of globally mobile workers over the next two years.

However, despite this anticipated rise in global assignments, only 8 per cent of global organisations can accurately put a cost on their mobility programmes and just 9 per cent measure the return on investment from their increasingly mobile workforce.

The Modern Mobility report is based on an in-depth survey of nearly 200 global executives and warns that too many human resource (HR) teams lack the information, investment and infrastructure to meet the evolving demands of their business and manage the growing number of internationally mobile employees.

The research found that three in ten organisations aren’t even sure how many of their employees work overseas each year.

Clare Hughes, Director in PwC’s global mobility team, said: “It’s not surprising that organisations are expecting a jump in the number of globally mobile people – it is a great way

“The shift from long-term formal assignments to more fluid mobility is causing employers a headache.” for businesses to fill skills gaps, enter high growth markets, attract employees and develop their people.

“For some businesses, international experience is now a must for anyone taking on a leadership position.

“But organisations’ failure to measure the cost and value of their programmes will cost them dearly in the long run. Many businesses are wasting money sending the wrong people to the wrong places and overpaying for expats when local talent is available

in-country.

“Many businesses are also losing valuable talent at the end of their assignment, as they often fail to plan for their returning role.

“There is currently a disconnect between organisations’ mobility policies and their business needs, with only 6 per cent confident that they are aligning the two.

Businesses need to have a clear global mobility strategy based on growth priorities, the skills they need and where and how they are going to source, deploy, manage and motivate employees who work

internationally.”

The research found that, as well as a likely increase in the number of people on global assignment, the nature of these assignments is also going to change.

According to survey respondents, the biggest change will be a likely doubling in number of people going on short-term assignments, with assignments of up to a year increasingly used to get people on the ground quickly to deliver set projects and to develop high-potential employees.

Clare Hughes said that the report also predicts the rise of new types of mobility, such as talent swaps between two different countries. More than one in five organisations plan to introduce talent swaps in the next two years.

“While the traditional long-term assignment isn’t dead, organisations are being much more creative and flexible in what type of global assignments they offer their people,” added Clare Hughes.

“Global mobility is also being used by organisations as a differentiator in the market to attract and develop their best people and create future leaders with a global mind-set.

“But the shift from long-term formal assignments to more fluid mobility is causing employers a headache. It makes it much more difficult for employers to know where their people are and what they’re doing and to make sure they are compliant with tax and immigration laws.

“Companies need to invest in resources, technology and infrastructure, and reevaluate how they manage talent mobility if they are to protect their brand, satisfy increasingly complex regulations and provide a great experience for their people.”

Other findings from PwC’s Modern Mobility Report include: •Respondents rated tax and immigration compliance as the main challenges to moving employees, followed by security considerations and employees being reluctant to leave their home country pension plans.

•Respondents said Africa is the most challenging region to move people to, followed by Asia Pacific and South America.

•On average, 12.2 per cent of an organisation’s total workforce is internationally mobile each year, with just under 2 per cent on a formal international assignment.

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[feature]

what’s in it for me?

HOW NI CHAMBER HAS HELPED MY BUSINESS…WITH PAUL STEWART, OWNER OF TEUTONIQ.

their work, thus protecting your brand, enhancing your reputation and ensuring success in your exporting endeavours. We specialise particularly in making websites multilingual. Website and e-commerce platforms are becoming increasingly more diverse and complex. We understand these intricacies and deliver tailor-made solutions to ensure that your message is clear and effective, regardless of the language in which it appears.

Teutoniq effectively becomes an extension of your export or marketing department, working seamlessly with client, web/graphic designers, printers, translators and any other party involved in making your export campaign both multilingual and successful.

HOW HAS NI CHAMBER HELPED TEUTONIQ ACHIEVE ITS GOALS? Teutoniq has chosen NI Chamber as a partner to build its brand and business. Precisely because of the focus that the Chamber is placing on exporting, active engagement allows us to make companies aware of how our services can benefit them. Furthermore, through building strong business relationships and developing trust, we have met a number of key suppliers providing us with the products and services we require.

Membership has also enabled us to become an influential voice among local companies when it comes to language and translation, to help “Brand NI” develop and achieve success in international export markets.

Learning from the experience of successful exporters, whether big or small, programmes such as “Export First” have helped us tailor our translation solutions to meet the real needs of growing export companies.

DESCRIBE YOUR BUSINESS Teutoniq provides language consultancy and translation services for companies who are exporting and selling internationally. We help our clients plan, budget and deliver this language element of their export strategy successfully. We provide the expertise to make a website multilingual, to translate marketing literature, legal contracts, software, mobile phone apps or instruction/operation manuals for non-English speaking markets. In short, if you need something in one language to be put into another language, we make it happen.

Research over the past decade consistently paints the same picture; even though people may speak English as a second language, approximately 75 per cent of people still want to do business and buy in their native tongue. To pin your export success on the fact that “everyone speaks English” is ill-advised.

Ignoring this increasing evidence is like fishing with one arm tied behind your back. Teutoniq exists to untie your arm and help you deliver export success!

WHAT MAKES YOUR BUSINESS STAND OUT? Teutoniq approaches the business of language for export in a holistic manner. Too often, companies do not plan or budget adequately for translation, which can compromise the success of an otherwise excellent export campaign.

Furthermore, we embrace technology to its fullest extent within the translation arena. We utilise industry-leading software to help our translators translate more efficiently and maintain consistency throughout

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WHAT WOULD YOUR ADVICE BE TO OTHER CHAMBER MEMBERS TO HELP THEM GET THE MOST FROM THEIR MEMBERSHIP? My best piece of advice is purposeful engagement. Often I hear members say, “We don’t really use our membership as much as we should.” How Teutoniq has benefitted most has been through consistent engagement in the Chamber’s events and making a point of being involved. Through this consistent engagement, we have been able to network effectively and meet relevant decision makers from which relationships have developed and business has happened as a natural consequence.

I understand how entering a room full of strangers so early in the morning can be somewhat daunting. However, even the most nervous “newbie” or seasoned networker can benefit greatly from the networking advice offered by the NI Chamber team. The team inspires and encourages engaged members to maximise their membership and grow their business in an environment where people really want to meet, talk and do business.

HAS BEING A MEMBER OF NI CHAMBER HELPED THE COMPANY IN EXPORT MARKETS? Our core business is helping other companies enter new export markets and increase their success in current ones through the language consultancy and translation services which we provide. From this unique perspective NI Chamber membership has been instrumental in reaching current and potential exporters. Membership enables us to engage with decision makers and influential stake-holders across a wide spectrum of industry.

There are key reasons why membership has been so important to us: a plethora of excellent networking events, the focus on communicating and working together, the urgency and necessity of exporting to build a successful and prosperous economy, the belief and passion for “Brand NI”, the Chamber’s recognition of the necessity of selling to customers in the language they speak and the Chamber team’s commitment to its membership. It is fair to say that Chamber membership is enabling us to help our clients grow their export sales and enter new markets, as we assist them to get their language strategy and translation solution in place.

[SPONSORED FEATURE]

Maps Make Sense for Storytelling Joanne McLaughlin of Esri Ireland explains why maps are a great tool to help organisations enhance their customer’s online experience.

As a marketer I love a good story. Tell the right story and you can capture attention, entertain, enlighten, and persuade. Stories are fundamental to how we communicate as human beings. Stories are memorable and shareable — two of the most important aspects for the best online content.

How we consume information online has changed dramatically over the last couple of years, from text heavy websites to a much richer multimedia experience. Chief Marketing Officers are always looking for innovative ways to present information and create a better user experience for their customers. And a map is a great way to tell a story.

We all enjoy the visual aspect of a map as it’s a convenient way of looking at the world in digestible chunks. Forget paper maps on the wall, today’s maps are interactive, global, mobile and extremely fast.

In 2014 Fox TV Sports produced an interactive map of the history of the Super Bowl for their website. It chronicled every game from a geographical sense; the coldest Super Bowl ever, the teams with the most wins and which county consumes the most beer - providing a fun way for Fox Sports fans to get engaged before the game. From a business perspective the Super Bowl map uncovered lots of potential marketing opportunities too. If you know what county consumes the most beer, it’s probably an ideal location to advertise, promote beer related products or conduct sampling activity to a new beer drinking segment.

News stories that lend themselves to the use of maps as a story will almost always have a location element. Mashable.com is a leading source for online news with 34 million unique monthly visitors and 14 million social media followers.

The Detail is an online site and aims to help put investigative journalism at the core of the news industry in Northern Ireland.

More than 125,800 parking tickets were issued in towns and cities across Northern Ireland in 2011. The Detail compiled an interactive map showing the top 10 streets, roads and car parks where the most tickets were issued. The high ticket figures in some urban areas added weight to the claim of some business representatives that aggressive ticketing designed to improve traffic flow was in fact driving customers away from their shops.

Their map showed that some towns were hit with thousands of tickets as a penalty for illegal parking – while drivers in other areas could relax in what appeared to be ‘ticket-free zones’ which raised some serious questions and debate at government level.

Coleraine Borough Council’s Geographic Information System/Web Officer, Nial McSorley recently won ‘Esri Ireland’s’ Annual Map Challenge.

The competition asked entrants to tell a story using web maps and make their story interesting, engaging and compelling. Nial’s design, entitled ‘Welcome to the Official North West 200 Mapping Tour’, featured a story map of the International North West 200, giving users of the map the ability to experience something real. The map told a story from the start to the end of the race, with videos and images depicting experiences from each of the race days. It also maximised spatial information permitting users to view the data on all platforms, desktop/laptop/iPad and smart phones. It provided race goers with information on the best vantage points from throughout the race-course in an interactive format.

It’s clear that nowadays organisations need to create the best online experience so they can retain customers and recruit new ones, be To keep growing their massive digital audience they’ve been using maps it for sport, for reporting or even to save lives. Interactive maps are to bring their stories to life. In the US the media’s attention surrounding fast becoming a framework for connecting with your audience and New Jersey Republican Gov. Chris Christie has held steady at a fever for giving the online customer what they want – a fun, visual and pitch since January 8th 2014. Emails between one of his staffers and interactive way to make sense of complex information and hopefully another appointee showed the two helped to orchestrate a massive keep them coming back for more. four-day traffic jam in Fort Lee, N.J., allegedly as a plot to exact political For more information on how Maps revenge on the Fort Lee mayor. Mashable commissioned a story map ‘11 Political Scandals Worse than Chris Christie’s (So Far)’ to show 11 can make sense for your business governors in the US who have also been under the spotlight and part of email: mapsmakesense@esri-ireland.ie the biggest governor scandals in recent history.

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My Ambition is to…

Philip Corr, Project Manager, Titanic Quarter.

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or a long weekend in May and a cool evening in early September the eyes of the sporting world were on Titanic Quarter. The opening stages of the Giro d’Italia and Belfast boxer Carl Frampton’s iconic world-title victory were two of the biggest and most memorable sporting events ever staged in Northern Ireland – and both took place on the Titanic Slipways. Tens of thousands of spectators visited Titanic Quarter to watch the events live, not to mention the millions of global TV viewers.

