NetWorks Issue 2

NetWorks www.blu-3.co.uk

PEOPLE WHO KNOW PEOPLE THAT HELP PEOPLE

www.bita.ie • Edition 2 • 2018

CROSSRAIL:

MAKING WAY FOR

Wildlife

Spoonbill by John Evans

MULTI-GENERATIONAL WORKFORCE Balancing dynamics to increase productivity

OPENING UP Don’t Suffer in Silence – Talking about mental health in the workplace

IRISH DESIGNER JENNIFER ROTHWELL On the future of Made in Ireland

PEOPLE WHO KNOW PEOPLE THAT HELP PEOPLE

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Helping you build a successful business Evans Mockler are a long established and dynamic firm of Chartered Certified Accountants and Registered Auditors.

We specialise in both the construction industry and the property sector.

We are business and tax advisors and recognise that our clients require more than just annual compliance.

We understand the many challenges that businesses face, particularly within the construction industry. We work closely with our clients to ensure that they overcome these challenges and achieve their goals.

Kindly contact us on 020 8449 9632 if you would like to discuss our range of services and to find out how Evans Mockler can help you build your business.

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TEAM

Editor: Diane Birch Features Editor: John Reynolds Sub Editor: Laura Watkins BITA Contributors: Tiernan Dixon, Board Member Susan Pearson, Pearson Consultancy Group, Rich Ekers, Freelance Journalist Sales, Events and Marketing T +44 (0) 7587 035740 E laura@bita.ie

Design and Production E jules@stimula.co.uk

Printer Urban Design & Print Ltd

@BITAIntl @BITAIntl @BITA @BITAIntl Published by BITA Ltd HEAD OFFICE: The Hive Enterprise Centre, The Old Central Library, Victoria Avenue, Southend-on-Sea, Essex, SS2 6EX www.bita.ie T +44 (0) 7587 035740 E laura@bita.ie

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WELCOME

n the first issue of NetWorks, I said that I was proud of the community that we have built with BITA. A community of businesses that were welcoming and influential, sharing in each other’s successes.

It appears that even I underestimated the impact that our members are having on the shifting faces of culture and community. Since writing my welcome for issue 1, people have told me about a series of initiatives ranging from Mick Crossan working with young people at risk of knife crime in London, to Jennifer Rothwell furthering Irish Design in the fashion world. It has been an incredible experience to hear what our members are doing.

My background is rooted in the music industry, and as such the arts have always been close to my heart. I consider arts and culture an essential component to a healthy community and think it vitally important that we make time for the arts in our hectic lives.

Community is an essential component of wellbeing. A successful community is like a healthy body – all parts working as they should for the harmonious good of the whole. Sometimes this is forgotten, and we can get so caught up in work that we forget to look after ourselves, let alone consider those around us.

Communities are there for each other, and as business leaders we are in the rare position to be able to make beneficial changes to the lives of others.

Whether it is a developer consulting the needs of the locals before committing pen to paper, or a charity set up to help those less fortunate, we are making a commitment to be there for each other and leave behind a lasting legacy of not just business, but of kindness.

BITA Ltd. All rights reserved

Terms and conditions NetWorks is published by BITA Ltd. Its entire content is protected by copyright 2018 and all its rights reserved.

Reproduction without prior permission is forbidden. Every care has been taken in compiling the content of the magazine, but the publisher assumes no responsibility in the effect arising therefrom. Readers are advised to seek profesional advice before acting on any information which is contained in the magazine. Neither BITA Ltd or NetWorks accept any liability for views expressed, pictures used or claims used by advertisers.

PAUL WHITNELL President

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CONTENTS 14

PEOPLE WHO KNOW PEOPLE THAT HELP PEOPLE

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Message from Ambassador Robin Barnett

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Birmingham - A New Business Hub for the UK?

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The Socially Conscious Developer

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A Positive Outlook on Mental Health

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Dispute Resolution by Adjudication

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Changing Lives - icap

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Championing Irish Design

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When is a Rebrand a Good Choice?

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Meeting the Challenge

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Foreign Investors Boost Irish Hotels

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DRS on the Road

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The Arts Festival Breaking Down Borders

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A Hyperlooped Future for Britain and Ireland?

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What Can Culture Mean for Business?

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Can a Diverse Workforce Enable Business Growth?

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The Power of BITA

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The Cult of Instant Access

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The Rail Project Making Way for the Environment

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PEOPLE WHO KNOW PEOPLE THAT HELP PEOPLE Edition 2 • 2018

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THANKS TO OUR SPONSORS PLATINUM SPONSORS

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Changing Lives and Reducing Knife Crime Amongst Young Londoners

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From McAlpine’s Fusiliers to Carillion and Beyond

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Opening Up - Getting a Disclosure from Your Staff

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Taking the Classroom out on the Road

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Evelyn Bourke’s Journey - from Milking Cows to Bupa

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Making Tax Digital

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BITAx - The Future is Now

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A Diamond Achievement - Stanmore at 60

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A Tsunami of Claims

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Dates for Your Diary

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Tips for Stress Success

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Atlantic Avengers

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Increasing Membership Opportunity

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Growing in Liverpool

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The Sound of Stress

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Multi-Generational Workforce

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Consistently Relevant in a Changing London

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John Reynolds

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A MESSAGE FROM

AMBASSADOR ROBIN BARNETT

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event and the previous Future of Fintech event held in Dublin last year, provoked very positive feedback.

We can help bring people together and identify opportunities to do so. That chimes with how BITA works as well. BITA devises events that bring together the right people and help them to spark off each other. It works, because the right people were in the room at both events, and they inspired each other with ideas and contacts. This process is why I’m a supporter of BITA. My team and I attend events to engage with, talk to, discuss and facilitate the UK-Ireland trading relationship.

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he ties between the peoples of our two countries are, and always have been enormously strong. The reciprocal state visits

by Her Majesty the Queen to Ireland in 2011, and by President Michael D. Higgins to Britain in 2014 demonstrated the strength of those links between us. The Embassy here in Dublin had a very busy month in July with HRH the Prince of Wales and in Cork and Kerry the Duchess of Cornwall. Ireland also saw the very first overseas trip by Meghan Markle and Prince Harry, the Duke and Duchess of Sussex, engaging particularly with young people and entrepreneurs at Dogpatch Labs in Dublin.

While the work on Brexit and between both the Irish and British governments is ongoing, this Embassy has also seen a significant growth in frontline resources.

We’re putting more resources into broad prosperity and economic activity, because we think this really matters.

But I’m also a great believer in looking beyond the capital city. It isn’t just because it’s good to see different places and meet different people. I’m really excited about the potential, for example, of the southwest, of Cork and Limerick. When I’m travelling around Ireland, that’s one of the things that’s upper most in my mind: where can we add some value?

I think we at the Embassy can make a particular contribution in our own way by having a first for Ireland, an Honorary Consul, Mark Hutchinson, who is a Professor at University College Cork. He is focused solely on economic prosperity and he’s helping us to forge links, identify opportunities and enhance our working together going forward. Both Cork and Limerick, for example were represented at an event we held jointly with BITA in Manchester in April, Opportunity; Ireland.

We want to make sure that we support events that offer value and aren’t just talk. The recent Manchester

My team and I attend events to engage with, talk to, discuss and facilitate the UK-Ireland trading relationship

Ambassador Robin Barnett took up his post as British Ambassador to Ireland in August 2016, having previously been Britain’s Ambassador to Poland. His career began at the Foreign and Commonwealth Office, and he has previously worked in Vienna, New York and Bucharest, as well as with UK Trade and Investment. A keen admirer of Sir Alex Ferguson, and a supporter of Manchester United, he has also become a fan of both Gaelic football and hurling, as well as admiring Ireland’s cricketing success.

He has a son and a stepson.

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THE CIS PROFESSIONALS

6 Reasons to side with Ardent Tide

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MultiLingual Professionals

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Complete Protection

"Converting over to Ardent Tide was really simple, and better still it has added real value to my business."

GOOGLE US

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BIRMINGHAM – I BUSINESS SECTION NAME

A NEW BUSINESS HUB FOR THE UK?

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ondon now appears in the top WITH HS2 MAKING BIRMINGHAM JUST 49 MINUTES AWAY 20 most expensive cities in FROM LONDON, THIS GROWING CITY IS A CONTENDER Mercer’s annual cost of living survey and although it is the TO BE THE NATION’S SECOND BUSINESS HUB. business hub of the UK, cost of living along with increasing operating costs are causing businesses to reconsider whether South and London, uprooting to the second city starts London is the best place to operate from. to look all the more appealing. Birmingham’s council is According to the London Chamber of Commerce, up to constantly trying to upgrade its overall City experience and one in five businesses in London are leaving or considering has invested generously to improve the city that Brummies relocating in the next 12 months. Other cities are going to call home. Initiatives, including creating thousands of new benefit from this exodus, and several are working to make properties, a brand-new enterprise zone and backing the sure they are an attractive proposition to pull in these development of the HS2 train, have seen the population of displaced companies. Leeds, Liverpool and Manchester Birmingham grow by 162%, and jobs increase by 30,600 will all have their eyes on these London refugees, however in the last 20 years. The HS2 train is expected to be Birmingham is perhaps a surprise prime contender. The completed by 2026 and will make travelling to Birmingham city has been one of the best performing in England and a breeze, with an estimated London commute time of only Wales for attracting residents and jobs to its centre and 49 minutes. offers businesses the extra benefit of ‘Golden Triangle’ distribution. With Birmingham conveniently sat in the The unprecedented rise middle of the Midlands, it makes distributing around the of new enterprises is UK and Europe an easy option. demonstrating how In mid-2017 HSBC started moving their Headquarters of Personal and Business banking from Canary Wharf, Birmingham can outclass London, to Birmingham City Centre. Deutsche Bank decided London as a central hub of the ‘Growing City’ as described by Antonia Simoes of HSBC, innovation, productivity and was the perfect place to be the pinnacle of its expansion in long-term prospects trading operations. With banks in London being tied up in strict new regulations, ordering them to separate all their UK units into ringfenced sections, it seems that Birmingham High cost of living, pollution, traffic and stagnant wages will see more of London’s banks move in. are all contributing to take the lustre off of the capital.

Neil Rami, Chief Executive of Marketing for Birmingham Having the extra comfort of watching a global company said, ‘The unprecedented rise of new enterprises here is like HSBC blaze a trail provides decision makers with extra demonstrating how the region can outclass London as reassurance about the move.. If they succeed it might be a central hub of innovation, productivity and long-term the time to turn down the glare of London’s lights, and give prospects.’ With house prices drastically lower than the Birmingham a chance to shine.

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ith the number of people living in urban environments increasing, and the types of lives being led changing, now is the time that developers are planning to make our cities future proof, and positive places to live and work. Over half the world’s population live in a city, in 2016, 512 cities were each home to over 1 million people. 31 of these are densely populated ‘megacities’, with over 10 million inhabitants, a number set to increase to 41 by 2030.

This means that over 3.7 billion people are now living in urban areas across the globe, often in spaces that are designed ad-hoc, as cities span centuries, and in some cases, millennia. But is there a difference between ‘densely populated’ and ‘over-crowded’, and what factors can tip the scales? Health, opportunity, and general well-being all come into play, and design that promotes these can create a happy, productive city. It can be surprising how much of our health is linked to the environment we live in – heart disease, stress, mental ill health, obesity and more are all hallmarks of a poorly designed urban area. Regeneration projects have proven effective at tackling these, and well-designed cities and urban areas promote well-being, better quality of life, equality in health and better opportunities for all.

Developers know how crucial it is to consider who will be living and using their spaces; likely to be home to people with diverse needs – from accessibility for people with disabilities, and the elderly, to areas for play for young people, and a feeling of safety for those who are vulnerable. In addition to physical adaptations (grabrails, effective sound-proofing, grassy areas and well-lit corridors), considerate developers are also addressing the effect that the environment can have on mental well-being, and including areas for community projects, art and the environment.

