Business Eye August September 2018

Issue 181 Aug/Sept 2018 £2.50 Voted best Business Magazine in Ireland 2005 and Magazine of the Year for Northern Ireland

Henderson Group and Eurospar The Retail Revolution Goes On Features:

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Fairstone NI… Ambitious Growth In Financial Sector

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Nimbus… Fast Track Success For IT Specialists

TITANIC VENUES BELFAST

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The 2018 Business Eye Profit 200… Top Performers Revealed

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Contents

Aug/Sept 2018 ISSUE 181

Cover Story

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Henderson Group & Eurospar…Leading The Retail Revolution

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Harbinson Mulholland….20 Years & Counting Belfast-based accountants and business advisers Harbinson Mulholland has been celebrating 20 years since its formation. The firm’s new Senior Partner, Darren McDowell, talks to Business Eye about the firm’s values, it’s specialist knowledge and it’s plans for the future.

A continuing change in how we all shop for food lies behind the rapid growth in the convenience retail sector.

It’s a retail revolution being led from the front by the Henderson Group, the family-owned local company behind the Spar and Eurospar franchise here in Northern Ireland. Business Eye talks retail trends and investment with Henderson’s Retail Director Mark McCammond.

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Fairstone….Financial Advice With A Focus On Quality

Business Performance

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The 2018 Business Eye Profit 200

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The most up to date of any business performance league table published in Northern Ireland, the Business Eye Profit 200 provides a snapshot of how the private sector here is performing as it squared up to challenges outside of its control.

Sponsored by Danske Bank, the 2018 Profit 200 is a comprehensive guide to corporate Northern Ireland.

Analysis

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Brian Murphy….Taking The Optimist’s View BDO Northern Ireland’s Managing Partner Brian Murphy makes no bones about the fact that he’s a paid-up member of the glass half full club. His view of the current state of play, and it’s backed up by BDO’s recent Quarterly Economic Survey, is that Northern Ireland continues to buck a couple of key trends.

And that’s despite the challenges on the horizon.

With upwards of 300 advisers on its books and £4 billion in funds under management, Fairstone is one the UK’s largest financial advisory and wealth management groups, but it’s Northern Ireland operation is owned and run as an autonomous unit by two experienced local chartered financial planners, Peter Savage and Sean Larkin.

Nimbus….Rapid Growth For Belfast IT Company Winner of the Technology Business of the Year title at this summer’s Business Eye First Trust Bank Small Business Awards, Belfast IT consultancy Nimbus started small and has grown rapidly to work with some of our biggest companies, and some major GB customers, from its base close to Belfast City Airport.

BA….First Choice For Belfast Business Customers Brenda Morgan, British Airways Regional Manager for Northern Ireland, talks to Business Eye about the airline’s Belfast CityHeathrow route and how it offers the very best of onwards connections for international travellers from and to this region.

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Elliott Duffy Garrett… Challenging At The Top

When FinTrU broke cover back in June to announce that it was to create 605 jobs over the next couple of years in Belfast and at its brand new Derry base, even those who hadn’t noticed the company’s rapid rise sat up and took notice. Business Eye gets behind the headlines to meet FinTrU’s charismatic Founder & CEO Darragh McCarthy and the company’s Belfast MD, Richard McGuinness.

Insight:Out… A Growing Force In Financial Planning

Adrienne Brock is clear about her objectives in the Managing Partner’s role at Belfast law firm Elliott Duffy Garrett. One is to make sure that the Belfast firm is ready and able to deliver the wide range of services that it offers to its clients. And the second is to continue to grow and develop the next generation of partners and leaders who will take the ambitious firm further into the future.

In just a few short years, Jayne Gibson has grown her business, Inside:Out Financial, from one employee to a ten-strong team, she’s heading for a £1.5 million turnover, and she’s just completed a year in impressive new offices on Belfast’s Holywood Road.

Eye on Finance

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Eye on Communications

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Business Leaders Forum

Eye on Energy

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Eye on Law

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Eye on Technology

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Eye on Waste Management

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Eye on Fleet Management

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Eye on Events

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Eye on Distribution

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Eye on Mobile Technology

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Eye on Motoring

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The fact that we recently reached the 589-day mark without a working government and claimed a dubious record is no cause for celebration.

Richard Buckley EDITOR Irish Magazine Editor of the Year 2005

Comment

“This is the crucial time. This is the time when we really needed some political representation at the negotiating table. Some strong and stable leadership, as Mrs. May (or Donald Trump) might put it”

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nd salt was rubbed in the wounds by the fact that the previous record holder, Belgium, is a country and we’re not. But that’s another story.

It did bring some renewed efforts to clear the the logjam. There was a number of We Deseve Better rallies, public attention seemed to have sharpened by a degree or two, and the DUP jumped onto the bandwagon by calling for a return to Stormont with parallel talks on the wider issues at the same time.

Whatever your individual politics, it’s really not a bad idea. Is a return to the workings of government while thrashing out Irish language, legacy and other supposed issues at the same time really beyond us?

The problem, as ever in Northern Ireland, is that even a decent suggestion quickly becomes mired in the dirt and nastiness of party politics here. The DUP’s idea was quickly rubbished by Sinn Fein and received no backing from any of the other parties either. Alliance’s Naomi Long, who regularly bangs on about getting the talks going again, didn’t seem to like the idea because it came from Arlene Foster.

And therein lies the issue. Our politics are all about petty point scoring, about negating what any other party says, about sneering, snapping and sticking with rigid positions.

Meanwhile, we drift inexorably closer to Brexit without a proverbial rudder. And certainly with no one on the bridge, to squeeze in a second maritime cliché .

At the time of writing, the bleak prospect of a hard Brexit, accompanied as that was by British government advice to businesses here that included contacting Dublin (unbelievably), seems to have receded a little. The mood music from Brussels, conducted by the PR-savvy Michel Barnier, has swung towards some kind of ‘bespoke’ deal.

That is very good news for Theresa May, who can perhaps put a stop to her desperate foreign trips for a while, and good news for the UK. Or it might be if it turns into reality.

But whether or not a Brexit deal turns out to be good news for Northern Ireland depends on what kind of deal it is. This is the crucial time. This is the time when we really needed some political representation at the negotiating table. Some strong and stable leadership, as Mrs. May (or Donald Trump) might put it.

These negotiations aren’t about whether we want Brexit to happen or not. Whatever your impassioned opposition or bitter loathing of the very idea, the only sensible position now is to accept that whatever will happen....will happen. But to get the very best deal possible for Northern Ireland.

And we all know that, given the right kind of deal, there are real opportunities for a region as unique as our’s.

Business has been speaking with one voice much more effectively of late. And it’s more crucial than ever that it continues to do so.

But isn’t it a crying shame that we don’t have some political representation at the heart of these negotiations. We’re leaving it all to politicians who know little or nothing about this part of the world and its unique business and economic issues.

Our home-grown politicians, still paid handsomely for behaving like children, are stuck in their playpen of mud-slinging and name calling. And, like children, they don’t want to leave it to sit at the table.

The Secretary of State, for her part, is even less use than the two fairly useless Secretaries of State who preceded her.

So we’re stuck holding on to the coat tails of an assortment of English MP’s. Has Dominc Raab ever been here? One suspects not. And what about Jeremy Hunt. Er, probably not either. Still, at least we’re not reliant on Jacob Rees-Mogg.

Still, let’s keep the faith. Life goes on and we can do well without politicians.

Noli illegitimi carborundum... as the old saying goes.

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Eye on News

Moving In And Up At Pinsent Masons International law firm Pinsent Masons has welcomed a host of new faces as well as investing in teams via a range of promotions to its Belfast office.

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n a high profile move, Partner Richard Masters, who is the firm’s Chair across Scotland and Northern Ireland will also now head up its Corporate team in Belfast.

Originally from Lisburn, Richard Masters was Managing Partner at the heritage firm of Pinsent Masons, McGrigors, and was key to their development in Belfast.

Joining Richard in the Corporate department is Michael Hamill who comes on board as Senior Associate, and will be working alongside the newly promoted Senior Associate Lisa Early. The property department has also been the focus of considerable investment with Jonathan O’Hagan (Senior Associate) Ross Townsley (Associate), Nicola McKane

(Solicitor), David McGuinness (Solicitor) and Niall McCavitt (Solicitor) all joining the team.

In Banking Seána Donaghy’s impact since returning from Pinsent Masons in Manchester has been recognised with a promotion to Senior Associate, and that team also adds paralegal Ben Semple.

The Litigation and Regulatory team is growing with the appointment of a paralegal, Emma Swan, and in Business Support, John Hart was elevated to Business Development Manager with an expanding media relations remit for the firm’s new Dublin office.

Pinsent Masons Head of Belfast Office, Andrea McIlroy-Rose said, “I’m delighted to welcome Richard as part of the Belfast team and

the other new joiners. Also many congratulations to our newly promoted colleagues. In Northern Ireland we have enjoyed working on high profile local projects including the purchase of Belfast International Airport, the £200m Gas to the West expansion, and major new Grade A office facilities for inward investors such as Allstate and Concentrix. The strength of

our firm offering, and investment in technology, means we can provide our clients with outstanding service and efficiencies that are unparalleled in a regional market such as Northern Ireland. We’re proud to say that reputation was recently recognised by one of the most prestigious accolades in the profession, The Lawyer Magazine, Law Firm of the Year 2018.”

IoD EVENT SPOTLIGHTS PRODUCTIVITY

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Investing in people and technology could hold the key to improving local productivity levels, the head of the Institute of Directors (IoD) in Northern Ireland has said.

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irsty McManus was speaking ahead of the organisation’s Leadership Lunch where the issue will be placed under the spotlight.

Taking place on 2nd November at Belfast City Hall, attendees will hear from a panel of experts on Boosting Productivity through People and Technology, including Microsoft Ireland Commercial Director Aisling Curtis and Belfast-natives Dr Neil Bentley and Tony Danker.

IoD NI National Director Kirsty McManus said: “Figures published by the Office for National Statistics earlier this month effectively showed productivity levels in the UK have flatlined.

“As Northern Ireland has historically shown comparatively lower productivity rates than the UK as a whole, this should sound warning bells throughout the local economy.

“However, research has consistently shown that good management practice and leadership directly correlates to productivity levels.

“It is important because without increasing productivity, economic growth is slow and there is less government maneuverability on taxes and public spending and as a result, opportunities for an improved standard of living are continually missed.

“That is why we are pleased to have assembled a high-calibre panel of speakers for the Leadership Lunch as we aim to offer inspiration and tools that foster the management skills and leadership which have been shown to grow productivity.”

As one of the most highlyanticipated events on the business social calendar, the event presents an opportunity to network with new and existing contacts as well as a platform for learning key business lessons.

The event will be hosted by BBC broadcaster Dr Wendy Austin MBE who will facilitate the panel session.

Dr Neil Bentley who is currently the Chief Executive of WorldSkills UK, a company seeking to fast track young people’s career development.

He will be joined by Tony Danker,

Chief Executive of Be the Business, who is considered among the premier minds concerned with closing the UK’s productivity gap.

Aisling Curtis, as Commercial Director at one of the world’s best-known companies, is a leading voice on how technology can be utilised to improve productivity across all sectors.

Before joining Microsoft in 20176, she held several senior in-market and global commercial roles leading business and consumer teams in startup and turn around environments.

Kirsty added: “The event promises to provide an invaluable opportunity to facilitate open, strategic discussion between likeminded people and equip attendees with a new outlook on how to tackle a lack of productivity.”

Open to members or nonmembers, the event will also include an opportunity to win a prize from sponsors Selective Travel Management. To book, or to find out more please visit iod.com/ni.

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Eye on News

Belfast Harbour Completes Obel Deal Leading commercial property agents Lisney have confirmed the completion of a deal that sees Belfast Harbour acquire Obel 68, a 52,000 sq. ft. Grade A office investment on Belfast’s waterfront, in a transaction in excess of the £15m asking price.

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bel 68, part of the Obelcomplex that includes Ireland’s tallest building, the Obel Tower, is let to international law firm Allen & Overy and was brought to the market by Lisney in early May. Obel 68 is one of a pair of high profile office investments brought to the market by Lisney in recent months; the other being the 70,000 sq. ft. Metro Building on Donegall Square South, which is currently under offer having been marketed at offers in excess of £21m. This Grade A office space overlooking Belfast City Hall is one of Belfast’s most prime buildings.

The sale of Obel 68 to Belfast Harbour, which operates Belfast Port, follows hot on the heels of Lisney’s £16.4m off-

market acquisition of 40-46 Donegall Place for French investment firm Corum Asset Management in June, which is the largest retail investment transaction in Northern Ireland so far this year.

Nicky Finnieston, Investment Director at Belfast-based Lisney, commented; “We always expected this instruction to be well received locally, but we were pleasantly surprised by the level of interest coming from London and internationally. We had interest from private investors, property companies, private equity and institutions which is a glowing vote of confidence for the Belfast office market.

“The positive narrative around prime office space in Belfast continues to be buoyed by strong occupier demand

and significant rental growth in recent years. Growing confidence in the office rental market over the past couple of years has resulted in a record first quarter take up in 2018 of 270,000 sq. ft. that provides a compelling backdrop for potential investors.

“We’ve also seen prime office rents move from £12.50 per square foot to over £21.50 over recent years and there are a number of office schemes planned where quoting rents will be

upwards of £23 per square foot.”

Nicky concluded; “We have seen investment volumes increase from £26m in the first half of 2017 to approximately £70m in the first half of this year andthe sale of Obel 68 and Metro will help make sure that those volumes will continue to rise throughout the remainder of the year, with the backdrop of increasing demand for quality investments from local and overseas investors.”

Big Data Belfast Aims To ‘Improve The Presence Of NI On Global Stage’ Big Data Belfast returns with a world-leading lineup of speakers delivering real-world insights into new technologies, ideas, and tools from right across the sector.

Launching this year’s Big Data Belfast conference and announcing SmashFly as headline sponsor are, from left: Analytics Engines CTO Dr Alastair McKinley, SmashFly Site Lead Gareth McCullough, Analytics Engines CEO Dr Aislinn Rice, and SmashFly CEO Thom Kenney.

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he one-day conference, which takes place at Belfast Waterfront on Thursday 18 October 2018, will explore trends and opportunities emerging in health care, Smart Cities & IoT, fintech, artificial intelligence and machine learning, cyber security and business analytics.

Speakers include world-renowned professional hacker and founder of WhiteHat Security Jerimiah Grossman, Lead Data Scientist at Liverpool Football Club William Spearman, and Programme Director from the Alan Turing Institute Mark Briers. Also speaking will be Thom Kenney, CEO of recruitment marketing software solutions SmashFly which recently announced a major investment in Belfast creating 70 new jobs.

On Big Data Belfast 2018, Analytics Engines CEO, Dr Aislinn Rice said: “We are looking forward to delivering another world-class event on all aspects relating to Big Data. The aim

of Big Data Belfast is to drive thought leadership in one of the most exciting and expansive business clusters based in Northern Ireland and to improve the presence of Northern Ireland plc on the global stage.”

SmashFly CEO Thom Kenney said: “We couldn’t be more excited to support this event and, more generally, the Belfast tech community.

SmashFly is committed to helping grow the tech ecosystem in Belfast and this conference is an excellent opportunity to bring together all of the brightest minds in this industry and dig into the trends that will fundamentally transform how companies operate in the future.

We’re thrilled to be a part of it.”

Big Data Belfast is proud to be partnered with Headline Sponsor SmashFly Technologies; Strategic Partners Citi and Allstate; and Industry Partners MSC Group.

Eye on News

Nitec: All-Ireland finalists once again in the Microsoft Partner of the Year Awards Hot on the heels of last year’s success, Nitec Solutions continues to be rated as one of Microsoft Ireland’s top technology partners in the areas of security and productivity.

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ommenting on being finalists in the categories of both Security Partner of the Year and Modern Workplace Partner of the Year, Michael Hutchinson, Nitec’s Operations Director, said, “It is particularly satisfying when this kind of recognition matches the key outcomes for each of our customers we are fixated on.

Our company tag line, Secure Productivity, is not simply a pithy, marketing soundbite but a philosophy that underpins the technologies we deliver. Whether it be

cyber security, unified collaboration tools or business transformation software, Nitec believes that security and productivity – in that order - lie at the heart of any return on investment.

“With Nitec’s unique methodology of account management using the exciting capabilities of Microsoft’s Modern Workplace, as well as the larger one-off type projects, we are seeking to make small but significant monthly incremental changes to the security environment and workplace productivity that are both practical and timely in the fast-moving world of cyber security threats and GDPR regulation.”

Security Partner of the Year Award recognises a partner who has played a critical role in helping customers achieve their security objectives by providing solutions with Microsoft security and compliance capabilities.

The Modern Workplace Partner of the

Year Award honours a partner that has seen substantial and sustainable growth in helping customers transform their workplace with Microsoft 365 capabilities.

Nitec Solutions is a Microsoft Gold Partner with Gold competencies across

our wide ranging services from Office 365 and Azure including Windows and Devices, Small and Midmarket Cloud Solutions, Cloud Productivity and Cloud Platform.

For more information, call us on 028 9442 7000 or email solutions@nitec.com

NI Rescue Group Calls On Businesses To Help Its Work Saving Refugees

An organisation run by Northern Ireland volunteers, which has saved the lives of 3,700 people from the waters around the Greek island of Lesvos this year, has written to businesses to help it continue.

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efugee Rescue, set up by singersongwriter Joby Fox, artist Jude Bennet and Michael Cecil, captain of the Rathlin Island Ferry, continues to deploy the rescue boat Mo Chara to help people attempting the treacherous crossing from Turkey to Lesvos.

The organisation is running low in funds and is appealing for local businesses to

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help to keep this vital operation going.

At its height, thousands of refugees were attempting the crossing every day to escape the war in Syria, causing an international crisis. As numbers fell, the world’s attention turned to other issues, leaving Refugee Rescue to hold the line, helping the desperate people still attempting to cross from Turkey.

The group’s efforts were highlighted in a recent BBC Documentary, The Crossing, which showed the great difficulties providing this kind of operation in desperate and difficult circumstances.

Michael Cecil, the Chair of Refugee Rescue and part time skipper of the ‘Mo Chara’, said the organisation was dependent on goodwill to provide life-saving services.

“We work in a highly intensive environment where our small vessel can reach people in distress better than any vessel available to the Greek Coast Guard and EU border guards. This gives us the edge, and in turn makes our team indispensable. Two and half years later, whilst the numbers may have reduced from those chaotic times, there are still people - families and children - taking the perilous journey every day,” he said.

In early 2017 the European Union did a deal with Turkey to confront the then prolific smuggling network that had emerged along the Turkish coast. To a large degree this stemmed the flow of people crossing. As a result the smuggling operation moved to the Mediterranean and many of the NGOs followed suit.

However, to this day Refugee Rescue maintain its operation within this narrow but deadly part of the Aegean Sea. Joby Fox, co-founder of Refugee Rescue said: “We are holding the line here while all the focus is on the Mediterranean, for understandable reasons, but we are dealing with serious life and death situations almost daily here. This crossing has now been largely forgotten but we have assisted 3,700 people since the start of 2018. This year we have also seen a 20 percent month on month increase of people arriving on the North Shore of Lesvos.

“When you understand the small scale of the area we are working in these are truly shocking figures - but of course they are not just figures, they are people, most of them women and children. We are in desperate need of extra resources to maintain the boat and a skeleton staff.

We need help, and we need it now.”

Refugee Rescue is a registered UK charity and is calling out for funds but particularly corporate sponsorships. The organisation is calling on businesses and individuals to take initiatives to fundraise and donate via refugeerescue.co.uk

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Eye on News

Tourism Chiefs Get On Board The Glider Visit Belfast and Tourism Northern Ireland chief executives Gerry Lennon and John McGrillen join the Lord Mayor of Belfast, Councillor Deirdre Hargey, on board one of Translink’s new Glider fleet of vehicles ahead of the start of the new service launch at the start of September.

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he new Gilder fleet provides direct services between east and west Belfast, linking in the Titanic Quarter, and represents an investment of more than £90 million.

Boarding the new eco-hybrid Glider, the Lord Mayor welcomed this major investment in the city’s public transport infrastructure: “As a city reenergised, we want to see even more visitors come to Belfast annually, so it’s critical we have the infrastructure in place to enable that growth. The Glider service will enhance the city’s public transport offering, allowing visitors and residents to get across the city quickly and efficiently.”

With significant investment in the city’s hotels and visitor attractions, tourism now generates around £330 million annually for Belfast and supports over 18,000 jobs across the city.

Gerry Lennon, Chief Executive of Visit Belfast said the new service will help support tourism growth.

“Moving people effectively around on public transport enables visitors to Belfast to explore and experience more of the city, which in turn, will help spread the economic benefit of our flourishing tourism industry and importantly support tourism jobs.”

Echoing the sentiment, John McGrillen, Chief Executive, Tourism NI, said:

Visit Belfast and Tourism Northern Ireland chief executives Gerry Lennon and John McGrillen joined the Lord Mayor of Belfast, Councillor Deirdre Hargey, and Translink Chief Executive Chris Conway, on board one of Translink’s new Glider fleet of vehicles.

“2017 was a record year for tourism as we welcomed almost 5 million visitors to Northern Ireland and early signs for 2018 bode well for another significant year for tourism.

“Investing in efficient public transport is highly important

in ensuring we offer visitors from across the world the best experience possible when visiting our cities, allowing them to easily access our fantastic range of visitor attractions.”

Belfast Welcomes New Stena Vessel Belfast Harbour CEO Joe O’Neill welcomes Captain Marcel Schaar of the Stena Forerunner to Belfast ahead of the ferry’s first sailing from Belfast to Liverpool.

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he 3,000 lane metre Stena Forerunner has been introduced as a result to growing market demand and the need for increased capacity and will increase weekly freight capacity on the service by almost 10%.

Paul Grant, Stena Line Trade Director commented: “We are delighted to welcome the Stena Forerunner to Belfast and the introduction and investment of this larger vessel demonstrates our ongoing commitment to the freight market. This year we’re experiencing strong growth of 6% on the Belfast to Liverpool route and

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future plans include the introduction of two new build ferries on this service during spring 2020 and early 2021.”

Stena Line is currently the largest ferry operator on the Irish Sea, offering the biggest fleet and the widest choice of routes between Ireland and Britain including Belfast to Liverpool and Heysham, Belfast to Cairnryan, Dublin to Holyhead and Rosslare to Fishguard routes, with a total of 232 weekly sailing options between Ireland and Britain. Stena Line also offers a direct service from Rosslare to Cherbourg with three return crossings a week.

Eye on News

Innovation Factory Collaboration Starts New Tourism Business Two entrepreneurs from West Belfast have started a tour company dedicated to injecting more money into the local economy by encouraging tourists to spend more time experiencing the local culture.

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avid Kearns and Michael McCusker of Tour Ticket Ireland based at the Innovation Factory on the Springfield Road believe that many internationally organised tours do not benefit the local economy as much as they could.

As they launched their new whiskey tour of Ireland, David said: “We want Tour Ticket Ireland to be a vehicle for local tourism, to encourage people to spend more time in Belfast and use the local amenities.”

“We are structuring our tours so that people have time for an authentic experience – eating locally and having time to absorb the culture.”

Both partners are passionate about developing the tourism infrastructure in West Belfast, having grown up just minutes from where they have now founded a business.

Michael and David met at the Innovation Factory, which specialises in helping

start-ups develop by fostering and encouraging innovation and collaboration.

David was running his successful website and app development company Media Nerds when they decided to work together to develop Tour Ticket Ireland.

Since December they have been developing tours, creating partnerships with other organisations and developing their website www.tourticketireland.com Their four day whiskey tour takes in five distilleries including the Jameson Distillery in Dublin, the Old Bushmills Distillery, Nephin Whiskey, Co Mayo, Walsh Whiskey, Co Carlow and Tullamore Dew in Co Offaly.

Majella Barkley, Innovation Director at the Innovation Factory, said: “Tour Ticket Ireland is a great example of the culture of collaboration we are seeking to foster at the Innovation Factory. It is fantastic to see two local men having the entrepreneurial drive to take on the big tour companies by doing something fresh and new.”

David Kearns and Michael McCusker of Tour Ticket Ireland celebrate the launch of their new Irish Whiskey Tour with Innovation Factory Innovation Director Majella Barkley and Centre Manager Anna McDonnell. The pair met at the Springfield Road site which specialises in helping start-ups develop by fostering and encouraging innovation and collaboration.

Innovation Factory is owned by Belfast City Council and operated on their behalf

by Oxford Innovation. The £9.1m business hub was funded by Belfast City Council and Invest NI with support from the European Regional Development Fund.

Customers include a range of start-ups and growing businesses in a variety of sectors including digital services, creative industries, business services, financial services and research and development.

Neurovalens Founder Wins Barclays Award

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A Northern Ireland innovator has won two regional accolades at the Barclays UK-wide Entrepreneur of the Year Awards.

eading neuroscientist Dr Jason McKeown, CEO of Neurovalens, has taken the health tech sector by storm with technology that noninvasively stimulates the brain, allowing neurological issues to be treated with revolutionary wearable devices. The founder was selected as the Scotland and Northern Ireland winner in the Start-up Entrepreneur of the Year category and has been awarded an Eagle Labs Innovation Award.

As the sole Northern Ireland company to be listed in the UK wide awards, Jason and his team will now compete against the most innovative businesses at the national awards to be held in London in October.

Neurovalens’ first commercial product, Modius, is a headset that influences the part of the brain responsible for appetite and fullness, allowing the entire weight loss process to become easier

and more enjoyable. The company, born out of Barclays Eagle Lab at Ormeau Baths in 2016, has gone on to become one of Northern Ireland’s fastest growing start-up companies.

Since launching Modius in August 2017, with just three staff, the company has sold over 8,500 units and through a listing with Amazon the product has been shipped to 85 countries across the world.

Neurovalens now employ 30 people and operates an online community, Modius Life, where users have completed over 300,000 hours of sessions. The users of the product are seeing an average of 8 pounds lost in just a few months of use, with the top 100 users currently having lost an average of almost 30lbs.

Dr Jason McKeown commented, “I am delighted to have won two regional Barclays Entrepreneur Awards, thank you to everyone who has supported

Neurovalens on our journey so far. I founded Neurovalens as I have always been driven by the belief that together, science and technology have tremendous potential to improve the lives of millions of people across the world.

“Although we develop the technology in several medical areas, we decided that our primary focus, Modius, be on the area of weight loss. The obesity epidemic of my generation is an ongoing issue that is fast becoming normalised with no real positive solutions in place.

“My team and I work hard to create a community where people feel supported on their weight loss journey, from nutrition to fitness and we are thrilled with the positive results so far. Our vision is to transform the way people see weight loss and to be the global leader in other neuro-technology solutions - so watch this space!”.

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Eye on Professional Services

Harbinson Mulholland:

20 years and counting

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Eye on Professional Services have to master a few new skills!

Darren commented; “It’s so rewarding and a source of real pride to offer opportunities for progression to talent nurtured within the firm – some of whom joined HM as graduate trainees!

I know I speak for all the HM partners when I express our delight at welcoming Angela to the partnership and to Mark and Vincent as directors. I know the calibre of the team in HM and it gives me a great deal of confidence for the future”.

Continuing the legacy

As Harbinson Mulholland (HM) turns 20, new Senior Partner Darren McDowell is enthusiastic about the Belfast based accountancy and advisory firm’s future.

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arren began his tenure as Senior Partner following the retirement of founding partners Jeremy Harbinson and Paul Mulholland in June. A partner himself in HM since 2008, Darren fully understands the values and ethos of the firm and is in no hurry to change its winning approach.

“I’ve been here for 19 of the firm’s 20 years so I understand the appeal of HM for our clients and why, like me they have stayed with us. This was reinforced recently at a 20th anniversary events attended by over 200 clients and friends of the firm including Richard Wigley of the Ulster Orchestra, and the Lord Chief Justice Sir Declan Morgan.

The events were fantastic and underlined our core values of professional but extremely personal client service. I was overwhelmed by the turnout and it certainly served to energize me stepping into my new role”.

Backing HM talent Darren isn’t the only familiar HM face moving into a new position, Angela Craigan, who has been with HM for 17 years has been appointed as a partner.

Angela worked closely with Paul Mulholland throughout her HM career and her promotion was viewed within the firm as a natural and deserved progression.

Two others taking on more senior roles in recognition of their standing and expertise in their given fields are Mark Coleman and Vincent Bradley. Tax Director Mark is another stalwart of the firm working in HM for 15 years.

As well as dealing with the tax affairs of his own clients, Mark is frequently called upon and well able to deliver tax advice in a variety of commercial scenarios.

Vincent equally has carved out a reputation in the specialist field of forensic accounting for his experience and ability when faced with complex criminal and commercial matters. Serving alongside Partner Brendan Dwyer for 15 years, Vincent showcased his capacity and expertise earlier this year when Brendan took ill suddenly when attending a BKR International Conference in London. It was a difficult time for the firm as a whole, no-one more so than Vincent, but he stepped up with no fuss to keep things on track until Brendan returned in March. With the duo now back to full strength Vincent will not only continue to build on his commercial and criminal litigation expertise but as a new father to a baby boy he might just

The firm Paul and Jeremy founded focused initially on forensic accounting and business advice, including audit and accounts, for local businesses. Today this continues and with our expanded team of 50 employees, including 7 partners and 2 licensed insolvency practitioners, HM delivers a broad base of expertise to a mix of clients from small firms to large owner managed businesses across the province.