Setting aside my own personal love of cycling and sport in general, these events were hugely satisfying as event management is part of my role. From idea inception through to site enablement and delivery, I worked on the event committees with public bodies, event promoters, sponsors, consultants, contractors and other stakeholders to ensure that everyone’s

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expectations and objectives were met. A very happy combination of personal and work ambitions merging – and something which I appreciate is hard to achieve.

The Giro and the world title fight, as well as the World Police and Fire Games in 2013 and BBC Proms over the last three years, have significantly enhanced Titanic Quarter’s and Northern Ireland’s reputation for hosting events with a truly global appeal. They are also large-scale examples of the flexibility of the area’s event space.

Given the scale of activity at Titanic Quarter, one of Europe’s largest waterfront regeneration projects, it’s sometimes easy to forget that the area was no more than an expansive brownfield site when I joined in 2007.

Titanic Quarter’s ambition to reshape and re-invigorate this part of Belfast is something which personally enthuses me. Through the

day-to-day management of onsite activities and liaising with key community stakeholders, operations, facilities and security teams, I have been privileged to be part of the creation of a Titanic Quarter community where over 15,000 people live, work and study.

That sense of belonging is something I enjoyed in my previous job as Retail Projects Manager for Musgrave Retail Partners, where I played an important role in the redevelopment of Wellworths stores into SuperValu and Centra brand formats. That role followed my first professional job as an Architectural technologist.

Looking ahead I have major ambitions for 2015 which I am confident will help me progress on both a personal and career level.

Doing an MBA has been on my radar for some time, but with a family of four children finding time is difficult. 2015, however, will be the year.

2015 will also be another massive year for Titanic Quarter with three keynote projects on the horizon. These include plans for two new film studios close to the existing Titanic Studios, adding a further 110,000 sq ft of production space. We’re also hopeful that work will commence on a ‘boutique’ Hotel at the old Harland & Wolff headquarters and Drawing Offices to further enhance our appeal to tourists.

The third project I’m looking forward to is another major cycling event, the Gran Fondo, which will be staged at Titanic Quarter in June 2015. A tangible legacy of the Giro and run by the same event organisers, the Gran Fondo will provide another sporting tourism boost for Northern Ireland.

Cycling generally is very much in vogue at Titanic Quarter right now, with the launch of our own Titanic Quarter Cycling Club (TQCC) last November. I’ve been keen to develop this initiative for a while and establishing TQCC as a legacy from the Giro d’Italia Big Start 2014 was the perfect platform. Again, another very fortuitous blending of personal and work goals!

The nature of Titanic Quarter and my role means that as a team we can never stand still. Landmark events such as the opening of the £97m Titanic Belfast tourist attraction – perhaps my personal highlight – are fantastic items to have on a CV and are something which we can all take personal pride in.

Much has been done and we have much more to achieve. We are committed to ensuring that Titanic Quarter evolves, creates a sense of place and community, that it continues to drive wealth for the city and that our offer remains unique. That is my ambition and one which I’m firmly committed to realising.

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Shedding light on storing wind power

Plans by the US owner of Kilroot Power station to build 100MW of battery capacity at the facility to store wind power aim to improve grid efficiency in Northern Ireland as Adrienne McGill hears from John Zahurancik, AES President of Energy Storage.

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he answer to green energy is blowing in the wind – but the Northern Ireland Executive has one of the most ambitious targets in the EU for renewable electricity – 40 per cent by 2020. However, Northern Ireland faces the twin challenges of reducing carbon and managing costs to consumers, particularly system constraint costs.

Against this background, AES, the US owner and operator of Kilroot Power Station in Carrickfergus is pushing ahead with plans to build a 100MW energy storage plant beside the existing power station in order to store excess wind-generated energy and release it when demand is high.

It is estimated the plant could save up to £8.6m a year in system costs.

Energy from Northern Ireland’s wind farms will be fed into the facility during times of high generation and released when demand peaks.

Battery energy storage is a market ready technology that supports renewables, lowers cost to the consumer and supports security of supply.

AES has implemented over 200MW of operating energy storage systems and is actively developing 2000MW across the US and South America. The planned energy storage centre at Kilroot Power Station will be the largest outside of the US. AES has applied to System Operator Northern Ireland (SONI) – which ensures the safe, secure and economic operation of the high voltage electricity grid in Northern Ireland – for permission to link up the new facility when it is completed to the grid.

Storage is seen as key to the development

of the wind industry in Europe, where capacity is already high and the greatest challenge is integrating the energy generated into the grid.

Due to the fact that the wind does not always blow and demand is variable, as installed wind capacity is increased, storage capacity will also need to increase if the need for conventional power backup is to be reduced.

AES, which also owns the Ballylumford Power Station, is a Fortune 200 global power company which provides sustainable energy to 20 countries through a diverse portfolio of distribution businesses as well as thermal and renewable generation facilities.

Details of the company’s new storage facility at Kilroot were revealed at an industry conference on energy storage attended by policy makers and energy professionals from across the globe held at Stormont at the end of last year. The issue being debated centred on how energy storage can help reduce energy costs, improve security of supply and meet

“This is an energy storage facility the purpose of which is to strengthen the whole power system so that it can take wind energy whenever it comes.”

decarbonisation goals.

Among the energy industry chiefs attending the event was John Zahurancik, AES President of Energy Storage.

Speaking to Ambition he said: “The nice thing about the Kilroot site is that it is already a permanent power site and has existing electrical transmission infrastructure and so allows us to take advantage of the transmission works that have already been paid for and reuse those for the benefit of the customer.

“The new battery facility will be built adjacent to the existing site.

“This is an energy storage facility the purpose of which is to strengthen the whole power system so that it can take wind energy whenever it comes.

“The intent of this is not to absorb a whole bunch of wind energy and then put it back out.

The intent is to have a balance in the grid to make sure that the grid operates well in order to produce energy.

“If you get out of balance the grid goes down and you have a black out.

“We want to make sure the system is flexible and quite robust so that every time we add a wind farm we make sure we can take all of that energy.

“One of the responsibilities of SONI is to make sure there is the right mix of power services and to make sure the grid stays on.

“The Kilroot project, the first in a series of projected investments, is designed to reduce the cost of managing the electric grid with the potential to bring benefits to consumers. We are very excited to share the prospect and the many benefits to consumers of our energy storage projects in Northern Ireland.”

Last November, SONI awarded the contract to provide extra capacity for generating electricity to avoid a shortfall in the next few years to AES. Under the deal, AES will provide an extra 250 megawatts (MW) to the system, enough to power to 160,000 homes.

Pictured at the energy storage conference attended by policy makers and energy professionals from across the globe which was held at Stormont are: Julian Nebrada (AES President Europe, Middle East and Africa); John Zahurancik (AES President of Energy Storage); Enterprise Minister Arlene Foster; Mark Miller (Head of AES UK & Ireland); Mike Kormos (PJM Vice President - Operations); Ian Luney, Commercial Director of AES Northern Ireland).

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[appointments] Senior Partner with Belfast-based Tughans Solicitors John Mills (3rd right) welcomes five new trainee Solicitors who joined the firm recently – (from left) Clare Heaney, Luke Thompson, Amanda Byrnes, Ellen Forrester and Nichola Coghlan.

new appointments

Siobhan Nugent has been appointed Public Sector Business Manager at Bank of Ireland UK.

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Laura Gilmour has been appointed as Port Manager at the Port of Larne by P&O Ferries.

Roger Armson has been appointed as Andrew McCormick has been the General Manager of Larne Harbour appointed as Sales Director by Ltd and has also been appointed Head Traction Finance. of Operations at P&O Ferries.

2015 - A new year, a new challenge Business can be a battle but victory can be achieved by having the right team in place says Sinead Wallace, Grafton Commercial Director.

2015 is the 200th anniversary of the Battle of Waterloo. The only direct engagement between two of the greatest generals in history, Napoleon and Wellington. Each of them had the support of officers, who in turn had noncommissioned officers, cavalry and troops who did the actual fighting.

Their recruitment process was rather slapdash. There was little reliance on merit, as being wealthy was the way to become an officer, although the French after the Revolution were more open to letting the lower classes rise up the ranks.

Business can be a battle too. There is always competition, and the opportunity

Newland McKelvey has been appointed as Delivery Executive – New Business by Fujitsu.

to be on the winning side more often than not can be down to your recruits, so getting the right team together makes all the difference.

Napoleon and Wellington both brought years of experience to the battle field, and that is what is needed when you want to find the right people too. Recruiting in most companies can be prompted by a number of factors: someone leaving, expansion, new products or services and more. But getting it right can be difficult. Bringing experience on to your team for the recruiting process can add real value to your business. The job description,

Sam Moorman has been appointed as New Business Executive by Fujitsu.

the advertising channels, the interview process and the search for candidates are all part of the process that we carry out every day, and so have in-depth knowledge of what works.

Once the applications come in, from Linkedin, job boards, our web site and ad campaigns, we are able to short list and help you find the right person to make you completely confident in your choice.

Wellington was up against it at the Battle Of Waterloo. Napoleon had a good reputation, after all he had been Emperor of most of Europe for a time, but Wellington trusted his team and on the day they delivered. Like we will for you.

Beth McMaw has been appointed Director of Forde May Consulting Limited.

Gerry May has been appointed Managing Director of Forde May Consulting Limited.

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[Guest columnist] Justin Rush, Business Development Director at Abacus Recruitment

Flexible solutions to an old problem…

LOSING KEY STAFF IS A PROBLEM MANY BUSINESSES FACE BUT EMPLOYEE ENGAGEMENT MAY GO SOME WAY TO PREVENT IT FROM HAPPENING AS justin RUSH EXPLAINS.

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s the economy improves and the war on talent really revs up, many company directors are now thinking hard about how they retain key staff and attract top talent. Many owner-managers in particular are concerned about how their organisations can compete with the planned job creation of new and expanding organisations here in the Northern Ireland marketplace.

The really savvy directors have started to think about this problem by seeking out the causes for people leaving their organisation.

Ok, everyone’s first reaction is that the company is not offering enough money, and in some cases that can be true. However, a number of recent surveys have shown that money isn’t everything when we are talking about retaining and attracting talent.

Benchmark surveyed 3,000 employees in 2013 and only 13 per cent stated that they would be leaving their job due to financial reward (isn’t this what we all suspected?).

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The truth is that engaged employees stay longer than dis-engaged employees, they are more satisfied and more productive, and therefore more valuable to your organisation.

Be careful however, because true employee engagement is not just about taking an interest in someone’s everyday work. What we are talking about here is a genuine interest in the whole person, their motivations, aspirations, concerns and challenges.

Strong leaders know the importance of listening to and understanding their employees.

“Strong leaders know the importance of listening to and understanding their employees.”

How familiar are the senior management in your organisation with the pressures faced by a typical employee? Balancing school runs, caring commitments and everyday tasks.

A CIPD Survey of 1000 employers in 2012 cited that 73 per cent of employers believed that flexible working improved employee engagement and boosted staff morale. These same organisations also noticed above industry standard retention rates.