Although there are many smaller businesses using social responsibility as a USP, there are an increasing number of large businesses incorporating this ethical system, including community consultations, into their ethos and standard procedures. Ballymore is one such company that has been honoured for their sensitive regeneration projects and developments over the years, and Laing O’Rourke are

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CONSCIOUS

DEVELOPER CONSIDERING USERS WHEN PLANNING A CITY

working with academics to develop a more environmentally conscious approach. Mace have a team dedicated to community engagement, with the sole mission to improve local communities, stave off confrontations by keeping communication open, and ‘actively seek opportunities to help charities, small businesses and facilities that form the foundations of any community.’

With increased media scrutiny and social media lending voices to the marginalised, developers are placing an emphasis on quality of life and a connection to arts and culture in their developments. Consider what it would be like to live there and prioritise room for people to breathe; even in the crowded city of London, new living spaces like Ballymore’s London City Island Development, are showing us that it’s possible.

There may be community considerations that developers aren’t aware of, so talking to those that live and work in the area can often bring these issues to light. Likewise, developers may be able to offer ideas that would address these issues and make their lives easier. With community consultation, challenges that plague new developments can often be avoided.

When developers work more closely and consult with the people that will be using their buildings and estates, they can create cities and urban areas that promote health and opportunity, and still make a healthy profit. What will change a project from one that gets planning permission into one that is feted may only be a few small details, but they can have a considerable impact on people’s lives.

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Laura Watkins

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John Reynolds

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A POSITIVE OUTLOOK ON MENTAL HEALTH LAST OCTOBER RECRUITMENT FIRM RANDSTAD SURVEYED 3,400 WORKERS AND FOUND THAT 23% SAID THEY WERE CONSIDERING LEAVING THE INDUSTRY WITHIN THE NEXT 12 MONTHS DUE TO POOR MENTAL HEALTH. IT ALSO FOUND THAT A STAGGERING 46% OF FEMALE CONSTRUCTION WORKERS WERE SUFFERING FROM POOR MENTAL HEALTH. You can download a copy of Thriving At Work from the Government website: https://www.gov.uk/government/ publications/thriving-at-work-a-review-of-mentalhealth-and-employers

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ccording to the Mental Health Foundation, 16 million people – a quarter of the UK population – experience a mental health problem each year. Poor mental health costs employers between £33bn and £42bn a year, with an annual cost to the UK economy of between £74bn and £99bn.

In addition, a review commissioned by Prime Minister Theresa May last year, Thriving At Work, found that a shocking 300,000 people with a long-term mental health problem lose their jobs every year.

Taking steps to combat this is simply good business sense.

Analysis by Deloitte into existing workplace mental health interventions identified a potential to generate a return to business of between £1.50 and £9 for every £1 invested.

Thames Water is one company that has recently implemented cutting edge digital technology to improve the way it helps its employees navigate mental health issues in the workplace. It found that a virtual reality training course it trialled has reduced absence due to stress and work-related illness by more than 75% in the last five years. Large companies trailing this kind of technology is a hopeful sign that the way business thinks about mental health is changing for the better.

Thriving At Work made 40 recommendations last year and while its authors are positive about the fact that larger employers have pledged to implement them, they say that SMEs are likely to be slower to do so, while the growth of the gig economy and self-employment also present a considerable challenge.

Lord Dennis Stevenson, one of the co-authors of the Thriving At Work report said: “While the likes of the civil service and the NHS might have pledged to adopt our recommendations, and we’re confident that the wider public sector and larger private sector organisations such as the top 200 companies will as well, it will probably take time for them to bed in, perhaps two years to be implemented in full.

“But with SMEs - who employ the most people in the country - it will take much longer to see progress. However, workers in the gig economy and the self-employed are a much tougher proposition. They will be the most difficult sectors to get on board.”

As Emma Mamo, head of workplace wellbeing at mental health charity Mind adds, those who work remotely, are self-employed or in precarious employment might feel more pressure when it comes to things like building relationships with colleagues, managing finances, taking holidays and accessing pension schemes – all of which can affect our mental health and need to be considered.

In conclusion, Lord Stevenson said: “The report has acted as a terrific trigger mechanism to raise awareness about this. Hardly a week goes by when either I or my co-author Paul Farmer don’t get approached by a business or part of government to either talk to them about our report or help them work on its recommendations. That willingness is very positive for us.”

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I BUSINESS

DISPUTE RESOLUTION

BY ADJUDICATION HENRY HATHAWAY, PARTNER, SILVER SHEMMINGS ASH

HENRY HATHAWAY, Partner, Silver Shemmings Ash, writes that the key to taking a strong position in dispute resolution is to show compliance with all terms of a contract from the start.

Disputes are a fact of life in the construction industry and will in most cases centre on the amounts due under an agreement. Of course, parties enter into agreements with the best of intentions. But when a dispute or difference arises concerning the amounts owed, or for works carried out that are alleged not to be in accordance with the contract, parties need to be protected.

PARTY POSITIONS In the UK, the courts adopt a position of 'pay now and litigate later' when concerning adjudication. While the adjudication process does not adopt the same method or employ the same degree of witness evidence as courts, it is quick and ultimately cheaper than litigation or arbitration. This is particularly helpful where cashflow is a concern to businesses. What is important in this process is how the parties present their positions, as any decision will usually be based on paper evidence. This means that the adjudicator will make their decision based on the information available in front of them, and evidence that is more persuasive and that, on the balance of probabilities, is in the right, will lead to a favourable outcome for that party. Therefore, as with other forms of dispute resolution, one of the critical aspects is the quality of paper evidence, so keep a record of emails, letters, texts and other sources.

CLAIMS There are two common elements to all claims. Firstly, it must be established that there is an entitlement to claim under contract or common law; is there liability?

Secondly, there must be evidence to determine damages.

Whether bringing about a claim or defending one, these are the core points that need to be established. When parties attend a meeting to attempt to resolve their differences, there will be a requirement for a structure or overall strategy on how to approach the dispute. The adjudication process will require answers to three basic questions; what did parties agree to; on what terms, and for what value? Adjudicators will not be inclined to make a bad bargain a good one; rather they will seek to understand the common intention of the parties at the time the contract was formed, and what has changed.

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Most disputes occur from issues that are created when the agreement is formed. Disputes may not manifest themselves for some time after, but they will have always been there, unnoticed.

IN CONCLUSION The key to understanding how to prevent disputes, or how to achieve the best position when facing one, will depend on strategy and evidence gathering. The ability to establish a solid and robust position will be achieved if the party can provide evidence that corroborates their position, or demonstrates that on the balance of probabilities, their version of events was more likely. This is a continuous process that requires the necessary intensity and application throughout. If a party adopts this position and maintains the establishment and ascertainment principle throughout, then it will be in a far stronger position than simply addressing it when the issue occurs. This includes the need to comply with the actual terms of the contract, including any onerous points. Non-compliance with any terms can be fatal to the success of such a process.

Henry Hathaway is a Partner with Silver Shemmings Ash and qualiďŹ ed civil and structural engineer (Trinity College Dublin)

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WELLBEING

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CHANGING LIVES

icap

icap is a charity offering counselling and therapy to the Irish community in Britain with centres in London and Birmingham and a network of local therapists and outreach services for those unable to attend centres.

They are approached by people seeking help for a wide variety of reasons including stress, anxiety and depression, relationship and work difficulties as well as dealing with the aftermath of childhood trauma.

At first glance, the links between BITA and icap seem tenuous at best – an organisation whose mission is to promote trade between Britain and Ireland and one providing counselling and psychotherapy. Look more closely though and it becomes clear that both rely on

Construction Law

relationship building as a vehicle for change and growth and both have a foundation of supporting those with a background in construction.

“Reaching out for help is an act of courage and for many, the beginning of a relationship that can promote personal growth and increase understanding of ourselves and those around us.” icap You can join icap at their Winter Supper at the Crown Clayton Hotel on the 16th November or get in touch and get involved. http://www.icap.org.uk/icap-winter-supper-ceilidh/ Twitter handles @icap1 and @icapevents

Property Law

We are a team of leading Construction and Property Law specialists based in the City of London advising our clients in the UK and overseas.

Training and Seminars We regularly provide full day training courses to our clients as well us running our complimentary breakfast seminars.

T: 0207 167 6602 | E: contact@silverllp.com

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CHAMPIONING Irish Design

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ennifer Rothwell is a multi-award winning Irish designer based in Dublin, who digitally prints her iconic designs on men’s and women’s clothing and accessories. She is a fashion influencer and was invited to take part in the Irish Embassy in London’s exciting #WearingIrish event earlier this year, a movement founded

by Margaret Molloy seeking to expose Irish fashion to a global market. Jennifer is also an incredibly enthusiastic and passionate advocate for fashion.

Her unique and vibrant prints celebrate Irish artists, folklore, legends and traditions found across the Emerald Isle. In testament to their importance the National Museum of Ireland recently purchased a number of her designs for their collections. Several of her pieces were also gifted to Prince Harry and Meghan Markle on their recent visit to Dublin.

However, despite her success, she has recently had to vacate her retail premises in central Dublin, which she says demonstrates the challenges that small businesses face, especially those in homegrown fashion and design.

The Design and Crafts Council of Ireland (DCCOI) is the national agency for Jennifer Rothwell

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the commercial development of Irish designers, funded by the Department of Business, Enterprise and Innovation via Enterprise Ireland. They are tasked with championing Irish crafts and design, and “in an ideal world would be taking a more entrepreneurial approach…” Jennifer says; “…one with improved and more sustained support for designers.

But with the lack of funding they get, I know that this is proving difficult to do.”

According to the Council, about 6,000 people are employed in Ireland’s crafts and design sector. Yet this number has remained the same since at least 2012, and there is no reference to a target for increasing this number in the Council’s annual report, or its 2017-2020 strategic plan. Jennifer suggests that in order to secure a future for Irish craft and design, this needs to be addressed. “No-one wants a repeat of the recent problems faced by the UK restoration industry where all of the experienced people retired leaving behind an undertrained workforce that can’t cope with the scale of work that needs to be done.

Eventually people will retire and to lose our unique skills would be a travesty.”

Improved and sustained upskilling and apprenticeship opportunities underpinned by an entrepreneurial approach is critical to building and retaining skills in Ireland, she says.

“The cultivation and promotion of a dedicated ‘creative quarter’ in Dublin city centre would be valuable to the capital. Think of Montmartre in Paris, well known as a destination for tourists that want something authentically Parisian from their travels. Creating something similar in Dublin would be a huge boost for everyone that works in crafts and design in Ireland, and would go a long way towards creating a desirable and global ‘Made in Ireland’ brand which sadly does not yet exist.”

One avenue open to the DCCOI is to follow in the steps of Enterprise Ireland, who took a more sustained approach in helping technology start-ups and others in various sectors with high potential. This tried and tested approach could work wonders with the design industry.

Another strategy that would seem to offer a blueprint for success was implemented by France. They run a dedicated state lending institution for culture, IFCIC and a

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CULTURE fashion-focused fund run by its state-owned investment bank, Bpi France that are adaptable and can recognise and encourage the entrepreneurial potential of its fledgling designers and craftspeople.

Ms Rothwell has received some assistance from both the Council and other state agencies but has called for support to be expanded and extended to others in her struggling industry. “We benefit not only Ireland’s economy, but it’s soul. It would be great if the DCCOI was able to work with the government, to champion our industry and develop solutions that will make a real difference on the ground. Trade shows and unique events are great for coverage, but I think that more money should be funnelled into long-term support and nurturing for upcoming designers and craft makers. When hospitality needed a boost, they were able to secure Government support and assistance with a reduced VAT rate. That would be hugely beneficial to our beleaguered designers.”

Jennifer is not alone with her concerns. The Council’s own elected representative, Eddie Shanahan – who is also chair of the Irish Council of Fashion Designers pointed out several years ago in 2015 that Ireland was losing its fashion and design heritage and skills “exporting more fashion graduates than fashion collections.” But without increased government support they will not be able to address this.