As Darren says, “Ultimately the key to our service delivery is that we are small enough to offer a personal service and big enough to tap into a multi-disciplinary range of skills when our clients need them. Family firms and SMEs, charities and knowledge economy businesses have become the bedrock of the HM client base along with established relationships in the legal sector for forensic accounting services. “ The breadth of experience within HM spans commercial acquisitions, due diligence, corporate recovery, personal and corporate tax, forensic accounting along with accounting and audit work.

The HM focus for the last 20 years has always been on providing excellent client service and this will continue long into the future.

For more information visit www.harbinson-mulholland.com

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Eye on Energy

Electric Ireland‌ Powering Northern Ireland’s Economy As a relatively new brand you could be forgiven for underestimating the heritage, wealth of experience and expertise that Electric Ireland has in supplying energy to Northern Ireland businesses.

Patrick McCarney, Vincent Litchfield, Clare McAllister, David Fusco, Alan Cunningham.

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Eye on Energy

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owever as part of the ESB Group which has been generating, trading and supplying energy across the Island of Ireland for 90 years, Electric Ireland has an unrivalled reputation in the energy sector. That long-standing trust, innovation, expertise and market understanding has enabled Electric Ireland to build a business customer base in Northern Ireland that sees it playing an integral role in helping to drive economic growth and create employment.

Electric Ireland supplies a staggering 40% of SME and large businesses in Ireland with the team in Northern Ireland being an ever present partner of local businesses for nearly twenty years.

Clare McAllister, who heads up the NI sales and marketing team, says a key ingredient of the brand’s business success is its local customer relationship team (CRMs) which has industry leading experience and expertise.

“As an energy provider, be it the supply of electricity, gas or both, our success is dependent upon many factors, not least of which is having a comprehensive understanding of customers’ business and their fluid and evolving needs; it’s also about knowing the industry they are in, who their suppliers and partners are, where the opportunities and

Alan Cunningham: Customer Relationship Manager Alan works with Electric Ireland’s large SME customers

threats are within that industry and ensuring Electric Ireland is continually providing added value and support to those customers.”

There can be no doubting Electric Ireland’s commitment or indeed ability to grow its customer base given its surety of supply and its breadth of business knowledge.

Since entering the residential market in 2015, Electric Ireland has shown commitment to the marketplace, supporting community focused sponsorships which in turn has been instrumental in establishing brand awareness at a healthy 65%. This level of awareness is, of course, of great benefit to the business supply team.

However, its only when you get an understanding of the specific businesses and industries Electric Ireland supplies that you get a sense of the broad and varied knowledge and expertise within the team.

Many of Northern Ireland’s leading companies are Electric Ireland customers including Moy Park, BT, Lakeland Dairies and Allstate to name a few and with them come valued relationships based on an ability to provide solutions that solve very diverse and changing needs in a complex and dynamic market.

A great example of that diversity is within the agrifood sector that contributes £4.4billion to the Northern

David Fusco: Customer Relationship Manager

Vincent Litchfield: Customer Relationship Manager

David specialises in Electric Ireland’s gas offering

Vincent’s role is focused on working with large commercial groups

Ireland economy and one in which Electric Ireland’s services radiate throughout its supply chain.

Clare explains, “There is a really strong link between our company and the complete farm to fork process. We supply farmers, manufacturers and producers, packagers, distributers, wholesalers and retailers of various sizes.

Most important to us is understanding our customers’ interdependencies while delivering on their very specific and bespoke needs with tailored energy products and services to match.”

Electric Ireland’s customer base in the sector is impressive with many of the businesses having a strong export footprint including LacPatrick, Strathroy, Foyle Foods, Greiner Packaging, Huhtamaki in addition to Moy Park and Lakeland Dairies.

“It is that understanding of the industry and its sustainability commitments, our innovation and ability to tailor energy solutions that has been the driver behind our supply cascading throughout the food chain including 5,000 farms of every description,” added Clare.

Leading industry customers have endorsed the brand’s expertise including Gabriel Darcy, CEO, LacPatrick Artigarvan who commented, “Electric Ireland share our goal to run a highly energy-efficient, innovative

Patrick McCarney: Customer Relationship Manager Patrick specialises in Industrial and Commercial customers

production facility, not only in supporting over 1,000 family farms with a supply base but also providing wider social and economic benefits.”

Electric Ireland completes the field to fork industry delivery by supplying some of the leading names in hospitality and tourism including Ten Square, Malmaison and Maldron hotels.

These SME customers, along with others across production, retail, professional services and manufacturing have contributed to a 10% increase in Electric Ireland’s supply in 2018. Such businesses are integral to supporting the local economy and employment in communities throughout Northern Ireland. Building further on its continued support of them, the team at Electric Ireland will also be launching a new SME Premium insight tool in the coming weeks. It will show customers how their business consumes energy, giving them the ability to benchmark usage against their competitors and receive personalised tips to help reduce energy costs.

Commenting on the company’s plans for the future, Clare says: “As a business we continue to invest, innovate, and work with customers one to one to provide real valuable support within their business and it is that approach coupled with an outstanding team that will be the bedrock of our business in the years ahead.”

Clare McAllister: Sales and Marketing Manager NI Clare leads the Electric Ireland NI team

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From everyday collection to environmental protection Think ISL Waste Management

islwastemanagement.co.uk | @ISL_Waste | @Wonderful_Waste

Making Waste Wonderful

Eye on Cover Story

Henderson Group & Eurospar The Retail Revolution Goes On A continuing change in how we all shop for food lies behind the rapid growth in the convenience retail sector.

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t’s a retail revolution being led from the front by the Henderson Group, the familyowned local company behind the Spar and Eurospar franchise here in Northern Ireland.

Henderson’s Retail Director Mark McCammond is one of the most experienced retail industry executives around these parts....and his views on how food retailing has changed are always worth listening to.

Mark McCammond started his career running an 800 sq.ft shop in East Belfast for the old Belfast Co-Op Society and worked his way up the store management chain there before moving to GEC Avery and then to the emerging Iceland retail chain, managing Iceland’s store estate across Northern Ireland and the Republic of Ireland.

He went on to join Henderson Group for his first spell between 2001 and 2009 before leaving Northern Ireland to join Sainsburys in England, where he served on the board of the Sainsbury’s local convenience operation. He went on to return to the Spar brand as Managing Director of Appleby Westward Group, the company running the Spar franchise for the South West of England, based in Plymouth. McCammond returned to his native Northern Ireland and

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his current role four years ago.

It’s a role that puts him in charge of the 87 companyowned Spar and Eurospar stores around Northern Ireland.

The retail network has seen substantial growth over recent years, and the pace doesn’t look likely to slacken.

“I suppose our rapid growth started in earnest when we bought out the majority of the former company-owned BP and Shell Northern Ireland forecourts fifteen years ago and really got into the business of forecourt retailing. Today, we’ve got 67 forecourt sites, the majority of which are branded either BP or Maxol.

“What we’ve done is to introduce and develop the concept of midsized full service supermarkets in local areas that also happen to sell fuel,” says McCammond.

“The way we look at it is that fuel is just one of the products that we sell. They are very much ‘food stores selling fuel’ rather than ‘forecourts with a food store’” Eurospar outlets, the larger of the Henderson Group retail formats, account for one third of Henderson’s company-owned sites. They’re typically twice the size of traditional convenience outlets, they carry a much larger range, and they all come with in-store butcheries, food to go deli counters, quite a few will also have a Subway outlet and other facilities, including Post Office branches.

McCammond moves on to how our shopping habits have changed.

“For most people these days, the

big weekly shop is a thing of the past,” he says. “More and more of us shop locally and we’ll either buy day by day or we’ll buy enough to cover a couple of days. It’s a bit of a sweet spot for us. We’re in the right place to provide wellequipped, modern local stores to meet that need precisely.

“The way we look at it is that fuel is just one of the products that we sell. They are very much ‘food stores selling fuel’ rather than ‘forecourts with a food store.”

“The philosophy of Henderson Group and the Agnew family who own it is a simple one – local people running local stores showcasing famous local products and serving local communities. It’s a philosophy that I really like and it’s why I decided to come back to work here and work for this group.

“Henderson Group is a company that is willing to take calculated risks when investing for the long term. Retail is always a risk business, after all.

Every new store opening and every investment represents a risk and an opportunity. But this company understands its territory, is careful at evaluating opportunities and is patient. It has a vision and it sticks with

that vision. It’s all about having confidence in the business model without becoming complacent.”

Within the wider retail revolution, another revolution has been taking place within the group’s Spar and Eurospar stores. The proportion of fresh food has increased dramatically, from fresh fruit and vegetables through to pre-packed meat and a wide range of inspirational fresh food products.

Over 75% of the fresh food lines in store are sourced from Irish-based suppliers, ranging from bigger companies like Mash Direct and Irwin’s Bakery through to smaller suppliers such as Patton’s Bakery in Newtownards, Clandeboye Estate Yoghurt and butchers McAtamney’s.

“We’ve got fresh food ingredients for those who want to cook meals from scratch, we’ve got components for those who want to be able to assemble tonight’s dinner in half an hour or so, and we’ve got solutions for those who want something quick, easy and tasty.

“And our Eurospar stores operate a price-match campaign on hundreds of products with Tesco to ensure that we’re offering the very best value possible,” he adds. “We’re well aware that we’re operating in a very competitive environment and that our customers have a choice every time they head out to shop.”

But he’s also quick to emphasise one clear USP that the Henderson Group can offer. It’s Spar and Eurospar stores are rooted in their individual communities.

Eye on Cover Story

Henderson’s Retail Director Mark McCammond

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Eye on Cover Story “Whether the store is in a suburb of Belfast or in the centre of a rural village, we work hard to ensure that it’s part of its community. That ethos runs right through to the local produce that we have on sale. You’ll see interesting locally-produced food for sale in some stores sourced from very small producers that you just won’t see in others, and definitely not in the multiples..”

And that, he underlines, is different from the ‘cookie cutter’ approach taken by the big multiples, where a store in East Grinstead will look and feel the same as one in Enniskillen.

The recently-opened Eurospar store at the ground-breaking Wallace Village development in Lisburn is a prime example of what Mark McCammond is talking about. It’s right at the heart of the brand new community there and it’s big enough, with a comprehensive enough range representing great local value to ensure that its customers rarely have to shop anywhere else.

Henderson Group, he says, continues to look for new greenfield sites for stores as well as planning refurbishments of existing stores. “We need to

have a good pipeline of potential sites going forward and we’re lucky to have one, thanks to a busy acquisition team here at our head office,” he says. “And

“Everyone says it, but it’s our people that makes this business. We’ve got a team that is very passionate about this business and what it’s all about.

They take a real pride in what we do.”

they are increasingly larger sites with plenty of space for car parking...the kind of sites that are needed to meet our growing proposition needs and customer expectations.”

The average Eurospar outlet these days is typically around 6,000 sq.ft. To 7,000 sq.ft. So the days of having to trek to a major multiple, a bit like the weekly family shop, are on the way out.

The team at Henderson Group must be doing something right.

They’re serial winners at the annual Retail Industry Awards & Forecourt Trader Awards held

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on London’s Park Lane, and this time around, 28 Spar or Eurospar stores from Northern Ireland are on the London shortlists.

It’s a level of success that has led to many a deputation from other regions to beat a path to Northern Ireland to see how the local Spar/ Eurospar franchisee is doing it.

But success is no accident.

Henderson Group continues to invest its profits back into the development of its business and in supporting charitable causes. Annual profits regularly run at the £23 to £25 million level, so there’s a strong investment pipeline available.

Investments in recent years have included the Group’s brand new headquarters building at Mallusk, and the £12.5 million 180,000 sq.ft ambient warehouse across the road. Next on the agenda is a new building for the company’s Henderson FoodService business.

Away from bricks and mortar, the Group is one of relatively few local holders of Investors In People Gold status. “Everyone says it, but it’s our people that makes this business. We’ve got a team that is very passionate about this business and what it’s all about. They take a real pride in what we do.”

Eye on News

Belfast Based IT Service Firm Expands Through Acquisition Zenith Networks, a leading Belfast based Information Technology company, has announced further expansion of its business with the acquisition of the client book of GSL, a Larne based IT support company.

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his is the third major acquisition

by Zenith which has also seen significant organic growth in the last 12 months. Zenith previously acquired Lyle Distribution and DIT. Martin Lyons, Managing Director of Zenith Networks, says the company has been on a growth path over the last 24 months which has seen the company move into larger premises in East Belfast, recruit additional staff and now acquire the GSL client book, in a mutually beneficial deal between the two companies.

“We have been expanding our own client base quite significantly both in the geographic areas in which we operate and in the sectors where we have specialisms. For example we

now deliver on the IT needs of quite a significant percentage of the hospitality market across Northern Ireland. We now service the IT needs of 10 leading hotels including a number in the North West which is a growing tourism market. Whilst the majority of our clients are based in NI, ROI and the UK many serve customer on a global basis and we manage their IT requirements from our base in Portview Trade Centre on the Newtownards Road.

Zenith has recently signed new deals with the Beannchor Group, Victoria Square shopping centre and Eastside Partnership in east Belfast.

Martin says, “We are currently engaged in a twin track approach to company growth.

Where we see an opportunity to expand

through acquisition we will pursue that and in fact we were well down the road towards another acquisition when the GSL opportunity presented itself and required a quick response from Zenith. GSL and its owner Liam Black are highly respected and the company had an impressive client base who benefitted from a locally delivered, reliable IT support service.

We intend to mirror and build on the service and goodwill Liam has built with his clients, and our standing as a locally based firm with an ability to respond dynamically and quickly to customer needs means we will do that successfully.

“With the GSL deal now complete and bedded down we can focus on the other live acquisition prospect, while also

growing our customer base organically in Northern Ireland and beyond.’’

“Zenith Networks is in a period of sustained business growth, with a directly connected growth in staff numbers and turnover. We are right where we need to be and the GSL acquisition goes a long way to securing our status as a leading independent IT service provider in Northern Ireland.’’

Landmark Deal Secures €118M Of Investment For Agri Tech Company Devenish Nutrition

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elfast-based agri technology company Devenish Nutrition has secured €118 million in long-term funding to enable its research, development and growth plans. This major refinancing deal is made possible by a pioneering investment of €40 million from the European Investment Bank (EIB). The EIB investment has been combined with commitments from Devenish’s new commercial finance partners, Ulster Bank and Danske Bank.

The EIB investment is the largest ever support for agri-business in Ireland by the EIB. It is also the first support for the agri-business sector in the country under the Investment Plan for Europe, in which the European Commission and EIB are strategic partners.

The EIB loan will enable Devenish to develop a purpose-built Global Innovation Centre in Dowth, County Meath, from where it will develop and showcase its ‘One Health – from Soil to Society’ research, development

and innovation programme. It will also fund innovation related capital projects and research into optimised animal nutrition, food innovation, health and sustainability.

EY Ireland acted as corporate finance and tax advisors on the transaction.

Devenish has ambitious long-term growth plans; by 2021 it aims to increase turnover by over £100m to circa £315m and add over 100 new jobs to its current 450-strong international employee base. The dual support from Ulster Bank and Danske Bank will fuel this growth.

Richard Kennedy, Group CEO of Devenish said: “This major financial boost marks a most significant milestone for Devenish as we seek to realise our vision of becoming the world’s leading provider of integrated animal, human and environmental health solutions.

“This funding will be invested in the business to build and grow our research & development and manufacturing

Pictured (l-r) are Richard Kennedy, Group CEO at Devenish, Andrew McDowell, Vice President of the European Investment Bank and Owen Brennan, Chairman of Devenish

capabilities as well as facilitate our mergers and acquisitions activity.

“We take great pride that EIB have the confidence to support not just the future of Devenish, but the future of the Irish agri food sector overall.

“Equally, the support of both Ulster

Bank and Danske Bank is crucial in enabling us to progress our future growth plans as we seek to develop Devenish’s presence in domestic and international markets and enhance our manufacturing capabilities worldwide,” Richard Kennedy said.

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Eye on Finance

Fairstone, financial advice with the focus on quality

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A visit to Fairstone Northern Ireland’s modern and spacious offices outside Lisburn gives the first clue to the company’s eye to detail and emphasis on quality. That’s not a bad couple of attributes for a firm entrusted with managing other people’s money.

Eye on Finance

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ith upwards of 300 advisers on its books and £4 billion in funds under management, Fairstone is one the UK’s largest financial advisory and wealth management groups. The Northern Ireland office is run by two experienced local Chartered financial planners.

Peter Savage and Sean Larkin met while working for Barclays Bank’s independent financial advisory unit in Belfast. The partners decided that they didn’t care for the big bank approach to financial advice and went on to set up their own independent firm in 2007, just as the world’s financial markets headed into turmoil.

“It might sound like a bit of disaster, but it worked in our favour,” says Peter Savage. “The markets changed, everything changed and over the next couple of years a lot of people needed fresh, up to the minute financial advice.”

The pair’s company was established as First Financial but went on to become part of the UK-wide Fairstone Group several years ago.

“Being part of Fairstone means that we have the strength, resources and expertise of a big UK-wide group but we’re able to operate as a relatively small, clientfocused operation serving the Northern Ireland marketplace,” Savage adds.

“With Fairstone support staff who manage compliance and helping with our marketing, we’ve been able to concentrate on working with our clients, and that’s helped us to develop Fairstone’s Northern Ireland hub, becoming one of the top 5 independent advisory firms in this region.”

Peter Savage and Sean Larkin have worked hard to achieve top level financial qualifications; both are Chartered financial planners and have given up a lot of their personal time to study for a steady stream of financial management exams.

In addition to working with clients and supervising a growing team at Fairstone NI, Peter Savage and Sean Larkin are on the acquisition trail. Fairstone NI has already brought a number of financial advisory operations around the region into Fairstone and are on the look-out for more acquisition opportunities.

“We’re keen to talk to financial advisers with established good client relationships who would be interested in joining Fairstone . A number of local advisers have already done that, and become part of the Fairstone team,” adds Sean Larkin.

“We have a strong acquisition proposition and we have also developed a smooth and seamless integration process for clients coming to Fairstone via that route.”

The two partners at Fairstone NI have one clear-cut aim. “It’s simple. We want to grow to be Northern Ireland’s Number 1 IFA over the next few years,” says Larkin.

“With Fairstone’s strength and backing, we think that’s an achievable target.”

Fairstone Northern Ireland is able to offer financial advice and services across the board. The two principals at the company are pension specialists, but the company can also look at specialist areas including estate and succession planning.

“We advise many doctors and others within the medical profession, and we’ve also developed an expanse of expertise in working with the pre and post-retirement stage,” says Peter Savage. “But our advice spans all of the age groups. Our client list also includes quite a number of younger people who’ve stepped on to the property ladder and need to have the right kind of protection in place.”

“So, I’m confident that we have all the disciplines and areas of specialisation in place and available to our clients.”

“We keep close to our clients,” Sean Larkin emphasises. “That’s vital to what we do.

“We’re keen to talk to financial advisers with established good client relationships who would be interested in joining Fairstone . A number of local advisers have already done that, and become part of the Fairstone team.”

Sean Larkin, Fairstone

“The markets changed, everything changed and over the next couple of years a lot of people needed fresh, up to the minute financial advice.”

Peter Savage, Fairstone

People’s financial needs change and the onus is on us to stay in touch with the clients that we advise. The fact that we have maintained a steady relationship with our clients over the years is a testament to our knowledge of the markets, rapport with our clients and quality of service.”

Like other IFA’s, Fairstone NI has established referral partners, including local firms of solicitors and accountants, who refer clients for specialist financial advice.

“The clients are much better informed now than they have ever been,” Savage adds. “In today’s world, clients can obtain financial information via the internet and some clients come in here remarkably well informed about the markets and the products available. But it’s no bad thing....it keeps us on our game!”

Larkin and Savage are enthusiastic about what they do and are keen to see independent financial advisers being considered; as they increasingly are, as a profession.

“We strongly believe that we provide a very professional service to our clients, and we work hard to make sure that the professional service is as relevant and up to date as it possibly can be.”

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Eye on Technology

Nimbus...

Rapid Growth For Belfast IT Consultancy

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Eye on Technology It’s only when Gareth McAlister starts to talk about the contracts his company is working on, and when you see the hive of activity at their head office in Belfast, that it becomes clear that Nimbus has been accelerating through the gears as it continues to grow.

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he fact that Nimbus were winners within the Technology Business of the Year Category at this summer’s Business Eye First Trust Bank Small Business Awards (the BEFTA’s) speaks volumes about the firm’s growth and development, as does the fact that Gareth McAlister has featured in the recent ‘40 Under 40’ identified by Business First magazine, and been named as one of the tech sector’s top entrepreneurs by Digital DNA. “Awards are great, but business isn’t about the accolades,” says Gareth from the company’s offices at Heron Wharf in Belfast’s Harbour Estate. “It’s about developing close partnerships with our clients, getting to know every aspect of their business, so we can design world class solutions for them that allows them to improve productivity and grow flexibly.”

“We’ve had our busiest year so far, and it looks like next year is shaping up to be even busier!” he says simply. “We’ve completed our biggest projects to date, and are working with a growing number of customers, some of the fastest growing businesses in NI, across a wide range of business sectors, and on a really wide range of different projects.”

It was whilst working with one of the world’s largest IT firms, Fujitsu, that McAlister spotted a gap in the market to bring the type of technologies that corporate size businesses were using to benefit from the cloud revolution and full managed IT services to local private companies.So in 2010, in the midst of a global recession, McAlister set up Nimbus, then a typical “back bedroom” enterprise. Now, aided by his wife Roisin who joined the business in 2017, it has grown to become one of the emerging forces in the local tech sector.

Nimbus provides managed IT solutions for businesses specialising in Managed IT Support, bespoke IT solutions, cloud services and cyber security

consultation and implementation.

“What this means for our clients is that they benefit from our 24/7/365 award winning software and proactive management of their servers, computers and networks…all the benefits of having an extension of their own IT department or outsourcing fully to Nimbus without the hassle or cost of employing their own!

“We’ve definitely made an impact in the IT marketplace, and we’ve managed to become a recognised brand and a trusted partner over a relatively short period of time.

That’s testament to the work of the excellent team that we have here.”

Nimbus are set to grow their team of IT experts with a further 8 jobs expected in their Belfast office over the coming 12 months. - Looking a little further down the line, plans are in place with the backing of Invest NI for further jobs to be added to that in the coming couple of years.

At the same time as developing its expertise and its team, Nimbus has been building up an impressive customer base. As well as a large number of well known Northern Ireland businesses, the firm has a growing number of customers in GB and the Republic of Ireland, and also works with US and Indian-based organisations.

The company has been working on some impressive missions over recent months. It has completed and delivered as full-scale technology refresh for Titanic Belfast, voted World’s No. 1 Tourist attraction and one of Belfast’s best known event venues..... replacing all of the organisation’s computers, servers and network security, as well as implementing Office 365, a brand new email, file storage and compliance system.

Nimbus has also worked on behalf of London tech giants FinTrU to set up the IT infrastructure in their brand new office for 300 staff at FinTrU House in the Gasworks, Belfast. “Our role was to design, install and implement

all of the IT infrastructure for the new office, including email, networks and security”.

“And we’ve managed a major rollout of 7000 servers and security appliances across a number of data centres for a California-based company working in European markets. We’re very proud of the wide range of projects that we’re involved in that make up the day to day life of Nimbus now” he says.

The company has also taken the bold step of opening a permanent office in Dublin. The new office, at East Road close to the southern end of the Dublin Port Tunnel, helps Nimbus to service a growing number of ROI customers, including the network of BUPA dental clinics.

Nimbus have also created their own purpose-built Datacentre at their Head Office in Belfast which allows them to service clients’ hosting requirements giving them peace of mind with regard to data safety.

“We’ve built up a lot of expertise in multiple office projects and in providing solutions around the

latest thin client technology.”

“One of big developments in this industry over recent years has been the advent of remote delivery. That means that we, as IT professionals, can deliver solutions and services to our clients from here, no matter where the customers are based.”

“And we’re working for a number of customers on technology that allows their staff to be able to work effectively wherever they are… providing the technology that keeps our clients ahead of the game in remote and flexible working.”

Gareth McAlister goes on to add that the company is working with Invest NI on a range of research and development projects around new technology which will further enhance security and productivity”.

“It has been an exciting and fast paced few years” Gareth adds. “Luckily we’ve got a great team here who are passionate about what we do so its been good fun as well. We’re all looking forward to seeing where the next few years will take us”.

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Eye on Distribution

SHS Group...

NI-Based FMCG Giant Keeps Up The Pace The Belfast-based SHS Group has grown from a family-run sales and marketing operation to become a multinational organisation spanning a number of fastmoving sectors, with five distinct divisions and a workforce of more than 1,000 people. Business Eye catches up with SHS Chief Executive, Elaine Birchall.

How has the business performed in the last 12-18 months?

I am delighted to report a strong performance in the last 12-18 months with overall Group delivering double digit growth pre acquisitions.

The Sales and Marketing Divisions in Ireland and the UK increased revenues from new contracts and and our Condiments & Sauces Division consolidated its position as market leader in private label herbs and spices through improved customer service, innovation and new distribution.

We have extended our soft drinks portfolio through acquisition and by entering new markets and our iconic WKD and Merrydown brands have benefited from recent relaunches.

Most recent acquisitions of Standard Brands & 3V Group – why were they attractive to SHS? We actively monitor consumer trends and there has been significant growth within the ‘better for you’ health related categories. Our investment in Meridian nut butter, no&more craft water and Rocks organic squash brands reflects our desire to invest in quality brands that cater for these evolving consumer needs. Meridian is the leading brand of nut butter across the UK & Ireland and Rocks is the leading brand of Organic Squashes in the UK. A new concept for healthy drinks, no&more is a lightly flavoured infused water without sugar, sweeteners or preservatives.

Our acquisition of international ignition supplier Standard Brands adds the Zip and Sunny Jim brands to a portfolio of owned brands and distribution agreements in the Household category. This strengthens our household offer consolidating our position in core markets and extending our international routes to market.

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I have lived and worked in many different markets so adapting is a way

What do they add to the mix & what are your hopes for the brands?

of life. I have joined a dynamic business with a strong culture & work ethic and a rich variety of brands, markets and people to lead and nurture. The Group’s success exemplifies positivity and possibility and so suits me well.

As part of our overall business plan one key objective is to identify brands that will deliver future growth in the British, Irish and International FMCG markets. We believe the addition of these brands to the SHS Group portfolio enhances our potential to deliver long term sustainable growth by extending channel and category coverage.

What are the best performing brands and/or sectors at the moment?

Extensive spread of different brands in your portfolio – how important is that range and breadth?

The SHS Group is a deliberately diverse business operating in a range of categories and channels. Due to the volatility of markets, the lifecycles of agency business and the long term view required for owned brands, the range and breadth of owned and agency brands is extremely important - it gives us a range of investment choices to optimise the best return on our cost base and working capital.

We recognise the importance of category expertise, innovation and fresh thinking to drive category value across our Divisions. We remain close to our markets and customers and our flat management structure helps us to identify and respond to trends or issues within categories, ultimately to deliver high standards of service that exceed customers’ expectations.

Is SHS always on the lookout for further acquisition opportunities?

Our growth strategy is anchored in maximising value in the branded

On a personal level, how have you adapted to the role in Northern Ireland?

categories we trade in, remaining best in class as an outsourced solution for third party brands and seeking new acquisitions that fit our business model.

We remain active in reviewing the market for opportunities that complement or enhance our core businesses.

1000 approx. employees – is your Northern Ireland base important to SHS and is the Group something of an unsung hero of the NI economy?

Our Belfast based Corporate Services Division supports the rest of the Group through centres of excellence including Information Systems, Logistics, Customer Services, Human Resources, Procurement, Group Finance, Finance Shared Services and Corporate Communications. We have recently launched a project to evolve and enhance our Group wide business processes and systems and have promoted and recruited excellent local talent - so I perceive we have a good reputation as a business partner and employer.

We have a number to report! Our Condiments and Sauces and Meridian businesses are in strong growth with increased consumption of quality herbs and spices and natural nut butters to support healthy lifestyles. Our Drinks and Standard Brands businesses have benefited from the great summer weather with bottlegreen cordials and the Zip summer barbeque range enjoying stellar growth.

What are the growth plans, aims and objectives for SHS going forward?

The senior leadership team and I have developed a five-year strategy – Vision 21. This sets the ambition for our Commercial Divisions and Centres of Excellence and is built on the core pillars of Category Growth, Operational Excellence and Our People.

To support our growth ambitions a new HR function led by Chris Lillie is progressing Our People strategy supplemented by a CR program which recognises the importance of our community and environment.

Our mission is to live our spirit of independence to build brilliant businesses for generations of employees, business partners and shareholders and I am confident that we have the plans and talent to deliver.

We think outside the boundaries to support businesses across Northern Ireland With in-depth sector knowledge and the ability to connect you with local and international partners, we’ll help you achieve your ambitions.