When it comes to attracting top talent, the great thing about providing workplace flexibility is that it becomes evidence of your organisations progressive nature. All you have to do is communicate your position as part of your offering to potential candidates.

Even though providing an opportunity to change working hours, work from home, job-share or move to part-time, may be inconvenient it is a lot better than losing the talent, knowledge, relationships and motivation that is present in that employee.

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HOMES AND BUSINESSES UP TO SPEED WITH BROADBAND

Working on delivering the Northern Ireland Broadband Improvement Project in Tamlaght O’ Crilly are Noeline Heatley, BT Fibre Broadband Provision Manager, and Ryan McNaughton, BT Customer Service Engineer.

BT has completed the first two phases of the Department of Enterprise, Trade and Investment’s Broadband Improvement Project, enabling over 8,000 homes and businesses across Northern Ireland to receive improved broadband speeds.

The rural village of Tamlaght O’ Crilly in Co Antrim was the first community to benefit from the enhanced services. Many residents of the village who previously experienced very low broadband speeds, now have access to a fibre enabled cabinet that offers broadband download speeds of up to 80 Mbps and upload speeds of up to 20 Mbps.

The service improvements come following an announcement by DETI in February that

a collaborative fund of £23.5m would be invested in a project that will enable BT to deliver improved broadband services to over 45,000 premises in some of Northern Ireland’s most rural and remote locations by December 2015.

Enterprise, Trade and Investment Minister, Arlene Foster, said: “BT are to be congratulated for bringing this project to a point where consumers and businesses can avail of improved broadband services for the first time. I look forward to seeing more homes and businesses connecting to these services in the near future through my Department’s Broadband Improvement Programme. Access to improved broadband

speeds brings many benefits for users and I hope our local entrepreneurs and businesses can exploit this to the benefit of the local economy in Tamlaght O’ Crilly and the surrounding areas.”

Colm O’ Neill, Chief Executive, BT in Northern Ireland said: “It is fantastic to see the progress our engineers are making with the Northern Ireland Broadband Improvement Project, particularly given the enormous challenge they have to re-engineer the existing copper network and transform it into a fibre rich network.

“The importance of next generation rural broadband in Northern Ireland’s continued economic recovery cannot be overestimated.

Great communications infrastructure is critical to economic sustainability and inward investment, but in order to drive growth, people need to adopt the technology that is available to them.”

Twenty-seven communication service providers currently use BT’s open access network to provide fibre broadband to their customers in Northern Ireland which offers plenty of choice for the consumer. In total, there are around 190,000 customers across Northern Ireland now enjoying stable, reliable and faster connections for all internet devices both in business and in the home, even when multiple people are online at the same time. Photos and videos can be uploaded to the internet in seconds, IP telephony and HD quality video calls can be used to stay in contact with family and friends, an entire music album can be downloaded in about five seconds while a feature length HD movie can be downloaded in less than two minutes. * For more information on how to get connected visit www.nibroadband.com

TESCO LAUNCHES FREE AND FAST BT WI-FI Tesco is helping customers get more value out of their shopping experiences with free and fast Wi-fi access in stores thanks to a new partnership with BT. To enjoy the new service, customers should simply select “Tesco Wi-fi” or “BT” on their smartphones or tablets and they can begin browsing. The free service has been fully rolled out to Tesco Extra, Super and Metro stores in Ireland.

The BT Wi-fi service will allow customers to download Clubcard vouchers, get product

information, browse recipes and take advantage of the latest in-store offers much quicker and more conveniently than before.

Geraldine Casey, Personnel & IT Director, Tesco Ireland, said: “So far, we have Wi-fi enabled 113 stores including our Tesco Extra, Super and Metro stores and we look forward to rolling the service out to our Express stores in the near future.

The introduction of this Wi-fi service gives our customers fast and convenient access to product information, pricing and special offers in store and

is a natural platform to link our expanding online service.”

Shay Walsh, Managing Director, Business, BT Ireland said from retailing to banking, customers expect the same connectivity in high-street stores, cafes and bank branches as they get in their homes or workplaces.

He added: “The BT Wi-fi partnership with Tesco gives customers the connectivity they expect. It also creates a platform for Tesco to further bring the in-store and online shopping experience closer together for the benefit of its customers.”

Fast and convenient access to Tesco’s product information, pricing and special offers creates an exciting Wi-fi experience.

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[columnist] Siobhan Lavery, Managing Director of ICAN

IN THE SLOW LANE

NORTHERN IRELAND BUSINESSES ARE LAGGING BEHIND DIGITAL DEMAND AND NEED TO GET UP TO SPEED WARNS SIOBHAN LAVERY.

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orthern Ireland businesses are drastically underutilising the full range of digital media to meet changing consumer behaviour and growing demand.

Investment in digital media by advertisers in the local market is currently estimated to account for just 10 per cent of total market spend. Compare this to the Republic of Ireland where it’s estimated to be 24 per cent and mainland UK where it’s over 40 per cent. In fact, digital became the biggest media (ahead of TV) in GB back in 2009.

That puts us at least 6 years behind our nearest neighbours.

The assertion from some quarters that Northern Ireland is a less mature market than mainland GB and ROI simply isn’t true.

To a large degree it is the advertising market (both agencies and clients) that have failed to evolve properly, not Northern Ireland’s consumers.

The reality is that local consumers have always kept pace with changes in technology.

Northern Ireland was the first region in Europe to be 100 per cent broadband enabled back in 2005. According to the recent ‘OFCOM Communications Market Report: Northern Ireland 2014’, 8 in 10 households have access to the internet and the number of people owning smartphones and tablets continues to grow, reaching 55 per cent and 45 per cent respectively.

Consumers have jumped enthusiastically on the ‘wave of technology’ and the few advertisers that followed them are now reaping huge benefits. The remaining advertisers and agencies that were too slow to react are now paddling to catch-up. And

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even today, some still continue to downplay the very obvious fact that the tide has truly turned and are allocating only minimal spends to digital activity.

ICAN – Ireland’s leading digital marketing, advertising and media agency which has an office in Belfast – conducted research with Millward Brown Ulster to assess the situation

permeates everything they do – how they interact, form opinions and purchase. In the digital era they are no longer passive and brand loyal – they are active participants with a wealth of choice at their fingertips.

The reality is that businesses will not reach and engage consumers if they continue to devalue the role of digital and consider it to be a bolt on to traditional advertising. Instead they need to put digital at the heart of their marketing strategies because if consumer needs aren’t met, they will move on in seconds and not look back.

Digital is also the only medium that’s completely borderless. That’s a significant opportunity for even very small businesses to compete not only locally, but also on a national and multi-national level. However, the flip side of that is the risk that potential consumer spend will leave the Northern Ireland economy if local companies do not recognise the importance of having a robust digital presence in order to compete.

This means that digital media is also pivotal in terms of Northern Ireland’s economic recovery and growth.

The worrying disconnect between how some advertisers and their agencies plan campaigns and how consumers actually

“The reality is that businesses will not reach and engage consumers if they continue to devalue the role of digital and consider it to be a bolt on to traditional advertising.” across the Northern Ireland market. The “NI Digital Barometer”, which surveyed a range of Northern Ireland businesses in October 2014, found that while almost 9 in 10 businesses (89%) have a website and 7 in 10 (77%) have a social media presence, only one third (31%) of businesses surveyed were using any other digital channels, with only one third (31%) using online video advertising, less than a quarter (24%) using mobile advertising, and 1 in 10 (11%) using web based tools such as mobile apps and branded utilities.

At the same time, more than 8 in 10 businesses surveyed (83%) claimed to be satisfied with their current digital strategy.

So there is clearly an incorrect assumption that merely having a website and a Twitter or Facebook page is all that is required for an effective digital strategy. Digital is now a vital part of all consumers’ daily lives and

behave is perhaps the greatest challenge the marketing communications industry in Northern Ireland faces.

All agencies have a responsibility to ensure that the out-dated, linear approach to media and creative planning which has always put offline executions first and treated digital as something to be ‘bolted on’ or ‘looked at later’ is let go of.

Solutions to briefs should be borne out of an objective approach to actually answering the brief – not a crude media and creative budget carve up that doesn’t take into account how audience behaviour has changed.

Advertisers and their agencies need to stop paying lip service to what is now so fundamental to the future of our sector and double our commitment to genuine integration and development of our talent to deal with the unavoidable, new reality.

Northern Ireland’s Economic Outlook

By Richard Ramsey, Chief Economist NI, Ulster Bank

2013 was dubbed the ‘spreadsheet recovery’. The computer said ‘yes’, we are technically in recovery, but the consumer said ‘no’, I don’t feel it. 2014 saw the recovery begin to download, becoming increasingly evident in more tangible indicators such as employment, house prices, new car sales and business activity.

This economic recovery in Northern Ireland was facilitated by a marked pick-up in growth in our two most important economies – the UK and the Republic of Ireland. They are estimated to have expanded by 3 per cent and 5 per cent respectively in 2014, following disappointing growth rates of 1.7 per cent (UK) and just 0.2 per cent (RoI) the previous year.

This pick-up amongst our closest neighbours acted as a tow-truck that finally pulled the Northern Ireland economy out of the ditch that was six years of contraction. The local economy is estimated to have grown by 2 per cent in real terms in 2014 as a result.

2015 is expected to see something close to this. However, the dynamics of this growth rate will have changed. Consumer spending,

stemming from real wage growth, will account for a greater share of economic growth, whilst the corporate sector should see its contribution moderate. The Bank of England’s Base Rate will remain on hold at the historic low of 0.5 per cent throughout 2015.

In the labour market, a lack of wage growth blighted an otherwise strong picture in both the UK and Northern Ireland last year.

The local claimant count unemployment register has been falling for two years, with 2015 expected to be a third straight year of unemployment declines. The headline ILO unemployment rate has fallen to 6.3 per cent in late 2014. A dip below 6 per cent for the first-time in six years is anticipated in the first half of this year.

Last year Northern Ireland’s rate of employment growth exceeded all expectations, with the pace of job creation accelerating from 1.3 per cent in 2013 to 2.0 per cent for 2014. The latter represented the fastest annual pace of growth since 2005. The pace of job creation will slow in 2015 to around +1.6 per cent year on year

and again more sharply in 2016. Northern Ireland should see a return to its Q2 2008 employment peak in late 2015 / early 2016.

Thereafter, a sustained period of job losses in the public sector will act as a significant drag on employment growth and limit opportunities for the younger generation.

As in previous years, the younger generation will remain at the back of the queue with regard to the employment recovery.

Since 2012, Northern Ireland’s youth unemployment rate has consistently been above 20 per cent. The unemployment rate for the 18-24 years of age cohort is likely to remain close to 20 per cent throughout 2015.

It remains to be seen whether resources will be re-prioritised to tackle our youth unemployment problem.

In terms of risks, like other economies, Northern Ireland will be exposed to developments within the Eurozone and elsewhere such as Russia during 2015. Political risk, linked to forthcoming elections, will remain a key theme at all levels, and fiscal austerity is going to move up a gear.