Hope lies on the horizon with the government’s Global Ireland 2025 Plan, which will aim to promote culture and heritage around the world. If design and craft is included in this initiative, one of the best modern and accessible methods of promotion of culture and heritage is by wearing it! Hopefully Irish designers and the DCCOI will be able to work together to seek more funding and support to reignite the industry.

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Jennifer Rothwell designs: http://jenniferrothwell.com/

The Design and Crafts Council of Ireland: https://www.dccoi.ie/

We (the arts) benefit not only Ireland’s economy, but it’s soul

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WHEN IS A REBRAND A GOOD CHOICE?

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DIANE BIRCH, MARKETING STRATEGIST, VANTAGE

our consumer base will shift and fluctuate over time, and rebranding can be an opportunity to hook new custom. As with natural selection, those that are most adaptable to their environment are the most successful. Those clinging onto outdated, albeit once highly successful, brands will fall by the wayside and allow the competition to outrun them. Rebranding is a necessary part of keeping fresh and adapting to a changing customer base.

People are visual creatures; being noticed and remaining so is heavily linked with how you visually present yourself.

The decisions you make on your logo, brand colours – everything that visually represents you – is key to communicating who you are. Around 60 – 80% percent of communication is what we see, and even carries more impact than language. People aren't born with an inherent knowledge of language, but from birth we are constantly learning to interpret what we see. It's far more primal.

WHEN IT MEANS YOUR BUSINESS LOOKS LIKE IT UNDERSTANDS THE PRESSURES OF CHANGES IN INDUSTRY AND IS NOT ONLY KEEPING UP WITH, BUT AHEAD OF MARKET TRENDS.

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Images people remember will be those that stand out – the shiny, the bright, the whacky. But don’t just pursue the cheap trick! You need to make sure the visuals you choose mesh with the association you want to create in the customer’s mind – professional, friendly, luxury and so on.

Look at your market and competition - what is your USP, and how do you communicate it?

Begin with the end in mind and consider what you want your brand to communicate. A rebrand can almost write itself if you consider and employ goal-orientated questions. You are looking for success for the next decade, not just today, so be wary of fads; does anyone actually remember the Emoji Movie?

Taking advantage of the opportunity to breathe new life into a company’s values and culture, can improve staff morale and gain commitment if done right. But it needs a critical eye and a communication and training plan to ensure that your employees end up as your brand ambassadors and embody your company values.

This kind of rebranding, where each member of staff is included, is a long-term investment which will bear long-term fruits. If staff don’t know how they are meant to operate, or don’t understand how to communicate and live the values of their company, they will not be able to produce the results you are hoping for. It is the responsibility of the company to communicate the brand on every level. A strong and rooted brand will go right down to the colour of your socks.

CONSTRUCTION

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MEETING THE CHALLENGE SALES LEAD GENERATION IN CONSTRUCTION

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ecognising the challenges construction companies faced following the 2008 recession, Tom Fitzgerald and James Maguire, both born into construction families, formed Crannull with the core objective of working with clients in construction to help generate new sales leads.

Generating interest and opportunities is a timeconsuming activity, but it is essential for growth and stability, the necessary evil of picking up the phone to sell yourself isn’t a practice that most people relish.

But with years of experience and armed with a deep understanding of the industry as well as our clients own products and services, we provide opportunities for

them to price a potential job or arrange a meeting for clients to visit potential buyers.

Understanding the importance of getting past the gatekeepers, the Crannull team decided that the best way to help build business growth was to act as an extension of their clients own Sales and Marketing department. Crannull’s relationship with a large database of professionals across the built environment who are responsible for specifying products and services for projects, easily expands opportunity for their clients.

“One of the most efficient and effective methods to find new business is to pick up the telephone and speak with potential buyers, it may be old school, but it still works!”

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FOREIGN INVESTORS BOOST IRISH HOTELS

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loans scheme that was the brainchild of entrepreneur and Taxback Group founder Terry Clune, from Co Wicklow, is helping to boost small and medium-sized hotels in Ireland. This is crucial at a time when they are struggling to access bank financing and face some of the most punitive credit conditions in the EU. Spotting an opportunity for growth in this sector, Mr Clune set up the Irish Diaspora Loan Fund (IDLF), which has seen applications from Middle Eastern, US, South African and Asian investors. Weary of chronically low interest rates, these investors can benefit from a safe place for their investment, as well benefitting small businesses and Ireland as a whole.

The IDLF is advertised as a low-risk investment fund, which is authorised and regulated by the Central Bank of Ireland, and has benefits for investors, Irish hotels and the economy as a whole. It offers the opportunity for foreign investors to invest in Ireland in return for long term residency status, and aims to ensure maximum protection of investor funds by following a conservative, low-risk loan investment policy. In return, they issue innovative finance to a portfolio of Irish hotels which increases employment levels throughout the lifetime of the fund.

In return for lower-cost finance, investee hotels are required to spend the money on upgrades, extensions, refurbishing rooms, or other new facilities, as well as proving they have created new jobs during the five-year term. The scheme is helping hotel owners to avoid having to sell their hotels or seek other outside investors, IDLF director Joanna Murphy said.

This investment results in an increase of the value of the hotel and boosts regional and rural employment and

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John Reynolds

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IDLF investors can benefit from a good return, and benefit small businesses and Ireland as a whole 18

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tourism. Tourist numbers to Ireland have been booming in recent years, aided particularly by an increase in US visitors, while numbers from Britain have not fallen as much as has been feared. Recent good weather has also helped the interest in ‘staycations,’ says Ms Murphy.

However, though lending to the hospitality sector has increased, overall rejection rates of SME applicants, at 17% as of last September are twice the EU average, according to the Central Bank of Ireland SME market report. According to the same report, SMEs paid an average interest rate of 5.2% on loans under €250,000 as of March this year, twice the rate for the rest of the EU. In an annual review of the hotel sector published in August, consultants Crowe Horvath highlighted the possibility that the funding roadblock would have potential knock-on effects for tourism and related employment.

At present, there are 59,000 hotel rooms in Ireland and it is estimated 11,000 more rooms are needed over the next seven years. They will be delivered through a mix of new hotels and extensions of existing hotels, and the IDLF will be critical in making sure that the independent hotels aren’t left behind.

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DRS ON THE ROAD CHRIS DAVIES, MANAGING DIRECTOR DRS BOND MANAGEMENT

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RS has been partnering with BITA as platinum sponsors since July 2017 and our relationship has gone from strength to strength.

I was asked by someone recently who was a new member of BITA, how to get the best out of membership. My response was simple: put your best in to it. Those who really buy into the concept of “people who know people that help people” will quickly benefit from reciprocal business. DRS attends as many BITA functions as possible and our two organisations have combined to great effect.

BITA and DRS have collaborated with fellow BITA members, Ayming, The Irish Post and Silver Shemmings Ash to develop our mutual interests in Ireland.

The “Building Opportunities” roadshow in June toured Kilkenny, Dublin, Limerick, Galway and Cork, securing new clients for DRS. We were able to reach many Irish businesses that benefitted from the new introductions, helping them expand their business. Through collaboration with BITA and other members, all parties gained. Such was the success of the roadshow, another is planned for 2019.

The week after the roadshow all parties sponsored the Construction Industry Federation Top 50 Contractors Magazine launch with a drinks event in Dublin, with similar results. In a British/Irish landscape dominated by Brexit, BITA facilitates business getting done. If you pay your subscription and come to a couple of events a year, you’ll get your money back.

For those that are committed to business growth on both sides of the Irish Sea, who take a medium-term view and a fundamental belief in reciprocal trading, BITA is your best friend.

PRECISION

IN AN UNCERTAIN WORLD

DRS Bond Management is an acknowledged leader in surety broking, formed with the single-minded objective of delivering a state of the art approach to bond management and surety advisory services.

Precision defines DRS, providing certainty to clients through an exacting, reliable and responsive focus. DRS is the trusted surety advisor to leading names in the construction and engineering sectors, as well as other companies in multiple sectors.

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• Performance Bonds; • Retention Bonds; • Advance Payment Bonds; • Highways Bonds; • National House Building Council Bonds; • Bid Bonds; • Duty Deferment Bonds; • Rural Payment Agency (“RPA”) Bonds; • Waste Resources Action Programme (“WRAP”) Bonds; • Transfrontier Shipment of Waste Bonds; • Restoration Bonds; • Letter of Credit (“LOC”) Replacement Guarantees. www.drsbonds.co.uk

DRS Bond Management Limited is authorised and regulated by the Financial Conduct Authority No. 500737. The Financial Conduct Authority do not regulate all of the products and services we provide. Registered in England and Wales No. 6823289.

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John Reynolds

THE ARTS FESTIVAL BREAKING DOWN BORDERS

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erry natives Sean Doran and his co-creator of the Arts Over Borders arts festival, Liam Browne, have worked in the arts in Britain, Australia and the rest of the world. They returned to Ireland in 2012 with the aim of creating a reason to bring arts and literature enthusiasts and curious tourists to the border region.

This year the duo’s popular festival will feature wellknown performers including Natascha McElhone, Maxine Peake, Tamsin Greig, Imogen Stubbs, Rory Kinnear and Barry McGovern, who are all taking part in FrielFest which, as the name suggests, celebrates the work of playwright and Donegal native Brian Friel.

While the border 'can evoke' negative memories in people’s minds, something that has unfortunately been accentuated by the ongoing debate over its fate as a consequence of Brexit. Doran - a former CEO and artistic director of the English National Opera - says that the festival is a way of changing the way people think about the border and gives them a positive reason to engage with border region’s unique environment and literary heritage.

“We’ve identified along that border strip a series of associations with many literary greats, from Swift and Beckett, Yeats, and Wilde to Brian Friel and Seamus Heaney.

It’s a cluster unparalleled anywhere in world, including three Nobel Laureates and writers of satire, drama, poetry, and short stories.

“This is the commonality that the border areas share.

We call it the Northern Literary Lands. The border is what binds this area together as opposed to dividing it. That has been a powerful idea to attract people to come somewhere very different to perform. They’re not just going to another West End theatre, like they might do any other day.

The geography plays a major part in providing a unique setting for a performance that helps to create a unique and unforgettable holistic experience for both the performers

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and the audience. Waiting for Godot was performed on a mountain, in the UNESCO geopark that straddles the Fermanagh-Cavan border, and even people who had seen the play before found that they took something new from it that hadn’t resonated with them before.

Other performances see both actors and the audience take boats, walk or take buses between locations with a picnic at the interval.

ARTISTS, POETS, PERFORMERS AND LITERARY GIANTS BIND TOGETHER THE BORDERS OF THE NORTHERN LITERARY LANDS. Doran is adamant that whatever happens with Brexit, the show must go on. The festival - which is chiefly funded by Northern Ireland Tourism and is seen as a valuable driver of tourism spending in and around where its events take place - will find a way to continue.

“We’ve overcome instability and funding issues in the past - the arts world is used to existing on tiny budgets, so I think we’re unlikely to buckle unless it’s a very severe, hard Brexit.

“Though we don’t underestimate what might be coming down the road, we will adopt the kind of resilience that arts organisations took during the financial crisis in 2008. We’re doing this for the bigger picture. If a wall is put in front of us, we will take a course that goes around it. Artists and performers have responded in solidarity with this region, and we hope they’ll continue to do so.”

For more information: artsoverborders.com

Walking for Godot (with Antony Gormley tree)

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COMMENT

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A HYPERLOOPED FUTURE

FOR BRITAIN AND IRELAND? KEVIN COUGHLAN, MILLENNIUM COMMUNICATIONS

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Will the future include flights back and forth across the Irish Sea being replaced by something that’s as relatively simple and hassle free as taking the Tube – albeit quite a bit faster?

s a frequent traveller between the UK and Ireland, I couldn’t help but have my attention caught by a piece of transportation tech that has recently surfaced. You may have heard of hyperloop technology, a mode of transportation proposed by Elon Musk in 2012 that he coined the ‘fifth mode of transport’. This technology could allow for travel at nearly the speed of sound, and with top speeds of 1260km/h, passengers and freight could travel from Dublin to London in under an hour.