Contact our dedicated relationship team on 0330 150 1244* or visit www.barclayscorporate.com/ni

*Calls to 03 numbers will cost the same as a call to an 01 or 02 number and will be included in any inclusive minutes. To maintain a quality service, we may monitor or record phone calls.

Barclays Bank PLC is registered in England (Company No. 1026167) with its registered office at 1 Churchill Place, London E14 5HP. Barclays Bank PLC is authorised by the Prudential Regulation Authority, and regulated by the Financial Conduct Authority (Financial Services Register No. 122702) and the Prudential Regulation Authority. Barclays is a trading name and trade mark of Barclays PLC and its subsidiaries.

Eye on News

RTS Launches Northern Ireland Programme Awards Pictured at the launch of the 4th RTS NI Programme Awards are Kieran Doherty, Chair of RTS NI; Jannine Waddell, Chair of RTS NI Awards Committee and Zach Willis, MD of Ka-Boom, headline sponsors of this year’s awards in Ka-Boom’s Belfast studios.

The Royal Television Society (RTS) has launched its 2018 Programme Awards for the Northern Ireland creative industries.

O

nce again Ka-Boom, one of Northern Ireland’s leading facilities companies is headline sponsor of RTS NI Awards and the winners will be announced at an exciting ceremony in The Mac as part of Belfast Media Festival, this November.

Kieran Doherty, Chair of RTS NI said: “As an educational charity these awards help the RTS to raise awareness of the growing success and innovation of the creative industries in Northern Ireland. This will be our fourth Awards giving us the opportunity to highlight once again the exceptional people working in Northern Ireland.

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“This year we are proud to announce that the overall Judge’s Award which recognises an outstanding, long term-contribution to the industry by an individual or company is being renamed. It will now be known as the Brian Waddell Award, in memory of one of our most influential programme makers, a true pioneer whose vision more than 30 years ago to set up one of the UK’s first independent production companies has helped to position Northern Ireland at the forefront of the production industry worldwide.�

Jannine Waddell, RTS NI Awards Committee Chair said: “I am deeply touched that the RTS NI has chosen to honour my father’s contribution to the industry he loved with this Award.

It was considered a huge risk to launch a production company away from the hub of London, not to mention in Northern Ireland

during the Troubles, but he went ahead anyway recognising the incredible talent we have here.�

Zach Willis, Company Director and Co-Founder of Ka-Boom said: “The RTS NI Awards are the most respected and sought after creative industry awards in Northern Ireland and we are delighted to be involved as headline sponsor for the second year, applauding the very best of the screen industry in Northern Ireland.

Ka-Boom has grown substantially over the last few years providing high quality facilities not only to the local industry but to the growing international sector who are choosing to base their productions in Northern Ireland.�

Applications for entries to this year’s Awards are available from today (Monday 13 August) until Friday 10th September, 2018.

To qualify for entry, submissions must have been aired between 7th

Aug 2017 and 3rd August 2018 by individuals, broadcasters or companies based in or working in Northern Ireland. Further details can be found on https://rts.org.uk/ region/northern-ireland/awards.

5IF "XBSE DBUFHPSJFT BSF t 4DSJQUFE $PNFEZ t &OUFSUBJONFOU t 'BDUVBM &OUFSUBJONFOU BOE PS 'FBUVSFT t 4QFDJBMJTU 'BDUVBM t %PDVNFOUBSZ t $VSSFOU "GGBJST t /FXT $PWFSBHF t %SBNB t Children’s and / or Animation t *OUFSBDUJWF &OUFSUBJONFOU .FEJB t 0SJHJOBM .VTJD 4DPSF t Brian Waddell Judge’s Award The RTS has partnered with BBC Northern Ireland, Northern Ireland Screen, Channel 4 and UTV for these prestigious awards. Judging in each category will be carried out independently by an experienced internal jury with winners being announced at the special awards ceremony at The Mac, Belfast on Thursday 15th November.

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Eye on Business Travel

British Airways...

Still Top Choice For Business

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Eye on Business Travel Business Eye catches up with Brenda Morgan MBE, British Airways Key Partnership Manager NI and Ireland to talk vital links, changes at one of the world’s biggest airlines and future plans...

Is the Belfast City-London Heathrow link as important as it always has been?

Belfast City to London Heathrow continues to be very important both to British Airways and Northern Ireland as it is the gateway to our World network but also significantly contributes to the growing number of tourists visiting Northern Ireland which is now renowned as a “Must See” destination. The route has strengthened over the last number of years following a new pricing strategy, the introduction of the Club Europe cabin and with many international businesses locating in Northern Ireland due to our high skill base, expertise and of course better standard of living.

Is Heathrow still the preferred choice of hub for business travellers to London from NI? Business travellers list Price, Frequent Flyer scheme and network as their top 3 priorities in a recent survey. While there is significant competition on the London route, there is a still a preference and growing demand for London Heathrow mainly due to the infrastructure around it and its wide reaching network. The location of Belfast City Airport and its proximity to Belfast City centre is a big advantage for the route and also for inbound passengers both business and leisure. On the London side, access to the city is both frequent and inexpensive with transport links ranging from Heathrow Express, Tube, Bus or taxi.

Through travellers have a choice - Heathrow, Dublin, Amsterdam, Dubai - what are BA’s key selling points & messages to those travellers?

All of the British Airways Domestic flights arrive into and depart from the award winning Terminal 5 at London Heathrow. There has been

a huge investment in the Terminal infrastructure and technology by both by British Airways and Heathrow Airport (BAA) making transfer between flights so easy from Domestic to the International flights. The Terminal to Terminal transfer is also seamless if required but as the majority of our connections are T5 to T5 we have the added advantage of the minimum connection time only being 60 mins. We have recently extended the Biometric boarding facility to our long haul routes which speeds up our boarding process and ensures we depart on time if not before schedule – Air Traffic Control permitting, improving punctuality, my last three flights arrived into Belfast 10 mins early – good news for everyone!

How has the service and passenger offering changed over recent times?

There has been significant investment over the last year as part of our 5 year investment plan which was announced August 2017. We have introduced Club Europe onto all domestic flights ensuring all of our passengers travelling on the network have consistency, choice, value for money and a business class service on every sector of their journey.

We have seen a strong uptake of this product on the Belfast London route. Our Club World cabin has been revamped with The White Company bedding and amenity kits, fine dining catering and a new seat arriving in 2019! The New First Wing at Terminal 5 at London Heathrow allows our First Class, Premium and Gold Card members to avail of a dedicated Check-in and fast track security area which brings you straight to our Lounges facility. We have also enhanced our catering product on World Traveller and World Traveller Plus opting for branded products that our passengers recognise.

Upgrades to the British Airways

App allows passengers to Check-in, track and change their flight, check gate allocation, book their next BA flight as well as many other functions. WIFI has also arrived and working its way around our network with all routes including short haul having access by the end of 2019. It’s all about keeping the passenger informed and connected at all stages of their journey.

Does the airline monitor customer satisfaction on the route and how does it perform?

British Airways measures customer satisfaction regularly across all its network routes using a set of performance indicators. The performance varies on each route and both ends of the route are taken into consideration.

Operationally, there are various factors applicable and some which are outside the airlines control.

Saying this, there is always to room for improvements on every route and we work closely with various internal departments and external partners to improve on our performance.

So-called budget airlines continue to challenge…. can and does BA compete on price?

We constantly compete on price but also on service. We have special offers at various times throughout the year which are fantastic value for money not just to London but onwards to our growing network, my advice is always check BA.Com or your local Travel Agent as we may have the lowest fare with great service! We have also been running a special family campaign for a number of years which has become so popular – “Kids Go Free” where one fare paying adult from Belfast to London can take up to 2 children under the age of 12 for free. This has been hugely successful for Northern Ireland as our airport partners have also come on board allowing not only families to visit London with free Heathrow Express but also families to come to Northern Ireland and experience what a great family destination we are. Watch out for the next offer!

Is the route a strong enough performer to merit BA’s continued commitment to it despite its concentration on long-haul travel?

Connectivity is key from the regions to feed into our Long Haul network and especially our Belfast to London Heathrow route as our onward passenger profile grows. Profitability is a vital component but the route is performing very well and we are looking forward to continued growth in tourism and the business sector which will strengthen our commitment further.

Beyond BHD-LHR, what are the key recent developments on the wider BA network in terms of flights and onboard service?

It’s all great news for all of our passengers with the 5 year investment plan but we have also announced a number of new routes which have great connections and fares from Belfast via London Heathrow to New Orleans, Nashville, Seychelles, Marrakesh and Durban to mention just a few. That’s adding to some of our most popular destinations like New York, Las Vegas, Chicago, Washington, Singapore, Hong Kong, Cape Town – I could go on but as you can see we don’t fly to part of the world, we fly to most of it!

Full details are available on www.ba.com

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Eye on AgriFood

Growing From Farm To Factory With Support From Bank Of Ireland UK It goes without saying that agriculture is one of the most significant industries in Northern Ireland and farming is vital for the NI economy.

I

n July this year the Department of Agriculture, Environment and Rural Affairs produced a report on the Northern Ireland Agri-Food Sector showing that in 2017 Northern Ireland’s total income from farming was £473 million; an impressive 87% increase on the previous year. This was largely due to a recovery in milk prices and a more favourable sterling/euro exchange rate, according to the UFU. The average net income for dairy farms almost doubled from £12.2k in 2015/16 to £23k in 2016/17 – a sign that the dairy sector in particular is experiencing growth and dominating the agriculture industry.

Bank of Ireland UK has been supporting its agri customers through this growth period, listening and responding to business needs to expand their businesses and contribute to the overall growth in the sector.

Niall Devlin, Bank of Ireland UK, commented: “We recognise the huge importance of the agriculture industry here and are committed to doing what

we can to help our customers thrive in this sector by offering support, insights and flexible funding to those who are seizing growth opportunities.”

One dairy farmer who has witnessed growth on his own family farm is Phillip Toner from Collone, County Armagh whose family have been Bank of Ireland customers for over 50 years.

His farm began as a small holding with a few animals in the 1930s when his grandfather was in charge. Philip has been farming in partnership with his father since 1991 and now continues with his two sons. During that time he has increased from 60 to over 300 dairy cows.

“Bank of Ireland UK’s constant support and my growth plans allowed me to take the farm to where it is today. They supported my ambition to buy more land and their lending enabled me to diversify the business and we opened our first poultry house for Moy Park, two more followed in the next 10 years, and most recently we’ve bought more land to expand the dairy enterprise.”

Pictured at his dairy farm in Collone, County Armagh is agri business customer, Philip Toner, with Richard Primrose, Agri Manager NI and Alison Campbell, Business Manager from Bank of Ireland UK.

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Pictured at Strathroy Dairy Ltd in Omagh is agri business customer, Ruairi Cunningham, Managing Director of Strathroy and Niall Devlin, Head of Regional Business Banking NI, Bank of Ireland UK.

Phillip has two sons, Stephen (23) and James (21) who he hopes will take over the farm.

“The communication and support we’ve had from Bank of Ireland has been excellent. James, Stephen and I have plans to grow the business in the future so we look forward to a long and successful relationship with Bank of Ireland.”

In a rapidly changing business landscape it’s more important than ever to innovate and according to a KPMG report published in May, 41% of people in the agribusiness sector agreed innovation is the most important driver of growth.

One such business is Strathroy, a milk processing business operated by the Cunningham family in Omagh.

Today brothers Patrick and Ruairi are at the helm of the business. They are committed to the constant innovation and continued evolution of their product and brand portfolio. In 2015, they established Biogrid Omagh, an evaporator plant which dries off liquid from excess milk. The evaporated milk is then sold to market or other dairy producers who dry it into milk powder.

In a further step to innovate, Biogrid installed an Anaerobic Digester plant which generates electricity to run both Strathroy and Biogrid’s operations.

Patrick Cunningham, Managing Director NI Strathroy Dairy Ltd, commented: “The significant investment in both of these new technologies, with support from Bank of Ireland UK, has provided our business with flexibility to adapt to changing market conditions and deliver sustainable profitability into the future.

“Bank of Ireland UK have been with us from the very beginning and we have an incredibly trusting relationship. In business, no one wants surprises and we avoid that with very open communication both ways.”

With Brexit on the horizon, there are some challenging times ahead for industry, however, with developments in technology it’s also an exciting time for producers to explore ways to innovate to stay relevant and Bank of Ireland UK is committed to supporting its customers’ opportunities to thrive.

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Eye on Finance

Headwinds don’t dispel CEO confidence

Launching the KPMG CEO Survey are John Hansen, Partner in Charge of KPMG in Northern Ireland, and Angela McGowan, Regional Director of CBI Northern Ireland

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Eye on Finance The KPMG CEO Outlook 2018 has given an insight into the challenges and opportunities faced by the bosses of Northern Ireland businesses, all of whom have a close eye on profit.

W

hen the boss of a company is judged, you can be sure that profit is a key yardstick by which she or he is measured.

It’s a test of their ability to run an organisation and a test of the business’s sustainability.

It stands to reason that a look inside the mind of business leaders gives a great indication of the challenges they face in their pursuit of profit, of growing the business and the opportunities which they looking to grasp.

The KPMG CEO Outlook 2018 has revealed some fascinating insights into companies both in Northern Ireland and around the globe.

John Hansen added “Regardless of the industry you’re in, data is the lifeblood of modern business. Smart leaders are making cyber preparedness a board priority, stress testing the resilience of their systems and people to withstand an attack”.

Robust cyber defences are also critical to building trust. Over half of CEOs worldwide said a strong cyber strategy is critical to secure key stakeholders’ trust.

Little wonder then, that cyber security specialism is seen as one of the most important specialist skills for the current workforce, surpassed only by emerging technology specialists for the likes of artificial intelligence and augmented reality.

These findings reveal an appetite for disruption by Northern Ireland’s CEOs, with 92% welcoming it as an opportunity and only 8% believing their organisation is struggling to keep pace with the rate of technical innovation in their sector. In fact, most are actively disrupting the sector rather than waiting to be disrupted by others.

Optimism The survey found a relatively optimistic global leader, one who can see a future of growth for their business but is all-too-aware of the challenges which every modern organisation must face up to, in the form of the threat from cyber-attack, an unstable geopolitical landscape and from the shift in generations.

In essence, CEOs are confident, but very self-aware.

That 92% of Northern Ireland CEOs surveyed are confident or very confident about the next three years is the biggest takeaway from the survey, coming, as it does, ahead of one of the biggest shake ups in the political environment in decades: Brexit.

John Hansen, Partner in Charge at KPMG in Northern Ireland said: “Northern Ireland’s CEOs are driving their businesses forward at a time of great change.

Our survey shows they are having to be agile in order to meet the challenges posed in an ever-changing environment where new threats are emerging all the time.

“With those challenges comes opportunity and by exhibiting the fortitude, resilience and innovation with which they have become well known for, many Northern Ireland companies will be able to thrive in the run-up to and after Brexit.”

Cyber aware While Brexit is a threat on the horizon, cyber security is an ever-present concern. In line with their peers from around the world, 60% of Northern Ireland respondents said they were confident they would be able to contain the impact of a cyberattack on their strategic operations.

Taking ownership In order to tackle that opportunity head on, Northern Ireland’s business leaders are taking personal ownership for driving digital transformation.

Almost all are personally ready to lead radical organisational transformation, while two thirds plan to collaborate with start-ups to make sure they are investing in innovation.

In addition, CEOs here have a positive view about what new technology can do for the wider economy with most expecting artificial intelligence to deliver more jobs than it destroys.

“One of the most encouraging insights to come out of the survey is the understanding which Northern Ireland’s leaders have about the importance of digital to progress their organisation’s future,” John Hansen said. “They aren’t just paying lip service to digital transformation but are taking hold of it with both hands to make sure it is a key priority for their businesses.”

Millennials The generational shift toward millennials is also at the front of CEOs’ minds. To drive longterm growth, organisations need to appeal to the consumer markets of the near future.

Half of those surveyed said that understanding how the needs of that particular demographic group differ from older customers is a challenge, and that responding to millennials’ expectations is also difficult.

The majority of current CEOs fall outside the millennial age bracket, so it comes as little surprise that it is considered a

challenge to find senior leaders who can better relate to millennials.

While these challenges are constant, the survey showed there is an obvious willingness to understand the issues and to find strategies to overcome them for the good of the business.

That attitude along with a confident outlook tempered by pragmatism, suggest future growth is very much on the cards, not just for turnover but for the all-important profit …. and let’s not forget cash!

CBI view Angela McGowan, Regional Director, CBI Northern Ireland Some of the themes which dominated last year’s KPMG CEO survey continue to be prevalent this time round such as cyber security, Brexit and geopolitical events.

However, this year we are seeing greater emphasis on areas such as the digital agenda, technical disruption and opportunities in emerging markets.

An outward focus has always been the hallmark of a successful CEO; so it is interesting to see that 70% of business leaders say that their biggest priority for geographical expansion is emerging markets.

Although expected to remain strong, world economic activity is forecast to move down a notch as central banks gently apply their brakes on monetary support.

At the CBI we expect growth in the global economy to edge a little lower to 3.4 percent in 2019.

However, it is still easy to see why most business leaders want to tap into that global economic activity, especially CEOs located in GB and Northern Ireland where their home market is a lot less buoyant because of Brexit uncertainty.

In Northern Ireland our economy continues to lead in areas such as engineering, cyber-security, fintech, medical technologies and diagnostics and of course, high-quality food production.

These sectors continue to be prosperous because they are all externally focused.

It is also important to note that while our successful sectors are tapping into international markets, they are also simultaneously exploiting technological opportunities.

The most successful companies are also renowned for adopting technology before competitors. KPMG’s study shows that CEOs are positive about what technological advancement can deliver.

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Eye on Law

Mills Selig, The Rise To The Top For Belfast Law Firm Understanding. Expertise. Two simple words but a whole world of difference. The lawyers of Mills Selig, one of Northern Ireland’s top commercial law firms, have in-depth, hard earned and specialist expertise. They also understand how best to apply it to support their clients.

S

uch qualities are what sets the law firm apart from its competitors in what remains a highly competitive market. Offering a wide range of legal services, from corporate and property, to construction and litigation, Mills Selig through their elite team of lawyers pride themselves on providing business focused solutions.

The firm, based on Arthur Street, Belfast was formed in 1959 when two solicitors, Stratton Mills and Ivan Selig joined together in partnership.

From the very beginning, Mills Selig dealt with a wide range of clients. At a time when corporate law practice in Northern Ireland was at an innovative stage, the duo built up a strong client base in commercial property acting for many of the leading businesses in the province.

Today the firm now employs more than 50 people and are justly positioned at the top of the leader board. True to their roots, the firm remains independent and local. Under the leadership of Managing Director, John Kearns, Mills Selig has received numerous awards and prestigious accolades, a testament to their exceptional service and involvement in high value and complex deals and transactions. They have attracted and retained a broad range of clients such as First Derivatives, DCC Energy, BA Components and Golf Holdings to name but a few.

Sharing insight as to what makes Mills Selig a unique law firm, John Kearns, Managing Director said, “Our team of

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lawyers are the best in the business. Our strategy is simple, we provide a personable, proactive, tailored service to our clients to ensure we achieve the best outcome. We pride ourselves on being business focused advisors. We’re local, we know and understand the business landscape inside and out.”

Despite the current political deadlock, subdued economic growth and of course Brexit, Mills Selig continues to deliver a strong trajectory in terms of turnover and employment. In the past 5 years, the firm has achieved 60% growth in turnover and

John Kearns, Managing Director, Mills Selig

Anne Skeggs, Head of Commercial Property

Head of Commercial Property said, “Mills Selig is recognised as a dynamic and diverse work place.

We offer a career rather than just a job. We work hard and have plenty of craic along the way, that’s important to us as a firm.

profile and complex deals and projects. In 2017 the firm was awarded the Insider Deal of the Year (£10m and over) for their management of the sale of SDC Trailers to CIMC Group.

Setting the pace, the firm was once again commended for their expert involvement in two of the biggest prizes awarded at the Insider Dealmakers Awards 2018.

More recently, the firm acted for the selling shareholders of NI company Kilco International in its acquisition

by Kersia, a global leader in biosecurity and food safety.

The remainder of the year will see the firm manage more multimillion pound transactions taking it into 2019 where it will celebrate its landmark birthday of 60 years in business.

“Our team of lawyers are the best in the business. Our strategy is simple, we provide a personable, proactive, tailored service to our clients to ensure we achieve the best outcome. We pride ourselves on being business focused advisors. We’re local, we know and understand the business landscape inside and out.”

shows no signs of slowing down. John Kearns continued, “2018 is already proving to be a strong financial year, with an increase of 10% turnover from the same time last year”.

Seven lawyers have been employed by Mills Selig in the past year alone and the firm expects that trend to continue with new lawyers bringing with them a wealth of industry experience.

Speaking of the continued growth in numbers, Anne Skeggs,

“Quite a number of our team have been with us for over 10 years, with many of the lawyers having joined us as trainees and juniors. We see the merit in being people focused both in terms of our staff and clients. At the heart of our business is our people.”

All eight of the firm’s directors are highly positioned in Chambers and Partners within their respective fields, and it is no surprise that they have been chosen to advise on some of Northern Ireland’s most high

Understanding.

Expertise.

A leading corporate and commercial law firm in Northern Ireland.

millsselig.com

21 Arthur Street, Belfast, BT1 4GA,

T. +44 (0)28 9024 3878 F. +44 (0)28 9023 1956

Northern Ireland

E. info@millsselig.com

Eye on Financial Services

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Richard McGuinness (Managing Director - Head of Belfast Operations) and Darragh McCarthy (Founder & CEO)

Eye on Financial Services

There’s Something About FinTrU When FinTrU broke cover back in June to announce that it was to create 605 jobs over the next couple of years in Belfast and at its brand new Derry base, even those who hadn’t noticed the company’s rapid rise sat up and took notice.

U

p until then, FinTrU had been amongst the new breed of professional services companies working and growing successfully from a Northern Ireland base with the support of Invest NI. But the early summer statement of intent elevated it into a league of its own.

The numbers and facts around FinTrU are impressive enough.

The company is only five years old, a toddler in corporate terms but a mature entity in the world of professional services. It already employs 270 people at three separate bases in Belfast. It’s in the process of building a brand new base in a former shirt factory on Derry’s Carlisle Road. And its clients are the big global guns of the investment banking sector.

But those are just the bald facts. It takes a visit to FinTrU’s headquarters in Belfast’s Gasworks, and a chat with Founder & CEO Darragh McCarthy and his right-hand man, Managing Director Richard McGuinness, to paint the real picture of a company with as much drive, ambition and passion as you’re likely to come across.

Darragh McCarthy has told the story of FinTrU’s birth so many times that he makes it sound

a bit like a walk in the park. A native of Cork (the accent is still there.....), McCarthy had spent 18 years with US investment bank Morgan Stanley, serving in senior roles in London, Frankfurt and New York. Five years ago, in the wake of the financial crisis, he decided to embrace an entrepreneurial soul which must have been there all the time.

His idea? To help the world’s Tier 1 investment banks in London, New York, Tokyo, Frankfurt and Paris to cope with, manage and thrive against the background of the ever-increasing amount of regulation that they were becoming subject to.

“You could say that we are beneficiaries of the wave of regulation that came the way of the banks in the aftermath of the financial crisis,” he says.

more acceptable cost than other potential locations on the island of Ireland,” he says. “And we’ve never regretted that decision.”

Both McCarthy and Richard McGuinness are quick to pay tribute to Invest NI’s role, not just in bringing FinTrU here but in ensuring that the company is here to stay. In the wake of last June’s announcement, Invest NI CEO Alastair Hamilton must be glad he believed in Darragh McCarthy and his business idea.

“Once we had the idea for the business, it was always important for me that this company would make a social contribution. We wanted to employ people on this island and play our part in the eco system,” he adds.

The company’s expansion over the coming years is mapped out.

It intends to add 300 more people

“We came here because Northern Ireland could offer us well educated, Englishspeaking people at a more acceptable cost than other potential locations on the island of Ireland,” he says. “And we’ve never regretted that decision.”

In a nutshell, FinTrU provides its clients with cost effective near-shore resourcing solutions across legal, risk, compliance, know your customer, operations and consultancy disciplines.

Darragh McCarthy jokes that FinTrU ended up in Belfast because he turned the wrong way coming out of Dublin Airport. “We came here because Northern Ireland could offer us well educated, English-speaking people at a

to its Belfast base, and five more than that up in Derry. Why the five?

“Because we set out to create more jobs in the North West than we would in Belfast... simple as that.”

Both McCarthy and McGuinness acknowledge the fact that there is a war for talent raging in the professional services marketplace.

“But it’s a war that we’re winning,” adds Richard McGuinness. “We’re attracting a lot of really, really good applicants and I suppose

that’s testament to the fact that our reputation has stepped up a gear or two over recent months.”

FinTrU recruits in two distinct ways. Young graduates join the FinTrU Academy (one in Belfast, the other in Derry) where they are trained in the business and its way of doing things before being given a desk of their own.

“We’ve got a catchline which we use for our Academy... Backpack to Briefcase on Steroids. Sums it up rather nicely, we reckon.”

And, while there might not be too many briefcases in evidence, there is a formality about FinTrU. All of its employees are expected to wear business attire.

Outside of the Academy, the company also hires laterally, recruiting more experienced staff from other companies.

“In the case of the Derry operation, we’re getting a lot of interest from those who’ve been commuting to roles here in Belfast, or even working through the week over in London. There’s plenty of talent out there, and we’re seeing evidence that there is lots of quality available.”

Attracting talent doesn’t just occur as a result of being in the news. Darragh McCarthy emphasises that it’s vital to be a progressive employer.

To that end, FinTrU doesn’t just have the Google-style pool tables and putting greens at its Gasworks base. It also has a practice what you preach emphasis on diversity, on inclusivity, on mental health issues and on employee wellbeing.

“Look, employees today want to work for a company that they believe in, that they can align with,” says McCarthy. “It’s not just about the pay cheque at the end of the month.

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Eye on Financial Services

FinTrU has been named the “best place to work” at both the Irish News Workplace & Employment and Belfast Business Awards in 2018

“We set out with four pillars in mind – Partnership, Passion, People and Professionalism. And we engage with our employees day in and day out to hear what they have to say. That’s crucial and it works very well for us as a company,” Richard McGuinness adds. “It’s important that everyone here has a route to the top of the house.”

Darragh McCarthy is one of those CEO’s whose obvious passion for his company and its people shines through. “We make a bit of progress every day, we take it a day at a time but this company runs itself to a large extent. Richard and I don’t promote people. They promote themselves. So everyone can be a partner in FinTrU. If we have a secret sauce, I think that’s it.”

Reinforcing the CEO’s view, Richard McGuinness says that FinTrU doesn’t have a dedicated business development team.

“Darragh is a hands on CEO in business development terms, but we consider all of our staff to be business development people. Everyone who works here helps to sell FinTrU.”

44

Darragh McCarthy reckons that FinTrU can be a cornerstone for an investment banking cluster in Northern Ireland, a group of companies feeding into the global investment banking sector.

Looking into the short-term future, both men talk about doing things in FinTrU time..... which means quickly. And they’re realistic enough to know that there will be challenges.

“We set out with four pillars in mind – Partnership, Passion, People and Professionalism. And we engage with our employees day in and day out to hear what they have to say. That’s crucial and it works very well for us as a company. It’s important that everyone here has a route to the top of the house.”

“I’m talking about companies who can provide high quality products and services to the big institutions from this base. Maybe that might mean picking up on some of our ideas and the way we do things, but as they say, plagiarism is a form of flattery..... co-opetition, as I think they call it these days, can go a long way.”

“We’ll have the cultural challenge of working with multiple sites, for example” says McGuinness. “And we have to maintain levels of business to support close to 1,000 people.

But the appetite for what we do is huge. At the moment, we’re working really hard just to keep up with that demand.

“But it’s all about being able to flex and change, and to have the ability to do that quickly and with confidence.”

Brexit, it seems, has delivered short term benefits for FinTrU. The team in Belfast has been working with banking clients to lay down preliminary preparations to mitigate against the risks of Brexit.

“But I don’t want to give any politician the opportunity to associate Brexit with our expansion plans. They’re nothing to do with that, and to be clear, our view is that Brexit won’t be a good for this island. It might not be much more than noise on the side at the moment, but that might change.”

“In the overall scheme of things,” Darragh McCarthy adds, “we’re too small and our clients are too big. But we don’t see that as a problem. Our clients, with respect to them, aren’t very agile.

So we can be agile for them.”

Eye on News

NEW NED FORUM TAKES NONEXECUTIVES TO A HIGHER LEVEL

L

eading business advisory firm Deloitte and the Institute of Directors in Northern Ireland (IoD) have today announced the launch of a new forum aimed at Non-Executive Directors (NEDs).

The NED Forum is a partnership between Deloitte and the IoD which aims to build on the work both organisations are already doing with Non-Executive Directors from some of Northern Ireland’s leading organisations.

The new initiative will provide updates on stay awake issues for NEDs, access to influential speakers and an informal networking environment for the senior business leaders to build and extend relationships.

Jackie Henry, Office Senior Partner at Deloitte in Northern Ireland said: “We have been running our own Non-Executive Director programme in Northern Ireland since 2010, supporting some of the most influential business leaders in the UK by sharing knowledge and bringing

in high level speakers to discuss topical issues. Our exciting new partnership with the IoD will broaden our reach and the positive contribution we can make.