‘PLAYING OUR PART’ Age NI was delighted to work with BBC NI on an exciting broadcast appeal in the run up to Christmas called ‘Playing Our Part’. Older people play an important role in our society and in partnership with BBC NI, Age NI wanted to shine a light on their needs, experiences and

contribution, and to invite others to play their part in improving the lives of people in later life. BBC coverage extended across radio, television and online and included many different features, interviews and reports.

Linda Robinson, Age NI Chief Executive said: “The two weeks

of coverage highlighted many opportunities and challenges affecting people in later life such as volunteering, money, loneliness and isolation, employment and health and wellbeing. These are all important issues for older people.”

Pictured at the launch of ‘Playing Our Part’, Age NI and BBC NI’s joint Christmas Appeal 2014, are Linda Robinson ( Age NI Chief Executive); Peter Johnston (Director of BBC Northern Ireland); Graham McFarlane, Irene Kingston and Robert Ferguson (Age NI volunteers); and Eileen Mullan (Age NI Chair).

[Columnist] Maureen O’Reilly, NI-based independent economist

‘Red Warning Lights’!

It’s a mixed picture for the economies of countries across the world as Maureen O’Reilly explains.

“The Eurozone, the world’s second largest economy, has yet to show any core signs of stability and a very real concern over stagnation persists.”

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ed Warning Lights’. That is the expression Prime Minister David Cameron recently used to describe what he perceived as ‘flashing on the dashboard’ of the global economy. In his view the danger signs to global growth prospects include the possibility of a ‘third recession’ in the Eurozone, a continued slow down in emerging markets and the impact of conflict in the Middle East and Russia.

While perhaps not expressing the same degree of alarmism as Cameron, there is certainly recognition by many of the leading commentators that there are significant risks and weaknesses to short-term global economic prospects. The OECD predicts that over the next two years global growth will be moderate, up from 3.3 per cent in 2014 to 3.7 per cent in 2015 and rising by 3.9 per cent in 2016. Growth is expected to remain below the average rate of 4.5 per cent achieved before the 2007/08 crisis. Emphasis has been placed on two key contributory factors – 1) the unevenness of the recovery because of the divergent performances of the world’s major economies and 2) the fact that the downside risks to recovery remain considerable.

Economies believed to be back on a

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relatively strong growth trajectory include the United States (US) and the UK. Economic indicators for both economies have been largely positive and both have surpassed their pre-crisis GDP peaks. The US performance has been particularly impressive with the economy now growing at its fastest pace in 8 years (after a shock contraction at the start of 2014 due to adverse weather conditions).

The OECD also predicts a relatively solid pace of growth in the UK over the next two years underpinned by consumer spending and investment although this represents a slow down in the 3 per cent growth rate predicted for 2014.

However the Eurozone, the world’s second largest economy, has yet to show any core signs of stability and a very real concern over stagnation persists. This is where there is a prolonged period of little to no economic growth in an economy and in the last year quarterly economic growth in the Eurozone has not exceeded 0.3 per cent. Germany and France, the Eurozone’s two largest economies, narrowly missed going into recession in the third quarter of 2014 while Italy, the third largest, has recently gone into its third recession since 2008.

Ireland, perhaps ironically, is now being

described as the ‘poster child’ of the Eurozone recovery. The OECD predicts that the Irish economy will continue to grow strongly over the next two years driven by business investment and exports. This performance is not however without its sceptics. Ireland’s Fiscal Advisory Council for example believes that Ireland’s growth figures have been artificially inflated in part by ’contract manufacturing’. This is where an Irish-based firm has goods made abroad but counts them as Irish exports even though there is no actual benefit to the Irish economy. The Council believes that ‘chances that growth may disappoint remain high’ and remains very concerned over the impact of Ireland’s stubbornly high level of debt (estimated to be 110 per cent GDP).

Japan, the world’s third largest economy, fell back into recession in 2014 largely due to a sales tax hike by the government there.

On the back of this, the OECD forecasts the Japanese economy to grow by just 0.8 per cent in 2015.

Growth in the emerging market economies is expected to level out because of very diverging performances amongst key economies there also. China, the largest emerging market, is expected to experience

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bright young business brains Chris McCreery (Director of the NI Science Festival); Lynsey McNerlin (NI Science Festival); and Minister for Employment and Learning Dr Stephen Farry.

Chris McCreery (Director of the NI Science Festival); Lynsey McNerlin (NI Science Festival); and Minister for Employment and Learning Dr Stephen Farry.

Interest bubbles around inaugural Science Festival Star gazing, astronaut training and solving crime scenes will be among the subjects under the microscope when Northern Ireland’s first Science Festival takes off next month.

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tudents across Northern Ireland and the public will be getting to grips with the wonders of science with the launch of a new and exciting 11 day event in February, NI Science Festival – the first large-scale festival celebrating the wonders of science, technology, engineering and maths (STEM) in Northern Ireland – will take place from February 19th to March 1st.

The extravaganza, which is open to all, will comprise over 70 entertaining and informative events at a variety of locations across Northern Ireland, internationally recognised speakers and will also witness a science-themed Guinness Book of World Record attempt in Belfast’s Odyssey Arena.

According to NI Science Festival Director Chris McCreery the region’s “rich heritage in the fields of science, technology and engineering are the equal of any on the world stage” and worthy of recognition.

“We aim to celebrate, educate and engage our next generation of scientists and technology professionals,” he said.

“Northern Ireland is the home of a whole

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host of innovations across engineering, physics, aeronautics and health – this festival is all about taking pride in our contribution to science and creating a really engaging celebration suitable for folks of all ages and levels of knowledge.”

According to the recent NISP Connect 2014 Knowledge Economic Index report, Northern Ireland has one of the fastest growing knowledge economies in the UK – growing at a rate of 33 per cent over the past five years.

Among the events taking place during the Festival will be a Discovery Day at Ulster University involving robots, virtual worlds and brain computing technology; a night to remember as the Ulster Museum in Belfast is transformed into a giant laboratory; an Astronaut Training Mission at the Armagh Planetarium for primary and secondary school students; a hands-on minds-on CSI workshop at the Black Box in Belfast, which combines science and mathematics, will set budding Poirots the task of solving crime scenes involving finger print analysis, blood typing and cryptography; and the hidden nature of the universe will be brought to life with mind

blowing demonstrations at the Black Box. Employment and Learning Minister Dr Stephen Farry, who is supporting the Festival, said “skills in science, technology, engineering and maths will be key drivers behind Northern Ireland’s economy in the 21st century.”

He added: “In order to grow an innovative and competitive economy, it is vital that we enthuse our young people to study and pursue a career in STEM in Northern Ireland. I am pleased to support the first ever Science Festival in Northern Ireland which will showcase STEM skills, careers, initiatives and talent from Northern Ireland and beyond to a wide ranging audience.

“This is another innovative collaboration between Government, employers, academia and our local STEM representatives. My Department has also arranged for several international STEM speakers to deliver presentations and I look forward to these events and the wider festival in February.”

•For further information about the Northern Ireland Science Festival log on to http://www. nisciencefestival.com

Budding scientists

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oung Scientists Hayley Donaldson, Danielle Craig and Michael Spurway from South Eastern Regional College (SERC) were among hundreds of students taking part in the 51st BT Young Scientist & Technology Exhibition after qualifying with their project ‘Testing the antibacterial properties of woodland flora.’

SERC was one of 15 colleges and school from across Northern Ireland whose students gathered to display their work at the Exhibition which took place at the RDS in Dublin recently.

Colm O’Neill, CEO, BT Northern Ireland said: “It is encouraging to see such high quality entries for this year’s exhibition and the passion for subjects like science and technology amongst our young students. We know that Science, Technology, Engineering and Maths (STEM) subjects are key to empowering future generations to grow a dynamic and prosperous economy in Northern Ireland.”

Project ideas were submitted by a record number of students this year with almost 5,000 entries.

SERC students Hayley Donaldson, Danielle Craig and Michael Spurway.

ULSTER UNIVERSITY STUDENTS BOOST COMPANY SALES FIGURES

Congratulating Ulster University students Oran O’Carroll and Catherine McKernan for their enterprise is Professor Marie McHugh, Dean of the Ulster University Business School.

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lster University Business School students have brought tangible benefits to their host companies during their placement year and have won a coveted award for their achievements, it has been revealed.

Catherine McKernan, a final year student in Marketing, Entrepreneurship and Strategy transformed the customer relations processes in EDGE Innovate, Dungannon with a resultant £773,000 boost to the company’s worldwide sales. EDGE has now offered Catherine continued part-time

employment and a graduate position.

During his one-year placement with Collective Digital Studios in California, Oran O’Carroll, a final year student in International Business, signed over 40 YouTube channels for the company generating 21 million views per month and added significant advertising revenue to their bottom line. He also initiated collaboration with Linkin Park, one of the biggest rock bands in the world. Oran has been offered a full-time job by Collective Digital Studios and will be returning to Beverly Hills after graduation.

Catherine and Oran have been named joint overall winners of the Ulster University Business School’s Excellence in Placement Awards 2014.

Congratulating Catherine and Oran, Professor Marie McHugh, Dean of the Ulster University Business School said: “Catherine and Oran are excellent examples of the calibre of the 300 undergraduate students the Ulster University Business School place annually in local, national and international companies. Our relationship with business employers is built on a track record of providing placement students with drive and commitment and the necessary skills to listen and critically assess company needs and help bring about positive change. Catherine and Oran are to be congratulated for maximising their time and experience during their placement year to not only enhance their own skills but also for adding considerable uplift to their host companies’ bottom line.”

EDGE Innovate design and distribute globally a range of equipment used in recycling, materials handling and quarry industries. The new customer relations management (CRM) system introduced by Catherine has made a significant contribution to the business, harmonising a complex and vital function within the firm.

Meanwhile, Collective Digital Studios is a new generation media company focused on empowering creators, growing brands and building audiences. It oversees one of the leading YouTube multi-channel networks with over 600 channels delivering nearly a billion views per month.

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‘Braced’ For a Future in The Movies!

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oving Image Arts students from Ashfield Girls’ High School and Aquinas Grammar School in Belfast had a flavour of the movie-making business recently, participating in a bespoke film project for Belfast dental practice Gentle Dental Care supported by Cinemagic Film Festival for Young People and the Arts & Business Northern Ireland Investment Programme.

The ten young people, aged 15-18, had just two days to develop a filmmaking brief from concept to screen under the guidance of Cinemagic and the film was premiered at the closing night of the Cinemagic Film Festival in

Adam Jaffa (Managing Partner, Gentle Dental); young Cinemagic filmmakers Tabitha Smyth, a pupil at Ashfield Girls’ High School and Matthew Connolly, a pupil at Aquinas Grammar School, with Heather Carr (Business Development Manager, Arts & Business Northern Ireland).

Odyssey Cinemas Belfast.

The film students had a challenging task to create the film ‘Brace Yourself’, focusing on the thoughts and concerns young teenagers have about getting braces, an issue that Gentle Dental wanted to examine in a creative environment to help communicate with their patients in a new and innovative way.

After a research morning involving 90 pupils

from both schools, the dental practice was transformed into a film set for the project, with all of the staff taking on starring roles in the film!