In July, a project by a team of students from Dublin and Carlow universities termed Eirloop, finished fifth out of 20 in a competition held in California to design and demonstrate a Hyperloop pod. Their team spoke about how the technology could mean that transportation between Galway and Dublin could be achieved in just 11 minutes.

There are now eight companies, including Virgin Hyperloop One working on this technology, raising awareness of this new frontier in science and drawing the attention of other large companies, including Aer Lingus and Jaguar Land Rover who are sponsoring the Eirloop team.

Meanwhile several of Britain’s rail companies struggle to get their trains to run on time, the future of parts of Ireland’s rail network is in doubt, and Ryanair has been embattled with frequent summer strikes which makes this technology feel as far away as a transporter beam.

As a person who works in the leading edge of technology I wonder about the opportunities that this will bring. Improved tourism, reduced freight costs, lower carbon emissions – it sounds like fantasy, but just as mobile phones were born of Star Trek, hyperloop technology will happen.

www.bita.ie PCS Advert 132x192 (AUG 2018).indd 1

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reland’s influence on Liverpool is the subject of much critical discourse, local legend, ongoing identity discussions and fiscal impact. Over half of Liverpudlians claim close Irish ancestry, influencing its population, accent, character and culture. Famed (locally and nationally) for its exceptionalism (a trait found in many global islanders), Liverpool recognises a disconnect between itself and mainland UK. To assume Liverpool’s connections with Ireland are purely historic would be a mistake. Liverpool’s strategies and recent Inclusive Growth Plan further implement Ireland’s contribution to knowledge capital, tourism and aging population servicing, which includes a considerable - and growing - Irish population. Liverpool’s universities work hard in Ireland recruiting students; the North West’s strong graduate retention rate and proximity to Ireland encourages many Irish graduates to stay, creating a highly skilled workforce paid at ‘northern rates’.

Culture is what drives Liverpool forwards. Of the 38 cities that applied to Westminster for devolutionary powers; Liverpool City Council was the only one to budget for culture. This enables LCC to attract external income in hotel, food and leisure spending – areas that are strongly intertwined with other industries. When considering the redevelopment of the city’s economic and cultural strategies, it mustn’t be forgotten that Liverpool, Liverpool Irish and Irish communities are likely to be among the first affected. If Liverpool is to become, as the IGP states, "the most exciting city in the UK” and successfully drive the “people who live and age well” in “quality homes”, it must ensure all within the city borders are supported.

That Ryanair and easyJet maintain a key base in Liverpool underpins Marketing Liverpool’s work, targeting Irish destinations and selling Liverpool as a place for learning, shopping, tourism and leisure.

How Liverpool’s Irish identity is protected and supported is a vital conversation to have. Irish businesses and people will be

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WHAT CAN CULTURE MEAN FOR BUSINESS? impacted by Liverpool’s success or failures. Irish culture affects Liverpool’s business, making it Liverpool’s business to support Irish culture.

The Liverpool Irish Festival is the platform to celebrate this culture, showcasing Irish creative endeavour, diaspora stories and demonstrating Irish influence to audiences, both close to the ‘origin stories’ and those further removed.

To our knowledge, it is the only arts and culture festival in the world that celebrates and explores Irish identity in this way. It celebrates our partners and connections including BITA, Connected Irish, Capital of Culture, Culture Liverpool, Culture Ireland and the Irish Embassy. It’s the living embodiment of an ongoing commitment at city level to link multiple Irish identities and diverse needs. #LIF2018 runs 18-28 Oct 2018 cross the city. We hope you will make it your business to share in culture.

To get involved or to sponsor the festival please contact Emma Smith – Director, Liverpool Irish Festival emma@liverpoolirisfestival.com The Liverpool Irish Festival is a registered charity (1100126) supported annually by Liverpool City Council and the Irish Government’s Department of Foreign Trade.

It receives project support from other funders including Culture Ireland, Arts Council England and others.

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Culture is what drives Liverpool forwards

BUSINESS

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CAN A DIVERSE WORKFORCE ENABLE BUSINESS GROWTH?

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eyond the positive press that accompanies any business seeking to promote diversity, what are the tangible benefits to an inclusive workforce? There are many factors that make a workforce diverse, but it isn’t just about having employees that perfectly reflect the national demographic.

Carefully selecting the right people for your business is about going with the best while keeping the importance of diversity in mind. Labour supply company the Danny Sullivan Group, have found that adverts specifically appealing to minority and training schemes for school leavers have made a real impact with demonstrable benefits. Working alongside people from different backgrounds with unique experiences creates opportunities for innovation, and the diverse skills available can be of great benefit to a company. Not to mention the benefits of having multi-lingual employees in opening up your business to foreign trade and investment.

We still have a long way to go. Earlier this year a YouGov poll of over 3,000 LGBT people revealed that 35% were so afraid of discrimination at work that they didn’t consider ‘coming out’ to colleagues or bosses as an option. 18% that were open about their sexuality reported bullying at work as a result. We urge businesses to take steps to prevent this happening and deploying a top down approach will increase inclusivity’s success. “If bullying and harassment is not addressed and challenged by management and authority figures, it is deemed to be acceptable. This will then creep into the culture of an organisation making it a less inclusive and a more discriminatory place of work.” Says Georgina Beadon, Equality Improvement Department at National Mind.

Timothy O’Sullivan, Managing Director of Danny Sullivan Group talks to us about their initiatives: “We are

really committed to the Fairness, Inclusion and Respect (FIR) framework which we employ across our industry.

We focus on making sure that our staff feel valued and included by offering training, information days and workshops. This is paramount.” They work closely with the ‘Women into Construction’ scheme in partnership with CITB and have recently been recognised by the group for their excellent contributions resulting in increased participation of women in the construction industry. “This isn’t just something that looks good in the office” says Timothy, “we have a genuine commitment to making sure that everyone has opportunities to get ahead, no matter their background, gender or sexual orientation, and it has had wonderful results. We have an incredibly dynamic workforce that are really engaged with the company which has enabled us to grow really rapidly.”

If you want to create a more engaged workforce in which everyone feels invested and valued, you need to make real change and not fall into the trap of tokenism. As Timothy says, “equality and diversity in the workplace are fundamental in the operation of a successful project and business.”

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We consider equality and diversity in the workplace to be fundamental in the operation of a successful project and business Timothy O’Sullivan

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I COMMENT

POWER OF

BITA

AMOSS Solicitors is an experienced and dynamic law firm, with a client base that reflects its standing across a broad range of industry sectors.

It is a full service commercial law firm based in Dublin employing over 80 people, 35 of whom are solicitors.

AMOSS offers a comprehensive, broadbased legal service, with particular emphasis on, and specialist expertise in, the areas of Banking and Financial Services, Corporate, Real Estate, Commercial Litigation and Insolvency. AMOSS sees itself as business partners to its clients first and foremost, responding not just to the existing legal needs of its clients, but anticipating the needs of tomorrow and helping its clients to set the agenda for driving their businesses forward.

AMOSS offers all its clients a partner-led, client focused service which means its clients benefit from over 100 years of combined experience.

Corporate lawyers at AMOSS have in depth experience of advising on the full range of corporate transactions including early stage

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investments, mergers and acquisitions, private equity and venture capital investments, management buy outs, corporate reorganisations, joint venture arrangements and commercial contracts. They also advise extensively on corporate governance issues and advise companies, investors, lenders and creditors at every stage of the corporate life cycle from early stage funding through to exit.

Enda Newton is a Partner in the Corporate Department at AMOSS Solicitors and Chair of the Irish Chapter of BITA. Enda acknowledges the importance of building relationships within the BITA network and says that BITA has been a huge benefit for the AMOSS brand: “Through the BITA network we have been able to develop new and important relationships both here in Ireland and in the UK. With BREXIT fast approaching the power of the BITA network has never been more important�.

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veruse of digital devices has been blamed for everything from burnout to sleeplessness as well as relationship problems, with many employees uncertain of when they are allowed to switch off.

When not immediately responding to an email request, it’s common to get another chasing a response. Perhaps it’s Sunday, or the evening, but we rarely remind the sender of this. We don’t like to let people down, we want to appear dedicated, and after all the person emailing you is obviously working. It’s one thing when it’s a supplier but when it's a colleague, client or management, there is extra pressure to be seen to keep up and look dedicated.

With the advancement of technology comes instant access, so it becomes harder to switch work off and get into relaxation mode. It’s now considered common practice to check email at the weekend or even on holiday to the detriment of our personal lives. It seems that instead of this being considered going above and beyond, this instant communication is often now expected.

The University of the West of England presented findings at the end of August 2018 concluding that people so regularly use their commuting time answering emails, that travel time should be counted towards the work day.

A current advert for Chromebooks boasts that you’ll be able to work on the Jubilee Line, even without Wi-Fi access, but is it a positive thing to try and work standing up on an over-crowded, over-heated tube? Self-flagellation when it comes to work has almost been turned into a virtue, with people complain-bragging about how much they do.

Just Google ‘combating workplace stress’, and you will get over half a million returned results with a vast majority reporting lack of work life balance as the culprit.

So, what happens now? If you are always available to work, then you are never off work. This culture of instant access/response has now pervaded our culture, but does our increased availability make us more productive?

In 2017, France introduced a right to disconnect. Under this law,

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INSTANT ACCESS SELF-FLAGELLATION WHEN IT COMES TO WORK HAS ALMOST BEEN TURNED INTO A VIRTUE, WITH PEOPLE COMPLAIN-BRAGGING ABOUT HOW MUCH THEY DO

companies are obliged to negotiate with employees to agree on their rights to disengage from work and discuss steps on how to reduce the intrusion of work into their private lives. A wealth of studies show that employees who report a good work-life balance also have a greater sense of satisfaction with their work, increased dedication, and are generally more productive. Several UK companies have already introduced limits on working outside business hours, and after teething problems, they have all reported a happier and more productive workforce.

On the other side of the coin, three decades ago the Japanese government legally recognised karoshi (death by overwork) as a cause of death. The most recent study published in 2016 showed that 12% of companies that responded to information requests had staff working more than 100 hours overtime each month, and half of the workers that responded don’t take any paid holidays.

According to the Office for National Statistics, full time workers in the UK work the third longest hours of any country in Europe; France only comes in at 16th. So, is it time to rethink your company culture with regard to digital down time?

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Laura Watkins

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THE RAIL PROJECT MAKING WAY FOR THE ENVIRONMENT

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utting-edge development’ and ‘environmentally friendly’ aren’t often phrases that you will see side-by-side. Often, new developments will mean the draining of an important wetland, the paving of a field, or emergency newt relocations. But we may be starting to see a turning tide for environmental considerations.

Crossrail has combined a wide variety of industries, infrastructure, civil engineering, rail, earth-works, and logistics to create a high frequency, high capacity service with the aim of making travelling in the capital easier and quicker, and reducing crowding on London’s transport network.

Wallasea jetty, November 2012 The new Elizabeth line will stretch more than 73 miles from Reading and Heathrow in the West through central tunnels across to Shenfield and The relationship with Crossrail Abbey Wood in the east. The new for the UK’s vulnerable bird worked really well. I cannot railway will stop at 41 stations, population. It was then that 10 newly-built, and is expected to the Government created a emphasise enough how serve around 200 million people 115-hectare site with marshes important it is to have these each year. In an effort to make and wetland to replace that being the transport in London more lost across the South East due in innovative partnerships to accessible to all, every Elizabeth part to rising sea levels. Keen to create these habitats line station will have lifts to ensure transform the rest of the Island, step-free access from street to the RSPB started working with Chris Tyas, Wallsea Island platforms or directly onto trains at Sea First, a government agency Wild Coast project manager the new stations. preserving the environment at This massive undertaking has sea, who connected them with created 55,000 full time jobs and Crossrail. “At a time when we 75,000 business opportunities were struggling to revitalise during the construction of the new railway and will bring the wetlands, working with Crossrail was a match made an estimated £42bn benefit to the UK economy. in heaven” says the Wallasea Island Wild Coast project The sheer scale of this project has caused innovation manager, Chris Tyas. “Crossrail bought in three million and adaptation to benefit the human users of the service. tonnes of material to sculpt and create new marshland on Any connection to the environment seems obscure to the East of the island. This was transported from London say the least. However, the construction of the Crossrail by ship to complete the first stage of the habitat.” project resulted in the generation of 8 million tonnes of As for Crossrail; “We were excited to be involved in this excavated material, of which over 99.7% was beneficially project with the RSPB, it was ideal for us - exactly what reused, with just under 40% used in a unique project on we were looking for at the right time” says Rhys Vaughan an island in Essex.