“We have seen first hand in that time just how important the objectivity and experience NEDs bring to organisations.

But while the NEDs in Northern Ireland are of the highest calibre, we need more senior figures from the local business, voluntary and the public sectors to consider becoming a NED. “An increasing number of SMEs and family owned businesses are recognising the benefit of having non-executives on their boards and we hope this new partnership will also bolster the ranks of the NED in Northern Ireland.”

The network and events programme is pitched at NEDs of Northern Ireland’s leading organisations and seeks to both support and challenge those with Board and Committee responsibilities.

Kirsty McManus, National Director at IoD NI, said: “We are very pleased to launch a

IOD Award winning NED and Chair of the NI Fire and Rescue Service, Carmel McKinney, OBE pictured with Jackie Henry, Office Senior Partner at Deloitte and Kirsty McManus, National Director of the IOD NI.

new series of networking events for NonExecutive Directors with Deloitte. These will provide new opportunities for NEDs at companies from across Northern Ireland to meet together and learn best practice from one another in a social setting.

“Non-Executive Directors provide

invaluable support to businesses of all sizes, bringing new levels of expertise, independent oversight and constructive challenges to company boards.

“NEDs can make a real difference to the future prosperity of any business, its employees and the economy as a whole.”

Belfast Company Reaches Across The Pond To Help US Kids With ‘Math’ As the summer vacation comes to an end for school children across the United States, a small company based in Belfast prepares for a rush of new American families to join their maths learning programme.

T

he educational technology company, Komodo Learning, which employs seven people in its Cathedral Quarter office, has had more than five thousand children from Maine to Alaska sign up to its online learning programme, Komodomath.com. Komodo, which is designed to supplement primary school maths at home, provides video guidance and short practice exercises that can be accessed on smartphones, tablets and computers.

CEO Gerard McBreen, who set up the company in 2015 said: “It is great to think that children across America are sitting down to do their maths practice with our learning system when we are sleeping in our beds. Fortunately the US early years maths curriculum is similar to ours which makes it easier to adapt Komodo for US customers.”

The company employs curriculum experts in both the States and in the UK to ensure that the lessons are relevant and in line with what children are being expected to learn. This task is made easier because the majority of states have introduced a common core curriculum.

Gerard said: “Parents are becoming more aware of the importance of maths as a gateway to STEM career opportunities.

What they don’t often realise, however, is that their child’s maths ability isn’t predetermined - anyone can do well and even excel in the subject provided the foundation is strong enough. Komodo

math enables parents to effectively build this foundation in a way that kids love.”

The company raised investment from private angel investors and the local venture capital funds Techstart NI and CofundNI, which are themselves funded by Invest NI. It was also recently awarded an £80k grant from Invest NI to support its export expansion.

Komodo has won the British Educational Technology (BETT) Award for best home and family learning product, and the team recently celebrated having Komodo subscribers in every state in the US. Gerard said: “We were missing out on Alaska for a while, but word has travelled and now we have a few kids out there doing Komodo now too.”

45

Eye on Business Education

Ulster University Business School...

Success In A Challenging Environment

Professor Mark Durkin, Executive Dean, Ulster University Business School

Whilst just about everyone might complain about the lack of government here in Northern Ireland, there are few organisations as badly hit as our universities.

46

“W

e’re unique as a UK region in that we’re actually disinvesting in our universities,” says Professor Mark Durkin, Executive Dean of Ulster University’s Business School. “We’re receiving roughly £2,000 less per student than English universities, in total Ulster has lost £70 million of funding from our budget since 2012, we’ve had to reduce our undergraduate student intake and we’ve had to rationalise accordingly.”

But, despite the severity of those headline figures, Durkin is ambitious and he’s optimistic in leading the business school which operates across all of Ulster’s four campuses and is home to over 5,000 students. “Here at the Business School, we aim to be the leading provider of entrepreneurial education on these islands by 2021.”

What does he mean by entrepreneurial education? “Business education has tended to be fairly traditional and predictive in approach, but things in the market are changing faster than ever. While we can teach students about how they have to be disruptors and be prepared for disruption in their industry, as a business school we needed to disrupt ourselves and what we are doing. Our objective now is to make the principles of business education even more contemporary.

“It’s hard to deny the fact that most of us operate in an environment described by the acronym V.U.C.A …..volatility, uncertainty, complexity and ambiguity. But we can all capitalise on that environment rather than be threatened by it.

“In education terms, we’re looking at how we can teach our students to have adaptive capabilities, to be

able to anticipate rather than react to change: to be constantly opportunityfocused. This approach is at the heart of entrepreneurial education – our niche.

“We’ve an excellent team of business educators here at the university and we empower the members of that team to think about how they teach as they wish, connect with their students meaingfully and innovatively and be at liberty to do what they do best. It’s my job to enable, not interfere.”

If student surveys are to be believed Ulster University Business School seems to be able to do just that. The most recent student satisfaction survey figures (2018) give the School an 89% satisfaction rate, up 4% from last year. In five programmes, that satisfaction rate hits the 100% mark. Given that the national average is 83%, the results are impressive.

Eye on Business Education

“We’re taking a thoroughly modern approach to business education, and we know that’s what our students – and our potential students – need from us.”

“So we’re performing very well, and results like these also give a real boost to our teaching staff and help to develop a sense of confidence that they’re doing things right. What’s most important is that we don’t continue to do what we’ve always done and become complacent. We must constantly ask ourselves what is next?”

Engagement with the business world, and with employers in particular, is vital for the Ulster University Business School.

“We understand the challenges facing businesses here in Northern Ireland and internationally, but we also have to understand and appreciate what they are looking for in their employees, and how we can help provide those employees.....as well as help to improve those already in employment.

“So we can and do work proactively with

businesses to co-create new programmes here at the university. Businesses won’t find any academic arrogance around here....there are no ivory towers. We are about modernity and inclusivity,” he adds.

With government funding slashed, Ulster University has little option but to look to new business opportunities to compensate for the funding gap. It is seeking more full fee paying overseas students, and the university’s Business School is well placed to be able to find them....and to attract them to Belfast.

So local students on business programmes will find themselves mix with students from China, Korea, the United States or elsewhere.

“I think the international fusion that we’ve created delivers all sorts of advantages. Yes, an international influx of students helps us to fund

what we’re doing and helps grow the local economy. But it also creates a really rich and diverse learning environment for all the students on our programmes,” says Professor Durkin.

Ulster University Business School has made it its business to develop a range of strategic partnerships with premier international educational establishments.

Uniquely for any business school in the UK, it has an embedded relationship with both Harvard Business School and with Babson College in Boston, the latter a smaller university dedicated to high-level entrepreneurial education.

On the other side of the world, Ulster University has just celebrated 15 years of its close links with DUFE (Dongbei University of Finance & Economics) in the north eastern coastal city of Dalian, not far from the China/Korea border. A

Top Ten-ranked business and economics university in China, it’s an ideal eastern partner for Ulster University, and the two establishments have worked together on a number of programmes over the years. Chinese students come to Belfast, and some go in the other direction....although Professor Mark Durkin would like to see more of our students making the trip eastwards.

It’s not the only Chinese collaborations for Ulster University. It also has established links with a number of other third level establishments elsewhere in the country, including London, Birmingham and Dublin.

Back in Belfast, the university’s big focus is the project which will see the opening of its brand new city centre campus in just over a year’s time. The development, currently well underway, ranks as the biggest higher education development project anywhere in Europe at the moment. It’s a fact that Professor Mark Durkin and his 150-strong team are very proud of.

Looking forward, the old campus at Jordanstown will continue to be used, but more focus will be put on Belfast.

And, of course, the other campus sites at Coleraine and Magee College in L/ Derry will continue to be important to the university’s wider contribution as Northern Ireland’s civic university.

New courses and programmes continue to be developed. By way of example, a new Centre for Agri Food is being established under the leadership of Dr. Lynsey Hollywood. It will offer a number of courses including a Masters Degree in Agri Food Business and provide cutting edge sectoral research as that sector faces into the uncertainty of Brexit.

At the same time, at the Coleraine campus, a consumer testing laboratory provides testing facilities and innovation support for a wide range of consumer food products and also in the North West a new department of Global Business & Enterprise at Magee focused on internationalisation and new entrepreneurial learning models like design school methodology.

“It’s about thinking and doing these days here at the university business school, if that makes sense,” says Mark Durkin. “We’re taking a thoroughly modern approach to business education, and we know that’s what our students – and our potential students – need from us. That requires bias to action – the conversion of the latest research informed thinking into practical action that helps improve business practice in a sustainable way.”

47

Eye on Communications

This IS the droid you are looking for…

As reliance on the cloud increases, we must embrace the force…of SD WAN

By Stuart Carson, Rainbow Communications

C

heesy Star Wars puns aside, the evolution of the mobile workforce and day-to-day business being conducted on a global scale means that your tech needs to be connected to your, or any network, regardless of where we are.

SD-WAN, or ‘Software Defined – Wide Area Network’ is the new kid on the block when it comes to cloud connectivity and internet access. The original WAN architecture supported our basic needs when we all worked out of the same office, much was still paper-based and we met clients in the same room.

These days WAN is simply not keeping up with requirements and is proving costly as companies and organisations go through update after update or try to maintain its relevance as they expand team numbers or to satellite offices.

SD WAN is much more than a money-saving exercise, it can revolutionise how business is conducted by cutting out the

48

reliance companies have on hardware, cabling and fixed network datacentres.

IT managers need network control and transparency with immediate and real-time insight into performance levels and the adaptability to support the demands users will place on the network, which is why more and more are making the switch.

Many companies and organisations are undergoing digital transformation strategies which look beyond WAN systems in order to cope with multi-channel conferencing, multi-office set ups and the shareability of files across teams. SD WAN is seen as the most viable solution.

This technology is allowing companies to empower employees and optimise business processes with greater levels of flexibility, customer engagement and innovation while streamlining resources into a single cohesive network.

How does it do this? Rather

than being a replacement for WAN, it becomes a conduit that seeks out the most efficient and relevant WAN connections that correlate directly to business function, effectively avoiding the noise and interference from casual consumer traffic.

This prioritising of the right traffic tunes the network for the benefit of the user and manager alike with next-generation reporting also able to track and analyse end-to-end application performance in real time, so the network can react to any changes. This is a welcome change to that which has gone before, usually in the form of a monthly round up of bandwidth use or what applications have been used the most, not the most effective system for IT teams trying to stay one step ahead of issues.

Most IT managers will already be aware of SD WAN yet will be lacking a full understanding of the benefits it can deliver for their organisation. SD WAN does not represent the Dark Side of

telecoms, more a New Hope in how organisations can embrace the new technology available. We are still working on Rainbow branded lightsabers…watch this space.

The Rainbow Tech Team is delivering an ‘Innovation in Communication’ seminar at Belfast’s Grand Central Hotel on Friday, 21st September to showcase this newest service capability. For more information visit www.rainbowcomms.com

Stuart Carson is Sales and Marketing Director at Rainbow Communications, Northern Ireland’s largest independent telecom provider. For more information on its full range of services, including bespoke solutions, visit www.rainbowcomms.com

Eye

onprofit 200

200 Sponsored by

Information supplied by

49

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Eye on Profit200

Innovative Profit 200 Companies Continue To Positively Impact Society

By Shaun McAnee, Managing Director of Corporate & Business Banking at Danske Bank

It is once again my privilege to congratulate the great companies who have made it on to Business Eye’s annual Profit 200 list of the most profitable companies in Northern Ireland.

I

t’s clear from the strong financial results posted by the diverse mix of businesses on this list, that locally we have more than our share of high quality, market leading organisations.

The staff and management from all companies should all be commended for their contribution.

The firms represented come from across the spectrum of local business – from industrial mainstays of the Northern Ireland economy like agri-food, construction and manufacturing, to knowledge economy sectors such as technology, healthcare and pharmaceuticals.

Danske Bank’s economic outlook is for low growth in the year ahead, but in the face of ongoing frustrations over Brexit uncertainty and Stormont inactivity, business confidence is holding up, reflected in our growth in Business lending of 19% year on year. I have visited

50

or hosted more than 50 of our business customers so far this year and the vast majority are either in the process of expanding or are looking to do so by winning new contracts or employing more people.

That confidence is also reflected in the number of cranes still dotted around the Belfast skyline and the investment in new office buildings and hotels that are changing the face of our city.

As you would expect, some familiar names are prominent on the listing. Danske Bank customers such as Almac Group, Norbrook Laboratories, Randox, Henderson Group, SHS Group, Belfast Harbour and Andras House continue to lead the way in their fields.

This year we’ve seen Belfast Harbour post record results, with operating profit rising to £34m and an investment pipeline of £132m revealed. Almac this year celebrated its 50th year in business by announcing plans for a £20m investment and 100 new pharmaceutical jobs in Craigavon.

SHS Group continued its acquisition strategy with purchases of Standard Brands and 3V Group.

We’ve also noted growth from our customers in the tech space, with the likes of Novosco and

Neueda announcing significant client wins and ambitious future plans. It is a dynamic and fastgrowing sector, which we are keen to give even more support to.

At Danske Bank we also recognise the importance of supporting up and coming businesses still in their infancy. To this end, we’ve recently announced our plans to open up the ground floor of our Head Office at Donegall Square West in Belfast for use by fintech entrepreneurs. We are teaming up with the not-for-profit tech organisation Catalyst Inc to develop this new co-working space that will include 70 permanent and hot desks, a social meeting area and an event space that can seat around 50 people. This community space will be run as a partnership with Catalyst Inc, who bring extensive experience and a proven model for building collaborative ecosystems.

As a major employer in Northern Ireland and a business that has an impact on people’s daily lives we recognise our bank has an important role to play in society, and we were delighted this year to receive the CORE award for corporate responsibility from Business in The Community. This is an award only given to companies seen as best in class when it

comes to giving back to society.

Achieving CORE provides formal, external recognition that Danske Bank is one of Northern Ireland’s most responsible businesses.

Our societal ethos is well reflected in the ongoing support we give to our charity partner, Action Mental Health, and our policy of giving every staff member a day each year for voluntary work. We were also delighted to recently be awarded the Gender Diversity charter mark, which acknowledges our dedication to progressing gender diversity by addressing unequal gender representation at all levels, removing obstacles faced by women at key points of career development and implementing cultural changes to help advance gender diversity.

At Danske Bank we strongly believe that the way we do business, is as important as the business we do. It is a mindset that we know is shared by many of the successful businesses on this list.

I am confident that the successful business leaders in this part of the world will rise to whatever challenges might lie ahead and will operate with the same level determination, innovation and creativity that earned them a place on the Profit 200 in the first place.

8722 DB Profit 200 Strip Ad 210x20mm PRINT.indd 2

02/08/2018 15:56

Eye on Profit200 Information supplied by

Company Name

Year End

Pre-Tax (£000)

Turnover (£000)

Pre-Tax Profit previous year (£000)

Turnover previous year (£000)

1

Northern Bank Ltd

31/12/17

147,477

232,900

116,983

230,398

1293

2

AIB Group (UK) PLC

31/12/17

106,000

329,000

170,000

361,000

1218

3

Belfast Harbour **

31/12/17

65,834

61,887

35,837

58,112

148

4

Ulster Bank Ltd

31/12/17

61,000

234,000

-308,000

-117,000

1850

5

Moy Park Ltd

31/12/16

59,709

1,400,717

35,721

1,407,399

9620

6

Schrader Electronics Ltd

31/12/16

56,322

339,839

61,726

337,217

1432

7

NI Electricity Networks Ltd

31/12/17

52,800

261,100

50,200

246,800

1284

8

Norbrook Holdings Ltd

28/07/17

49,238

271,961

35,545

238,735

2068

9

W.& R. Barnett, Ltd

31/07/17

46,834

1,113,398

36,244

946,092

1485

10

Almac Group Ltd

30/09/17

33,031

531,422

26,785

447,224

4407

11

Power NI Energy Ltd

31/03/17

30,900

445,800

34,700

488,500

243

12

Terex GB Ltd

31/12/16

28,272

394,982

23,440

387,061

1694

13

SHS Group Ltd

30/12/16

24,813

467,715

21,114

379,408

781

14

O&S Holdings**

30/12/18

24,517

35,522

6,045

36,585

325

15

Coolkeeragh ESB Ltd

31/12/16

24,190

130,917

-15,334

142,270

-0

16

SSE Airtricty

31/12/17

23,805

292,201

10,107

360,911

177

17

N.I.I.B. Group Ltd

31/12/17

23,689

38,813

39,045

52,532

121

18

John Henderson (Holdings) Ltd

31/12/17

20,040

759,067

20,347

699,322

3387

19

LCC Group Ltd

30/09/17

19,864

852,807

20,815

584,708

246

20

FP McCann Group Ltd

31/12/17

19,471

215,799

19,150

226,955

1374

** Exceptional Item

No of employees

51

8722 DB Profit 200 Strip Ad 210x20mm PRINT.indd 2

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Eye on Profit200 Information supplied by

52

Company Name

Year End

Pre-Tax (£000)

Turnover (£000)

21

Moyle Interconnector Ltd

31/03/17

18,282

29,297

16,998

34,622

4

22

T.G. Eakin Ltd

31/03/17

18,096

31,129

16,471

27,746

63

23

Ge Grid Solutions (UK) Ltd

31/12/16

16,659

82,391

-10,170

63,932

242

24

AES - Power

31/12/16

16,191

216,000

-1,094

225,432

267

25

Hilton Foods UK Ltd

01/01/17

14,535

453,111

13,297

415,745

1287

26

Kainos Group Plc

31/03/18

14,251

96,680

13,205

83,504

439

27

Kilmona Investments Ltd**

30/06/17

13,830

13,642

1,166

15,598

14

28

Capita Managed IT Solutions Ltd

31/12/16

13,446

103,491

12,927

116,753

739

29

McAleer & Rushe Contr. UK

31/12/17

13,386

334,072

10,030

242,880

300

30

Montupet (U.K.) Ltd

31/12/16

13,283

78,867

13,692

85,030

582

31

John Graham Holdings Ltd

31/03/18

13,117

767,636

16,056

565,921

1844

32

Gardrum Holdings Ltd

31/12/16

13,104

78,424

6,509

84,092

87

33

Arity International Ltd

31/12/16*

12,911

74,428

-

-

-

34

Heron Bros. Ltd

28/02/17

12,798

94,819

2,603

57,423

239

35

Andor Technology Ltd

31/03/17

12,678

69,155

11,002

59,757

284

36

Retlan Manufacturing Ltd

31/03/17

12,370

189,433

10,256

179,394

886

37

Randox Holdings Ltd

31/12/16

12,331

100,039

17,970

95,991

1129

38

First Derivatives Public Ltd Company

28/02/18

12,097

186,042

12,498

151,697

1909

39

Dunbia Ltd

02/04/17

11,779

768,259

7,159

787,512

3584

40

Firmus Energy

31/12/16

11,668

27,546

10,780

26,484

119

* 39 weeks ** Exceptional Item

Pre-Tax Profit previous year (£000)

Turnover previous year (£000)

No of employees

8722 DB Profit 200 Strip Ad 210x20mm PRINT.indd 2

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Eye on Profit200 Information supplied by

Company Name

Year End

Pre-Tax (£000)

Turnover (£000)

Pre-Tax Profit previous year (£000)

Turnover previous year (£000)

No of employees

41

Carnbane House Ltd

31/12/16

11,134

95,640

-4,225

117,080

188

42

McLaughlin & Harvey Holdings Ltd

31/12/17

11,068

465,789

5,537

427,095

790

43

Severfield (NI) Ltd

31/03/17

11,032

77,540

5,701

69,662

1745

44

Cornerstone Group Ltd - The

31/12/16

10,864

264,387

7,486

276,085

1864

45

Orby Holdings Ltd

31/08/17

10,790

12,423

4,142

11,342

52

46

Progressive Building Society

31/12/17

10,688

43,704

11,759

48,833

176

47

KN Networks Group Ltd

28/02/17

10,454

231,257

0

#N/A

1213

48

Clearway Disposals Ltd

31/12/16

10,143

80,805

4,004

82,751

159

49

Dale Farm Co-op

31/03/18

10,100

481,000

7,900

400,00

1066

50

Caterpillar (NI) Ltd

31/12/16

10,098

455,268

-1,795

537,045

1624

51

Mutual Energy Ltd

31/03/17

10,003

60,795

12,152

68,097

28

52

Tobermore Concrete Products Ltd

30/04/17

9,968

37,015

4,111

32,364

219

53

Kilwaughter Minerals Ltd

30/04/17

9,875

28,880

7,076

27,057

121

54

Multi Packaging Solutions Belfast Ltd

30/09/17

9,867

31,818

6,722

22,184

161

55

Randox Laboratories Ltd

31/12/16

9,616

81,493

18,376

78,837

803

56

Lagan Asphalt Group Ltd

31/12/17

9,003

93,239

5,974

79,983

107

57

Fane Valley Co-op

30/09/17

8,967

314,013

-1,916

321,009

-

58

Clearway Holdings Ltd

31/12/16

8,920

81,226

2,242

83,202

260

59

Viridian Energy Supply Ltd

31/03/17

8,788

148,895

11,879

175,885

115

60

Herbel Restaurants Ltd

04/12/16

8,618

13,718

-8,333

7,761

177 53

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Eye on Profit200 Information supplied by

54

Company Name

Year End

Pre-Tax (£000)

Turnover (£000)

Pre-Tax Profit previous year (£000)

61

Bemis Healthcare Packaging Ltd

31/12/16

8,453

49,852

6,543

45,119

275

62

Howden UK Ltd

31/12/16

7,965

52,126

3,713

65,544

162

63

Heartsine Technologies Ltd

31/12/17

7,707

15,306

5,127

9,597

158

64

Denvir Holdings Ltd

30/06/17

7,659

52,118

7,561

43,840

158

65

M.J.M. Marine Ltd

31/12/16

7,448

61,503

4,948

58,894

771

66

Brett Martin Holdings Ltd

31/12/16

7,350

152,409

5,473

136,352

935

67

CIC Properties Ltd

30/04/17

7,225

14,547

5,370

15,534

5

68

Ready Egg Products Ltd

31/12/16

7,196

42,518

15,597

40,004

107

69

The Old Bushmills Distillery Co Ltd

31/12/16

7,101

27,834

29,670

75,635

106

70

Tullymore House Ltd

31/10/17

7,041

22,288

3,721

19,947

498

71

Tennent’s NI Ltd

28/02/17

7,035

52,407

9,884

58,749

113

72

Charles Hurst Ltd

31/12/17

7,028

478,985

7,726

455,954

809

73

Liberty Information Technology Ltd

31/12/16

7,022

39,728

5,300

36,482

498

74

Trench Holdings Ltd

31/12/17

6,944

198,937

2,878

179,871

357

75

Lough Erne Investments Ltd

25/12/16

6,771

43,128

3,187

40,190

113

76

Thompson Aero Seating Ltd

31/12/16*

6,761

55,133

13,690

64,865

364

77

EOS IT Holdings Ltd

30/06/17

6,756

49,252

5,897

26,731

215

78

Ulster Carpet Mills (Holdings) Ltd

31/03/17

6,717

68,403

6,593

64,062

640

79

Central Craigavon Ltd

31/12/16

6,653

10,805

6,118

10,805

-

80

GEDA Const. LLP

31/12/17

6,571

35,383

6,188

31,354

-

* 9 months

Turnover previous year (£000)

No of employees

8722 DB Profit 200 Strip Ad 210x20mm PRINT.indd 2

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Eye on Profit200 Information supplied by

Company Name

Year End

Pre-Tax (£000)

Turnover (£000)

81

Whitemountain Quarries Ltd

31/12/17

6,563

63,188

6,387

66,923

232

82

Webtech (N.I.) Ltd

31/12/17

6,485

27,389

3,282

20,535

137

83

Isaac Agnew Ltd

31/12/16

6,284

282,158

5,675

258,187

544

84

MCL Insurance Services Ltd

31/03/17

6,214

12,989

3,120

8,699

31

85

Cooneen By Design Ltd

02/12/16

6,176

73,762

8,340

75,893

152

86

Kingspan Environmental Ltd

31/12/16

6,142

98,081

2,752

97,058

726

87

Mac-Interiors Ltd

31/12/17

6,098

94,724

3,387

56,553

83

88

Lagan Construction Aviation Ltd

31/03/17

6,020

68,422

1,636

47,648

45

89

Teva NI Ltd

31/12/16

5,884

19,510

3,290

18,954

144

90

Kelvatek Ltd

31/12/17

5,765

15,994

5,271

15,804

41

91

CB SME Holdings Ltd

30/06/17

5,713

36,372

4,824

36,326

89

92

Chain Reaction Cycles Ltd

01/01/17

5,703

167,936

1,351

135,050

470

93

William Keys & Sons Ltd

31/12/16

5,558

52,496

-2,315

62,643

18

94

Springvale EPS Ltd

30/06/17

5,517

31,700

5,766

25,513

115

95

Portview Holdings Ltd

30/11/17

5,501

43,097

3,093

40,372

84

96

Hampden Group Ltd

28/02/17

5,499

44,614

-1,618

38,537

410

97

CDE Global Ltd

31/12/16

5,299

53,381

2,838

46,344

173

98

Hastings Hotels Group Ltd

31/10/17

5,236

39,633

4,919

36,764

1106

99

N & R Gordon Ltd

30/04/17

5,166

81,334

4,745

80,570

662

31/12/16

5,134

26,413

6,450

29,696

78

100 Calor Gas Northern Ireland Ltd

Pre-Tax Profit previous year (£000)

Turnover previous year (£000)

No of employees

55

8722 DB Profit 200 Strip Ad 210x20mm PRINT.indd 2

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Eye on Profit200 Information supplied by

56

Company Name

Year End

Pre-Tax (£000)

Turnover (£000)

Pre-Tax Profit previous year (£000)

Turnover previous year (£000)

No of employees

101 Huhtamaki (Lurgan) Ltd

31/12/16

5,062

33,325

4,087

29,370

219

102 Westland Horticulture Ltd

31/08/17

5,011

130,512

4,137

127,722

588

103 Regen Waste Holdings Ltd

31/12/16

4,895

24,289

2,617

14,832

194

104 D. Shannon Stewart Ltd

30/04/17

4,809

81,334

4,745

80,570

662

105 Bodrum Ege (NI) Ltd

28/02/17

4,729

15,965

1,991

13,109

2

106 BSG Civil Engineering Ltd

31/12/16

4,611

30,502

2,868

21,345

50

107 Nicobrand Ltd

31/12/16

4,611

10,955

2,333

7,159

28

108 Avondale Foods (Craigavon) Ltd

31/03/17

4,591

50,718

5,316

51,110

402

109 Agricolor Ltd

30/12/17

4,494

89,118

17,529

78,001

195

110 Western Building Systems (Hld) Ltd

30/04/17

4,480

37,560

3,669

39,455

45

111 Haldane, Shiells And Company, Ltd

31/12/17

4,437

111,743

4,034

93,442

541

112 B.H.C. Ltd

31/03/18

4,436

50,286

3,879

53,118

348

113 Uni-Trunk Holdings Ltd

31/12/16

4,427

34,899

2,860

31,528

190

114 Ballyvesey Holdings

30/09/17

4,412

609,592

6,895

621,351

2521

115 Lagan Homes UK Group Ltd.

31/12/16

4,410

34,885

2,154

18,157

23

116 C.J. Upton & Sons Ltd

31/12/16

4,380

52,108

443

49,658

111

117 Northstone (NI) Ltd

31/12/16

4,342

374,984

4,354

261,408

1146

118 McAvoy Group Ltd - The

31/10/17

4,299

59,858

2,288

57,497

196

119 Regen Waste Ltd

31/12/16

4,291

23,109

1,587

15,224

194

120 Seopa Ltd

28/02/17

4,227

12,791

2,034

10,706

31

8722 DB Profit 200 Strip Ad 210x20mm PRINT.indd 2

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Eye on Profit200 Information supplied by

Company Name

Year End

Pre-Tax (£000)

Turnover (£000)

Pre-Tax Profit previous year (£000)

Turnover previous year (£000)

No of employees

121 BA Kitchen Components Ltd

31/03/17

4,198

29,304

3,264

29,528

242

122 Coca-Cola HBC Northern Ireland Ltd

31/12/16

4,181

176,562

9,681

172,315

499

123 Quinn Cement (NI) Ltd

31/12/16

4,159

15,882

3,588

13,999

3

124 Western Building Systems Ltd

30/04/17

4,152

37,225

3,816

39,874

45

125 W.I. Hill Holdings Ltd

31/12/17

4,121

12,682

3,987

11,810

73

126 Foyle Food Group Ltd

31/12/16

4,107

306,103

3,028

297,214

1042

127 Lynn’s Country Foods Ltd

02/09/17

4,044

61,126

3,682

45,854

324

128 Walter Watson Ltd

31/12/17

4,035

51,581

6,145

55,348

240

129 Metal Technology Ltd

31/12/17

4,029

18,529

3,803

16,898

82

130 Harry Corry Ltd

28/12/17

4,008

44,369

1,094

41,301

634

131 River Ridge Recycling (Portadown) Ltd

30/06/17

4,005

34,690

45

22,588

133

132 Woodside Haulage (Holdings) Ltd

31/03/17

3,987

61,803

2,676

57,776

462

133 Ducales Capital Ltd

30/09/17

3,966

7,737

3,541

7,350

71

134 Decora Blind Systems Ltd

31/12/16

3,954

58,827

3,385

46,756

-

135 Corbo Ltd

31/10/17

4,118

9,683

3,947

9,836

6

136 MRDE Ltd

31/03/18

3,922

5,062

4,470

5,070

-

137 Mar-Train Heavy Haulage Ltd

31/07/17

3,912

13,688

2,414

9,797

60

138 Equipment Sales Ltd

31/12/16

3,891

24,834

742

20,880

8

139 Irish Football Association Ltd

31/12/16

3,824

23,505

475

11,278

126

140 Hill Engineering Ltd

31/12/17

3,724

12,671

3,575

11,797

73 57

8722 DB Profit 200 Strip Ad 210x20mm PRINT.indd 2

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Eye on Profit200 Information supplied by