The initiative allowed the young film students to research an important youth issue, allowing them to work as a team and express their opinions as well as develop an understanding of the filmmaking process.

Heather Carr, Business Manager, Arts & Business NI said: “It is fantastic to see a local business working so well in partnership with an arts organisation to develop a really innovative solution to promote their business. We look forward to supporting them again in the future.”

Adam Jaffa, Managing Partner, Gentle Dental, said the dental practice came on board as a first time sponsor of Cinemagic and both worked closely together to develop a mutually beneficial partnership.

“Cinemagic were able to reach out to the target market of young teenagers, the group that we wanted to engage with, in a fun and meaningful way. We were incredibly impressed with the enthusiasm and talent from the young students,” he added.

Joan Burney Keatings, Chief Executive, Cinemagic said: “The project allowed Cinemagic to develop young people’s skills in filmmaking but also in areas such as team work, communication, decision making and working to a deadline, skills that are transferrable in the school environment and in the future when the young people enter the workplace. The initiative illustrated how business and the arts can successfully work together to achieve common goals.”

A Titanic insight to Tourism

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oung people keen to pursue a career in travel, tourism or hospitality got the chance to gain a unique insight into a five-star visitor attraction thanks to an education seminar hosted recently by Titanic Belfast.

The White Star to Five Star event at Titanic Belfast was attended by students studying Travel and Tourism, Hospitality and Event Management from GCSE to Foundation Degree levels.

Students from the Belfast Met College in Titanic Quarter were first to experience the seminar, meeting and interviewing Titanic Belfast’s Head of Marketing Linda Rodgers and Learning Officer Siobhan McCartney.

Siobhan said: “There are lots of elements from the worlds of Travel and Tourism, Hospitality and Event Management that combine to make Titanic Belfast a five-star visitor attraction.

“Sharing the expertise of skilled staff operating a world-class product such as Titanic Belfast with students not only offers them a unique viewpoint, it also helps them on the road to success in their chosen career path.”

Carolyn McNeice, Course Director for Travel & Tourism Management at Belfast Met, said: “The Titanic Belfast team combined knowledge with enthusiasm, inspiring and motivating the students. It was a professional and well-organised event, making training fun and relevant.”

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Students from Belfast Met studying Travel, Tourism or Hospitality took part in an education seminar hosted recently by Titanic Belfast.

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BUMPS ON ECONOMIC LANDSCAPE

A continued unevenness in Northern Ireland’s economic recovery is revealed in the latest Quarterly Economic Survey.

Economists and the business media listen to details of the QES.

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orthern Ireland’s economic recovery remains in positive territory for most key balances but caution still remains.

That’s according to the latest Quarterly Economic Survey from NI Chamber and business advisers BDO details of which were revealed at a briefing in Belfast recently to economists and the business media.

The survey, made up of responses from over 300 local businesses, reveals that more businesses are reporting an increase in local sales, exports and employment for Quarter 4 of 2014 than those reporting a fall.

The survey reveals that export sales and orders appear to be strengthening for local businesses with improving investment intentions and the percentage of firms trying to recruit staff increasing.

However, businesses in both the manufacturing and services sector appear less confident going into 2015 as firms forecast their performance for the year ahead. Profitability is a particular concern for manufacturers over the next 12 months.

Specific findings relating to Quarter 4 of 2014 include: Manufacturing Despite an increase in export sales and orders, there are few signs of stability for Northern Ireland manufacturers with their domestic sales and orders falling and almost all balances for Northern Ireland below the UK average.

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• Domestic sales and order balances are the weakest across the 12 regions (NI sales +7% vs. UK +36%, NI orders +16% vs.

UK +38%).

• Exports sales balance on a par with UK average (+26%).

• Employment balances down, particularly around expectations to increase workforces over next 3 months (+10% Quarter 4 vs. +31% Quarter 3).

• The percentage of firms trying to recruit has increased from 73% to 76% in Quarter 4. However, Northern Ireland stands out particularly from the rest of the UK regions in terms of the extent of recruitment of part-time staff – another indicator of the challenges facing the sector.

• Cashflow balances were negative this quarter and lowest across UK regions (NI -14% vs. UK +15%). This means that more businesses in Northern Ireland reported that their cashflow position worsened during the last 3 months than those reporting any improvement.

• Confidence levels are still challenging particularly around improvements in profitability over the next year (NI +8% vs. UK +45%).

• Northern Ireland is one of only two UK regions where more manufacturers are expecting to reduce prices than raise them (NI -9% vs. UK +21%).

Services The survey reveals some improvements in services but challenges remain as Northern Ireland ranks among the bottom 2 UK regions for all key balances and is the bottom ranking region for 5 key balances (domestic sales, export orders, employment over the last 3 months, confidence turnover and confidence profitability).

• The domestic sales balance has remained at the same level as Quarter 3 however, domestic orders have decreased (+11% Quarter 4 vs. +14% Quarter 3).

• Employment balances have improved (last 3 months +18% Quarter 4 vs. +7% Quarter 3, next 3 months +9% Quarter 4 vs. +4% Quarter 3).

• The cash flow position remains very challenging.

• Business confidence is deteriorating and Northern Ireland is the weakest of the UK regions (turnover confidence NI +38% vs.

UK +60%).

• Fewer businesses believe their turnover position will improve over the next 12 months (+38% Quarter 4 vs. +43% Quarter 3).

Business concerns Competition remains the key concern for Northern Ireland’s businesses and with each quarter the competitive environment appears to get more and more challenging. Concern over exchange rates has also increased this

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quarter with the strength of sterling continuing to erode business competitiveness. Consistent with the UK results, there has been a large fall back in concern over interest rates as low inflation and uncertainty around global prospects mean that any decision to raise interest rates is no longer imminent. Concern over business rates has increased from 19% in Quarter 3 to 23% in Quarter 4.

Business infrastructure costs The survey also asked a number of questions around Northern Ireland’s infrastructure including its impact on the cost of doing business.

The survey revealed energy costs as being the most burdensome on business with more than three-fifths of businesses (62%) citing power and heating costs as being costly. This was followed by telecoms, which 37% of businesses believed to be costly. A total of 30% of businesses also cited international transport links as burdensome to business with local transport links proving costly for 29% of companies.

Respondents also claimed that energy costs are a potential deterrent to future investment decisions (29%), followed by telecoms (15%) and international transport links (15%).

When asked what one key action the Northern Ireland Executive could take to

improve infrastructure in Northern Ireland, energy costs and the transport infrastructure dominate. A total of 28% of businesses believe that greater investment in transport infrastructure is required and similarly 28% believe that reduced energy costs and an improved regulatory framework will improve business conditions. Improved broadband coverage was cited as the most important action by 11% of respondents.

2014 overview Whilst 2014 was largely viewed as a better year for the local economy, the QES suggests that the business environment in Northern Ireland is still very challenging. Over the last year more key balances have fallen than improved in both manufacturing and services, but particularly for manufacturing. There has been a marked deterioration in the domestic sales and orders balances for both sectors.

Cashflow is a very real concern and has shown no improvement over the year.

Commenting on the survey, Ann McGregor, Chief Executive of NI Chamber, said: “The most encouraging aspects of the results in Quarter 4 for Northern Ireland are the increases in the export balances particularly for manufacturers. While they are still too low, they represent a strong improvement on the last

quarter, when some of the balances were close to negative territory.

“The employment balances were mixed.

Service sector firms increased their staff over the past three months although largely with part-time staff reflecting some seasonality in the figures. However, there was a fall in the manufacturing employment balance suggesting fewer manufacturers have tried to recruit.

“Manufacturers also recorded a fall in the number who expect to take on new staff in the next quarter. The domestic market indicators also presented a mixed picture. Overall, the results point to continued unevenness in both manufacturing and services recoveries.

“Critical to private sector growth and economic recovery in 2015 is having the infrastructure and skills to allow businesses to develop and flourish. As the survey shows, energy costs are a big burden on business. We know business energy costs in Northern Ireland are higher than the rest of the UK and for some of our businesses they are amongst the highest in Europe. This is a real challenge to our competitiveness and needs both government and the private sector to work together to address. We welcome the Utility Regulator’s review of gas and electricity tariffs and hope to see prices fall later this year.”

ANALYSIS

Francis Martin, BDO NI Partner, examines the findings of the survey.

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ne of the most encouraging aspects of this survey, in this quarter particularly compared to last quarter, is the level of increase in exports. Whilst in itself this is very good news, when we look behind the scale of those exports, they are still too low, relative to the scale of the business based in Northern Ireland.

We have only 1600 businesses in Northern Ireland proactively exporting and perhaps disappointing within the level of those reported exports in the last quarter, 60 per cent were delivered by only about a dozen world class companies in Northern Ireland.

This in itself has a teaching message and a positive message. One, we have those type of world class businesses here in Northern Ireland which are capable of being at that level of export but also, we could have those world class businesses joined by many other businesses which have the scope and the potential to do that in Northern Ireland. So, what the survey is telling us is that we already have the

potential but we can and must do better.

The survey indicates that it is not just about exports. If Northern Ireland as an economy is to grow, which, is the ambition for all of us, it is clear that we must as an economy make ourselves fit for growth. In order to make ourselves fit for growth, we are going to have to undertake a number of changes.

Firstly, there are changes that I believe need to come from business. If businesses are to make themselves fit for growth it is important that they, like any business that wants to be successful, must ensure that they have plans in place to make themselves successful so this means scrutinizing, reviewing and putting in place plans around sales and marketing, around people and systems, removing inefficiencies and ineffectiveness from their business, having an external focus and then importantly underpinning that with a strong financial base which upon to grow.

This is going to be critical I think if we are to prepare businesses in Northern Ireland for greater success in 2015.

Government also has a very important role to play in supporting businesses in Northern Ireland, not just at an individual company level but at Northern Ireland corporate level. Infrastructure for example, transport, energy costs, these are all issues that are being raised by the survey. On top of that, and very topically, we need to ensure that the legislation brought forward in relation to corporation tax is passed because that’s not just going to help our existing businesses in Northern Ireland but it’s going to comprehensively enable us to attract new foreign direct investment into Northern Ireland and enable us to compete on an equal footing.

If all of these do happen, clearly we are going to start seeing the results come through in individual businesses, in terms of growth, opportunity and export. If we start seeing those sorts of results come through the individual businesses, it’s only natural that you can expect to see better results coming through in our Quarterly Economic Surveys during 2015 and beyond.