Williams, Head of MEP Engineering at Crossrail. “We The area around Wallasea Island is a haven for birds needed to dispose of eight million tonnes of excavated and insects, and a popular location for seal spotting. It material, in a way that met our commitment for beneficial attracts over 12,000 waders and wildfowl, and breeding reuse, so when Sea First connected us with the RSPB we pairs of birds that are rare to our shores, but it hasn’t instantly saw how we could help each other.” been a simple journey to create this haven for wildlife.

On why the project was so appealing, Rhys says that The RSPB started talking to the owners of Wallasea it was a combination of factors. “It is an island and so Farm back in 2000 with a view to create new habitats inherently promotes the use of ships for transport – far 26

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Wallasea Island Wild Coast project should be complete in September 2018, and Crossrail will have delivered two thirds of the habitat.

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Wallasea Hunting Jeff Delve

Plan your trip on the RSPB website: https://www.rspb.org.uk/reservesand-events/reserves-a-z/wallasea-island-wild-coast-project/ The new Elizabeth line launches in autumn 2019 when the central tunnels under London open.

more environmentally friendly. The RSPB was also in the process of acquiring planning permission which was granted in 2009, and Wallasea was capable of accepting over four million tonnes of material. It just fit” It wasn’t a simple operation, as the material arriving in Wallasea needed to be offloaded and spread to create the new habitat areas. A new 180m jetty was built to receive the transport ships, and a conveyor belt was added to assist the transportation across the site. At peak, two unloading machines per pontoon could service four ships and unload up to 10,000 tonnes of material over a 24-hour period. It was a massive and coordinated undertaking.

Unfortunately for the RSPB, unlike the western and eastern tunnels which passed predominantly through London Clay, the Thames tunnel excavations were through chalk. This was too porous for the project, but it was still put to good use. “We really wanted to make sure that we left a positive environmental legacy from this project” says Rhys. “We were pointed in the direction of Pitsea, another town in Essex where there was a potential solution. We ended up processing the chalk to remove the

extra moisture and used it in Pitsea as a capping layer on a landfill site. It’s now a rare chalk wildflower meadow” It is hoped that these projects will act as a lightning rod for developers environmental agencies and charities to work together across Europe. “There is no reason why we can’t work together in this manner more often. It was ideal, Crossrail had lots of material that they had to get rid of, and we needed it. And it’s the wildlife and residents of Essex and beyond that we are benefitting” says Chris. “We have struggled to get other businesses invested in this project, but the relationship with Crossrail worked really well. I cannot emphasise enough how important it is to have these innovative partnerships to create these habitats.”

Of course, it isn’t just about the environment. The Wallasea project will help combat flooding on the estuary of the Crouch and Roach Rivers, as well as advance science in this area – this is the first time that anything like this has been attempted.

The benefits of this cooperation are clear, both Crossrail and the RSPB benefitted greatly, as has the pressured flora and fauna of the new habitat – and the humans that visit. The Wallasea project has added a further 7km of trails to the reserve and will create more in the future. It’s a place that the public will enjoy for its peace and quiet for years to come. www.bita.ie

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I WELLBEING

POWERDAY

CHANGING LIVES AND REDUCING KNIFE CRIME AMONGST YOUNG LONDONERS

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nife crime has long been an issue in London, but 2018 has seen unprecedented levels of violence, and increased media scrutiny. With fewer police officers able to patrol the streets and tackle knife crime, community projects and charitable initiatives are stepping into the gap.

Powerday is London’s largest family owned recycling and waste management company and have been proud sponsors of London amateur boxing for over six years.

There are now over 120 Amateur Boxing clubs across London; all inclusive and located in some of the most deprived areas throughout the capital. These clubs have been renowned for decades as positively changing lives whilst producing amateur and professional champions such as Anthony Joshua, James De Gale, George Groves and Nicola Adams; all world class stars and household names.

Chairman of Powerday, Mick Crossan, stated that “As a London based business, we have always been connected positively to London's community initiatives.

We consistently seek to support the next generation and make a difference by working with Local Authorities, Government and other funding partners". The Powerday Development Programme has been based on partnership work and external funding, and has accrued over £8 Million for resources, subsidies and capital projects going directly into London clubs and projects’.

A unique individual bursary support scheme was developed when Mick Crossan’s son Edward identified a gap between regional and international support for young aspiring boxers. Over the last three years, the Powerday Bursary Scheme (funded solely by Powerday), has helped

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young people bridge this gap and gain international recognition and success. One notable beneficiary is Caroline Dubois from the World famous Repton Boxing Club, who since becoming one of the first bursary award winners in 2015, has achieved European Boxing Champion status.

A new initiative being developed is based around an issue that particularly affects London and its young people – knife crime.

The ‘Drop the Knife, Pick Up the Gloves’ project has already been endorsed by World Super Middleweight Champion James DeGale. At the recent opening of Powerday Hooks Boxing Club in Ealing, DeGale said ‘Knife crime and the carrying of weapons should be avoided, and through boxing and clubs like Powerday Hooks giving direction and safety messages, we can affect the terrible loss of life we now see on our streets on a daily basis".

Working with people who have been affected by knife crime, Powerday is rolling-out this project in October 2018 across London. Using boxing clubs is a great way of offering alternative activities to street culture and knife crime, whilst ensuring that young people understand the effects and consequences of their actions – ultimately helping to negate knife crime in London.

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COMMENT

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FROM MCALPINE’S FUSILIERS TO CARILLION AND BEYOND MARTIN MOCKLER, PARTNER AT EVANS MOCKLER

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ACCOUNTANTS, AUDITORS, BUSINESS AND TAX ADVISORS

recall reading an account of the scenes at the railway station in Roscommon town throughout the 1950s, where day after day men would line up on the platform, their cardboard cases at their feet waiting for the train. My father was one of those men.

In recent years I have had the pleasure to meet the author Ultan Cowley who wrote a book chronicling this era: The Men Who Built Britain. One particular account recalls the labour agent arriving at the station and putting a tag with the name of the builder and man’s destination on the men’s coats, similar to how you would tie a parcel.

Thousands of men left Roscommon and many other Irish towns in this way.

In 1955 48,000 people left Ireland, and by 1961 as many people were leaving as were born. I can still remember the shock I felt the first time I read those words.

Even conservative estimates would suggest that close to 500,000 people left Ireland during that bleak decade.

That is eight out of every 10 children born between 1931 and 1941. Out of those eight at least six went to England - the men to the building sites and gas pipelines and the women to the hospitals and hotels.

It is no surprise that today names dominating the UK construction industry are Irish.

A generation of those men became known as McAlpine’s Fusiliers as they ended up working for Alfred McAlpine, a company that sadly no longer exists. It was purchased in 2008 by Carillion which itself famously went into liquidation in January this year.

We at Evans Mockler are acutely aware of the hard-fought heritage that has been established by the previous generation and I am proud of my father’s contribution to that effort. I am also delighted to be on the board of BITA as we assist the companies that are still building Britain and rising to the top of the industry.

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imply Workflow has created the world’s first customisable online operations tool that enables companies to manage mobile workforces, health and safety, and stock in real-time and all in one place.

The idea grew from a need that CEO, Mick Kelly, saw in the market in 2005.”Back then, I saw that my company had no real-time visibility over stock movements or how our staff handled their workload. I had a vision that involved being able to manage all areas of the business within one platform, including stock management, job allocation and end-to-end reporting. I knew that it needed to be in app format to suit my mobile teams in the field, but it also needed to feed information into a back-office system to give management visibility on daily, weekly and monthly KPI’s.”

It was from here that the Simply Workflow technology was born. Mick and his team carefully and deliberately built the system, module by module, until it catered for all their

operational and management needs. “Simply Workflow is now implementing this ground-breaking technology into the construction and civils industries around the world. It is what they have been crying out for. We understood the need and now we can offer them a solution.”

One of the more recent and most exciting projects is currently underway in Oxfordshire, England, with a Canadian based civils company. Lite Access is part of the extensive operation that is bringing fibre to the home network across the UK. Its experienced team is offering an all-encompassing service by being able to manage the end-to-end processes of surveying, construction and fibre installation. “We’re really excited to be using this technology in such a forward thinking company. It’s a very interesting time for both industries and we have great plans for the future. Innovation is a key part of our strategy and we intend to keep it at the forefront of all that we do” Mick Kelly is CEO of Simply Workflow which is headquartered in Dublin, Ireland.

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I WELLBEING

OPENING UP

HOW TO HANDLE A MENTAL HEALTH DISCLOSURE IN THE WORKPLACE GEORGINA BEADON, MEAM CO-ORDINATOR AT NATIONAL MIND

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nowing what to do when a member of staff approaches you about work stress or a mental health issue can be terrifying. Not knowing what to say, not wanting to make it worse, knowing who to inform and who not to, all worries that go through our heads.

Thankfully, guidance on how to approach disclosures in the workplace of this nature is finally emerging and can be of considerable help with assisting staff who have mental health issues. One of the most important pieces of advice is not to judge. Fear of managerial and collegiate judgement is a huge reason why 30% of people do not feel that they could disclose mental ill health at their workplace. Being non-judgmental, open and approachable will make a worker feel valued and understood during their difficulty and will make it easier for them to disclose to you in the future.

The ultimate fear is of employees expressing a wish to take their own life. With suicide being the leading cause

• Reassure the worker that you’ve really heard just how they are feeling, and that you wish to support them. You can let them know that with the utmost discretion you will have to pass these concerns on to a professional due to the seriousness of how they are feeling.

• Let them know that the disclosure won’t in any way impact their employment. This is a huge worry for a lot of employees.

• If you have a mental health champion in your organisation, this would be a good time to get them involved, otherwise your HR department should be equipped to advise on a relevant referral to a mental health professional.

• If neither of these is an option, you can call 111 with your employee present which will put you through to the NHS assessment line or call their GP asking for an emergency appointment. They will then be able to refer them into the relevant mental health service.

• If your employee has been sent home and you are concerned about their welfare, you can call your local police and ask them to visit the employee for a welfare check.

of death in men aged 25-45, this issue should be on all employer’s radar. If an employee does make a disclosure about taking their own life or of hurting themselves, it’s important not to panic. Talk through with the employee as much as they want to without pushing for more information.

When an employee returns to work, it’s important to meet with them to complete something like a Wellness Action Plan (WAP), a template of which is available on Mind’s website. This should include: 1. Triggers for stress in the workplace.

2. Any reasonable adjustments that need to be made to make work more accessible to the worker.

3. What support the worker needs.

A WAP will enable you to thoroughly document the steps you have taken to support your employees, will let them feel listened to and feel that their situation has been taken seriously and will ensure a better chance of a quick recovery.

For more information, Mind have produced guidance with CiPD (Human Resources umbrella agency) on mental health in the workplace and also offer guidance, webinars and training opportunities on their website: https://www.mind.org.uk/workplace/mental-health-at-work/

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BUSINESS

TAKING THE CLASSROOM OUT ON THE ROAD

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eading construction training organisation Geason Training have launched an innovative mobile training facility designed to bring clients more flexibility in delivering development programmes throughout the UK. They are a leading provider of up skilling courses, training, and Higher Apprenticeship programmes within the construction sector and provide credible support, funding advice and development opportunities for both organisations, apprentices and students in the sector.