Company Name

58

Year End

Pre-Tax (£000)

Turnover (£000)

Pre-Tax Profit previous year (£000)

Turnover previous year (£000)

No of employees

141 Agnew Commercials Ltd

31/12/16

3,710

93,706

2,961

80,276

178

142 Regal Processors Ltd

31/12/17

3,707

11,867

3,177

9,970

31

143 Premier Electrics Ltd

31/03/17

3,628

41,760

2,520

50,952

56

144 Sisk Healthcare (UK) Ltd

30/12/16

3,575

23,730

3,773

26,837

53

145 UM Storage Ltd

31/07/17

3,551

16,222

962

16,823

76

146 Edgewater Contracts & Joinery Ltd

31/12/16

3,548

51,663

635

12,663

47

147 MacNaughton Blair Ltd

31/12/16

3,525

83,876

5,264

83,038

448

148 Diageo Global Supply IBC Ltd

30/06/17

3,480

72,857

3,086

74,522

145

149 Foyle Food Group Holdings Ltd

31/12/16

3,469

306,103

3,028

297,214

1042

150 Controlled Electronic Mgmt Sys Ltd

30/09/16

3,443

20,606

3,165

21,205

200

151 K Holdings (NI) Ltd

31/12/16

3,439

12,040

3,119

10,505

97

152 Valpar Micro Matic Ltd

30/04/17

3,425

17,477

3,479

18,899

85

153 P.J. Conway Contractors Ltd

31/12/16

3,331

21,729

2,916

15,999

564

154 Huhtamaki Foodservice Delta Ltd

31/12/17

3,310

50,335

4,409

72,872

334

155 Creagh Concrete Products Ltd

31/03/17

3,288

79,926

4,409

69,796

497

156 Mills Contracts Ltd

30/09/17

3,276

25,321

2,069

19,176

109

157 Drinks Inc. Ltd

31/03/17

3,257

62,711

-115

57,161

102

158 Mallaghan Engineering Ltd

31/12/17

3,246

46,424

2,735

41,732

207

159 Andras House Ltd

30/04/17

3,213

20,075

2,481

16,791

243

160 Concentrix Europe Ltd

30/11/16

3,186

24,352

349

25,504

1506

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Eye on Profit200 Information supplied by

Company Name

Year End

Pre-Tax (£000)

Turnover (£000)

161 Beannchor No. 1 Ltd

30/06/17

3,183

23,683

9,028

19,238

579

162 Mantlin Ltd

31/12/16

3,139

12,591

4,960

14,149

3

163 Castlehill Enterprises Ltd

31/03/17

3,122

19,046

3,120

16,226

117

164 Boreal Ltd

31/12/16

3,087

43,332

620

18,276

257

165 Highway Barrier Solutions Ltd

31/03/17

3,081

18,216

3,004

16,097

103

166 O’Kane Supermarkets Ltd**

31/05/17

3,076

6,120

-203

10,855

88

167 Market Resource Partners Ltd

28/02/17

3,061

11,861

2,045

7,198

188

168 Dennison Commercials Ltd

31/12/16

3,048

52,220

1,590

43,786

186

169 Skea Egg Farms Ltd

31/12/16

2,994

63,272

3,915

61,678

112

170 M. Keys Ltd

30/09/17

2,985

23,374

977

18,346

85

171 Omniplex Holdings (NI) Ltd

31/10/17

2,984

16,895

2,984

16,895

164

172 Lowe Refrigeration Solutions Ltd

31/08/17

2,979

24,041

1,672

18,194

117

173 Keys Care Ltd

31/03/17

2,966

50,640

2,118

42,778

1253

174 Charles Tennant And Company (NI)

31/12/16

2,960

33,070

2,283

32,448

61

175 Ballygarvey Eggs Ltd

30/09/17

2,960

23,274

3,559

21,468

52

176 Noel Eakin & Sons Ltd

31/12/16

2,922

43,148

502

17,484

255

177 Moyola Precision Engineering Ltd

31/03/17

2,922

17,932

1,898

14,183

117

178 Cranswick Country Foods (Ballymena)

31/03/17

2,900

63,907

945

72,446

338

179 Kane Group Building Services Ltd

31/03/17

2,882

46,299

876

25,051

103

180 James F McCue Ltd

30/11/17

2,873

35,866

2,446

34,562

135

** Exceptional Item

Pre-Tax Profit previous year (£000)

Turnover previous year (£000)

No of employees

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Company Name

60

Year End

Pre-Tax (£000)

Turnover (£000)

Pre-Tax Profit previous year (£000)

Turnover previous year (£000)

No of employees

181 A.& F.A. Dundee Ltd

31/08/17

2,862

27,744

2,907

27,500

181

182 Colorite Europe Ltd

30/06/17

2,851

16,704

1,953

15,082

41

183 DCC Energy Ltd

31/03/17

2,850

150,240

3,631

146,186

161

184 Manor Healthcare Ltd

31/03/17

2,816

5,103

433

4,795

226

185 John Hogg & Co, Ltd

30/04/17

2,812

37,547

1,688

35,977

120

186 Munster Simms Engineering Ltd

31/12/16

2,812

17,374

2,069

16,501

172

187 Greiner Packaging Ltd

31/12/16

2,778

34,626

2,478

35,856

220

188 Alternative Heat Ltd

31/03/17

2,773

15,996

999

15,710

64

189 Germinal Holdings Ltd

30/06/17

2,765

26,365

1,732

23,742

93

190 Lynas Foodservice

31/10/17

2,741

131,551

2,723

115,909

490

191 Humax Electronics Co. Ltd

31/12/16

2,704

95,403

1,191

108,589

29

192 Wrights Accident Repair Centres Ltd

31/10/17

2,478

15,720

2,717

14,985

185

193 Direct Medics Ltd

31/01/17

2,690

36,378

2,055

27,906

144

194 Keystone Holdings Ltd

31/12/16

2,663

45,781

2,357

42,592

462

195 A.J. Power Ltd

30/06/17

2,653

34,432

2,437

35,480

121

196 Morrow Contracts Ltd

30/04/17

2,650

24,015

1,650

19,631

117

197 MDF Engineering Ltd

31/03/17

2,647

23,477

2,628

23,043

192

198 Beshouse Residential Properties Ltd

31/03/17

2,628

7,572

2,366

10,450

-

199 M. Keys Farms Ltd

30/09/17

2,602

20,186

472

15,201

33

200 Glenbeigh Ltd

30/04/17

2,582

20,068

2,257

18,849

335

Eye on Economy

BDO Northern Ireland’s Brian Murphy...

Taking The Optimist’s View

62

Eye on Economy Putting NI in pole position It all depends on your outlook but, for a lot of us, having an optimistic business adviser is preferable to having a pessimistic one. In the same vein, the local economy benefits more from the glass half full brigade than it does from those who don’t take that view.

B

DO Northern Ireland’s Managing Partner Brian Murphy makes no bones about the fact that he’s a fully paid-up member of the glass half full club. His view of the current state of play, which is backed up by BDO and the Chamber of Commerce’s recent Quarterly Economic Survey, is that Northern Ireland continues to buck the trend across a number of key commercial measures.

He goes on to say that Northern Ireland might just stand to gain from Brexit.....once the outcome is decided and the dust has settled, that is. This is a view taken by a growing number around the local business community.

“We have an in-built conservatism in our region,” says Brian Murphy. “We might be growing and we might be prospering, but we’re certainly not going to be shouting about it.”

The Quarterly Economic Survey produced one headline finding that might raise a few eyebrows. It found that 69% of the businesses surveyed said that they intended to expand over the coming three to five years. It’s a proportion that might surprise some, given the ongoing discussions around Brexit.

“What’s most positive in all of this is that business leaders have confidence and ambition in their businesses. That’s crucial. Without confidence, local businesses can’t make real progress.”

He agrees that in the short term it’s difficult for businesses to have confidence about the outcome of Brexit negotiations.

However “whatever happens, we will be uniquely positioned to capitalise on the outcome.

So, to my mind, we have to be optimistic and prepared.”

“I often think that, once Brexit is concluded upon, it will be like the start of a race. Our neighbours in the Republic of Ireland will be ready to go, other UK regions will be ready to go and we will

have to be ready to go as well.

There’s no point in waiting to check the oil or change the tyres once we’re on the starting line.”

“In a lot of ways,” he goes on to add, “Northern Ireland is economically where the Republic of Ireland was some 15 years ago....on the verge of great opportunity. Our lower cost base and the quality of our people makes us very attractive as a place to invest.

We have a developing economy and that means that we have plenty of room for expansion.”

“We don’t have any political leadership to actively promote our potential. But business has shown that it can step up to the mark and that it can lead the way.

The tourism sector, for example, is nearing annual revenues of £1bn because of rapid businessled developments that have improved the product. While there may not be one leader to make the case, it is important that we present a united front.” We must continue to sell Northern Ireland, despite the lack of government and the uncertainties over Brexit.

Northern Ireland businesses, he adds, also need to be realistic on pricing. “We really don’t like putting prices up,” he says.

“It’s another of those inherent things about our nature. But low prices create pressure on profits. Sometimes we just have to bite the bullet.”

“We don’t have any political leadership to actively promote our potential. But business has shown that it can step up to the mark and that it can lead the way.”

But how do we formulate economic plans without a government in place? Brian Murphy declines the opportunity to criticise local politicians.

Instead, he points to what has been achieved since Stormont shut down....and with a minimum of input from Westminster.

“Business here has moved on, and moved on successfully, despite the absence of a real and working government. We’re far too critical of ourselves and of Northern Ireland in general. We need to ease off on the criticism and we need to think of the opportunities that exist.....rather than focus on the barriers.”

“Sometimes we should look at how well we have done and pat ourselves on the back for our achievements to date. And, what’s more, acknowledge that we do have the ability to achieve the goals we set ourselves. To go where we want to go.”

Moving to specifics, Brian Murphy outlines a couple of issues that do affect businesses here.

Brian Murphy goes on to note that recruitment has its challenges, especially in certain sectors. He reckons that Northern Ireland has to work harder to attract candidates from other UK regions and the Republic of Ireland.

“Attracting people to work here hasn’t been easy in the past. But this is a much more cosmopolitan and progressive place nowadays, so it could and should be done.

We should be selling Northern Ireland more to the UK and international recruitment marketplaces, for example.”

He goes on to pick another eye-catching statistic from the Quarterly Economic Survey. It’s the one that says that a surprisingly high 76% of Northern Ireland manufacturing companies are actively recruiting as things stand.

“I think that’s an amazing statistic, and it shows, as I said at the start, that the ambition is there.”

63

Eye on Charity

Global Run in the Dark Funds Mark Pollock Trust’s Mission

Mark Pollock, co-founder of Run in the Dark, taking steps in his Ekso robotic legs

64

Eye on Charity

About Mark Pollock Holywood native Mark Pollock was unbroken by blindness in 1998, he went on to compete in ultra-endurance races across deserts, mountains, and the polar ice caps including being the first blind person to race to the South Pole. He also won silver and bronze medals for rowing at the Commonwealth Games and set up a motivational speaking business (www.markpollock.com).

Run in the Dark Belfast will take place on 14th November at 8.00pm in Stormont Estate. Join the Mark Pollock Trust and thousands of fellow runners and support ongoing research to find a cure for paralysis in our lifetime.

T

he Run in the Dark started as an idea on a notepad and has grown from several hundred people running around Trinity College Dublin in 2011, to a global event of 25,000 people, including 3,000 people in Belfast.

This year, by raising £440,000, Run in the Dark will enable ground-breaking collaborations and research which could change the lives of millions of paralysed people around the world.

“There is no cure for paralysis, or any meaningful therapies for people with spinal cord injury. At the Mark Pollock Trust, we believe we can cure paralysis in our lifetime.”

As darkness falls around the world on 14th November, in 50 cities from Sydney to San Francisco, thousands of people will get up from their armchairs, pull on their running shoes, slip on their red flashing armbands and hit the street to Run in the Dark.

Participants can run or walk 5km or run 10km at an official event in Dublin, Cork, Belfast or London, or they can

join one of the 45 pop-up events which take place across 6 continents from Sydney to San Francisco.

Run in the Dark is a great team-building or wellness initiative for colleagues, offering a fun way for corporate teams to raise money together for a worthwhile cause. This year Run in the Dark offers special team discounts for pre-paid teams of 5 or more.

Commenting on its mission, Mark Pollock says, “There is no cure for paralysis, or any meaningful therapies for people with spinal cord injury. At the Mark Pollock Trust, we believe we can cure paralysis in our lifetime. To do it, we are exploring the intersection where humans and technology collide and catalysing collaborations that have never been done before.

Every donation, every step, every study, moves us towards a cure for paralysis and enabling people to walk again.”

In 2010 Mark was left paralysed after falling from a second story window. He is now exploring the intersection where humans and technology collide and catalyzing collaborations that have never been done before.

Through the Mark Pollock Trust he is unlocking $ 1 billion to cure paralysis in our lifetime (www.markpollocktrust.org).

Selected by the World Economic Forum as a Young Global Leader and appointed to the Global Futures Council on Human Enhancement, Mark is a UBS Global Visionary, is on the Board of the Christopher and Dana Reeve Foundation (USA) and is a Wings for Life Ambassador (Europe). He is the subject of the acclaimed documentary called Unbreakable, is a TEDGlobal, Davos, Wired and EG speaker and is co-Founder of the global running series called Run in the Dark. (www.runinthedark.org).

He has been awarded honorary doctorates by The Royal College of Surgeons in Ireland and also from Queens University Belfast.

And, he holds a diploma in Global Leadership and Public Policy for the 21st Century from Harvard University, degrees from Trinity College Dublin and The Smurfit Business School.

Sign up at www.runinthedark.org/belfast

65

Eye on Law

Elliott Duffy Garrett...

Challenging At The Top Of The Legal Market

66

Eye on Law Adrienne Brock is clear about her objectives in the Managing Partner’s role at Belfast law firm Elliott Duffy Garrett.

“T

here are a couple of key areas, both focused on shaping our firm into a modern legal practice: developing our range of services in order to keep pace with the changing legal market and retaining and developing our specialist lawyers, including the next generation who will help us lead the firm into the future.

“One of my first initiatives on becoming Managing Partner (she took over the reins a year ago) was to give our professional staff a job outside of their day to day legal work. I divided up the key functions and involved non-partner staff and other staff in delivering management, administrative and business development functions.

I think I’m quite good at identifying peoples’ strengths and picking teams. It’s an approach that involves everyone in the firm, fosters collegiality, particularly as people from different departments get to work together and it’s one that is working very well for us. Our people are buying into Elliott Duffy Garrett and what we stand for.”

Elliott Duffy Garrett is one of Belfast’s leading commercial law firms, having chalked up 45 years in business. The firm has an interesting history. It was established in the dark days of 1973 by three lawyers from very different backgrounds – James Elliott, Gerard Duffy and Brian Garrett.

“It was set up as a specialist commercial, cross community law firm based in the city centre back at the very start of the Troubles.

That was quite something when you consider it,” says Adrienne.

“When I joined the firm in 1990 it was well respected and a significant player in the world of commercial law. I was interviewed back then by a panel of five – Gerard Duffy, Brian Garrett, Michael Lynch, the late Harry Coll and Michael Wilson.

Of those, only Michael Wilson, who retired last year, is still involved in the firm as a part-time consultant. My current partners and myself are very

much the second generation and we are delighted that Michael, who provides invaluable guidance and support, is still involved in the firm.”

Elliott Duffy Garrett’s areas of expertise include corporate and commercial law (M&A, joint ventures, shareholder arrangements, governance), banking and finance (to lenders and corporate clients), employment, professional regulation (Adrienne’s own areas), commercial property, restructuring and insolvency, dispute resolution and mediation, defamation, information law (with particular expertise in defamation and reputation management and data protection/ GDPR) and private wealth.

Adrienne does not underestimate what is involved in managing a modern law practice: “I always think that setting up a commercial law firm in the political climate prevailing in Belfast in 1973 must have been the bravest challenge of all, but progress has brought with it plenty of new challenges.

Having emerged from the recession following the credit crunch, law firms are now facing the issues of today: the changing nature of the market, increasing consolidation, the political consequent economic uncertainties created by Brexit (and our local political stalemate), advances in technology, both good and bad and the threats presented by financial crime, cyber crime and data security, all of which mean that law firms must operate under an increasing professional and external regulatory regime which has become necessary for the protection of ourselves and our clients”.

She’s realistic about the legal marketplace and its competitiveness: “The legal sector in Northern Ireland has undergone massive change since I started out in practice and the profession has had to respond and adapt to those.

The challenge is to anticipate and be ready to meet the changes that lie ahead. There are many drivers of change which have affected firms of varying size and structure in different ways but at the most basic level, firms like ours most of all need healthy commercial activity in Northern Ireland so that we have a flow of good quality legal work. That’s an essential.

As a locally owned and independent firm with strong

cross-border, GB and global contacts (including as the Northern Ireland member of the TAGLaw Global Law Firm Group, an international alliance of independent consortium of global law firms) we are in a good position in the local legal sector.

We work with a wide and interesting range of private clients, from family businesses, SME’s, international and global organisations, the voluntary/ third sector and some public sector work” she adds. “Last year we had to consider whether to put our name forward for the Collaborative Legal Services tender for across-the-board public sector work. We decided not to go in that direction but to take a selective approach to tender bids and all things considered we’re glad that we made that decision.”

Over the past year, Elliott Duffy Garrett has completed a major office move across the city centre, leaving Royston House in Queen Street (earmarked for redevelopment as part of the new Merchant Square scheme) and opening impressive new offices recently at Linenhall Street.

“We were happy at Royston House, but we didn’t have any option when it came to the redevelopment plans. So we had to find new premises. We had a look around and we called on the help of Ken Crothers and he came up with a few places for us to look at.

“We liked this place (40 Linenhall Street) right from the start, and our next step was to bring in Jan Madill (Madill Design Consultants) who helped us to come up with a design that would transform the space into a modern working environment.”

The result is impressive. The new first floor offices include an excellent reception area, a range of meeting rooms including a large

boardroom and a separate large space for the firm’s solicitors and support staff. Semi-open plan meaning that each solicitor has his or her own partitioned working space, complete with the inevitable filing cabinets, with the meeting rooms providing plenty of quiet spaces for meetings and conference calls.

“It has been a sea-change for us.

These offices are very different from our old ones. We’ve done away with private offices, and the concept has worked really well for us. Most importantly, the staff love working here and they love the way that the Linen Quarter, already well established as a commercial area, is developing.”

And the move, whilst it involved a lot of work and detailed planning, did bring one unexpected benefit for Adrienne. “I got to know the firm a lot better. When you’re planning something like that, you have to get to know every aspect of your organisation. Although I have been with the firm now for 28 years, looking at things from the perspective of Managing Partner gave me a very different perspective.

It’s been extremely useful.”

One of the challenges of the Managing Partner’s role is that Adrienne Brock has to find time for management duties on top of the task of running a busy employment law department. “When I became Managing Partner I was determined not to give up my day job. I love employment law which has given me a worthwhile and rewarding career. It’s an area which provides great opportunity for establishing collaborative relationships with clients, getting to know their businesses and workplaces and helping them to find solutions to problems. It’s great work to be involved in as a lawyer”.

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Eye on Personal Finance

Jayne Gibson & Insight.Out A Growing Force In Financial Planning Jayne Gibson’s story is a business story with a difference. Like others, it’s one of determination, of humble beginnings, of overcoming challenges, and of business success. But it’s also one of personality and of upsetting the odds.

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n just a few short years, Jayne has grown her business, Insight.Out Financial, from one employee to a ten-strong team, she’s heading for a £1.5 million turnover, and she’s just completed a year in impressive new offices on Belfast’s Holywood Road.

First the facts. Jayne is one of Northern Ireland’s only pension transfer specialists. A Fellow of the Personal Finance Society and of the Chartered Institute for Security & Investments, and the holder of a Masters in Financial Planning & Business Management, she’s also halfway through studying for a PhD. And she works with a

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wide range of clients, both individuals and companies, here in Northern Ireland helping those clients with a variety of financial planning issues, including pension transfers, SSAS’s, investments and tax planning issues.

But there’s a real human story behind the facts. A native of the North West of England, Jayne Gibson has lived in Northern Ireland, on and off, since the mid-1980’s. Back in 1990, she settled permanently, working as a nurse as well as looking after two small children as a single parent.

“It was all temporary shift work, and it was really hard to do

that with two young kids to look after,” she says. “So, I decided to apply for a job I saw with a financial services company near where I lived in Dunmurry.

I might have blagged it a bit at the interview, but I got the job and I threw myself into it.

“Within a couple of years, I’d got my first financial planning exams and was looking after the financial services side of the business. I loved it right from the start. People say that nursing is a vocation, but so is financial planning,” says Jayne. “I took the job to provide for my family, but I soon found that I was doing every exam that I could do.”

Jayne went on to work for

Belfast-based financial advisers Doherty for a number of years, developing her expertise as a pension transfer specialist.

“I might have come into the business by accident, but everything I’ve done after that has been considered and planned,” she says. “What I started to notice about this sector was that a lot of financial advisers were clearly focused on the returns and not on the client and his or her needs.

“So, when I became self employed as a financial adviser back in 2006, it was with that client focus in mind.

That’s what good financial advice should be all about.”

Eye on Personal Finance

For the next nine years, Jayne Gibson looked after the interests of a healthy client list, providing advice on pensions, investments and a wide range of other issues. By 2015, she’d started to think that maybe she could build something even better around her growing expertise and reputation.

“So, I set up what was then GWM Solutions, and I took the really big step of taking on my first employee. I’m sure others will recognise the feeling, but for me that was really frightening. Suddenly I was responsible for this person.... their mortgage and their kids.”

But, over the next number of months, more employees were added to the GWM payroll.

More recently, the company went through a complete re-brand to become Insight.

Out Financial and invested in its new and surprisingly roomy offices opposite the Strand Arts Centre on the Holywood Road.

“We’ve experienced a lot of growth over the past couple of years,” says Jayne. “A lot of that growth has been

“One thing is for sure. What we do can actually be life-changing. That’s why we can’t ever take what we do lightly or do it half-heartedly.”

driven by the changes in the defined benefit pension arena, but we’ve also developed our expertise and services right across the retirement and pension spheres.”

Insight.Out has an experienced team of professionals, including a number of specialists who have worked for much larger organisations in the financial advice field. “We form a great team, and we work together like a good team should.

“We sit down with our clients on a regular basis, and we get to know those clients well,” she says. “A lot of advisers might say that, but we practice what we preach. We really do.

We do a lot of listening first.

Then we talk and challenge.

“The starting point always had to be what our clients want to achieve in financial terms. But one thing I’ve learnt is that every client is different....and every client has different needs. Some are good at managing money.

Others aren’t good at it at all.

So, there is no typical client.

“One thing is for sure. What we do can actually be lifechanging. That’s why we can’t ever take what we do lightly or do it half-heartedly.

“What’s more, it’s a constant learning process. It’s important in this business never to think that you know everything that there is to know. You don’t.”

Insight.Out Financial is a trading style of GWM Solutions Ltd, which is an appointed representative of Network Direct Ltd, which is authorised and regulated by the Financial Conduct Authority.

To get in touch visit: www. insightoutfinancial.com or call 028 9590 2280

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Eye on Motoring

Agnew Corporate have announced the launch of their new brand identity, Agnew Leasing. When the company started out back in 1995, Agnew Corporate catered to a predominantly business clientele, providing specialist contract hire and leasing services to companies across Northern Ireland and beyond. However, in recent years, the motor industry has evolved at a swift pace, presenting new challenges in the business market and opportunities for expansion in the personal market.

Graham Thompson, Managing Director of Agnew Leasing.

AGNEW CORPORATE REBRAND AS ‘AGNEW LEASING’ W

ith personal contract hire rising at a rapid rate, Agnew Corporate have announced an exciting rebrand, designed to cater to the company’s evolving customer base.

Welcoming more private individuals than ever, Agnew Leasing has been created to offer a true representation of the company

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and where they’re headed in the future.

Graham Thompson, Managing Director of Agnew Leasing, explains: “More and more customers are choosing to fund their vehicles via personal contract hire and we want our company name to be all-inclusive, reflecting the fact that we provide leasing services for a variety of customers, both business and personal.”

Looking toward the future, the company’s plans go far beyond a new logo and brand design. With a team of in-house developers, Agnew Leasing has been working hard to develop innovative technology to make customers’ lives easier and attract new business.

The company will soon be introducing a new Affinity Car Scheme, with an online quotation system for personal contract hire. Rolling out via businesses to their employees, companies will be in a position to offer the Scheme as a value-added benefit to their staff.

Further plans include a new version of the company’s unique, in-house fleet management

software, Agnew Fleet Manager (AFM), which is expected to launch in the coming weeks with a new design and enhanced functionality.

This continuous innovation on the development of tools designed to assist both business and personal customers is testament to the company’s dedication to both markets, as they continue to invest heavily to ensure customers are offered the highest quality of services and benefits.

Going forward, personal contract hire will become an increasingly important market for the company, who promise to continue to develop innovative solutions to ensure the best possible services are available for all customers.

“The next few years will be both challenging and exciting for Agnew Leasing, but we welcome this and look forward to the opportunities that lie ahead,” explains Graham.

For all enquiries regarding the rebrand, contact Agnew Leasing on 028 9038 6600 or email agnewleasing@agnews.co.uk.

BDO: Northern Ireland’s Accountants Uniquely built to provide exceptional client service, always and everywhere

BDO Northern Ireland is part of the BDO International network. The network employs 64,500 people across 154 countries. Whilst leveraging from our global network we aim to deliver professional services such as Audit, Tax and Advisory to NI indigenous companies, shareholders and entrepreneurs.

Our ambition is to be the leading business adviser for Northern Ireland organisations, entrepreneurs and shareholders. To be a key influencer in all professional networks and support the NI economic engine. In doing so being known as an employer of choice where we encourage people to be themselves.

We believe the clients we represent are ambitious, entrepreneurial-spirited and are playing their part on the global stage and thereby contributing significantly to the NI economy.

Our values and our people set us apart. We believe the people we attract and retain, combined with the technology we deploy, is changing the face of accountancy. Five of our nine Partners started as trainees and this is testament to our commitment to develop our people.

We are much more than just accountants.

W: www.bdoni.com T: 028 9043 9009 @bdoni

BDO in Northern Ireland is authorised and regulated by the Financial Conduct Authority to conduct investment business.

Eye on Communications

Netflix Effect Ripples Through The UK TV Industry

Jonathan Rose, Chief Executive, Ofcom NI

We watch plenty of TV in Northern Ireland – an average of 3 hours and 18 minutes every day, according to Ofcom. That’s a lot of Love Island and Derry Girls but, says Ofcom, it’s not as much as we used to watch.

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t’s some 20% less than in 2010 with a far steeper fall among younger viewers, who are more likely to be watching Netflix or YouTube these days. This was the big story to come out of Ofcom’s recent Media Nations report.

The report highlights a competitive shift within the UK television industry, driven by the rise of the major global internet companies and the changing habits and preferences of UK audiences.

Half of adults (55%) in Northern Ireland now use on-demand / streaming TV services and, among these, Netflix is the most popular (29%), followed by the BBC iPlayer (22%) and YouTube (14%).

Traditional TV watching, via satellite, cable or a rooftop aerial, still commands the lion’s share of media watching but there are

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big generational differences.

Younger people watch less than a quarter of the traditional TV that older viewers do. Those same viewers are watching more non-broadcast content, such as YouTube, Netflix and Amazon Prime Video delivered over a broadband connection.

This change in media watching habits has been made easier by increased availability and take-up of faster broadband services and the devices used to consume media online, says Ofcom.

Eighty per cent of households in Northern Ireland now have a fixed internet connection. More than two in five (43%) TV households now have a smart TV, compared to 6% in 2013. Some 80% of people now own a smartphone, compared to just 45% in 2013.

Ofcom Northern Ireland director Jonathan Rose says the challenges provided by the new global internet players cannot be underestimated.

“What we watch and how we watch it are changing rapidly, which has profound implications for UK television,” he said.

“We have seen a decline in revenues for pay TV, a fall in spending on new programmes by our public service broadcasters and the growth of global video streaming giants.

“The challenge for broadcasters nationally and locally, posed by online competitors is to ensure they continue to make great programmes to appeal to viewers in Northern Ireland in the digital age.”