NI Chamber 79

Celebrating 15 Years of Success at the DMS Awards 2014

dms

development means sucess

DMS celebrated 15 years as a Chartered Institute of Personnel & Development (CIPD) Centre at the DMS Awards night, held recently at the Stormont Hotel, Belfast. The Glittering Awards night recognised the achievements of the 85 individuals who completed CIPD Qualifications and Awards at Foundation, Intermediate and Advanced levels in the past year. DMS has worked with over 1000 individuals on CIPD qualifications and is the only Mixed Mode/Competency-Based CIPD centre in the North and South of Ireland. Lynn Carson, Managing Director of DMS, commented on the Awards: “Our vision is to make a difference and I hope that we have achieved this with yourselves with progression in your HR/L&D careers and adding value to your organisation. Congratulations to everyone who achieved their CIPD Qualifications and also to our Special Award Winners.�

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Special Award Winners:

Special Award for CIPD Foundation Level Qualifications: Sponsored by Health Assured and presented by David Price Joint Winners: Linda Carson [1], Cookstown District Council and Denise Fox [2] Special Award for CIPD Intermediate Level Qualifications: Sponsored by Employers for Childcare and presented by Marie Marin Joint Winners: Stephanie Lawson [3], Greiner Packaging Ltd and Hazel McKay [4], AES UK Special Award for CIPD Advanced Level Qualifications: Sponsored by Hallmark Solutions and presented by Wendy Li Winner: Catherine Shannon [5], Belfast Health & Social Care Trust Special Award for Advanced Employment Law: Sponsored by Pinsent Masons and presented by Paul Gillen Winner: Nicola Barber [6], Kilwaughter Chemical Company Candidate of the Year 2014 Award: Sponsored by Hallmark Solutions and presented by Wendy Li Winner: Barbara Kinley [7], Department for Social Development.

HR&D Professional of the Year 2014 Award: Sponsored by Diamond Recruitment Group and presented by Donna Parker Winner: Brian McCullough [8], CDE Global Creativity & Innovation in HR Company Award 2014: Sponsored by Diamond Recruitment Group and presented by Donna Parker Winner: Schrader Electronics [9]

DMS would like to take this opportunity to thank our Sponsors for the DMS Awards 2014. Diamond Recruitment Group, Health Assured, Employers for Childcare, Hallmark Solutions, Pinsent Masons, Capita, University of Ulster Business School, Core Consulting, Tricord and Morrow IT Solutions.

Gareth Morrison, Managing Director of Lava Group.

“Lava Group is also researching new technology to monitor and record interactions between patients and healthcare professionals – whether they are receiving their care in hospitals, other care facilities, or their own homes.

“Also, finding a bed for a patient being admitted to hospital can be difficult, and this can result in patients being left in hospital corridors, sometimes for hours, until a suitable bed can be found.

“We are planning software development to assist with these issues and have been working closely with some key personnel in this industry.”

Gareth Morrison says the rebrand of

the company to Lava Group is an exciting development.

“We like to think we are a company which is agile, fluid and changes the landscape it flows over – hence the new name.

“We have a strong track record of producing innovative solutions to problems where others have failed and we are focusing on raising our profile and growing the business further.

“To be successful requires the right people and a commitment to building long-term client and partner relationships. We have solid foundations in place, and I look forward to leading the company to build upon these to take our business to new heights.”

“Lava Group is also researching new technology to monitor and record interactions between patients and healthcare professionals – whether they are receiving their care in hospitals, other care facilities, or their own homes.”

NI Chamber 81

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mums with power

Janet Cordoner is the founder and Director of Jackson Reece. The Waringstown-based company supplies natural baby products including their award winning baby wipes for children with eczema and sensitive skin. She is married to Colin, who is also a Director of the business, and the couple have four children – Jackson (age 14), Reece (age 12), Harrison (age 8) and Carlton (age 4).

e-mails, tweets and letters we get saying thank you. To know that our products have made a difference to parents like us is hugely rewarding and just brilliant.

What do you do to ensure a work/life balance?

Ha! Is there such a thing? I find it’s a daily balancing act – moment to moment; inevitably it swings one way and then the other on an almost hourly basis! We are very lucky that Colin and I are in the business together so we both understand the pressures and what is needed every day and can work together to make sure we can balance it all. If something needs doing urgently at work that may impact on family time, we can work together to get it done without it having to impact too much on our personal time.

How has having children impacted your working and personal life?

I guess in the same way that it does with anyone.

Of course family comes first and this means that you have to be very, very organised and prioritise your time very carefully. Our kids are, after all, the motivation behind our business so it feels nice that the business is very much about our own family and helping other families like us. It is tricky juggling four kids with your own business as any working parent knows but plenty of parents do it and you just find a way to make it work. There are no ‘rules’ as such, you have to find a balance and way of working that works for you and doesn’t cause you too much stress.

Describe your job We started in 1999 when our first son was born. At eight months Jackson developed baby eczema. To our horror, he became very unwell after using steroid cream which not only thins the skin but destroys the immune system. We found that the alcohol present in many baby wipes compounded the condition and couldn’t find anything on the market that didn’t contain these harsh chemicals. We felt we had no choice but to explore developing our own wipe.

After years of exhaustive research and steadfast determination, we successfully designed our own unique cleansing wipes that contain naturally occurring ingredients. Coinciding with the birth of our second son in 2003, Reece, the concept for Jackson Reece Herbal Wipes was born. Now I am responsible for the day to day running of the business along with my husband 82 NI Chamber

Colin. We literally do everything! From sending out orders to discussing marketing plans with Boots or Sainsbury’s, from designing packaging to answering happy customers social media posts... no two days are ever the same but we both love what we do and we love that it gives us the flexibility to be here for our boys as well as running the business.

What is your favourite part of the day?

My favourite part of the day is mid morning when we get to see the sales data from all of our retail partners – I still get an amazing buzz seeing how many units we are selling in different locations across the UK. It seems so amazing to me that something that started on our kitchen table is now sold as far and wide as it is! In general, the highlight every day is the countless

Are working mums in greater need of state support than stay at home mums?

Not necessarily. The UK is made up of all kinds of family units, I really don’t think that you can say that ‘one size fits all’. There is no one solution for parents, working or otherwise. The needs of families I’m sure must vary widely depending on their situations so it would be hard to say one group needs support more than others.

Do you think you will always remain in employment?

I imagine so. We have worked really hard to get the business where it is and we have had some exciting developments recently such as Boots stocking our products and ultimately we would love to expand the range into other products – for example bath. We are constantly developing and researching new ideas and feel that the more we can offer in our range, the more parents can come to us as a ‘one stop shop’ for their children’s skincare needs. We have had such amazing response to new products since the wipes such as our saline nose nuzzles and mucky mitts hand sanitiser that we would love to develop more.

by James Stinson

Supported by

www.agnewcorporate.com

[columnist] james stinson, business class motoring writer

Terrific and tantalising Evolution is the name of the game for this new Audi TT, writes James Stinson.

S

ome cars dramatically change what we think about a brand. It’s easy to forget that when the TT was launched in 1998, Audi was still a relatively low volume car maker, with a limited and rather dull range.

The original TT was brilliant, combining sensational styling with typically accomplished engineering and proven VW mechanicals.

Audi is now a hugely successful big-selling, up market brand and the TT was an important part of that journey. And while this latest 3rd generation TT won’t have the same impact, that shouldn’t detract from what is still a very newsworthy car.

The new car looks familiar yet a little more purposeful thanks to a slightly longer wheelbase, while the interior has been completely transformed. It’s lighter and has a host of neat mechanical touches that make it more fun to drive.

And with prices starting at just under £30,000, it remains competitively priced.

On the outside, the familiar TT styling includes rounded wheelarches, curved windscreen pillars, bold shoulder line and sloping rear tailgate remain – a smaller grille and razor block headlights are the only obvious enhancements.

Inside though, it’s all change. Gone are the conventional dials and centre stack screen to be replaced by Audi’s excellent Virtual Cockpit system. This 12.3-inch high-resolution LCD driver display allows for a sleeker, more minimalist dash.

The screen itself is crystal clear and places all information in front of the driver. The display can be switched between Classic View – with prominent speedo and rev counter, or

Infotainment View, which brings functions like the navigation map to the fore.

The business end of the cabin is nicely proportioned with plenty of space for driver and passenger. Like the previous version, there isn’t a lot of room in the back but the rear seat backs do fold flat, which makes for a decent amount of luggage space.

For now, just two trims are on offer – Sport and S line – and two engines, a 2.0 litre TFSI petrol and 2.0 litre TDl. The petrol TT (227bhp) comes with either a six-speed manual gearbox or Audi’s seven-speed, dual-clutch S tronic transmission, and there’s the choice of front- or quattro four-wheel drive.

The 182bhp 2.0-litre diesel version is available in front-wheel drive and manual only but can return 67.3mpg and emits just 110g/km of CO2, making it a very attractive company car proposition.

If it’s out and out performance you are after,

a faster 305bhp TTS version mated to quattro four-wheel drive, and promising a 0-62mph sprint time of under five seconds comes later.

Interestingly, the new TT is lighter than the previous version by some 50kg, which in turn was 90kg lighter than the previous model – a 10 per cent reduction since 1998. This means that not only is the latest TT quicker and more economical, it’s also sharper and more engaging to drive.

In addition, all models are fitted with Audi’s progressive steering system, which is set up so that the steering ratio becomes more direct as the wheel is turned. The end result is sharp and positive steering with good feel and feedback.

Audi’s Drive Select system is standard across the range too, and for the first time it adjusts the all-wheel drive system on quattro models, to give a sportier set up in Dynamic Mode. It also modifies throttle response, steering weighting and air conditioning load, plus shift speeds on S tronic cars, while petrol models get a racier exhaust note in Dynamic mode.

All cars come with climate control, leather seats and DAB as standard while there are a host of extras and personalisation options. Prices for both the entry level Sport diesel and petrol versions start at a whisker under £30,000.

S Line models have larger 19-inch wheels, all-weather LED headlights and LED tail lights, as well as bespoke S Line body styling, adding around £2,500 to the asking price. Four-wheeldrive (available on petrol only) adds another £3,000. All of which means, the 2.0 petrol version with four-wheel drive and dual clutch transmission will cost £35,337. Oh… and a good looking convertible joins the range later in 2015.

Take control of your fleet.

With Agnew Fleet Manager, we have the solution - from tracking your vehicles to reducing fuel costs.

84 NI Chamber

T: 028 9038 6600 agnewcorporate.com

Take control of your fleet.

With Agnew Fleet Manager, we have the solution from tracking your vehicles to reducing fuel costs.

Call us on: 028 9038 6600

18 Boucher Way, Belfast, BT12 6RE W: agnewcorporate.com

[columnist] james stinson, business class motoring writer

BMW unveils 2 Series Convertible Here’s something to take your mind off the chilly winter temperatures – the new BMW 2 Series Convertible. On sale from February, it replaces the 1 Series Convertible, the most successful car in its class, and the only one with rear-wheel drive.

Four engines will be offered – three petrol and one diesel version. Prices will start at £29,180 for the 220i, which will offer 182bhp and hit 62mph in 7.5 seconds. Meanwhile, the 220d, which will have 188bhp and sprint to 62mph in the same time, will start at £29,965, while the 228i will cost at least £31,550, produce 242bhp, and hit 62mph in 6.1 seconds.

At the top of the range, there’ll be a convertible version of the BMW M235i. With 322bhp on tap, it’ll be able to get to 62mph from a standstill in just 5.2 seconds, before going on to an electronically-governed top speed of 155mph. It’ll set you back £37,710.

Standard specification on every version will include alloy wheels, climate control, keyless start, sports seats and a leather steering wheel.