The new mobile training centre is the living embodiment of the Geason Training business philosophy of constantly evolving to meet the needs of their learners and customers.

It takes flexible progressive training programmes to learners’ place of work and makes the growing range of Apprenticeship courses more fun, more engaging and much more convenient to attend.

The exciting new addition is fitted out with state-of-the-art training facilities and hi-tech equipment to make the learning experience a real pleasure for everyone that attends.

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Geason Training tutors operate all over the UK on customer sites as well as at the Geason Training Academy.

Geason Training design and deliver a wide variety of apprenticeship programmes, from Level 2 through to Degree Level where the training delivered equips the student with nationally recognised qualifications and transferable skills.

The UK construction industry is facing a serious skills shortage and the demand for qualified construction workers is high. Growth is returning to the sector with 158,000 jobs to be created by 2020 - many of which will require a vital combination of learning and workplace experience.

With long term industry experience and dedicated, professional enthusiasts behind all their operations, Geason Training is focused on delivering real and tangible results that have a positive impact on the bottom line.

Are your employees skilled and ready to help you build your company’s future?

Geason Training can progress your employees’ careers in the sector with flexible Apprenticeship programme delivery. Contact us to discover how we can bring the unique Geason Training learning experience to you.

W: www.geasontraining.co.uk E: enquiries@geason.co.uk T: 0330 088 9671

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SPONSORED ARTICLE

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I SECTION NAME

EVELYN BOURKE’S JOURNEY FROM MILKING COWS IN CO. TIPPERARY TO A TRADE MISSION IN CHINA

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ilking cows, caring for calves and walking greyhounds as she contributed to her parents’ efforts to turn around the ailing family farm in Drom, Co. Tipperary gave Evelyn Bourke an early sense of what it takes to run an enterprise.

Bourke, 53, retains her Tipperary lilt. We meet in Bupa’s bright and airy headquarters in the heart of the City of London, close to the Bank of England.

These days, she’s the CEO of British health giant Bupa, having joined as the CFO in 2012, overseeing what some readers may know as a health insurer but which has now become a global healthcare business employing over 78,000 people. She’s also just taken a non-executive

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director role involving 36 days a year at Bank of Ireland, alongside CEO Francesca McDonagh.

Bourke enjoys getting out on the frontline to meet with staff including emerging leaders in the business, as well as dentists, nursing home workers and newly qualified young doctors throughout her working year.

Some of the Bupa numbers give a further sense of the scale of Bourke’s role. Turnover last year was £12.2bn (€13.9bn), while profit - which gets reinvested in the company every year - was £805m (€925m).

BUPA was established in Britain in 1947, and is an entity that has no shareholders, but is limited by guarantee, so its reinvestment every year enables it to grow and continue to improve its healthcare offering.

One of the world’s largest dental companies, it has 949 clinics - including 20 Smiles Dental ones in Ireland, which were part of an acquisition - Bourke is also in charge of 17 hospitals, 345 medical clinics 317 nursing homes and 61 care villages.

No stranger to being in the media, early in her career she made the news on qualifying as one of the first two female actuaries in Ireland. Fast forward to January this year and Bupa proudly tweeted photos of her and a number of other CEOs of British firms, on Prime Minister Theresa May’s trade mission to China. Foreign Secretary Boris Johnson later accompanied her to open a new 400-bed hospital Bupa has built in Chile.

Both Bupa and Bank of Ireland are navigating a landscape of disruption. In banking, all areas - from payments, currency exchange and savings to wealth management and share dealing - are being shaken up by tech startups. “The challenge is to make sure that digital doesn’t cause us to be distanced from the customer too much,” she reiterates.

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Is Bourke concerned that Bupa might lose traction to a nimbler Uber or Amazon of healthcare or health insurance, perhaps - who might beat it to a share of the market?

“Bupa’s approach to digital health is pragmatic. New services need to be integrated and work alongside our existing ones, otherwise they don’t get traction. We are always looking to digitise processes that enhance people’s customer experience. We continually take stock of the potential for disruption in healthcare. We can’t be complacent.

“Healthcare and health insurance are highly regulated sectors, meaning they’re slower to change. Where digital innovation can make a real difference, is in staying close to our customers and improving their experience. As we help them to be healthy, we will embrace that.”

Reacting swiftly to customer demand is key in her mind, she emphasises, adding that the UK health insurance offering was recently extended to offer better mental health support and access to cognitive behavioural therapy, because corporate customers raised a concern about a rise in the numbers of staff suffering from stress.

Artificial intelligence in healthcare will play an increasing role too, she explains. IT and digital transformation are increasingly areas staff ask her about at question and answer sessions she takes part in on her visits to Bupa’s global outposts, as well as how she manages her time in terms of work-life balance.

“Looking at the future of healthcare, there aren’t enough clinicians relative to the demand for care.

We’re going to have to find technologies that help them to look after the needs of larger groups of people.

“Ageing populations, more chronic disease, and medical

‘‘

Digital innovation can make a real difference to staying close to our customers and improving their experience

advances are coming thick and fast - which is great at one level, because they’ll cure people and save lives. But also, a lot of them are being adopted before they’re fully medically evidenced.”

It’s not difficult to imagine Bourke herself being a doctor. She comes across as methodical, confident, with an instinctive ability to guide and work and empathise with people.

“I have a sister who is a nurse. Other relatives in the family are nurses too. My brother is a farmer, and three of my sisters are married to farmers, but I never considered it as a career. I helped out on the family farm, as all my siblings did when we were growing up. My Dad was a bit of an entrepreneur. He got a bank loan to buy a combine harvester and do contract work. He also bred greyhounds and produced some top-class runners. I was conscious of how they transformed the farm through sheer hard work and what was clearly business acumen.

“After my Leaving Cert, I was clearer about what I didn’t want to do, than what I did. I felt that I didn’t want to be a teacher or a doctor. I thought about studying science at university, but I think even that route would have led me into business.”

The path that Bourke forged during her career - through the life insurance, management consultancy and finance sectors - was not always smooth. She describes one fledgling financial advisor and insurance venture that failed to get off the ground and had to be wound up in early 2003 as “a very punishing experience, but the most intense learning experience that I’ve had.” It didn’t stop her as she continued to climb the corporate ladder to CFO and CEO level in each of her subsequent roles.

The public sector would be lucky to have her, though there’s a sense she relishes commercial challenges. Don’t be surprised if her next step is another top job in banking, insurance or healthcare.

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John Reynolds

www.blu-3.co.uk

www.blu-3.co.uk

I COMMENT

WHAT IS ‘MAKING TAX DIGITAL’ and how does it affect you and your business?

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Making Tax Digital (MTD) is an initiative set out by the HMRC to usher in the end of the Tax Return and will be affecting all businesses by 2020.

MRC are introducing a new initiative from May 2019 to ensure a continuous and more accurate projection of tax due rather than relying on the current system which consists of one tax bill at the end of the year. Under the new MTD regulations, businesses and the self-employed will send summaries of their income and expenditure four times a year, very similar to the VAT system.

HMRC are working closely with many accounting software developers to smooth the transition for tax

payers. Choosing the correct software for your business is important; no one wants to end up with an expensive piece of tech that doesn’t meet their needs. Fortunately, HMRC have stated that Excel spreadsheets can be used if they can meet with technical requirements, but it's worth considering the purchase or rental of specific software as it can create more efficiency with free mobile apps that can assist with things like receipts and can automate the invoice process.

FD Analytical can help select the right package and provide training on how to use it effectively.

Deborah Gambell of FDA says, “As with VAT, if these tax returns are not submitted on time, penalties may apply which means that having a compliant, tailored software package integrated with HMRC, will need to be an important consideration.”

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Contact Deborah Tel: 0800 49 68 666 Deborah.Gambell@FDAnalytical.com

COMMUNITY

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riday 27th July, the morning after our networking event in Mayfair, we were already hearing success stories from our BITAx event.

This success was built by our eight person board of young professionals, who are incredibly keen to expand our own professional networks and encourage others to do the same.

This was our most successful event yet, with Dickies bar in Mayfair packed full of guests in their 20 and 30s from across London, enjoying the buzz of a professional networking event designed specifically for up and coming business people. The guests on the night were treated to some inspirational words from TEDx speaker Will Polston as well as a few ballads from rising star Frankie Swain.

Whilst the construction industry had strong representation, it was really exciting to see the likes of graphic designers mingling with FX brokers and fashion marketers. The night was an expressive representation of the diverse crowd we are striving to attract into BITAx, who will all be invaluable contacts to each other as we make our own individual journeys to success in business.

Going around the board table at a meeting in March, we had the discussion of why we were all involved in BITAx, and what we wanted to gain. The answers varied from having our loyalties to BITA to wanting to build our own personal networks. But, the one answer we all had in common was that we wanted to empower young professionals in London to start creating their own professional networks outside of their workplace. It is far too common for under 35s in business to feel a world away from networking and not understand the power of human connections in commercial life. However, through the initiatives put forward by the likes of Silver Shemmings Ash (internship opportunity for any BITAx member) or Jacqueline O’Donovan (sponsoring a table at BITA’s Construction Networking Lunch for BITAx) we are gradually able to open the door and provide opportunity to those who want it.

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THE FUTURE

IS NOW WE WANT YOUNG PEOPLE TO REALISE HOW BENEFICIAL NETWORKING CAN BE FOR THEIR CAREERS

The mission statement of BITAx is to be the main networking organisation for young professionals in the UK and Ireland, as well as offering advice to those that want to move to either country and develop career opportunities. Ultimately, we want young people to realise how beneficial networking can be for their careers and be able to attend networking events they can look forward to. We have some exciting events lined up offering great opportunities to make new connections and get advice from industry leaders, including more networking evenings on the first Thursday of every month at Waxy O’Connors in Soho and an event at the Irish Embassy.

If you would like to join or have any Under 35’s in your business, please contact laura@bita.ie who can arrange membership. BITAx members only pay £76 for 12 months, but can still attend all BITA events with regular BITA members.

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Tiernan Dixon

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A DIAMOND ACHIEVEMENT: I SECTION NAME

STANMORE AT 60

It’s not the oldest but it has certainly blossomed from a couple of plasterers plying their trade in North London to become a dynamic and innovative business. Today, Stanmore Contractors combines a range of inter-related services to work not just as a traditional subcontractor, but increasingly as a prime contractor for building envelope and interior works.

Rajvir Singh Manak

“Try to be the best at whatever you do, and work hard to achieve it” is the advice Raj Manak, the 52-year-old managing director and owner of the Stanmore group of companies, would give to any aspiring 20-year-old planning their career.

Raj’s vision has transformed a traditional plastering and drylining contractor into a multi-skilled specialist with a range of services embracing interiors, architectural metal work, glazing, and building envelope engineering and construction. In 2017, sales were in excess of £120 million and margin at a level that tier 1 contractors only dream of.

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STANMORE THROUGH THE YEARS

Middlesex with George Wimpey being a then key client, and one that remains a Stanmore client today. By the 1980s, Stanmore was running from its new home in South East London, work expanded and turnover was around £3 million a year.

In 1989, a young Raj Manak entered the construction industry as a labourer and then worked as a plasterer for his father, a subcontractor. The father-and-son duo began working for Stanmore in 1991. At the same time, Raj was studying for a Civil Engineering ONC on day release, pursuing his ambition to become an engineer. As the business hit a turnover of £4 million in the early 1990’s, Raj was finally persuaded to move into management and leave construction to one side. He then decided to work towards a Quantity Surveying degree, and after working through all areas of the company whilst balancing education, he

The company was first founded in 1958 by Leo Tuohey who set up Plastering Contractors Stanmore, in Stanmore,

Try to be the best at whatever you do, and work hard to achieve it

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finally completed his degree in 1997 and progressed to construction director.