At a Northern Ireland level, there is a lot to cheer local broadcasters.

The Media Nations report highlights that local content and local voices on our TV and radio continues to be popular with viewers and listeners. TV especially still plays a hugely important role in people’s lives when it comes to keeping up with the news.

The second and third most watched TV programmes in Northern

Ireland last year were BBC One’s Newsline and UTV’s UTV Live on 16 October, as viewers looked for the latest updates on Hurricane Ophelia. The opening episode of I’m a Celebrity…Get Me Out of Here on UTV was the most-watched programme during the year.

Across the year, UTV Live’s market share was nearly twice the Channel 3 average for similar programmes broadcast in other regions for the early evening news bulletin slot.

And local radio, commercial and BBC Radio Ulster/Foyle, are far more popular in Northern Ireland than their peers in other parts of the UK, accounting for more than 60% of listening share. This is considerably higher than in Scotland (43%) and Wales (29%), underlining the popularity of familiar voices and local news to listeners in Northern Ireland.

Ofcom’s Media Nations report for Northern Ireland is available at www.ofcom.org.uk

Eyeon Commercial Property

Eye on Commercial Property

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Eye on Commercial Property

CBRE’s Brian Lavery...

Optimism Despite The Challenges Brian Lavery reckons that it’s essential that all of Belfast’s property professionals, not just those on his CBRE team, take a ‘glass half full’ approach to the market. But it’s a bit easier to do that these days than it was a handful of years ago.

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ith the possible exception of the retail sector, which has challenges of its own to face up to, CBRE’s Northern Ireland Director sees plenty of cause for optimism in the office space, in industrial property and in the emerging build to rent space.

Northern Ireland’s office market, inevitably centred on Belfast, is on the move after a number of years in the doldrums.

“For quite a number of years, we could see demand but development just wasn’t happening. Potential tenants were crying out for Grade A office accommodation but it wasn’t there for them. And that was intensely frustrating for those of us in this business,” he says.

“The banks weren’t lending on office developments and the pre-let marketplace didn’t really exist. But, on the client side of the picture, there was a need for certainty and there still is. Clients want good quality offices when they need it.

“What’s most frustrating of all is that we must have missed out on some investments in this city because we just didn’t have the right offices available.”

So what factors have helped to clear the logjam. “The Northern Ireland Investment Fund has certainly helped, and we’re seeing finance being made available.

The success of the Merchant Square development is a prime example of what can be achieved, and I’m confident that we’ll see other office development in the city going ahead.”

The £70 million Merchant

Square scheme on Wellington Place, due to complete by the autumn of next year, will create 227,000 sq.ft of retail and office space for up to 3,000 employees.

Funding for the scheme has come from the Investment Fund and Fairfield Finance.

“Another example of growing confidence are the office developments undertaken

by Belfast Port. The Harbour Commissioners took a risk, it has paid off and their building are full. The fact that they’ve just completed the Obel acquisition is another positive sign.”

Lavery, one of the local property industry’s most respected experts, goes on to add that there is still plenty of unsatisfied demand out there. “PwC, Deloitte and a number of others are all looking for Grade A office space in the city, so we need more.

That said, it’s good to see the market growing the way that it is and topping the 500,000 sq.ft per annum milestone. It’s also good to see rental valuations growing at the same time.”

He quotes the case of CBRE’s own impressive offices in Belfast’s Linenhall building. “When we moved in here, we were paying a high end rent of £17.50 per square foot. Now that level is more like £20 or even £21.”

CBRE’s office, complete with its expansive outdoor terrace with artificial grass and picnic tables, is state of the art. But Brian Lavery emphasises that employees, and younger employees in particular, are increasingly demanding high-spec workplaces.

The industrial property sector

(warehouses, industrial units, etc) lags behind the office sector by contrast, according to Brian Lavery.

“The problem in this sector is that the stock we have hasn’t changed much in 20-odd years, and it tends to be fairly old fashioned and not fit for purpose.

So new development will have to happen to meet the demand that is out there, from global giants like Amazon to a range of other business operators.

“Once again, it’s almost certain that we’ve missed out on deals because of our lack of available property.”

The challenges facing the retail sector have been well documented. Brian Lavery is realistic about what Belfast and Northern Ireland needs to do. “This region is well serviced on the retail front,” he says. “And the retails sector will survive. Retail is all about getting your offering right, but it’s not always easy to do that.

“It’s not easy also for the landlords who are operating in the retail space. They’re being hit by what seems like a steady stream of CVA’s and it’s not easy for them to find replacements for the tenants who do fall by the wayside.”

On the residential front, Lavery points to the continued emergence of the build to rent sector, a sector already offering good returns to investors across the Irish Sea... but still in its relative infancy over here.

“It’s probably fair to say that we need more greenfield sites for development use. What seems to be clear is that the demographics are changing.

Younger buyers coming out of university and starting work now don’t necessarily want to buy a house. They’re happy to rent providing they get the accommodation they want..... and so the market is always developing. Investors are sitting up and taking notice of that trend.”

The spectre of Brexit looms over the property sector as it does with any other. CBRE’s London-based research unit, headed up by the well respected Miles Gibson, has produced an excellent report entitled ‘Brexit & Northern Ireland....A Guide For Real Estate Decision Makers’.

The report, essential reading for those looking for a more in-depth understanding of the issues, includes one fascinating conclusion. Noting that the impact of Brexit on Northern Ireland is pivotal to the entire negotiation, it says that the negotiating parties’ determination to avoid a hard border is likely to result in very unusual and complex arrangements. But these arrangements could present new opportunities for Northern Ireland.

“I think there’s little doubt that the border arrangements will be thrashed out at the last minute, but there’s every chance that they could present opportunities for this part of the world to have a fairly unique status,” says Brian Lavery.

A lot less optimism, from Lavery or anyone else, can be drawn from the fact that Northern Ireland has now been ungoverned for longer than anywhere else in the world. “We have to get on with it,” says Lavery, “but there’s no doubt that it’s hurting. It’s affecting government spending, it’s affecting infrastructure, it’s starting to affect planning and there is no doubt that it is impacting on investment.

“We know of a number of companies who’ve told us in no uncertain terms that they won’t invest in property here in Northern Ireland because of the lack of government, and because infrastructure investment they were promised have not been delivered.”

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Eye on Commercial Property

easyHotel Development Is Hard Reminder Of Northern Ireland Regulations Hotel chains are being attracted to grow their business in Northern Ireland as a result of the burgeoning tourist industry in the country, but face local regulatory requirements that differ to those that apply in the rest of the UK. Real Estate Partner, and Head of Pinsent Masons Belfast Office Andrea McIlroy-Rose examines the issue

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ne of the major dividends for Northern Ireland since the peace agreement in 1998 is the emergence of the region’s tourist business – this has been helped by highprofile initiatives, such as the development of Titanic tourism, the filming of scenes from the popular TV series Game of Thrones, and the hosting of stages from the Giro d’Italia, one of cycling’s classic events.

These initiatives have fueled demand for beds – the results of a recently published survey by ASM

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Chartered Accountants found that there were approximately 2.26 million room nights sold in Northern Ireland in 2017, which represented a new record. The market has responded to this demand with new developments being promoted and delivered at an unprecedented rate. For example this includes the newly opened Grand Central Hotel, and the easyHotel development on Howard Street.

It was that latter development that brought the separate legal framework for Northern Ireland into sharp relief. Earlier in the summer, media outlets reported that a number of the rooms in the new hotel did not meet room size requirements stipulated in the NI legislation and the certification easyHotel required from Tourism Northern Ireland to open for business was delayed as a result.

Under the Tourism (NI) Order 1992 it is an offence to open a tourism establishment without a certificate. Article 12(5) of the Order provides the Northern Irish government with the power to set regulations for minimum standards to be met. The Categories of Tourist Establishment (Statutory Criteria) Regulations (Northern Ireland) 1992 set minimum sizes that rooms in tourist establishments must meet – double bedrooms in hotels must be at least 13

square metres in size, and single rooms 7.5 sq m, for example.

According to article 13(5) of the Order, if, on inspection, the inspector is satisfied that the criteria have been met, he/ she will issue a certificate.

Northern Ireland is a separate legal jurisdiction and it is important that developers recognise the particular regulatory requirements they may be subject to and obtain specialist legal advice.

In the case of the easyHotel development, they were able to take a creative and pragmatic approach, opting to re-designate as guest house accommodation and thus satisfying the regulatory requirements.

Any successful tourist city needs a range of accommodation to fit a range of budgets. The easyHotel opens its doors around the corner from the spectacular new Hastings Group offering, The Grand Central on Bedford Street and each will bring a new approach to City Centre hospitality.

Over at the city’s waterfront, Pinsent Masons was pleased to play a lead role in the development of one of the city’s newest lifestyle offerings, the AC Marriot at Belfast Harbour City Quays. We were able to combine our specialist hotel experience operating across the UK and Europe, along with one of the largest local property teams in the market.

It is that combination of the right specialist and local knowledge that is so important when pursuing developments in a regional economy and jurisdiction such as Northern Ireland.

Whatever the brand, these new developments are important for our city’s growth, and send out a strong message. Northern Ireland is ‘open for business’.

E: Andrea.McIlroy-Rose@ PinsentMasons.com T: 028 9089 4888

Eye on Commercial Property

THE ABC OF SOUND COMMERCIAL PROPERTY INVESTMENT

Roger Wilson, Chief Executive of Armagh City, Banbridge and CraigavonBorough Council, explains why the region offers a big draw for investors and developers.

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sked to name the key attributes which mark a sound real estate investment, most investors would put location, a vibrant economy, and realistically-priced land and property near the top of their check list.

These might appear the more obvious elements which make up the relatively complicated investment equation, but it can often be difficult to find all three together in one region.

A great location and economy aren’t often apparent, but it is very rare to find value as well.

Look no further.

In the borough I represent, not only are we privileged to have that golden trio of factors, we also have a host of other reasons which will support any investment or development decision in the area.

The Armagh City, Banbridge and Craigavon Borough is a hidden gem for investors – that is the message we will be taking to MIPIM UK in October where we will once again be enhancing the region’s reputation with the international investment world.

That statement isn’t one based on anecdotal evidence but is backed up by hard facts.

Take location; the Armagh City,

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Banbridge and Craigavon Borough is just 30 minutes from Belfast, one hour from Dublin and 45 minutes from Northern Ireland’s two main airports.

It is strategically placed on both the north-south and east-west economic corridors with access to efficient rail and road connections.

In addition, the borough is a strategic hub for Project Kelvin, a new high-capacity and extremely secure and reliable direct telecoms cable to North American which avoids traditionally congested routes.

It is partly for these reasons the economy in the borough is flourishing.

Gross Value Added (GVA) stands at £3.4 billion, the highest level of any council in Northern Ireland, outside Belfast.

There are 8,725 registered businesses – 12% of all businesses in Northern Ireland – made up of a range of industries from manufacturing to agri-food, high-tech to life sciences, and ranging in size from micro start-up to corporate behemoths.

Moy Park, owned by US food giant Pilgrim’s Pride, has its European headquarters in Craigavon and is Northern Ireland’s biggest company, while there are a host of other inward investors in the region such as Indian IT services company HCL and US packaging firm Sonoco, as well as many more global firms.

They sit alongside a rich seam of indigenous businesses which, despite growing to become global giants themselves, have remained headquartered in Armagh, Banbridge and Craigavon.

They include Almac, one of the world’s biggest pharmaceutical manufacturing businesses; aerospace seat manufacturer Thompson Aero Seating; crisp manufacturer Tayto; Irwins bakery; potato processor Wilsons Country; and construction company Turkingtons.

These large firms are well-supported by an efficient supply network and complimented by a vibrant start-up, small and medium-sized business community.

As an example, an ever-growing number of logistics and distribution businesses are basing themselves in the area, drawn by the good transport links and strong supply chains offering a wealth of work from surrounding companies.

It’s little surprise that collectively, the businesses within two of the borough’s industrial estates alone – Carn and Seagoe – account for £1 billion worth of GVA. The tourism economy is also flourishing, particularly in Armagh where the attractions of the Armagh Planetarium and the pull of Ireland’s oldest city has been drawing tourists aplenty and continues to attract more visitor spend year on year.

The council is particularly keen to attract more hoteliers to the region as part of its tourism initiative and is confident of attracting more investment in the near future.

Just up the road in Banbridge the digitech sector has also been blossoming with the town drawing up to 300 actors to the green screen studios where many television and movie scenes are filmed.

Not only does that draw famous faces to the streets of the town, but it also gives work to costume designers, extras and others from the area and provides business for local services.

Such a vibrant economy would tend to mean that commercial property value is difficult to find but that is not the case here.

Prime yields remain well above both the UK and Republic averages across all commercial property types.

Latest research shows offices in

Northern Ireland are commanding yields of 6% against 4% in the UK and around 5% in the Republic; shopping centre yields stand around 7.25% against 4.5% in the UK and 4% in the Republic; high street shops at 5.75% against 4% and 3.15% respectively; retail warehouses 7.5% against 5.5% and 5% respectively and industrials 8.5% against around 4.5% and 5.5% respectively.

The numbers, the location and the economy speak for themselves and are stimulated by an energetic and proactive council.

Armagh City, Banbridge and Craigavon Borough Council is focused on drawing investment and development to the borough and we are determined to do all we can to support that aim.

That includes proactively developing high-quality business infrastructure, boosting skills in the region, supporting economic development and promoting the borough as being very much open for business.

We are determined to grow our economy as a whole – with particular focus on agri-food, health and life sciences and advanced manufacturing/ digitech - and will do everything within our power to support the ambitions of companies based here.

Planning powers have recently been transferred to the council so we are working to streamline the process to make it more efficient.

As well as the potential for industrial development in some of the brownfield sites throughout the borough, we are also focused on regenerating town centres and exploring office development opportunities, with demand for grade A accommodation strong.

And given the growing tourism and business sector in the borough, there is considerable scope for hotel development.

Overall, the potential for property development and investment in Armagh City, Banbridge and Craigavon Borough is significant.

Location, a strong economy and realistically-valued land and property are easily ticked off the checklist, but it is the additional support from the forwardthinking council, from an energetic and vibrant economy and from a region which has a high quality of life that will make investment here an easy decision.

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For more information on our range of services, please contact your nearest GMcG office or visit gmcgca.com

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Eye on Motoring

Fleet Financial...

Vehicle Management Leaders Plan For The Future

Damian Hughes and Brian Casey have both gained significant lengths of service and experience with vehicle management specialists Fleet Financial. They believe the Mallusk based company couldn’t be better placed in the wider motoring marketplace to support business customers and developing their retail customer base.

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e’re part of a large motor industry Plc, but we’re an autonomous company and that’s offered us a lot of strength and flexibility in recent years”

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says Fleet Financial’s Managing Director, Damian Hughes.

It’s also a formula which means that both Fleet Financial and its knowledgeable staff are well placed to understand the

complexities and time constraints businesses face in managing their company vehicles.

As a company, Fleet Financial came into being back in 1996 when four experienced motor executives

decided that the time was right for a specialist service-orientated supplier of leased and contract hire vehicles to business customers.

Fleet Financial quickly established itself as a leading supplier of company vehicles, providing exceptional customer service, sound advice and tailored solutions.

Brian Casey; Operations Director and Managing Director Damian Hughes believe the number of long-serving team members has been a significant

Eye on Motoring component in Fleet Financial’s success over the years.

It’s this stability, knowledge, innovation and friendly approach which they believe helps them retain and attract customers.

Back in the summer of 2012, the company was acquired by the Charles Hurst Group, in turn part of Lookers Plc, one of the giants of the UK retail motor industry.

However, Fleet Financial continues to supply all makes and models of vehicles and makes a point of sourcing a large proportion of its vehicles from dealers in Northern Ireland.

“We don’t have to do that, but we think it’s important that we continue to support the local economy” adds Hughes.

“We were assured right from the start that we would be left as an autonomous unit based here in Mallusk, and the Charles Hurst Group has been good to its word on that one. They’re there if we need them, the lines of communication are always open, and that’s a reassurance”.

Fleet Financial deals with a wide range of customers, from sole traders with fleets of one vehicle through to large organisations with fleets of many. It supplies all shapes and sizes of cars and light commercials, and it’s been increasing its presence not only in the very buoyant SME market but also in the fast-growing personal contract hire marketplace with its ‘Preferences’ brand.

Brian Casey believes most businesses have some understanding of the various options available to them in acquiring and managing vehicles however they want someone to make the process as efficient as possible.

“We’re finding an increasing number of businesses contacting us to help with their company vehicles. They’re looking at outsourcing, saving them time and money whilst bringing our knowledge and support to their business”.

Brian believes companies are pleasantly surprised by the range of products Fleet Financial can offer which includes vehicle funding including contract hire, breakdown recovery, accident management, short term hire,

Damian Hughes, Managing Director, Fleet Financial

driver assistance app and online vehicle management software to name a few.

He adds “We have invested heavily in the last number of years in our product line up and try to ensure these services can be accessed and used by businesses of all sizes.

We have an ethos of Extra Comes as Standard within Fleet Financial and work hard to ensure this is communicated to our colleagues and our customers. We want customers to understand we can help them with any aspect of running cars and vans and we’re confident our product line reflects this”.

Damian Hughes acknowledges there are some challenges in the marketplace with vehicle supply, the future of diesel engines and hybrid technology along with the introduction of Worldwide Harmonised Light Vehicle Test Procedure (WLTP). A new testing procedure for cars and vans which provides more reliable emission and miles per gallon figures for vehicles which is effective from 1st September 2018.

“It’s a fact of life and it’s one we have to live with. We’re used to legislative changes, after all, it’s the motor industry. It has caused some frustrations but ultimately, we need clarity and stability from Government and the motor manufacturers. In the interim we’ve been working very closely with our customers to help them understand the

Brian Casey, Operations Director, Fleet Financial

changes and meet their vehicle requirements. They still have businesses to run and vehicles are an important part of that”.

As for the future Damian Hughes says “We’re very confident about the next few years. Our customers will always need vehicles, whatever type of vehicles they turn out to be, and we’ll be here to advise them on choices and make their vehicle management as seamless as we possibly can. We’re continuing to invest in our team, our products and our service levels. We’ve made some significant changes in the last few years, all geared towards our customer interactions.

From our first conversation to introduce our services through to the day to day management of their vehicles and drivers, we are constantly challenging ourselves

to innovate, offer flexibility and deliver an outstanding service to businesses of all sizes”.

Brian Casey adds “As cliched as it sounds we’re a people business, we don’t want to be a faceless organisation. People are time constrained but our new customer acquisition rates would indicate businesses appreciate what we can do for them and see value in our product line up.

Most of all, they seem to like the fact we’ll get in our car, come and see them, offering a friendly and transparent service whether it’s a business of one vehicle or a fleet of vehicles. That’s how we started the business over twenty years ago and that’s how we see it continuing to develop.

The perfect mix of technology and people working together.”

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Eye on Finance

EYE ON FINANCE

by Alistair Cooke, Director, ASM Chartered Accountants I have no cash. If in the meantime I need to pay my suppliers I will have a negative cash-flow. t #FJOH QBJE PO UJNF NFBOT UIBU I can pay my suppliers promptly.

Being put on stop can cause major problems to a client who needs the job done. t *U XJMM FOBCMF UIF CVTJOFTT UP meet its tax liabilities on time. t *U XJMM SFEVDF DPTUT GPS example interest charges. t )BWJOH B QPTJUJWF DBTI GMPX provides a feel-good factor; it keeps you in control and makes it possible to plan thus avoiding rushed decisions.

Whilst many of us regard the measurement of profit or turnover as a sign of success in a business the most important element which many people overlook is cash flow.

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t *O UIF MPOH UFSN B QPTJUJWF cash-flow results in a good reputation for the business. t *U QSPUFDUT UIF XJEFS FDPOPNZ If small businesses go out of business larger ones will be affected and vice-versa.

So what things can have a negative impact upon our cash flow?

ithout cash flow even the most successful businesses in terms of turnover or profitability will not survive. Like the body needs food so a business needs cash to live.

We do not have to think hard to recall some very large businesses which have gone out of business lately, Carillion, House of Fraser, BHS, Toys ‘r’ us. The list could go on. Without knowing the detail behind each failure we cannot say the precise reason for failing but no doubt cash, or lack of it, played a major part in each of these failures.

So why is cash flow so important?

t 1PPS DSFEJU DPOUSPM .BLJOH B TBMF is great, but until you have been paid you will have no cash flow.

t *U QSPWJEFT MJRVJEJUZ *G * TFMM something on credit to you I have made a profit, but until you pay me

t *OTVGGJDJFOU GVOEJOH 1BSUJDVMBSMZ for a new business, many startups under-estimate the amount of

t $BSSZJOH UPP NVDI TUPDL 8IJMTU there is a need to carry stock to be able to fulfil your customer’s orders, remember all stock has a cost and may need to be paid for before you have made a sale. t #BE DSFEJU IJTUPSZ XJUI TVQQMJFST If you have experienced problems paying suppliers on time in the past you may find suppliers requiring payment quicker or even in advance.

money required to get a business over the ground and how long they will have to wait until they will get paid. This all has to be funded in some shape or form. t &YUSBDUJOH UPP NVDI NPOFZ from the business. Sometimes business owners see a business as their own ‘piggy bank’. Once the money starts coming in they begin spending it without a thought about the bills due.

So what can a business do to improve their cash flow position?

Before you start trying to improve it, you have to know your starting point.

Therefore it is essential that the cash flow position of a business is monitored.

Prepare a cash flow projection and update it daily or weekly as necessary.

It is always easier to find a solution to a problem in advance rather than at the last minute. Remember this is only a projection; you will never get it exactly right, so always allow a buffer in any projections. t $IBTF PVUTUBOEJOH EFCUT o TPNF people will only pay their bills when they are asked. You could also consider getting paid by direct debit or standing order perhaps on a monthly basis to enable you to forecast the receipt better. It may also be beneficial to offer an early settlement discount to customers who tend to over extend their credit terms. t .BOBHF ZPVS TUPDL MFWFMT o UIFSF JT OP point holding 50 of an item in stock if you only sell 20 of them a year. Stock is a very easy way for cash to be tied up in a business but with careful management it need not be a drain. t #F DBSFGVM PG PWFS USBEJOH 5IJT JT where a business grows too quickly and cannot keep up with demand perhaps because they cannot buy the stock required to service orders at they don’t have sufficient credit terms with their suppliers.

t .BLF TVSF ZPV BSF OPU UZJOH up cash which will be needed soon in a long term asset such as a property or equipment.

Long term assets need long term funding such as a bank loan or hire purchase finance. t $POTJEFS TVDI UIJOHT BT JOWPJDF finance which can offer you cash in advance of being paid for your invoices. This can be a very useful tool for a growing business and it should be easier for your lender to increase this facility as you grow and generate more sales. t 4QFBL UP ZPVS TVQQMJFST UP TFF if they are in a positon to offer you favourable credit terms.

Sometimes even if you have only been trading with a supplier for a few months they may be able to offer you some credit and this can make a big difference rather than having to pay in advance of receiving goods.

Finally, improve profits not just turnover. A sales-driven business with a large order book which does not improve its profitability has a greater risk of going out of business than one with limited but profitable work.

The content of this article is for information purposes only and advice particular to your circumstances should be sought from a professional advisor.

ASM Chartered Accountants has six offices – Belfast, Dublin, Dundalk, Dungannon, Magherafelt and Newry.

The 120 strong team specialises in a range of accountancy disciplines including Audit and Accounting, Business Consultancy, Corporate Finance, Forensic Accounting, Hotel and Tourism Consultancy, Internal Audit and Taxation Services.

For more information, contact Alistair Cooke, Director at ASM Chartered Accountants Dungannon.

Tel: 028 8772 2139 Email: alistair.cooke@asmdungannon.com www.asmaccountants.com

Eye on News

Plans Revealed For Inaugural Innovation Conference In Newry Some of the world’s most respected entrepreneurs are lining up to take part in the first-ever innovation and technology conference in the city of Newry this September.

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nnovation Nation 2018, which is being run by Newry, Mourne and Down District Council and a number of supporting partners from the public and private sectors, will show how organisations can use the latest innovations and technology to drive their businesses and will shine a light on the burgeoning tech scene in Newry and the surrounding area.

The conference will take place on the 27th & 28th September, with the second day delivered in partnership with Catalyst Inc. which is lending its expertise to shape an exciting programme for up to 300 school children from 10 schools across the Council area, the Day of Ambition.

Liam Hannaway, Chief Executive, Newry, Mourne and Down District Council said: “Innovation Nation will celebrate the powerhouse innovation and tech scene which has emerged in the Newry, Mourne and Down district over the last few years, showcasing the ground-breaking work which some of our local companies have been carrying out.

“With innovation and technology now infiltrating every aspect of our work and personal life, Innovation Nation is a must-attend event for anyone interested in the fourth industrial revolution taking place all around.”

Chair of Newry, Mourne and Down District Council Mark Murnin said: “I have pledged to make sure the young people of this district are fully equipped to help drive the economy in the future so Day of Ambition is particularly important to us at the council. We want to get the next generation excited

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Paul McKernan, Joint Managing Director, STATSports; Ashleen Feeney, Director, KPMG in Northern Ireland; Liam Nagle, CEO, Norbrook Laboratories; Cllr Mark Murnin, Chair, Newry, Mourne and Down District Council; Adrian Toner, COO, First Derivatives plc; Liam Hannaway, Chief Executive, Newry, Mourne and Down District Council; and Mark Bleakney, Regional Manager, Invest NI

about the brilliant things which are happening in the technology sphere in the district and give them the best opportunities to experience the world of work.”

“This generation is the workforce of tomorrow and we need to make sure we are producing the right talent to meet the future demand from the sector.”

Newry, Mourne and Down has a long history of innovation and entrepreneurship in the technology sector, spawning global market leaders such as First Derivatives plc and STATSports. The district also has a number of leading innovative companies that continue to adopt technology in order to remain ahead of the competition and maintain a strong export trajectory, such as Norbrook Laboratories.

First Derivatives plc and Norbrook

Laboratories have demonstrated their support for the conference by becoming Innovation Nation 2018’s headline sponsor and gold-level sponsor respectively.

KPMG, STATSports and Invest NI are also supporting the inaugural event as silver-level sponsors and will also play an important role.

Adrian Toner, COO, First Derivatives plc said: “We are pleased to become the headline sponsor of Innovation Nation in its first year and believe it will perfectly position Newry, Mourne and Down as a great place in which to locate and invest.

“It will highlight the impressive pipeline of talent in the district and showcase the world-leading technology companies already operating here. Furthermore, it will also heavily promote education

to align with the skills required to help shape the future of innovation and to meet the requirements of key employers in the region.”

Liam Nagle, CEO, Norbrook Laboratories added: “As one of the largest employers in this area, we are delighted to play our part in showcasing the attractiveness of the district alongside the talent and innovation which has always been in our DNA. “Innovation Nation 2018 will host some of the world’s leading thinkers on all aspects of innovation and technology – from cyber security to artificial intelligence, robotics to augmented reality – and offer practical advice on how businesses can harness current and future trends to improve efficiency and grow their bottom line.”

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Eye on Events

Magical Mela Draws In The Crowds To Celebrate Cultural Diversity The 12th annual Belfast Mela, together with SPAR attracted thousands of visitors from Belfast and beyond to Botanic Gardens at the end of August as Northern Ireland’s biggest celebration of cultural diversity got underway.

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rganised by ArtsEkta, the Belfast Mela celebrates Northern Ireland’s increasing cultural diversity with music, dance, food and much more from around the world.

Nisha Tandon, OBE, Founder and Executive Director of Arts Ekta said: “This year we put on our most ambitious line-up of acts from around the world and we are so proud that Mela has grown to become one of the city’s signature cultural events promoting Belfast as an open, inclusive and welcoming place to live and do business. Many communities have made Belfast their home and it has never been more important that we embrace the individuality and cultural heritage of each citizen and find strength in our diversity.

“Working with hundreds of artists, locally and internationally we presented a bold, vibrant and colourful cultural celebration once again this year, to create a wonderful world of music, dance, food and arts for all the family to enjoy together. The highlight this year was our wonderful finale Reunite which involved more than 100 local performers in a contemporary outdoor theatre spectacle inspired by Bollywood.”

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Eye on Communications

Eye on Communications

Improve Your Mobile Workforce We have witnessed first-hand the change in business processes from implementing a workflow management solution. Real time, relevant and reliable data means businesses are able to make informed and positive business decisions which streamlines their overall business environment.

What is a workflow management solution?

The workplace is constantly changing. Work no longer encompasses driving 30 minutes to a single place of work, sitting at a desk for 8 hours, answering emails and clocking out at 5pm. The business environment today operates 24/7 and incorporates more and more mobile workers every day.

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ccording to research, 61% of workers reported that they work outside of the office for at least part of their day*. Because of these changes in organisation scheduling, allocating and tracking has never been more important.

However, many companies still admit to using paper-based processes for the management of their mobile workforce.

Although this was always been tradition, mountains of filing cabinets and rooms full of paperwork create their own problems. Keeping track of quotes, jobs and invoices being one of the most painful exercises for management to carry out

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*7 Enterprise Mobility Statistics you should know

when trying to manage their workflow.