BMW is also promising a folding soft-top that can be raised and lowered in 20 seconds at speeds of up to 30mph. It also says that additional insulation, as well as improved aerodynamics, mean the 2 Series will be quieter inside with the hood up than its predecessor.

What’s more, BMW is promising the largest boot in its class, as well as a through-load system to make the 2 Series Convertible even more practical.

There’s more to Hyundai than just value these days

It’s not exactly executive motoring but you shouldn’t turn your nose up at this new i20 supermini from Huyndai.

Relatively inexpensive to buy and cheap to run, the little i20 makes a great second, or third, family car.

Available in five trim levels, the SE is expected to be the most popular. It has 16” alloy wheels, air-conditioning, cruise control, Bluetooth connectivity with voice activation, front foglights, Lane Departure Warning, all-round electric windows and reversing sensor, and depending on your choice of engine and gearbox it’s

priced between £12,725 and £14,725.

If you want more equipment, Hyundai also offers the Premium and Premium SE, which are respectively £1000 and £2000 more expensive than the regular SE. There’s a choice of pint-sized petrol and diesel engines, boasting decent mpg and emissions.

The S Blue merits special mention. The third cheapest i20, at £12,445, it should also be the cheapest to run, since at 84g/km it’s the only version with double-figure CO2 emissions and a £0 Vehicle Excise Duty rating.

Mondeo man One - Taxman Nil The demise of the paper tax disc made headlines recently but if you buy a new 1.6 litre diesel engined Ford Mondeo, you won’t have to pay any tax at all.

Prices start from £20,795, and for that you get a five-door hatch in Style trim with a 114bhp 1.6-litre TDCi engine. It has a CO2 rating of under 100g/km, which means it costs nothing to tax.

Style models are also well specced, with 16” alloy wheels, dual-zone air-conditioning, the SYNC2 connectivity system, Emergency Assist and DAB digital radio fitted as standard.

Take control of your fleet.

With Agnew Fleet Manager, we have the solution - from tracking your vehicles to reducing fuel costs.

86 NI Chamber

T: 028 9038 6600 agnewcorporate.com

[Ambition Promotion]

Still growing, still caring terms for all their customers.

Graham Thompson, General Manager of Agnew Corporate says, “We have grown from strength to strength in recent years.

We now have a fleet size of over 5000 vehicles and have invested heavily in technology to ensure our customers are offered the best possible fleet solution in the market place”.

Agnew Corporate strives to reduce fleet costs for their customer and can demonstrate true fleet savings over the life of any contract.

Agnew Corporate was established in 1995 to provide vehicle funding and fleet management to the business user throughout Northern Ireland and the rest of the UK. They are part of the Agnew Group who in 2012 was acquired by

Sytner, giving them and their customers all the benefits that come from being part of a larger organisation. Agnew Corporate can supply any make and model of passenger car or commercial vehicle to the business user and source preferential rates and

“It’s not just about finding the cheapest rental, it’s about understanding your customer needs, creating a suitable company car policy and driving the whole life cost for the entire fleet down over time. We have a loyal customer base because we can monitor and measure these savings and show the real value of a true partnership”, says Graham.

Please contact Agnew Corporate today for a free fleet analysis on 02890386600.

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CRASH A4 2 pp Magazine Advert JAN 15.qxp_Layout 1 09/01/2015 11:33 Page 1

COLLISION COURSE! From Northern Ireland’s leading Accident Service Provider

With an estimated one in ten motorists being involved in a collision every year, Paul Cooney, Fleet & Repair Director at CRASH says it’s important all drivers understand what to do in the event of a road traffic collision.

Paul Cooney, CRASH It is worth keeping a cool head and following these six simple steps: 1. STOP AT THE SCENE YOU MUST STOP AT THE SCENE WHETHER OR NOT THE COLLISION WAS YOUR FAULT. 2. CHECK IF ANYONE IS IN NEED OF MEDICAL ATTENTION If so, call 999. If not, call Northern Ireland's new non emergency phone number 101.

3. ARE THERE ANY WITNESSES? Try and get the names, addresses and vehicle registrations of any witnesses before they leave the scene.

Witnesses should write down their evidence and keep their original notes.

4. MAKE A SKETCH OR TAKE PHOTOGRAPHS Remember to make notes of Street names, skid marks, collison points, vehicle locations and directions of travel. It is recommended that you keep a disposable camera in your glove box. It can be very useful for recording images. This should be done before vehicles are moved if possible.

5. ADDITIONAL INFORMATION Note down any other details you feel are worth recording. For example, if the other driver was using their phone.

6. CALL CRASH 24 HOURS A DAY ON

028 9066 0244 Why not save our number on your mobile now in case you need us in the future!

If you have been in a collision, CRASH Services can help at no cost to you as we recover our costs from Insurers.

We can arrange removal of your vehicle, organise repairs, provide a replacement car, help with insurance paperwork, medical claims and provide legal assistance. We have helped over 60,000 Northern Ireland motorists since 1996.

CRASH A4 2 pp Magazine Advert JAN 15.qxp_Layout 1 09/01/2015 11:33 Page 1

COLLISION COURSE! From Northern Ireland’s leading Accident Service Provider

With an estimated one in ten motorists being involved in a collision every year, Paul Cooney, Fleet & Repair Director at CRASH says it’s important all drivers understand what to do in the event of a road traffic collision.

Paul Cooney, CRASH It is worth keeping a cool head and following these six simple steps: 1. STOP AT THE SCENE YOU MUST STOP AT THE SCENE WHETHER OR NOT THE COLLISION WAS YOUR FAULT. 2. CHECK IF ANYONE IS IN NEED OF MEDICAL ATTENTION If so, call 999. If not, call Northern Ireland's new non emergency phone number 101.

3. ARE THERE ANY WITNESSES? Try and get the names, addresses and vehicle registrations of any witnesses before they leave the scene.

Witnesses should write down their evidence and keep their original notes.

4. MAKE A SKETCH OR TAKE PHOTOGRAPHS Remember to make notes of Street names, skid marks, collison points, vehicle locations and directions of travel. It is recommended that you keep a disposable camera in your glove box. It can be very useful for recording images. This should be done before vehicles are moved if possible.

5. ADDITIONAL INFORMATION Note down any other details you feel are worth recording. For example, if the other driver was using their phone.

6. CALL CRASH 24 HOURS A DAY ON

028 9066 0244 Why not save our number on your mobile now in case you need us in the future!

If you have been in a collision, CRASH Services can help at no cost to you as we recover our costs from Insurers.

We can arrange removal of your vehicle, organise repairs, provide a replacement car, help with insurance paperwork, medical claims and provide legal assistance. We have helped over 60,000 Northern Ireland motorists since 1996.

[columnist] Helen Winter, Solicitor, Andrew Walker and Company

Choosing a Partnership

Partnerships in business may make commercial sense but there are legal issues around them which must be explored says Helen Winter.

• relationship between partners (holidays, incomes, etc); • admission of new partners; • retirement, death and bankruptcy; • expulsion from partnership; and • disputes between partners.

Limited Liability Partnership (LLP) LLPs are the newest form of corporate structure (introduced in 2001 by the Limited Liability Partnership Act 2000 as modified by the Companies Act 2006). An LLP is a hybrid – a cross between a limited liability company and a traditional partnership. LLPs offer the limited liability available to a company’s shareholders combined with a tax regime and flexibility available to partnerships. LLPs are particularly suited to professional services companies.

W

ith excitement and trepidation in equal measure around starting and running a new business, the legal structure associated with it can sometimes be forgotten. When two or more people are starting a business one of the first legal questions they need to ask themselves is how will we be structured? While some owners will opt to become a limited company, it isn’t suitable for all business owners. Some find themselves falling into a partnership without really understanding the legal reality around it and they fall into a partnership without examining the other options available to them.

Partnerships The law of partnerships is still governed by the Partnership Act 1890. Section 1 defines partnership as the relationship that exists between persons carrying on a business in common with a view to profit.

Partnerships involve more than one person working together in a business. This could be a husband and wife or two or more unrelated parties. A partnership is often considered as an extension of the sole trader business model.

Partnerships offer a flexible business model without the administrative and regulatory demands of a limited liability company. They allow individuals to be brought in, leave or change their interests in a business without significant tax issues.

A partnership is not a separate legal entity.

Therefore the activities of a partnership are treated as actions carried out by the individual 90 NI Chamber

partners, not by the partnership. Partners are treated as self-employed. They are taxed separately on their share of the profits or losses of the partnership. The only legal requirement of a partnership is that each partner is registered as self-employed and submits a separate tax return.

As a partnership is not a separate legal entity, it cannot own assets in its own name or grant security over its assets. Therefore, property will usually be held in the name of individual partners as trustees for the partnership. Under the Partnership Act, partners are jointly liable for the debts of the partnership. Partners are jointly liable for loss or damage arising from the wrongful actions of any partner.

The partnership will usually be governed by a formal contractual partnership agreement.

This allows the partners themselves to set out how liabilities, ownership and profits of the business will be split and what happens if one partner wants to leave etc. However, the essence of the partnership agreement is the continuing relationship between the partners and the on-going business.

The Partnership Agreement should generally contain the following information; • name; • duration and dissolution; • capital; • property held by the partners for the purpose of the partnership; • profits and losses; • relationship between partners and outsiders;

There are a number of reasons why an LLP is an attractive business structure: • It is incorporated through registration with the Registrar of Companies.

• It has no articles of association. Members will often enter into an agreement similar in nature to a partnership agreement.

• It is a separate legal entity and has limited liability. Therefore it protects its members’ assets, limiting their liability to how much they have invested in the business and any personal guarantees given when raising finance.

• It is tax transparent, like an ordinary partnership. Individual members are treated as self-employed for tax purposes.

• Members are considered “workers” for the purposes of the Employment Rights Act 1996. This means that individual members enjoy the statutory rights and protections conferred on “workers” under legislation.

There are pros and cons to both a partnership and an LLP. With a partnership it is low cost, easy to set up, full control is retained and has the potential to raise money.

However, there is a full liability for debt, tax costs are higher and it may difficult to wind up.

When it comes to an LLP, there is flexibility which can be incorporated into a members’ agreement and the advantages of being a limited company and partnership are combined.

On the downside, profit is taxed as income, partners must disclose their income and the company must start to trade within a year of registration or risk being struck off.

There are many important elements to consider when it comes to setting up a business with someone. Making the right decision on the structure of the business can be crucial.

every market needs a leader

EST. 1962

ULSTER TATLER GROUP www.ulstertatler.com

[lifetsyle] James Stinson, Travel writer

On the ascent?

James Stinson looks at how flybe is tweaking its business model in a bid to return to profit…

T

he reinvention and rejuvenation of flybe continues apace. After losses that threatened to put the airline under, new management has worked tirelessly over the last year to cut costs and refocus the airline on making profits again.

That means moving out of markets where it competes directly with lower cost rivals while focusing on shorter, thinner routes, which its fleet of planes are better suited to. The airline is getting rid of or grounding most of its 118seat Embraer jets and expanding its fleet of 78-seat Q400 turboprop planes.