Raj recalls his early management career. “I always liked systems to monitor and control costs, and when combined with my trade experience we developed ways to improve efficiency and profitability,” he said. “I was running all the construction when I was offered a chance to buy into the business. I was always confident that this business had the capability to do a lot more. I always wanted to make sure that we didn’t just concentrate on plastering and that we expanded into other related areas, at first into insulated renders, metal stud partitions and SFS,” Raj added.

By 2006, Raj then became managing director and took full control of the business. By then, annual turnover had reached around £30 million

GROWING WITH THE BUSINESS Staff retention has been high thanks in part to the management team at Stanmore constantly having new challenges presented to them. Stanmore’s move into fullscale facades, window installation and architectural metal work has provided individuals with the opportunity to develop and grow with the business.

Raj commented: “If you want to add value to people and to the industry, you should be able to provide a very good service, and to do that, you need a lot of talent within your business. You must also be able to put a lot of packages in your offer (to clients). That way, you make it easy for clients to deal with just one person rather than with six or seven.

“Having multi-related packages in our business, plus a pool of very talented people, allows us to have the best service in the industry. If you stand still, you might go backwards, and we want to keep moving forward to attract talent and grow the business with the right people.

Nobody has to leave Stanmore to progress their career.”

Stanmore progressed to a new level when it moved into facades and metal work; Stanmore’s senior team stopped thinking like a reactive subcontractor and started to look ahead, planning more like a manufacturer and taking a proactive leading specialist role where jobs are estimated carefully, planned in detail from tender, through construction and onto final account.

CLOSE-WORKING TEAM Stanmore’s fortnightly contracts meetings are legendary and allow the whole team to share experiences, but they also serve to keep Raj close to his staff so that everyone remains focused on contract objectives.

“I still know 95 per cent of the people who work here,” said Raj. “Most of my senior team have grown with the business. We don’t hire and fire – if we make a mistake, we find ways to correct it, and we learn from it. We also learn from others.”

Stanmore is now on the cusp of its next stage of sustainable growth. It is putting in place a new group structure that meets the changing needs of the market.

Drylining, facades, glazing and metal work businesses are being joined by a unitised facades team and a modular construction operation. Operations are now set in Swindon to cover the M4 corridor and in Manchester to cover clients in the North West with a Midlands base coming very soon.

Without doubt, people are the real sparkle that has made Stanmore a true diamond at 60 – and it’s not stopping there.

DISCOVERING BITA Stanmore discovered BITA and Paul Whitnell on the golf course, would you believe! Instantly Stanmore knew they had the same mentality as BITA. Relationships and repeat business equates to 95% of the work Stanmore do and we have already seen the early benefits of working alongside BITA. Stanmore firmly believe relationships enable good communication and good communication is the key to success. We look forward to continuing our journey with BITA and to continue building those relationships.

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I COMMENT

TSUNAMI

OF CLAIMS

DERMOT O’GRADY, ARDENT TIDE

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he Pimlico Plumbers (“Pimlico”) case received a lot of press attention this Summer with much of the media saying it was a “Landmark Case” as a result of a dramatic soundbite from Charlie Mullins, CEO of Pimlico, predicting a “Tsunami of claims”. The media treated this case as if it were some fundamental change in Employment Law but the reality is that this has been the law in the UK for several years now.

The truth may be rather less dramatic, but, the case should definitely act as a call to action for companies who directly engage CIS operatives. Mr. Smith worked on a selfemployed basis, registered for tax under CIS, was happy to contract with Pimlico on that basis for over 6 years, was VAT registered, had a turnover of £131,000 and had cost of materials of £53,000 in his 2011 set of accounts. How could he now after 6 years of trading this way, turn around

LDD

Construction Ltd. LDD Construction Ltd. are a specialist building contractor operating throughout London and

and seek, as Charlie Mullins stated: “…a loophole in current employment law to set himself up for a double pay-day”?

However, this is exactly what he did, and the Judges in highest court in the land agreed.

Mr. Smith actually lost his original claim that he was an employee for all purposes, including general employment law rights. There has, however, long been a third category of status that overlaps the status of self-employed and employee status. This third category is simply known or referred to as a ‘Worker.’ Under current legislation, this class of ‘Worker’ has entitlement to certain rights and benefits including holiday and sick pay.

The plumber in the Pimlico case successfully claimed his status was that of a ‘worker.’

As ever, it was specific issues in the Pimlico case which decided the outcome. In fact, a poorly drafted contract which the court describes as “puzzling” may have been the deciding factor as other documents contradicted clauses within. The only conclusion is that good specialist advice is imperative with the stakes so high.

DIAMOND DRILLING FIRE PROTECTION BWIC STRIP OUT

#ItsWhatWeDo

the South and East of England.

To discuss your next project contact: Mark Phillips m.phillips@lddgroup.co.uk 07787 394611

www.lddconstruction.co.uk info@lddgroup.co.uk 020 7277 3877

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Achilles ASFP British Safety Council Builders Profile CHAS CQMS DASA Firas FORS Bronze IFC ISO 9001 ISO 14001 Safe Contractor SMAS Worksafe Waste Carriers

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BITA EVENTS What's on

OCT–NOV

20th October

15th November

VENETIAN MASQUERADE BALL

CHRISTMAS PARTY

6.30 – 2am Join BITA for an incredible evening at our annual Ball and Awards Ceremony. Enjoy unforgettable entertainment, award-winning food and unbeatable company as we celebrate our amazing members.

7.30 – 12.30am Get ready to dance at our first annual London Christmas Party. Champagne reception, canapes and live music will help us see in the festive season with style!

16th November

22nd November

ICAP WINTER SUPPER & CEILIDH

IRISH POST AWARDS

7pm – 11pm Join icap and friends as we return to the Clayton Crown for our Winter Supper. Dress for dancing as this year we are having a full on Ceilidh after supper (supper is served at 7.30pm). So dust off your dancing shoes, get the ringlets in your hair and come along for an evening of food, fun and networking.

The Irish Post Awards is an annual black-tie gala that champions the success and achievements of the global Irish diaspora. This year’s event will take place on 22nd November 2018 in the great Room at the Grosvenor House Hotel on Park Lane. Guests will enjoy a glittering champagne reception and a 4-course meal prepared by the Grosvenor House Hotel’s award-winning chefs. Eamonn Holmes is our Master of Ceremonies and will guide the audience through 6 star-studded awards that span the business, music, film and sporting industries. Guests will also enjoy an exciting line-up of performances from Ireland’s leading musicians and bands.

SAVOY, LONDON

CLAYTON CROWN HOTEL

Tickets available from Eventbrite via the icap website http://www.icap.org.uk/icapwinter-supper-ceilidh/

30th November

DUBLIN CHRISTMAS LUNCH

INTERCONTINENTAL HOTEL, DUBLIN 12.30 – 5pm Our annual Christmas lunch in Dublin was a hit last year with us welcoming over 150 guests. Get your space booked to enjoy this year’s Christmas feast, and meet other friendly business people from across the UK and Ireland.

HUSH, MAYFAIR

GROSVENOR HOUSE HOTEL

Tickets and further information available through Sarah Murphy on 0044 (0) 208 900 4159 or sarah.murphy@irishpost.co.uk

Tickets for BITA events are available through the main office, contact laura@bita.ie

Check out our website events page www.bita.ie/events for a full list of all chapter events; London, Ireland, Liverpool, Scotland.

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Anxious About An Important Meeting; find a quiet space and spend a few moments to become centred

STAY HYDRATED!

Drink plenty of water throughout the day

Give your brain a work out by ignoring the

calculator where you can

LEARN TO SAY NO if you are being put upon – your time is as important as other peoples

Don‛t Like Office Noise?

Talk to your manager about the possibility of using headphones to listen to your favourite music.

You‛ll probably be more productive!

TRY GREEN TEA, or something else instead of coffee – at least in the after-noons!

If your colleague is in the office, don‛t email them – go on over. Move around and get the blood flowing

Download an app to help you meditate for a couple of minutes – meditation helps to keep you focussed, controls anxiety and lengthens attention span OPEN A WINDOW for fresh air instead of using the air-con or a fan

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Take regular breaks from the PC – even if just with your eyes! Look out of the window, or at something else on your desk. Close your eyes, breath deep – and try some shoulder rolls

TURN OFF your email alert on your mobile when you leave work

Can you walk or cycle to work instead of taking the car/bus?

In your break, find a peaceful place to sit for couple of minutes to focus on your breathing – deep slow breathing helps you to keep calm and can assist with lowering blood pressure

TIPS FOR A STRESS FREE WORK DAY!

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3 MONTHS, 3800 MILES, 2 ORDINARY MEN,

1 EXTRAORDINARY CHALLENGE INSPIRING YOUNG PEOPLE TO BE THE BEST THEY CAN BE; WHATEVER THE ODDS! FOLLOWING IN THE FOOTSTEPS OF CHRISTOPHER COLUMBUS, TWO FAMILY MEN; THE ATLANTIC AVENGERS, RICKY REINA AND JOHN WILSON, WILL TACKLE THE ATLANTIC OCEAN IN A TWO-MAN ROWING BOAT.

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n 1493 Christopher Columbus sailed from Cadiz on his second voyage to Antigua, with 17 ships and 1200 men. The Atlantic Avengers are following this route leaving on 17th November 2018, but in one rowing boat, rowing 3800 nautical miles, 3 months at sea, just 2 ordinary men, taking on 1 extraordinary challenge in a World First. No two-man craft has ever rowed this route, a 4-man craft took 123 days, and the adventurous twosome want to beat that!

It doesn’t matter who you are or your fitness level, you too could become an ‘Atlantic Avenger Super Hero’ by participating in one of the events. Your joining fee will contribute to our great causes giving a helping hand to people who have experienced unfortunate circumstances and if you don’t want to don your trainers, we will happily accept your donation to help us inspire as many people as we can to challenge the odds.

To get involved please visit: www.atlanticavengers.com

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Following a knee replacement, I had to change course and when I first started out in business I began to really understand the nature of challenge and struggle. I learnt that with hard work, dedication and the support of great people, anything is possible.

Ricky Reina, MD Reina Group BITA Member

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GROUNDWORK HARD LANDSCAPING PLANT HIRE REINFORCED CONCRETE STRUCTURE

Proud Sponsor of www.rochfordltd.co.uk

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INCREASING MEMBERSHIP OPPORTUNITY The British and Irish Trading Alliance is forging ahead with new relationships and expanding our reach nationally and internationally to benefit our members.

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ith our President Paul Whitnell speaking at the next Irish Networking USA Conference in New Orleans in October this year, and further talks with organisations throughout England, Ireland, Scotland, Wales and the Isle of Man, we are expanding our reach and building for a bright future.

One organisation we are particularly excited to be working with is Causeway, founded in 2016 by a group of Irish and Scottish businessowners in Scotland, this is a dynamic new group that shares our values and aims of assisting businesses and sharing expertise and contacts.

“We’re excited to be working with Causeway” says Paul Whitnell, “it’s a new relationship but we see this as a

reciprocal arrangement, where BITA members can access services offered by Causeway, and their members can get involved with all BITA has to offer”.

Causeway’s Gráinne McMenamin has already attended one of our construction networking lunches in London and is excited about the possibilities on offer: “We pride ourselves on running effective, relevant and thoughtprovoking events across industry sectors, and we know that this will dovetail very nicely with BITA. We want this to be a strong relationship and are keen to start welcoming BITA members to our events.”

To find out more about Causeway events, please contact Gráinne at grainne.mcmenamin@causewayexchange.net

BUILDING TOWARD THE FUTURE RIFT’s Head of R&D Sarah Collins, talks about the challenges facing UK construction, and how innovative thinking will tackle them.

What does the road ahead look like for the UK’s construction industry?

We are at a crucial stage within construction. The challenges facing the industry are well documented and many believe that significant change is needed if the sector is to thrive.

What sort of challenges are we set to face in coming years?