By creating a single place where all information is created, shared and stored makes organisation for both management and field based workers simple. It is a common complaint that mobile workers do not receive the correct information or support to perform their job to the highest standard. A workflow management solution means workers receive all the information they need including, directions, job descriptions, timings and material requirements. Workers stay motivated and you get the job completed in a cost effective and high quality manner.

There are generally two parts to mobile workforce management software. An office based management system and a mobile application. Managers can schedule jobs remotely to field workers from the management system to the mobile app.

The workflow management system is updated automatically throughout the day, with the information gathered in the field. Real insights into this information allows management to make data-driven decisions and supports admin workers to incorporate any emergency or same day jobs. The information collected can be processed into daily, weekly or monthly reports at the touch of a button allowing for in-depth analysis.

In the field, workers use the app to access their job schedule and record their daily activities. The mobile solution can also be used for navigation to and between jobs. Mobile workers use their devices to capture all data required for the job. Additionally, most solutions allow for customised workflows to be set up for each job to conform to any required health and safety standards. With the data being fed back to the office automatically, management now have real-time visibility of their workers and their activity.

What are the benefits of implementing a workflow management software?

Still not convinced that this is for you? Let us tell you exactly why your company will benefit from introducing a workflow system. There is more to a workflow management solution than just improving communications between the office and field workers.

Eye on Communications to improve the cash flow in your business.

By using a mobile workflow management solution invoices can be generated on the same day that the job is completed, as all data is automatically fed back to the office. Every detail from the field, including additional notes, parts used, photos and signatures can be uploaded to the job report so that invoicing is both timely and accurate.

No more issues surrounding delayed data re-entry or lost or illegible paperwork.

Improved Productivity Eliminating paper-based processes can have an immediate impact on productivity. With a paper-based system, workers drive to the office to collect job forms, maps and anything else they may need before then travelling to the work site. By eradicating the need for this by remotely scheduling jobs to the worker’s smartphone, this non-productive time is automatically removed.

Further productivity gains can also be made in the office by eliminating paper. This will significantly reduce the workload of your admin staff as the need for data re-entry is removed. By using a mobile workflow management solution, managers can make more informed choices.

They have improved access to data surrounding productivity levels and can, therefore, use this data to plan and schedule jobs more productively.

With smarter scheduling, managers can balance the workload of their field workers and therefore eliminate the need for overtime.

Increased profitability As your business improves on their productivity, this will have an almost immediate knock on effect to your bottom line. Reducing the gap between a job being completed and payment being received helps

“WorkPal has allowed us to increase profitability by reducing admin costs and better management of site time. We’re now more efficient in our business processes, helping us take on more work from our clients.”

Ben Noble, React Services

important data but accuracy is also improved when using a mobile workforce solution.

Data re-entry is eliminated, meaning no duplications or data errors. Most systems allow management to compile customised reports on stored data, allowing them to compare information and gain a better insight into how field workers are performing.

“Thanks to WorkPal we can analyse maintenance data and make decisions to either continue maintenance or replace the asset altogether. Assets that are continually breaking down are expensive and we can make informed decisions based on our WorkPal reports.”

Lance Hamilton, Mash Direct.

Compliance Tracking jobs that have been pushed out to mobile workers through a management systems means a full service history is created and stored online for all jobs that have been scheduled and allocated. This is ideal for when your business has various standards to uphold in order to remain compliant. These records will be time, date and location stamped and stored until they have been manually deleted.

Most solutions additionally allow you to customise workflows to ensure Health and Safety standards and Service Level Agreements are met. Making these mandatory steps of the job workflow ensures that these are completed before the job is started.

“It’s real time, you can’t lose anything, you’ve got traceability and a tracking history. It’s just brilliant and it is simplifying things for us.”

Dermot McLarnon. DB McLarnon Fire Protection Agency

About WorkPal WorkPal is our software solution for mobile workflow management, reporting, tracking and invoicing. It has been designed and developed by our in-house software team and is a Web App for Office users and a Smartphone App for iOS and Android that instantly synchronises the paperwork of office and field based teams, transforming the distribution, management and time frames of jobs, paperwork and invoicing.

We work with clients all over the world, from Ireland to the USA. Our experience has allowed us to develop our solution to meet the changing needs of our customers and this is why we are one of the leading providers of workflow management software.

Informed Job Insights Real-time and reliable information means management can make informed business decisions from data they have collected and stored via their workflow management system. Not only is there greater access to

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Eye on Communications

The future in VOIP Over 2 decades ago the now fast growing trend of VoIP – Voice over Internet Protocol – was almost nonexistent. However in recent years this new method of telecommunications has experienced significant growth.

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eveloped back in the 90’s primarily as a work around for cheap long distance calls it is rapidly becoming the go to solution for all businesses seeking a cheaper, more sustainable solution.

VoIP works by transferring the voice data between 2 specific IP addresses.

It does this by breaking down the signals into pieces of data small enough to be transmitted. They then reform at the receiving end to the original state creating the whole voice.

Initially, VoIP was mainly used by individuals and IT companies who were technologically advanced enough to know about it, and also know how best to use it with the accompanying drawbacks in its earlier years of uptake.

Since then, things have come a long way in the world of VoIP. There are now many companies the world over who rely solely on VoIP as their phone system of choice.

A Future Proof Solution In the past, the main application of this technology has focused on the fact it is a cheap way to conduct international calls.

But VoIP is now considered simply a more cost-effective alternative to traditional landline phone systems, with a long list of advantages that are simply not possible from traditional phone networks.

With better and wider spread fibre optic and Ethernet solutions, VoIP systems are now more readily available to businesses than ever before. With the implementation of faster networks like 5G mobile which offer speeds 10x faster than the previous 4G, the quality of calls will improve and common problems like jitter, echoes and packet loss will be reduced. 58% of UK workers seek remote working opportunities at present, therefore it’s clear that 5G will be a huge aspect of the remote communications toolkit.

It is anticipated that voice assistants will get smatter, with artificial intelligence able to answer calls joined with improved speech and language processing. The more traditional systems

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will continue to die out with telecoms providers switching off the existing PSTN and ISDN networks by 2025.

One of the biggest moves will be around unified communications and the linking of solutions under one communication platform. Integration with almost everything will bring the office systems together like never before.

Unified comms will now mean voice, video, data and mobility. These can all be bundled into a centralised solution enhancing business communications.

Flexible With business now a days being so diverse we find ourselves spending more time out of the office, working from home or elsewhere in the world. With VoIP you are no longer confined and are able to operate outside of the office as well as from your desk. New mobile applications mean you are no longer tethered to your workstation but have the flexibility to work from anywhere.

Scalable Benefiting your Business Cost Savings The main benefit of a VoIP solution is quiet obviously the massive cost savings your business will benefit from. As this was the main reason for the initial implementation of VoIP systems, technology has now improved to provide consumers with a cheaper but also high quality alternative to traditional calling. Organisations can take advantage of great savings on fixed lines and lengthy installs. By using a subscription based solution you are able to budget easier knowing what your telecoms requirement will be over the year.

One Bill Having all your communication needs under one bill allows you as the end user to gain more visibility over your spending which brings more control to the customer. Barclay Digital Services offers a single billing platform that gives their customers the ability to monitor all aspects of their telecommunications with ease.

Future Proof VOIP solutions are already and will continue to be the future of the fixed telecoms industry. Moving to a VoIP platform now means you are protecting yourself for the switch off of the traditional copper solution currently used and ensuring you are on a platform that continues to grow in function and features.

Is your business growing steadily? Do you need to add users to your existing phone system? No Problem. The cloud platform is easily updated with new extensions and DDI’s as required and with the mobile app or soft client, new users can be up and running in a very short period of time, even without a new phone.

Reliable All installations are carried out by an engineer who will guide you through the entire process. Once you are up and running continued testing and maintenance is carried out in the cloud..

This means no more localised failures of your telephone system. Gone are the days of waiting on the engineer to get to site or having to order new hardware with the potential of being down for several days. You will continue to have a dedicated account manager for any queries you may encounter.

What You Can Expect There are a variety of VoIP systems being offering in the telecommunications market, all of which encompass different features. Barclay Digital Services offer an all in one product that provides customers with a secure and unified solution. The main features of the software include call scheduling and recording, hunt groups for easy access to incoming calls and hot-desking.

One of the most beneficial features

offered by this solution is soft client.

Incoming office calls no longer mean being stuck to your desk. The integrated mobile app means calls can be taken and made as if you are calling from your office when in fact you could be anywhere in the world. This technology enables customers to transfer and pick up calls from their desk to their mobile devices.

The Future of VoIP VoIP experienced rapid growth in the early 2000s, with VoIP-based telephony traffic rapidly expanding from 1–3% of all voice calls in 1998–2002 to 25% of voice calls in 2003. The uptake of this cost-cutting technology has increased further since then. As more and more businesses realise the benefits of switching to a cloud based solution, the uptake of VoIP systems is set to sky rocket. Call recording and monitoring is already a requirement within some industries. This, along with traditional copper lines being cut off in 2025, will encourage businesses to implement VoIP systems across their organisations.

About Barclay Digital Services Barclay Digital Services is a Northern Ireland based telecommunications provider. They have a wealth of experience and knowledge in the communications sector, incorporating their three main product offerings – VoIP telephony, mobile and WorkPal, a workflow management solution.

Barclay Digital Services offers their customers the opportunity to unify all of their communications under one bill with the assistance of a dedicated account manager.

Customer service is at the forefront of the Barclay Digital Services offerings, ensuring that customers are completely satisfied with the products and service they received.

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Eye on Community

A Year Of Living Generously... one year on for the McCall Foundation

It’s fair to say businessman turned philanthropist Mervyn McCall has been on a very different type of journey this year. It is one which has seen him fulfilling a long-held ambition to get his own Foundation off the ground, helping people from a wide range of backgrounds in the process.

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n Spring 2017, Mervyn and his wife Wilma set up the McCall Foundation through the Community Foundation for Northern Ireland, driven by the desire to give something back following a highly successful business career.

His giving breakthrough came when he was introduced to the Community Foundation by his professional advisor and he has since been able to support the Red Cross, St Vincent De Paul, the NSPCC, Volunteer Now and Mindwise Belfast.

People of all ages have benefitted from the McCall Foundation which has also

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awarded funding to ambitious yet disadvantaged students undertaking Civil Engineering courses at Queen’s University Belfast, as well as making grants which have been used to provide support for elderly people coming out of hospital - a cause which is particularly close to Mervyn’s heart having been inspired by his mother.

Mervyn explains “It has been a fantastic year, where I’ve met so many people and been truly amazed by the type and breadth of good work that is going on in the wider community. I had been thinking about setting up my own Foundation for some time, but there are so many things to

consider, not least finding the right projects to support, but thankfully the Community Foundation took care of so much of the background work and provided advice, and guidance and a structure for us.”

Selecting one of the highlights of the first year of the McCall Foundation, Mervyn points to the Red Cross for which he provided funding towards supporting elderly people who are at risk of loneliness and isolation. He’s also excited by a befriending scheme the McCall Foundation will support, which will see peer to peer, or ‘grey to grey’ support for the elderly.

“It’s a great scheme because not only does it provide support for people who are in need of a friendly face calling in, it also helps tackle the isolation people can feel when they retire, so it’s a win for both people.”

Mervyn has also had the opportunity to meet other fundholders with the Community Foundation, visit projects and meet people that have been supported during the year.

Seeing the impact of funding first-hand has added new impetus to Meryn’s hopes for his Foundation: “I found the project visits incredibly inspiring. To see how small amounts of funding can make a massive difference to people’s lives through a homework club or a lunch club - tackling issues like isolation or confidence, is hugely rewarding and it just makes you want to support people like that in whatever way you can.”

The past year has also seen Mervyn being able to support his friend Raymond, a taxi driver who unknowingly played a part in the McCall Foundation: “Raymond ran a charity golf day every year raising money to help people local to the Carrick area”, says Mervyn “he opened my eyes to what can be achieved in helping others and he was ill last year so I was delighted to be able to step in and support his event in 2017,

he was my original inspiration for making my Foundation a reality.”

Having supported new causes and old friends in the past twelve months, Mervyn has taken a lot of satisfaction from his year of living generously: “It makes me feel that we did the right thing by starting the Foundation, I’ve really enjoyed being able to make a difference and it actually makes you want to do even more.” And his Foundation is going from strength to strength having received a boost in the form of a windfall which added £50,000 to its funds.

“The momentum and support has been great” he says explaining that the key for him has been the groundwork which the Community Foundation has undertaken in facilitating giving to the causes and projects which Mervyn wants to support - and even some he hadn’t thought of.

“The Community Foundation has made it seem effortless.

Knowing they types of projects we are interested in, they have been proactive in making introductions, and looking for opportunities where my Foundation can lend support.

I’m really looking forward to doing more of this and I would recommend that anyone interested in setting up a foundation, or looking for philanthropy advice, speak to the Community Foundation,” said Mervyn.

To find out more about the McCall Foundation or the Donor Services offered by the Community Foundation, please contact Siofra Healy Director of Philanthropy: shealy@communityfoundationni.org To find out more about the Community Foundation please visit: www.communityfoundationni.org

Eyeon Conferences and Events

Eye on Conferences and Events

Lisa Steele & AC Hotel Belfast...

Off To A Flying Start

It’s been a record-breaking summer for hotel openings in Belfast but even more encouraging is the fact that the new additions to the city’s hospitality sector seem to be prospering.

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hat’s certainly the case at one of the best of the bunch, the AC Hotel Belfast, which opened its doors to guests back in April and was officially launched in June. A large-scale investment by Belfast Harbour Commissioners and the Marriott hotel group’s first venture here, it’s a 188-room property which has attracted a lot of admirers.

“We’re delighted with our first five months,” says General Manager Lisa Steele. “Our occupancy levels are really good, we’re attracting guests from all over the world, the hotel has become a really popular place for meetings in this

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busy corporate area and our Jean Christophe Novelli hotel restaurant has been proving really popular.”

Lisa Steele has been in place since October last year seeing the new hotel through its final construction and fit-out through to the opening in the spring. A native of Scotland, she’s been living in Northern Ireland for 14 years.

She first came here at Director of Sales & Marketing at one of our new hotels back then, the Radisson Blu at Belfast Gasworks, later joining the team at the Merchant Hotel and then becoming General Manager around the corner at the Malmaison Belfast. Lisa returned to Scotland briefly to manage Hotel Du Vin in Edinburgh before accepting the AC Hotel top job back in Belfast.

“It was good for me to be in place during the construction and fit-out phases. It helped to give me an in-depth understanding of what we were creating,” Lisa adds.

“The vision was to deliver a hotel which would become an integral

and important part of the City Quays development, a hotel which would be used by those who work and live here as well as by business and leisure visitors to our city, and help form the link between the city centre and Titanic.”

Not only is it the only AC Hotel in Ireland, it’s also the first purposebuilt AC Hotel anywhere in the UK. It stands out for its harbour side location, its bright and airy Mediterranean design, its outdoor terraces and, of course, for its Novelli At City Quays restaurant.

In the short time the restaurant has been open it has already been recognised by Taste of Ulster, won the SERC Business Excellence Award for student placement and was recently included by thetaste.ie in their top 20 Ireland’s newest restaurants to add to your foodie bucket list.

Jean Christophe Novelli is a regular visitor to the restaurant that carries his name. “He comes here every month on average and

he’s hosted a number of events for our guests and customers,” adds Lisa. “Alongside our head chef Jim Mulholland, he’s currently writing a new menu for the autumn and winter months at the Belfast restaurant.”

Its place on the Marriott’s global website ensures that the AC Hotel gets room guests from all over the world.....aided by the fact that tourism to Belfast has reached the kind of heights that no one would have dreamt of several years ago.

“We’ve had guests from the Far East, from America, Australia and all over Europe,” Lisa says. “They love the hotel’s location, just across the river from Titanic Belfast and a short stroll into Cathedral Quarter and the rest of Belfast city centre.

“What we’ve noticed is that tourism here in Belfast has matured.

People are staying for longer visits and doing more while they’re with us. The city has become a stand out destination in its own right.”

Lisa Steele is passionate about her hotel, but she’s also passionate about the hospitality industry and attracting more people to work in it.

“I wouldn’t say that there is a shortage of people, but there is a skills shortage in some areas,” she says. “What is important is that we all continue to work hard to make this industry more attractive to people of all ages seeking careers.

“We’ve raised the bar in hospitality standards over recent years and there are real opportunities for more people to come and work across the business.”

The AC Hotel Belfast has a complement of 60 staff, rising to more than 80 once housekeeping staff are added.

Looking forward, Lisa Steele sticks to the short to mediumterm future. “I think our priority now is to settle into what we’re doing, how we do it and how we can continue to look after our customers, whether they’re staying with us or visiting the AC Hotel for a coffee, a drink, lunch or dinner.”

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Eye on Conferences and Events

£5 Million Investment At Crowne Plaza Belfast

Andras Hotels’ flagship property, The Crowne Plaza, Belfast has completed the first phase of a £5 million investment programme in guest bedrooms at the multi award-winning, four-star property located at Shaw’s Bridge.

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his refurbishment will see a total of 33 new bedrooms added, with a significant upgrade of the property’s guest bedroom accommodation with all 120 bedrooms being completely refurbished. New Executive Club Rooms have been completed and a floor exclusively for IHG Rewards Club Members has been added.

The refurbishment and extension has been designed by award-winning local architects and designers Consarc Architects and Philip Rodgers Design who collaborated on a design-led approach, with new bespoke furniture and soft furnishings, air-conditioning, Wifi and all new bathrooms. The result is a decadent, vibrant mix of colours, tones and rich fabrics, combined with a clever use of space, designer furniture, exceptional beds

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and luxury bathrooms rivalling any luxury hotel in Ireland.

This is the final stage of the Crowne Plaza investment programme which, over the past three years, has seen an upgrade of all public areas including a complete refurbishment of the Grand Ballroom, Malone and Laganview wedding suites, a remodeling of the lobby and creation of the Great Oak Conference Centre. The hotel is one of the leading hotel venues in Ireland and was recently recognised at the Wedding Journal Reader Awards, picking up Wedding Venue of the Year Antrim.

Crowne Plaza Hotels and Resorts is the upscale, full service hotel brand from InterContinental Hotels Group (IHG). IHG awarded Andras Hotels the first Crowne Plaza franchise in Northern

Ireland franchise in 2016, showing commitment and confidence for the 38-year-old company whom it has a long-standing relationship with.

Rajesh Rana, Director of Andras Hotels, welcomed the completion of this stage of the investment programme.

He said: “We have been working extremely hard over the past number of years to ensure that the Crowne Plaza offers a luxury, comfortable stay with the very best services, amenities and hospitality offering to rival any in Ireland.

“The entire team are happy to have reached the final stage of this journey which allows us to significantly further our offering and meet the demand for bed space a stone’s throw from the city centre.

“The hotel continues to benefit enormously from visitors both internationally and indeed our neighbours in the South of Ireland, we feel this is also due to our location close to the City and the main arterial routes and the fact that we are within an area of Outstanding Natural Beauty in the Lagan Valley Regional Park which offers our residents

something truly unique.

“Our conference and wedding market remains incredibly strong and we are proud to have the largest conference offering in Belfast and the most fantastic wedding venue offering, catering from 50 to 500 guests.”

Rajesh concluded: “This is a major investment and a vote of confidence in Belfast and Northern Ireland by Andras Hotels and IHG for future business prospects in this discerning and buoyant market.

I would like to once again thank our exceptional team of builders, designers and our in-house staff for their continued level of excellence and our customers for their patience whilst our works were carried out.”

Andras Hotels was founded in Belfast in 1981. It currently operates five internationally-branded hotels with 700 beds in the city; Holiday Inn® Express, Holiday Inn®, Belfast City Centre, two Ibis Hotels and the Crowne Plaza. The leading Belfast hoteliers are have also opened a new Hampton by Hilton Hotel in the city’s Hope Street, last week.

INSPIRING MEETINGS START WITH INSPIRING PLACES Crowne Plaza is Belfast’s leading conference & events venue, featuring state-of-the-art meeting spaces for up to 900 delegates.

Experience our new facilities, perfectly placed, just a 10 minute drive from Belfast City Centre.

For more details, call (0)28 9092 3500 or email meetings@cpbelfast.com www.cpbelfast.com

BELFAST

Eye on Conferences and Events

Malone Lodge Hotel Belfast

Set in the leafy surroundings of Queen’s quarter in Belfast, the charming 4-star Malone Lodge Hotel is located close to Belfast City Centre. It is an ideal venue for training, seminars, product launches, boardroom meetings, interviews, team building and brainstorming events as well as small exhibitions.

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ll of their meeting rooms offer everything you would expect from a luxurious and contemporary hotel with attentive staff to make your event a success. Each function rooms offer state-ofthe-art conference and meeting facilities. Day delegate rate starts at £29 per person which includes meeting room hire, air conditioning, LCD projector and screen, 3 servings of tea/coffee, lunch, water and PA system.

The hotel also offers just room hire, half day and 24-hr

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delegate rate, or any bespoke packages can be arranged with their events team.

Nestled between Lisburn and Malone roads, this peaceful hotel is in close proximity to the Belfast City Centre, and offers easy access to travel routes, motorways, airports and seaports.

Free car parking and WiFi is available within the hotel.

The conference team offers a highly personalised approach to meetings and events, trained to offer a tailored and professional service in addition to highly

competitive conference and meeting rates. Believing that sharper organisation makes for better meetings, their aim is to ensure your meetings and events happen when and how you envision them.

We are offering a special promotion for first time customers of FREE TEA/ COFFEE when you quote ‘BusinessEye’. Terms and conditions apply.

For further information, please call 028 9038 8000 or email events@malonelodgehotel.com

Looking for a venue for your meetings, training and conferences? We’ve got you covered...

LIMITED OFFER: Free coffee break for room hire bookings* *Maximum number applies *Please quote ‘BUSINESSEYE’

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www.malonelodgehotel.com 028 9038 8000 events@malonelodgehotel.com

Eye on Conferences and Events

SITTING COMFORTABLY

ALPHA EXPANDS ITS REACH ACROSS UK The Alpha Group, which specialises in office and educational furniture and layout design, has expanded its reach across the UK with the launch of its new showroom in Glasgow.

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he Belfast based company recently opened a second state-of-the-art office and showroom in a new 11 storey development in Finnieston with panoramic views of the River Clyde.

Alpha provides expert advice on how well designed and furnished spaces can positively impact productivity and engagement whether in the office or classroom. In the past year, the Belfast based company has seen significant growth in business from the education sector, particularly within the Scottish market.

From Special Needs Primary Schools to some of the UK’s most prestigious University Campuses, Alpha has

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recently completed major projects including the recent refurbishment of key learning spaces at the University of the West of Scotland’s new £110m campus in Lanarkshire, as well as projects for Ulster University, Queens University, The University of Glasgow and Edinburgh University.

Alpha Scotland Chief Executive, Paul Black, said: “Our team specialises in creating environments that encourage more effective working. With our expanding footprint in Scotland and growing international expertise, we are in a strong position to secure more contracts across Europe and indeed the world. The business has

experienced year on year growth of over 50%, with 2018 being one of our busiest years to date.

“Another important focus for us is the education sector, we have a growing portfolio of some of the country’s top universities and schools that we have brought our expertise to. Universities in particular are increasingly modernising their facilities to attract students outside of the UK and Alpha is well placed to deliver on this growing demand for modern, functional education spaces.

“Thoughtfully designed learning spaces that include visual stimulation and flexible configurations are proven to improve student performance and teacher retention. We strive to create classrooms that encourage higher levels of engagement, improved attendance and better academic performance.

“We have seen our business grow from strength to strength over the last 18 months with the opening of our new premises in Glasgow, and we

“Our team specialises in creating environments that encourage more effective working.” will continue to strive to set ourselves apart as specialist furniture suppliers for both the business sector and education sector across the UK and Ireland.”

The Alpha Group has been headquartered in Belfast for almost 50 years and has operations across Ireland, England and Scotland. Alpha Scotland, born from the successful acquisition of the Steelcase business in Glasgow, actively works in all the major cities in Scotland with a team of 12 people. In Scotland, the company has delivered major projects for clients including the Scottish Power contract to design and fit out its new global headquarters in Glasgow, the largest contract in the company’s history with office furniture being provided for 2,000 employees.

Eye on Events

Getting To Know Fairstone NI F

airstone Financial Management NI held a BBQ bash for professional connections, which was a great night of fun and laughs, with some BBQ grub and drinks on the Ivory’s fantastic balcony. To find out more about the breadth of financial planning services that Fairstone NI offer to both individual and corporate clients, get in touch on 02892605088 or via info@fairstoneni.co.uk.

Images provided by Beanstown Productions.

(E: beanstownproductions@gmail.com)

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The Ivory’s spectacular balcony was the perfect spot to chat whilst enjoying a great view of Belfast

Fairstone NI Director, Sean Larkin with independent financial adviser, Michael Guilfoyle

Some of the Fairstone team who were there to provide an insight into the company

BBQ grub was enjoyed by all

The bash was a great opportunity to network in a relaxed setting

Maria Evans, Jonathon Abbott, Ciara Rooney, Emma Bohill

Julie Ann Osborne, Michael Guilfoyle, Michelle Wilson

Sharon Young, Karen Scott, Kevin Young, Mark Blaney

Eye on News

Conquer Northern Ireland’s Highest Peak In The Name Of Charity

SuperValu Store Manager for Newcastle, Gary Elliot, along with Supervalu employee Jane Kearney and Action Cancer trekker Aedin Hoey prepare to take on Slieve Donard, Northern Ireland’s highest peak, in the name of charity.

Action Cancer is calling on men, women and children across Northern Ireland to lace up their walking boots and take on the Climb Slieve Donard Challenge on Saturday 15th September to save lives and support local people affected by cancer.

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etting off from Donard Park, participants will trek through Donard Wood and follow the Glen River to reach the formidable Mourne Wall which will guide the way to the summit and Northern Ireland’s highest peak. Experienced and fully qualified mountain guides will lead the trek ensuring a safe and enjoyable day out for all.

With everyone safely returned to Donard Park, participants can then enjoy complimentary hot food and refreshments in Hugh McCanns to celebrate their achievement.

Speaking on behalf of Action Cancer, Lucy McCusker, and Corporate Fundraising Manager commented: “The Slieve Donard Climb is a great event for people of all ages.

SuperValu provides invaluable

support to Action Cancer throughout the year through their sponsorship of the Big Bus and we are delighted to have their support for this event.

“Whether you want to test your own limits, challenge your colleagues to an active teambuilding event or simply gather friends and family for a fun day out – the Slieve Donard Climb offers something for everyone.

“The cost to register for the event is £25 and we are asking participants to raise just £80 in sponsorship. While we can’t guarantee good weather on the day, we can guarantee that every penny raised by event participants will go towards the delivery of Action Cancer’s services which help save lives and support local

people affected by cancer.”

The Climb Slieve Donard event is open to organisations, groups and individuals and offers a fantastic opportunity for men, women and children over the age of 11 to help a local charity and support those with cancer. Aedin Hoey from Newcastle has completed many Action Cancer events and looks forward to putting her feet to the test on Northern Ireland’s highest peak, she commented: “Action Cancer is a charity that is very close to my heart and one that offers immeasurable support to patients and families across Northern Ireland who are affected by cancer.

“It wasn’t until my family had to face cancer that I learned of the extensive work Action Cancer carries out in Northern Ireland, particularly their support and therapeutic services for families affected by cancer. I benefitted directly from these services and I want to help ensure that others can benefit too which is why I continue to support the charity and its events.

“Slieve Donard is a great challenge for all ages or fitness levels and I would encourage anyone to take part in this event to help raise funds for Action Cancer and the vital work they do throughout Northern Ireland.”

Every year Action Cancer provides a range of cancer detection, prevention and support services across Northern Ireland which costs £4m annually to fund. The unique breast screening service delivered by Action Cancer is available to women aged 40 – 49 and over 70 who fall outside the NHS screening range (50-70).

The local charity provides therapeutic support in the form of counselling and complementary therapy to those living with cancer or supporting a loved one with their diagnosis which is available to both adults and children from age five. A peer mentoring service is also available for people dealing with their diagnosis. Other therapeutic support services include acupuncture, scar therapy, physiotherapy, yoga and Pilates, one-to-one and group life coaching and educational events.

Action Cancer works closely with schools throughout the Province to deliver a Health Promotion Programme, raising awareness of how to minimise the risk of cancer through practical health and lifestyle choices and M.O.T. health checks.

The Health Promotion Programme, M.O.T health checks and breast screening services are made available to everyone at Action Cancer House in Belfast and regionally in selected venues across the country or on the Action Cancer Big Bus, which is supported by Supervalu and its independent retailers.

For further information on the Climb Slieve Donard event contact Action Cancer on 028 9080 3344 or emailevents@actioncancer.org.

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Eye on Business Leaders Forum

Business Leaders Forum The Northern Ireland economy is one that is well used to challenge. But it could hardly expect to have more issues and potential threats around it than it does just at the moment.

What does the future hold for the NI economy? What would help to boost economic performance?

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rexit looms ever closer, and no one is any the wiser as to what shape it will actually take, and no one has the opportunity to digest the eventual deal (if any) and to plan for the future accordingly.

The publication recently of the Government’s planning papers for a possible no deal Brexit certainly didn’t provide any answers.....only alarm.