In truth, it’s a strategy that was part of the previous management team’s thinking when British European was re-branded as flybe back in 2002 but over time they got sidetracked into wanting to be, and compete with the likes of easyJet and Ryanair. And that just didn’t work.

For Northern Ireland, the outcomes have been mixed. Last year, flybe sold its Gatwick slots and discontinued its four times a day service from Belfast City.

Just a few months later, flybe returned to the London market but this time to London City, where there is less competition, which is ideally suited to its smaller turboprop aircraft, and where there are more high paying business passengers.

Flybe is adding other services from Belfast too. There’s an extra daily flight to Glasgow

92 NI Chamber

this winter and an added daily flight to London City from February. That same month, the airline will re-start flights between Belfast City and Liverpool.

Having been in retreat, flybe will this year connect Belfast with 14 main city and regional destinations across the UK, including important hubs in Manchester and Birmingham.

Other big news to come out of flybe’s HQ in recent months is the decision to ditch its own frequent flyer programme, Rewards4all,

“Having been in retreat, flybe will this year connect Belfast with 14 main city and regional destinations across the UK, including important hubs in Manchester and Birmingham.”

and join Avios - the loyalty scheme used by BA, Iberia and others.

Flybe Chief Executive Saad Hammad said the move represents “a significant service enhancement for flybe customers”.

However, the jury is out on whether

this scheme is better for all passengers than Rewards4all, which flybe long trumpeted as the most generous frequent flyer programme around.

While the opportunities for spending your frequent flyer points have grown considerably… these rewards are harder to accrue.

And when you’ve gathered a heap of points together, it’s not always apparent that you are saving much, if any cash, when redeeming them against flybe flights.

If you do end up collecting Avios with flybe, you may get better value redeeming them against international flights with BA, which throws in the Belfast-Heathrow flight for free, or against other services, such as car hire or hotels.

The other downside of the switch to Avios is that with Rewards4all you only had to fly 18 return flights in a year at any fare level to get unlimited lounge access. You could get there even quicker if you used a flybe credit card.

That perk, which was popular with frequent flyers, no longer exists. Instead, you’ll only get lounge access when you travel on the most expensive “All In” tickets.

So it’s a mixed bag from flybe. On the upside, the airline is growing again, adding new routes and capacity out of Belfast. The downside is that in targeting business flyers more ruthlessly, the frequent traveller flying on cheaper tickets will lose out on some of the perks they’d previously enjoyed with flybe.

[feature] CHRIS REES, HEAD CHEF, GALGORM RESORT AND SPA’S RIVER ROOM RESTAURANT

CULINARYDELIGHTS The Christmas season has been and gone and our fridges are finally free of dry leftover turkey and stuffing. If you are continuing to entertain right into the New Year, surprise your guests with this venison version created by Chris Rees of the classic dinner party puff pastry parcel. Served with Jerusalem artichokes, red cabbage pickle, sprouts and chestnuts, this hearty dish is sure to be a real crowd pleaser.

Venison Wellington, Jerusalem Artichokes, Red Cabbage Pickle, Sprouts and Chestnuts.

Ingredients 280g Venison (trimmed) 2x 25g Crepes 200g Mild Mushrooms 100g Spinach 100g Red Cabbage (Sliced) 15ml Red Wine Vinegar 100ml Port 1x Cinnamon Stick 1x Star Anise 50g Sugar 1x 600g Puff Pastry Thyme Sprig Garlic Clove Egg Yolk Olive Oil Salt 500g Jerusalem Artichokes 100ml Cream 50g Butter 1 glass Red Wine 250ml Chicken Stock 200g Sprouts 50g Chestnuts For the Wellington Season then sear the venison in a hot pan with a little oil until brown on all sides, remove then set aside. Without cleaning the pan cook the

mushrooms on a medium heat until golden, then remove from the heat and add the spinach to the pan until wilted, check seasoning.

Blend half of the spinach & mushroom mix until smooth and gently fold in the remaining spinach and mushrooms.

For the Cabbage Combine the port, red wine vinegar, sugar, star anise and cinnamon in a saucepan and bring to the boil, add the sliced red cabbage, cover the saucepan with a lid and simmer for 10 minutes.

Remove the lid and reduce the cooking liquid until a sticky consistency has been achieved.

Remove from the pan and set aside.

Lay out a sheet of puff pastry followed by the crepes and spread the mushroom and spinach mix on top. Roll the pastry around the sealed venison loin and crimp ends to create a wellington. Brush with a little egg yolk (to help it colour in the oven).

For the Sauce Toast the chestnuts in a saucepan and add the red wine. Reduce to a syrup then add the chicken stock and reduce again to make a chestnut sauce.

For the Artichokes Clean and roast whole artichokes in the oven with salt, olive oil, thyme and garlic at 180 degrees for 10 minutes, until soft. Remove the skin from half and slice into strips. Add the remaining artichokes and peelings to a saucepan and pour in the cream. Bring to the boil then blend to a smooth puree in a food processor.

To assemble the dish Place the wellington in an oven preheated to 185 degrees. Cook for 15 minutes. Using a temperature probe check the centre (it should be 48 degrees for pink or 58 degrees for well done).

If necessary, return to the oven for a few minutes until the desired temperature is reached. Allow to rest for a few minutes then slice.

For the Sprouts Peel and half the sprouts and cook in a 50/50 mixture of butter and water, add a pinch of salt and remove from the pot when soft.

Spread some of the artichoke puree on the plate and lay on a spoonful of red cabbage, the sprouts and the artichokes. Place the sliced wellington alongside and spoon over the chestnut and red wine sauce.

NI Chamber 93

[columnist] rebecca mckinney, personal stylist and radio presenter

The Not so Blue January The winter blues will cheer you up this season says Rebecca McKinney.

There is no such thing as dull January when it comes to style. Instead of feeling blue, why not wear it?

After the glitz and glam of Christmas, I find it helps to give yourself a little wardrobe boost and this season, it is all about baby blue hues. Crisp, sharp and undoubtedly pretty, this is the only colour to be seen in ahead of

springtime.

Forget dressing like a little girl, for Spring 2015, pastel shades are officially acceptable for the cold snap and have totally grown up.

Baby blue works beautifully in January when worn with winter white and teamed with softer colours as the weather brightens up. I also love it with sharp black as a

contrast. Styling it like this makes pastel shades a little more accessible.

The high street is full of options for the new season that are pale and extremely interesting. I’ve thrown together some of my favourites for you to lift a dull post-New Year wardrobe and bring it bang up to date!

The Coverup Nothing screams freshness like a crisp coat or cool jacket in this colour tone. M&S and Primark have beautiful draped coats for spring, or if you are more of a rock chick, why not try pastel leather?

This amazing Reiss number looks drop dead gorgeous over black skinny jeans and biker boots.

94 NI Chamber

The Accessories If the pastel colour is too much for you to wear head to toe, dip into the trend with some pale accessories. Baby blue statement handbags or an oversized necklace will brighten up even the most dark of an outfit. Accessorize, New Look, Topshop and House of Fraser have some great new season options in stores already.

The Pre-Summer Shoes Baby blue has never looked cuter than on your feet! Spot lots of celebs wearing the colour in cute brogues and casual pumps. We love these Dune wedges that just have us begging for springtime. To inject some pastel prettiness into your night time look, try pointed toe courts.

The Casual Skirt A midi length skirt was a massive trend last season and the look has been repeated again this year. Go for a high waist and team it with a fine knit until the weather warms up. Try Miss Selfridge, H&M or Zara for some great options; perfect teamed with boots and jumpers for now and t-shirts and blouses when spring finally arrives.

This is the skirt shape of the season.

Don’t let the winter blues get you down. This season, it’s all about pastel perfection! And that’s nothing to get down about!

Happy shopping!

Rebecca xx Catch Rebecca co-hosting the Cool FM Breakfast Show with Pete Snodden every weekday morning from 6am-10am and check out her website www. rebecca-mckinney.com for information on personal and commercial styling or event hosting.

NI Chamber 95

[Columnist] jim fitzpatrick, INDEPENDENT BROADCASTER

sign off...

Having ambitions to be ambitious

Sharing success but being open about failures makes those who’ve made it in business stand out observes Jim Fitzpatrick.

“The modern economy is changing so rapidly that true success is only built with an attitude of openness and collaboration. That means we need to be clear about our ambition, share the success and admit the failures.”

I

like writing for a publication called Ambition. I like people with ambition. And yet, here in Northern Ireland we’re often a bit shy about having it and expressing it.

“Yer man thinks he’s great,” or “She’s getting a bit above her station, isn’t she?” are the kinds of comments we hear all too often.

Success, it seems, is supposed to be preordained. Achieved quietly and patiently with those to whom it is due. They’re not supposed to shout about it. And they certainly aren’t inclined to share it.

That’s the old order. But thankfully that attitude and that way of doing things is disappearing. The quicker it goes, the better.

The modern economy is changing so rapidly that true success is only built with an attitude of openness and collaboration. That means we need to be clear about our ambition, share the success and admit the failures.

I spent some time in New York recently and met a number of interesting people from diverse backgrounds working in different industries.

Many of them were ex-pats from Ireland,

96 NI Chamber

England and Scotland. They were all successful in their chosen fields, and they all believed that their success had come more easily in New York than in their native lands.

That’s partly to do with scale and the access to a much bigger and wealthier market. But it is also to do with the environment, shaped by an incredibly open attitude to success and entrepreneurship.

One person I met was a corporate lawyer from England. He was well educated – Oxford; and well connected – he clearly came from a comfortable background. Yet he claimed that even with his education and background, he would have found it difficult to progress as rapidly in London due to the various cliques that control key aspects of the legal business.

Another person I met was in the tech industry.

From Dublin, he’s now building high tech firms in Manhattan. The rockets on his career have been turbo-charged since he hit the States. Ireland gave him a great education and a great start in business, but the US is where his real growth will come.

I also caught up with Jack McGarry and Sean

Muldoon, partners in The Dead Rabbit – one of the world’s top cocktail bars. They learned their trade – and won their first global award – while mixing drinks for Bill Wolsey at the Merchant Hotel in Belfast. But to maximise their success, they too have crossed the Atlantic.

It’s fantastic that forward thinkers such as Bill Wolsey can incubate that kind of talent in Belfast.

But it’s also a shame that it is so hard to retain.

Some of that is just a natural function of market size. Belfast will never be New York. But some of it is down to the wider attitude towards success and how we treat entrepreneurship and business.

The people that can do the most to change that attitude are those who are currently in business themselves. There’s no point waiting for government or expecting new incentives to unlock hidden wells of entrepreneurship.

Everyone in business should start by stating their ambition, sharing their success and being open about their failures. Through genuine collaboration, sharing of experience and celebration of winning strategies, the economic environment could be transformed.

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MAGAZINE OF NORTHERN IRELAND CHAMBER OF COMMERCE AND INDUSTRY

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JANUARY/FEBRUARY 2015 ISSUE 8

january/february 2015

ALSO IN THIS ISSUE: • Enterprise at Belfast International Airport • The Lava Group fires up • Shedding light on storing wind power

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