Profit margins are tight which restricts investment in new technology and better practices. This, added to stagnant productivity, is keeping typical margins for construction between 2 and 8% resulting in construction companies being unable to generate the profit necessary to invest in innovation.

Even more worrying is the looming threat of an industry-wide skills shortfall. We’ve got an ageing workforce and too little new blood to replace it. Infrastructure and housing demands alone will open up 158,000 jobs in the next few years alone.

What’s the role of innovation in solving these problems?

The irony is that just by getting through the day construction companies are being innovative and investing large amounts of time and money in solving everyday problems. Unfortunately many remain unaware that these activities are eligible for R&D tax credits and accessing the scheme could result in the funds needed for further innovation.

At RIFT, we’ve set ourselves the mission of bringing the full benefits of R&D Tax Credits to UK construction. Innovation is critical to the industry’s future, so why not learn more?

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COMMENT

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GROWING

IN LIVERPOOL

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PAM MOORE, CHAIRPERSON OF BITA LIVERPOOL AND OWNER OF APT CONSULTANCY SERVICES.

n a city already saturated with networking organisations, BITA has managed to not only find a foothold, but to thrive. This is thanks to what makes us unique - relaxed and social, but with a commitment to helping each other. Our motto ‘People who know people who help people’ was made for Liverpool. It’s what we do and how we work.

The Liverpool Chapter has a growing board, and recently welcomed Steve McGlasson, Michael Edwards and Christiane Hutchinson, who all bring with them a wealth of experience in finance, training and strategic business consultancy.

The monthly networking meetings held at the Holiday Inn opposite Lime Street Station attract people from a wide range of industries. We are here to help as many people as possible and have members from other networking groups such as Connected Irish and BNI. After all, it’s all about collaboration, not competition!

The Liverpool City Region Growth Strategy is planned to deliver improved economic prosperity and growth for residents for now and in the years to come. Oxford Economics have recently forecast that this strategy could lead to the creation of over 100,000 jobs and a doubling of the economy by 2040, and a net increase of 20,000 businesses in the next 25 years. There has never been a better time to look to Liverpool as the next step in your business growth plan.

Our regular networking lunches are held at the famous Hard Day’s Night Hotel and have welcomed some special guests, including ex-England Rugby player Rory Underwood; Steve Rotheram, the Liverpool City Region Metro Mayor, and the Liverpool Elected Mayor Joe Anderson. Through our relationship with the Merseyside Society for Deaf People we have also been able to highlight some incredible people, including the Liverpool Signing Choir, and raise money for these excellent causes. Business is what we do, and we do it well.

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Rich Ekers

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THE SOUND OF STRESS:

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ou may have noticed that you can go into one cafe and barely hear yourself think, whereas another of a similar shape, size and number of diners, seems blissful in its quiet. Somehow this makes the conversation more engaging, the experience brighter, and you simply feel more relaxed. This has little to do with the clink of the cutlery or loud diners. Its more to do with the acoustics of the room and its décor.

So why does this matter? Because it matters to the customers of these café’s and ultimately effects the turnover as customers will be more inclined to go to the quieter cafe in future, possibly without even realising why they prefer it.

Overstimulation of the senses (often called “sensory overload”) has long been linked to stress, and sound is no exception. Studies show how a few hours of deliberate visual and auditory overstimulation lead to palpable feelings of aggression, anxiety and low mood; symptoms all long associated with stress. So, noise can not only effect wellbeing but also workplace productivity.

Acoustic design can get as complicated as you want: the material and density of the walls, the shape and angles of the space, even atmospheric pressure will have a say in how different frequencies travel in a space. But there are also simple solutions. Having an awareness of the acoustics in your work space is the first step. If you are unsure, take a walk around the room on your busiest day, and listen to how many different things you can hear at any one time.

The more noises that are reaching your ears, the greater the indicator that your workers might benefit from some acoustic solutions.

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THE IMPACT OF NOISE IN THE WORKPLACE ON YOUR CUSTOMERS AND STAFF Acoustic solutions don’t need to be overly complicated or involve a complete redesign of a building either. Interior design and refurbishment contractors who take acoustics seriously, like Martyn Pilcher an experienced designer working with Rap Interiors who have been designing interiors for 28 years, will be equipped with a range of solutions. Based on the client’s needs, they will utilise anything from wall panels, ceiling nets, bespoke hanging panels, moveable acoustic panels, and small desk screens, amongst other low-cost solutions.

For an employer looking to reduce workplace stress and increase productivity, sound is often the most overlooked aspect in the workplace. Many more interior designers are taking sound-design and acoustics seriously to help create more holistically inviting spaces, not only for the benefit of those that work in them, but also for those visiting clients and potential customers.

The next time you need to redecorate an office space, or are opening a new showroom, consider the acoustics: although they perhaps aren’t aware of it, your customers and staff certainly are.

Martyn Pilcher, Rap Interiors, “A workplace that is quieter may find the staff are more productive, generally the space will be less stressful, people will be able to think clearer and so be able to make better decisions”.

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We LOVE Changing Spaces

es Wi ig nn i BU n n E ers IL the xc of e D - UK llen N ” ce EW S

0333 600 1234 . www.rapinteriors.co.uk

Working Nationally

Transforming...

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We are a creative, experienced bunch of people who are passionate about making your interior dreams come true. Our team will design and deliver the perfect space for your business and staff, putting you on the path to a bright, successful future. With our knowledge in the latest fit out trends for offices, schools and even retail outlets, we transform environments with no fuss. It’s simple for us - we are the experts!

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OFFICE . SCHOOL . HEALTHCARE . LEISURE . RETAIL . INDUSTRIAL . WAREHOUSE

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MULTIGENERATIONAL

WORKFORCE

RISE TO THE OPPORTUNITY

EACH GENERATION IS UNIQUE, AND ONE-SIZE DEFINITELY DOES NOT FIT ALL 48

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Susan Pearson

www.blu-3.co.uk

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ulti-generational workplaces have become commonplace as people are working longer and delaying retirement.

With Generation Z now entering the workforce, managing the multigenerational dynamics is becoming more challenging than ever before.

Not so long ago, there were only two age groups represented in the workplace. Now you could potentially be working with as many as five generations.

Each generation is unique, and one-size definitely does not fit all. Each brings a distinct set of values, attitudes, behaviours with a unique set of skills and contributions, so it’s important to move beyond the stereotypes and have the respect to understand what they all have to offer.

To help us better understand the motivators, it is useful to note that each generation has been shaped by their upbringing. For instance, the Baby Boomers were brought up in an era of stay-at-home mums and the mantra that “good things come to those who work hard”.

While Generation X saw more parents going out to work —paving the way for the “latchkey kid” concept and the mantra of “good things come to those who figure it out”.

The economic growth and easing of the social tensions that defined the 1970s gave rise to children being brought up in unparalleled comfort, with many parents giving primary responsibility to their millennial child’s self-esteem.

Globals share many traits with Millennials, however they tend to be more practical, tech-savvy and have multicultural expectations. When surveyed, nearly half of the Globals said they would bypass university if future employers armed them with the required skills.

It is important for employers to recognise that providing opportunities for job progression, and offering genuinely beneficial training schemes is one of the best things that they can do to retain both Millennials and Globals, and keep them productive in the workforce.

Many of the multi-generational tensions that are happening in today’s workplaces stem from these misalignments. Millennials want to be told what to do, a concept that may seem foreign to Generation Xers, who were reared in a period of independence.

A report from the CIPD found that different generations also had dissimilar preferences towards

training. Generation X and Millennials placed greater emphasis on development generally and preferred to learn independently often using computer-based training or the Internet. While Baby Boomers and Traditionalists preferred classroom or paper-based training.

One of the biggest challenges facing managers of a multi-generational workforce, is the potential for negative stereotyping. Older workers may perceive millennials as tech-obsessed or too eager to challenge norms, while millennial employees could see previous generations as being ‘stuck in their ways’ and difficult to train.

We want to encourage people to break these walls down and focus on understanding and collaboration.

Cross-generational events, and being aware that we usually only spend time with those in a similar age range, are important steps in a journey that will lead to better teamwork and understanding.

These generational differences can present opportunities to the organisation. Younger workers’ enthusiasm for trying new things could be used to encourage a culture of innovation, while older workers can leverage their experience and broad perspective to help millennials understand some of the costs and risks associated with their ideas. Ultimately employees want the same thing: to be engaged at work and to have a good manager who helps them achieve their specific career goals. Therefore, in order to effectively manage a multigenerational workforce, we must see each employee as an individual and empower managers to coach them on both personal and organisational objectives. It is important to accept individuals based on their merits and focus on the things that unite your workforce.

BORN

COMMUNICATION STYLE

FEEDBACK PREFERENCE

STEREOTYPES

Traditionalists

1925-1945

Written, Formal

No news is good news

Old-fashioned

Baby Boomers

1946-1964

Telephone

Not keen on feedback

Ambitious

Generation X

1965-1980

Email

Direct

Risk Takers

Generation Y (Millennials)

1981-1997

Text Messaging

Require a lot

Job hoppers

Generation Z (Globals)

1998-2010

Social Media

Real-time

Distracted

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I CULTURE

CONSISTENTLY RELEVANT IN A CHANGING LONDON Croí na nGael i Londain

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ccupying a pristine white building in leafy Camden Square is the London Irish Centre.

Founded in 1954 by a group from the Irish Priests Committee, its original aim was to assist those that arrived in post-war London ill-prepared or equipped for what they would find. As the years have passed its central objectives have developed and kept pace with the times, but the charity at the core of their operation has remained unwavering and as strong as it was back in the 50s. Their mission is to support the Irish in London through outstanding care, culture and community.

In the last eight months alone, this forward-looking organisation was able to celebrate ‘going green’ as part of Tourism Irelands `Greening` initiative, and they were the envy of many when they hosted Ed Sheeran and Dermot O’Leary in June for a sell-out fundraising event. It was at the latter that they announced that they will be launching a capital campaign in 2018, with an aim to develop the site and provide assistance to people for years to come.

Importantly, they will be consulting with the stakeholders and listening to the needs of the community.

This group is thriving, with events and classes on offer from Irish for beginners to the Camden Fringe and art exhibits. But how has this organisation managed to stay relevant, and more importantly, how will it continue to do so? We spoke to Gary Dunne, the Director of Culture at the London Irish Centre to delve into the reasons he thinks are behind their success, and what they hope to achieve.

“The London Irish Centre has two key areas of work; to look after the vulnerable, and to promote Irish culture.”

As the Director of Culture, it is Gary’s job to oversee all

‘‘

We want to enrich the lives of all local people by sharing our [Irish] culture

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George Gottlieb (photographer)

cultural projects, from book clubs to festivals - and of course to support the all-important fundraising. Talking to Gary it is plain to see that he is passionate about what he does: “I started volunteering here 10 years ago as a befriender working with isolated Irish in London, and with my background in culture it’s just evolved from there.

London has the largest Irish population outside Ireland and they deserve a great culture and community centre, which is what we strive to provide.” When asking about how they tell Irish from non-Irish service users he stops me. “We are happy to help all local people; our door is open to everyone. We want to enrich the lives of all local people by sharing our culture and offering help where needed.

Although most of our service users are Irish, at some more avant-garde events featuring comedians for example, we may have as few as 50% Irish audience, whereas for a traditional event we may have audience members almost exclusively made of emigrants that arrived in the 1950’s.”

Gary is rightfully optimistic about the future of the centre: “We provide an important service, not only enriching people’s lives, but supporting people that are in need, offering social inclusion, access to housing, signposting to mental health services - we have a whole framework set up to track our outcomes.” But how do they plan on staying relevant and engaged with the community?

“The answer to that is in the question - by engaging with the community. We always ask ourselves, what need are we meeting, what are we trying to do? We are and will continue to be deeply connected with our service users.

We always ask them what they need, rather than tell them what we think they want. The more we do this and the more meaningfully we can respond to what we hear, and the more relevant we will remain.”

The London Irish Centre is located at 50-52 Camden Square, London, NW1 9XB, T: 0207916222

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