Meanwhile, local politics resembles an episode of The Walking Dead. The Executive and Assembly has been

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down and out for five hundred and whatever days and the Westminster government clearly isn’t interested in doing anything about it. Then again, it has much bigger fish to fry.

The lack of an Executive and Assembly has very clear repercussions on areas like education, health and infrastructure. But does it directly affect business here on a day to day basis? That’s open for debate.

On top of all of that, most sectors of the economy will have their own

individual challenges to square up to.

In any case, as we’ve done quite a few times before, we’ve asked a broad cross-section of business leaders around Northern Ireland for their views on what the future holds for the local economy and what (if any) measures would help boost performance?

Here’s what they had to say...

Eye on Business Leaders Forum

Paul Murnaghan Regional Director BT Business in NI

Kirsty McManus National Director, IoD Northern Ireland

Adrian Doran Head of Corporate Banking – NI, Barclays

Judith Totten Managing Director, Upstream Working Capital Ltd

Barry Smyth Managing Director, MCS Group

Norman Apsley CEO, Catalyst

Michael Neill Head of Belfast Office, A&L Goodbody

Darren McDowell Senior Partner, Harbinson Mulholland

Rajesh Rana President, Belfast Chamber of Trade and Commerce

Adrian Moynihan Head of First Trust Bank

Peter Legge Tax Partner, Grant Thornton Northern Ireland

Brian Murphy Managing Partner BDO Northern Ireland

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Eye on Business Leaders Forum

Kirsty McManus National Director, IoD Northern Ireland

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hen 5,000 students across Northern Ireland opened their A-Level results at the end of August, a large proportion of them will have been awaiting grades to enable their entry to universities and colleges in Great Britain, the Republic of Ireland and beyond.

It is certainly not a new phenomenon and there is much to be said about the benefits of experiencing life away from home and outside our comfort zone. However, data consistently shows that around a third of our young people who leave to study elsewhere, never return.

It means we are exporting some of our best talent and until that process is reversed, efforts to boost the economic performance of Northern Ireland will be seriously undermined.

It is therefore, incumbent upon all of us to help build a society in which more people want to live, work and grow new businesses.

If the alarm bells were not already sounding, recent official statistics that showed effectively showed productivity levels in the UK have flatlined should be a major cause of concern given that Northern Ireland has historically shown comparatively

lower productivity rate that the UK as a whole.

That is why we have made Boosting Productivity through People and Technology the theme of our upcoming Leadership Lunch in November.

If we are serious about improving Northern Ireland’s economic performance, the issue requires urgent focus and as an organisation, we will continue to alongside our members to ensure productivity and skills remain at the top of the political agenda.

Barry Smyth Managing Director, MCS Group

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he most reasonable observation about the future of our economy is that none of the experts really have a clear view on what’s ahead, given the cloud of Brexit, which makes it difficult for those of us in business to confidently predict the future with any degree of certainty. Being cautiously optimistic, I would hope that a soft Brexit can be achieved, even if, as seems likely, it will be a lastminute deal that has us all sweating. Regardless of the outcome I feel our future is going to be driven by our ability to export on the

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global stage and to attract significant foreign direct investment. A post Brexit period of uncertainty will settle down and business will do what it always does – find ways to get on with things. Strangely, a hard Brexit may actually enhance our ability to export to GB if tariffs on goods imported to the UK are introduced, but really, it’s about becoming globally competitive. If we had the right decision makers in place in Stormont - which is perhaps a pipe dream in itself - there will be an opportunity to remodel our economy after Brexit, prioritising private

sector growth. Labour market issues need to be prioritised because whether we want to become more globally competitive or retain (and even improve) our ability to attract world class companies to invest in NI, the volume and quality of skilled talent available will play the key role. A joined-up skills strategy, underpinned by investment in our education sector, financial support for R&D and significant investment in our infrastructure are just some of the things needed if we are going to boost our economic performance and thrive on the global stage.

Eye on Business Leaders Forum

Darren McDowell Senior Partner, Harbinson Mulholland

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drive into work under the shadow of the Harland and Wolff cranes every day. Although still active, for me they are a reminder of the once world class position that Northern Ireland held as ship builders. Flash forward until the present and as a devolved administration we have been denied the Guinness World Record for the longest period without a government, so not quite world class from any perspective! In the shadow of this uncertainty the local businesses that our practice

interacts with continue to work hard, growing in the face of uncertainty, providing employment and ingenuity and making a difference on the ground.

The home grown businesses that HM work with are having to be creative and resilient and they continue to succeed because of that.

The study of behavioural economics seeks to understand economies through psychological insights into human behaviour. That’s where I find my hope for the future of the NI economy, because

when I meet our clients their entrepreneurship and enthusiasm is both contagious and uplifting.

However, without doubt the current political impasse is of no assistance to the economy here and in turn to wider society. To find ourselves without a devolved government when such a critical issue as Brexit is unfolding is hard to believe. Whilst the resilience of our clients is heartening to put Northern Ireland back onto a world class stage, the support of a local government is long overdue.

Peter Legge Tax Partner, Grant Thornton Northern Ireland

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redicting what the future holds for the Northern Ireland economy is difficult at the best of times but the task has proven even more so recently due to uncertainty caused by the absence of a Stormont Executive and lack of clarity around trading arrangements following Brexit.

The fact is that Brexit is uncertain, but businesses don’t need to be. Brexit is an opportunity to review your operations and strategy. Those firms that best navigate through the noise and ambiguity should outperform their competition.

We’ve been helping companies from many sectors plan for Brexit by looking at a number of different scenarios,

through various ‘lenses’ to assess possible changes, highlight business risks and invariably identify opportunities to pursue.

Should a business only plan for one scenario, it should plan for No Deal – it is the most disruptive and time critical scenario as no transition period would apply.

Businesses have commonly been seeking to measure their exposure to Customs Duty and VAT costs across potential deal and no deal scenarios. This is a process aided by our Brexit Indirect Tax Impact Analysis data analytics tool, which draws on the business’ import and export data to predict the indirect tax cost of each scenario.

There is also a rising interest in the streamlining of customs procedures and firms through Authorised Economic Operator (AEO) accreditation that can provide, in some cases, the right to ‘fast track’ shipments through customs safety and security procedures.

Other actions include assessing opportunities for mergers or acquisitions, establishing a EU presence, developing communication and support plans for EU national workers.

Brexit planning does not need to be a sunk cost. Clients who have undertaken planning invariably find beneficial changes they can make today and feel more confident as Brexit approaches.

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Eye on Business Leaders Forum

Brian Murphy Managing Partner BDO Northern Ireland

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usinesses in Northern Ireland have an exciting and prosperous future, so long as we can embrace and adapt to change.

We hear that businesses need certainty. Certainty around Brexit and Stormont.

However, few things in this world are absolute and many will view this lack of certainty as a pathway to enable them to help define their own future.

Local companies are in a unique situation. Post Brexit, many will have interests and staff in both the EU and UK, bringing possible challenges, but also

providing the platform to use this position to grow.

The latest results from the NI Chamber and BDO NI Quarterly Economic Survey found that 69% of the local businesses surveyed said that they intended to expand over the coming three to five years, with 76% of manufacturing businesses currently recruiting. These findings, coupled with the fact that Northern Ireland is enjoying its lowest levels of unemployment for a decade are cause for reflection, and even, celebration.

We face many challenges, of course we do, we always have, however it is clear

from these findings that our business leaders have confidence in their companies and in their staff. We need people to believe in their business and in the market.

We also would benefit from a return of the devolved administration at Stormont - imagine what an added incentive this would be for many of our businesses.

The coming months and years will provide the opportunity to look to new and emerging markets; to reposition our businesses at the frontier of the EU, whilst in a UK that can trade with the world. Fortune favours the brave.

Rajesh Rana President, Belfast Chamber of Trade and Commerce

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senior economist for one of the local big four banks recently pointed out a puzzling contradiction in how business leaders view the economic outlook. For while they are cautious about the prospects for the N.I. economy, they are positive, even bullish, about their own businesses. This quandary can, I believe, be explained by the fact that we know the fundamentals affecting our own businesses are sound and are strong, but there is uncertainty over the direction of the economy.

The reasons for this are well known. Specifically though, speaking to Belfast Chamber members, the

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biggest concern they have is their ability to attract and retain staff. From solicitors to hospitality, tech to agrifoods, businesses are finding harder to fill job vacancies with the people they need. Unemployment is at its lowest level since 1975 which is great news in many ways. But where will we find the workforce required to help us deliver the growth the economy needs?

The recent Brexit White Paper sets out the Governments blueprint for Brexit but remains silent on migration. I asked Conservative Party Chairman Brandon Lewis why this is and what are their proposals on migration. His answer was

that it wasn’t possible to talk about migration until the terms of the customs and trade arrangements with the EU are agreed. ‘Kicking the can down the road’ may have been an acceptable response a couple of years ago but there is very little road left ahead of us.

The days of free movement of EU nationals to work in the UK are over but we need to have a sensible discussion about the levels of migration that the economy needs and can sustain, and this needs to encompass all skill levels from entry level jobs to NHS consultants. In this way the local economy can deliver its full potential.

Eye on Business Leaders Forum

Adrian Moynihan Head of First Trust Bank

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hile the Northern Ireland economy has been remarkably resilient over the last few years given the political and Brexit backdrop, some softening of economic growth rates is becoming more evident.

Looking at forecasts from Ulster University’s Economic Policy Centre and from other leading economists, the consensus appears to indicate that economic growth rates are expected to move to c.1% p.a. over the next few years.

This is slightly lower than previous estimates and points towards an easing in projected growth rates.

Slow and steady appears to be the future vista albeit in the short term we are

entering a period of greater uncertainty and potential volatility in the lead up to the Brexit deadline which could pose potential downside risks. This is reinforced by the latest wave of our own research from the AIB Brexit Sentiment Index which was published in August. It shows that the uncertainty is impacting business decisions, with one in two investment or expansion plans being postponed or cancelled by businesses in Northern Ireland as a direct result of Brexit.

On balance the consensus appears to be that a ‘soft’ Brexit still remains the most likely outcome, however, the possibility of a ‘harder’ Brexit has increased. The sooner clarity is provided

on the shape of a final Brexit deal the better from both a business and economic perspective.

Notwithstanding the significance of Brexit on the horizon, equally important is the need to end the political paralysis and restore decision making, particularly on key strategic infrastructure and investment projects.

The ‘lag effect’ of previous infrastructure and investment programmes has helped deliver growth over the last number of years while no Executive has been in place but this is diminishing as programmes conclude.

While it’s probably fair to say that the business community has moved between a mix of frustration and apathy on this topic over

the last two years, there is a growing sense of frustration in more recent months.

Business and industry can and will continue to collaborate, however, there is no doubt that business confidence and investment

levels would rise if we had a functioning Executive, delivering the necessary economic policies, strategic investment and support. The significance of this for future economic growth should not be under estimated.”

Norman Apsley

CEO, Catalyst

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he NI economy is on a point of inflexion.

From the bad place of two decades ago, we took off and the then new NI Science Park was pleased to be in the thick of it. Since then a new digital economy has developed, serving a global fintech and enterprise economy. Our manufacturers serve the

All are all powered by highend talent; local, returning and attracted to us by some of the most recognised and highly regarded researchers in the world. Companies innovate in house and by interactions with our universities and colleges.

These too improved dramatically in the last years.

We managed the global

the biggest of which are Artificial Intelligence and Robotics, which challenge even our traditional mainstays of middle class, the law and medicine.

In 1998, we had much external support to face the challenges; this time we have to do it ourselves.

We must have a prioritised, urgent and relentless

aerospace industries and other sectors across three continents. Our medical innovators have customers throughout the world.

Our agri-food businesses supply the supermarkets of the Europe.

finance crisis very well but the stress took its toll on our rate of progress. As we start to recover momentum again, political shocks are hitting us with uncertainty.

Added to these are the technology headwinds,

focus on all our young people, who, we find, remain positive and up for the challenge. All of us with influence and power must bend our backs to support them, looking to their future, not our past!

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Eye on Business Leaders Forum

Adrian Doran Head of Corporate Banking – Northern Ireland, Barclays

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he outlook for the NI economy is almost entirely dominated

by Brexit – a hard Brexit (with a hard border on the island or down the Irish Sea) would undoubtedly impact many local businesses (both large and small).

The future of the NI economy is very much dependent on getting more local firms exporting, but clearly the wrong outcome on Brexit will make this task more difficult. For all the talk of new trade deals emanating in the post Brexit world, the reality is that for the vast majority of NI firms

(which are predominantly SMEs), the most likely source of new exports will be in GB, ROI, or EU. North America, or indeed the growth markets of China or India are much more difficult markets for local SMEs to conquer.

On the other hand, a positive outcome on Brexit could be a stimulus to the local economy, and we might expect some element of bounce back, with the release of some investment decisions which previously have been on hold. The only potential concern in the soft Brexit scenario would be a strengthening

in Sterling, which would impact the competiveness of some of our exporters.

Alongside concerns around Brexit, a return to devolved government is an absolute must for our local economy.

The current paralysis in government is preventing important decisions being taken on our infrastructure, our Industrial Strategy, as well as reform of our education system, which is needed to produce more of the skills that NI companies need (indeed this latter point is increasingly the biggest bug-bear I hear from local business people).

Paul Murnaghan Regional Director BT Business in Northern Ireland

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hese are challenging times for our economy and it is important that the business community speaks with one voice. Clearly, the implications of Brexit for Northern Ireland are profound, given its history and geographical position with a land border with the European Union. The last thing the negotiations need is further uncertainty. We would like politicians on all sides to work together to find a pragmatic solution that works for businesses and consumers here and across Europe.

The continued development and expansion of Northern Ireland local

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digital economy is a key enabler to achieving economic growth. Further investment in our digital infrastructure will drive innovation and improve our ability to be internationally competitive, ensuring local companies can better compete on a global scale and also helping to attract further foreign direct investment.

At BT, one of our core assets is our people and we’ve made a long-term commitment to prepare the next generation to thrive in a digital world – helping them control the technology they use and ultimately become active tech innovators and creators.

Improving tech knowhow and key employment skills could bring huge economic benefits for future generations – not to mention Northern Ireland’s existing workforce. That’s why we, as employers, need to invest in tech skills to help modernise our local economy.

BT’s ambition is that Northern Ireland businesses and citizens have an infrastructure that enables true innovation and competition affording them to be best placed to take advantage of all that technology offers, and to making this place truly digitally competitive once again.

Eye on Business Leaders Forum

Judith Totten Managing Director, Upstream Working Capital Ltd

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o shocks or surprises – the NI economy is, at best, in limbo. The inertia that we see from our leadership is simply not acceptable and any patience or empathy we had, as a business community, is gone. You only have to flick through the news, social media or listen to any conversation and you will hear a consistent message. “Enough is enough.” Forget the fact that we being ridiculed for paying our politicians to have an extended holiday, the real issues here abound.

Planning is stalled for key infrastructure projects, the health sector is in dire need of investment and support, schools are in deficit – talk

of cutting lolly pop men for goodness sake! And then let’s throw into the toxic mix, the as yet undefined impact of a no-deal BREXIT – all major issues and all needing intervention and control.

We need to be at the table fighting for Northern Ireland and ensuring our needs and expectations are being represented. In my opinion, leaving the EU without a negotiated deal could be catastrophic.

As business owners, we are doing our best to maintain focus and between us, the Banks, Invest NI and the various business organisations, we are managing to keep the economy moving forward at a modest rate. Day to day

we are remaining as positive as we can be, but we cannot mask the fact that growth is subdued and there is so much uncertainty that major decisions are being delayed.

My message is simple – Stormont needs to be back up and running with the economy and our future success as its key driver.

All the other personal and cultural issues need to be set aside, just for now, until we have a fully functioning executive that has negotiated us the best deal possible for BREXIT.

Michael Neill Head of Belfast Office, A&L Goodbody ‘Uncertainty’ very much remains the word of the day in Northern Ireland – be it around the future of our devolved government or what will emerge in the run up to the UK’s official exit from the EU on 29 March 2019. It’s hardly surprising then that the future for businesses here, regardless of their size or sector, and for the wider NI economy, can seem unclear.

Amid this ongoing period of ‘the great unknown’ though, one thing is certain: Northern Ireland companies are underpinned by an

unparalleled resilience and a drive to push forward that will see them continue to thrive on a global stage in the months ahead.

Almost all of Northern Ireland’s most successful companies have achieved substantial growth in overseas markets, which only reinforces that export remains key to driving growth in our economy.

Our continued focus, therefore, must be on deepening and diversifying our export base through innovation and R&D. In the coming months,

there must also be an emphasis on improving Northern Ireland’s global competitiveness so that we can boost our economic performance by attracting further investment into the region. Initiatives such as the Belfast Region City Deal, for example, are to be welcomed and will play an important role in contributing to sustainable economic growth in Northern Ireland not only in the year ahead, but in the longer term.

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Eye on News

The Changing Face Of Social Media

Teens are almost constantly online but it’s becoming increasingly clear that younger Internet users don’t connect on Facebook as much as their older peers do. in the latest report. By contrast, the current top-ranking service, YouTube, wasn’t even named among the most popular online platform choices of teens in the past report.

Facebook Declining The most striking disparity between the two surveys is in teens’ use of Facebook. A large proportion of them have moved away from Facebook to embrace other services.

On the other hand, “Facebook never had it,” remarked social media consultant Lon Safko. “Teens never embraced Facebook from the

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lthough Facebook dominated social media across all age groups over the past decade, it has taken a backseat to YouTube, Instagram and Snapchat among today’s younger generation.

Facebook is still used by more than half of all teens aged 13 to 17, recent US survey results indicate. Fifty-one percent of those polled reported using the social networking service.

Yet a whopping 85 percent reported actively using YouTube, 72 percent said they regularly used Instagram, and 69 percent were on Snapchat.

Facebook did outpace Twitter, used by just 32 percent of teens surveyed, and Tumblr, which drew only 9 percent. Reddit came in at 7 percent.

As for which of the social media services the teen survey participants used the most, Snapchat came in highest with 35 percent identifying it as their most frequent choice, while YouTube followed at 32 percent, and Instagram at 15 percent. Facebook was a distant fourth with just 10 percent of respondents identifying it as the service they used most often.

By contrast, Twitter had just 3 percent of respondents in its corner. Reddit snagged 1 percent, and Tumblr less than 1 percent.

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“The changing tastes of younger social media users are consistent with teen behavior in general. They seldom stick with what the previous generation liked in music, fashion or other pop culture trends. With social media, though, there could be other factors that explain what is driving away today’s teens.”

Changing Patterns Among Teens Teens’ social media habits have changed since 2015, when survey specialists Pew conducted its last survey on the topic. Just 24 percent of teens went online “almost constantly,” according to that poll -- essentially half the number that do so today.

Facebook was the dominant social media service among teens just three years ago, when 71 percent said they used it, and 41 percent said they used it most often. Fifty-two percent of teens used Instagram, and 20 percent used it most often.

Google+ and Vine, which were used by 33 percent and 24 percent of teens respectively in the 201415 survey, weren’t even included

beginning. They felt it was too open, and gravitated towards Snapchat,” he told TechNewsWorld. “To them, it felt like a safer platform where anything they put in writing or photos would vanish after 20 seconds.”

Teens also gravitated toward Pinterest, but only briefly, as Instagram replaced most other options, Safko noted.

Saving Face(Book) How relevant Facebook can be to a younger audience is the question.

“The news has to be concerning to Facebook, although some of the exodus is for Instagram, which is also owned by the company,” said Greg Sterling, vice president

of strategy and insights at the Local Search Association.

“However, I don’t think this is anything like a sky-is-falling moment for Facebook,” he told TechNewsWorld.

“It’s still by far the dominant social media platform,” Sterling noted, “and Snapchat, which is one of the sites pulling teen users from Facebook, has always been dominated by younger users. So what we’re seeing could be described as ‘incremental,’ or may be a slight acceleration of teen defections.”

On to the Next Thing The changing tastes of younger social media users are consistent with teen behavior in general.

They seldom stick with what the previous generation liked in music, fashion or other pop culture trends.

With social media, though, there could be other factors that explain what is driving away today’s teens.

It’s possible that Facebook could reconnect with a teen audience -- if not directly then through its other services, such as Instagram.

In the future Facebook could be the place for soon-to-be 20-somethings to reconnect.

Depending on Facebook’s continued evolution, as these teens grow older and go through different life events, they may again embrace Facebook. And Facebook will continue to make changes and competitive adjustments to try and attract and retain teens.

Eye on News

The Awful Sound Of Breaking Phones We all know the feeling. One second your mobile phone is safely in your hand or pocket. But, in the blink of an eye, it’s spiralling downwards towards the tiled floor, footpath or road.

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espite every prayer and exhortation, it’s more likely than not to result in a shattered screen.

Just as all of us continue to drop our smartphones, phone makers assure us that they’re always trying to find ways to make our screens tougher and more resilient.

And it seems that they’re making some progress. In recent months, American phone and tablet glass manufacturing specialists Corning has taken the wraps off its improved Gorilla Glass 6 while Samsung has been sowing off what it claims is an “unbreakable” OLED panel destined for the Galaxy smartphones of 2019.

Samsung actually previewed the 6.2-inch, 1,440 x 2,960 pixel panel a couple of months ago, but it’s now

been given the seal of approval from industry testing authorities.

The secret, according to industry watchers, lies in the special substrate and custom-made overlay that Samsung has put together, making the screen much more robust than traditional OLEDs panels that have glass placed on top. It means the entire display can be flexed, not just the OLED layer.

Apparently the fortified plastic window is especially suitable for portable electronic devices not only because of its unbreakable characteristics, but also because of its lightweight, transmissivity and hardness, which are all very similar to glass.

But here’s the interesting bit.

Testers put the screen through tests based on military standards set by

the US Department of Defense. It survived 26 successive drops from 1.2 meters (nearly four feet) and continued operating as normal, and could also survive temperatures of 71° C (160° F) and -32° C (-26° F).

Samsung even went a few steps further, conducting a successful drop test from 1.8 meters (nearly 6 feet), and striking the OLED panel with a hammer without any noticeable effect to the screen – check out

the video below for details.

As for when we’ll see the screen hit the market, the Galaxy phones of 2019 seem a good bet. Samsung is being widely tipped to reveal some kind of foldable smartphone during the course of the next year, and this durable, flexible OLED panel would be perfect for it.

The screen might also find its way into tablets, car displays, portable games consoles and other electronics. Watch this space.

Making Our Pictures Better Smartphone camera sensors and lenses have to operate in a very tight space, but they continue to close the gap on fullsize digital cameras year after year.

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ony’s new IMX586 sensor boasts a 48-megapixel resolution, the highest yet for a mobile sensor, and should be coming to a phone near you soon.

That increased resolution shrinks the pixel size down to 0.8 microns, which would usually lead to lower sensitivity and poor light collection. However, thanks to some smart technology called a Quad Bayer array – where neighboring pixels are intelligently combined – Sony says the effective pixel size is 1.6 microns.

The bigger the pixel size, the better the light capture and low-light performance. In comparison, the Google Pixel 2 – one of the best phototaking phones on the market right now – has a camera with a 1.4-micron pixel size.

On paper, that means Sony has managed to produce a sensor that combines a huge amount of detail with excellent light capture and low noise levels as well.

We’ll have to wait until the sensor is actually on the

market to know for sure, but the signs are good.

Of course you also need to factor in the choice of lenses and the image processing algorithms added by each phone manufacturer, but it sounds as though the IMX586 is going to provide a very solid foundation for the next generation of phone cameras.

Apparently, Original Sony exposure control technology and signal processing functionality are built into the image sensor, enabling real-time output and a superior dynamic range four times greater than conventional units. Even scenes with both bright and dark areas can be captured with minimal highlight blowout or loss of detail in shadows.

The stacked CMOS image sensor measures 8 mm (0.31 in) diagonally, so it should be able to fit inside even the most compact smartphone designs. Many manufacturers make use of Sony sensors in their phones, including Samsung and Huawei, though Sony usually keeps its

newest sensors back for its own handsets to begin with.

The sensor is also capable of recording 4K movies at 90 frames-per-second, so you should be covered for both photos and movies if your next smartphone comes with a Sony IMX586 packed inside it. Samples are being shipped from September so will probably start hitting phones next year.

One area where proper DSLR cameras still have the edge is with optical zoom: there just isn’t the space inside a smartphone for the necessary optics.

Dual-sensor cameras are starting to get around the problem, but it’s going to take much longer for smartphones to catch up in this department.

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Eye on Law

Wonder Women and the Brexit Lasso of Truth independent review aiming to increase women representation on boards highlighted what can only be described as lame excuses for not appointing more women to boards. One excuse that board issues “were too complex” is frankly insulting.

By way of simple illustration, I recently attended the CBI economic lunch briefing at which four out of the five speakers, on what are very complex economic issues against the backdrop of Brexit, were women.

A further excuse of “Shareholders just aren’t interested in the make-up of the

Positive steps have been taken in the past few years in changing attitudes to women in work such as #TimesUp and shared paternity leave rights but the pace is slow. There is certainly not going to be a cultural balance by 31 March 2019. The pace of change can be sped up by employers encouraging a more supportive working environment for women to help develop their talent through, for example, flexible working and reward for high productivity rates.

Expanding the decision makers’ networks is another practical step towards gender balance. Having

“The recent results of a survey of FTSE chairs and CEOs as part an independent review aiming to increase women representation on boards highlighted what can only be described as lame excuses for not appointing more women to boards.”

Ciara Lagan, Corporate Partner at Tughans, argues that we still need a culture change around women in the business world...

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oes Brexit mean a hard border, a watered-down Chequers’ plan, leaving the Customs Union, no deal?

After more than 2 years of negotiations, plans and posturing we are still no clearer on what impact Brexit will have on the UK. But it’s crunch time. Northern Ireland businesses have less than 9 months to prepare for the challenges that will face them when the UK withdraws from the EU. Businesses are looking at supply chains to minimise crossing the border.

Production lines are being mechanised in case the rights of non-UK workers are restricted.

There’s talk of stockpiling on a large scale, including, most recently Bombardier of parts

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worth up to £30m, likely to have a significant strain on their stock management policy.

There is one resource that doesn’t need to be stockpiled as it is already here in abundance.

Women in senior business roles are severely under-represented.

This is despite numerous reports finding that having a diverse board can improve decisionmaking and ultimately improve company profitability. Diversity is also self-supporting – having a diverse senior management with strong male and female role models is more universally appealing, making it easier to attract top talent.

Despite these reports, the recent results of a survey of FTSE chairs and CEOs as part an

board so why should we be?” is easily addressed by the diversity reports – shareholders will certainly be interested if diversity can increase profitability. This is a simple measure to help combat the challenges of Brexit.

Another excuse that “all the “good” women have been snapped up” also falls flat.

Practical steps need to be taken so eyes can be opened to the wealth of talent available. The promotion of women based on their achievements and men on their potential is a direct result of unconscious bias by both men and women. Improving women’s self-confidence and focused mentoring at work will help address this.

A change in culture is also needed. Women are seen as the main carers for children or sick relatives (as highlighted by the recent headlines that women will need to quit jobs due to a carer shortage post-Brexit).

more expansive and inclusive networks increases the resource pool to draw ideas and talent.

Implementing these practical steps can help promote a positive, inclusive working environment, encourage the development of women in the workplace, opening businesses to a much wider talent pool and, with more diversity at a senior level, provide the opportunity for increased profitability.

Diversity as a tool to prepare for Brexit? Now there’s a thought.

If you would like to find out more about effective board composition or the introduction of diversity policies in the workplace, please contact Ciara Lagan, Corporate Partner at Tughans (028 9055 3300; Ciara.lagan@tughans.com).

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Cybercrime...

The Battle Goes On

Turning virtual cash into real money without being caught is a big problem for successful cyber-criminals.

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hey often have to get creative when “cashing out” or laundering the money they have stolen, according to a security expert.

Ziv Mador, head of security research at Trustwave SpiderLabs. told the BBC that credit card thieves, for example, have limited time to profit, because at some point the victim will put a stop on their card.

Tens of thousands of stolen card numbers are traded daily on the underground markets that Mr Mador and his colleagues monitor, with details taken from compromised websites or databases.

“They can try to sell the card, which is not big money because they only get a few dollars for each one,” he said.

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Instead, he added, they are more likely to use them to buy more valuable assets like iPhones or Macbooks, which are popular because they tend to hold their value when resold.

“They do not buy 100 or so iPhones at once,” he said.

“They use a lot of different cards at different times.”

Mr Mador said the crooks use randomisation tools to thwart anti-fraud systems that would spot if all the purchases, even those made with different cards, are being done on the same computer.

Another “cashing out” technique uses gift cards from big retailers such as Amazon and WalMart.

This technique involves buying the gift card with the stolen credit card and then offering it for sale at a big discount.

For example, a customer may be able to buy a $400 (£312) card for half price, although they face the risk of it being cancelled if a retailer notices it was originally bought with a stolen credit card.

Then there are the more

creative scams that seek to use Uber and other ride-hailing firms to launder cash.

Mr Mador, and others, have seen adverts seeking drivers who can take part, with Spain and the US both popular locations for the fraud. Other places like Moscow and St Petersburg were “temporarily unavailable”.

“They are looking for Uber drivers for fraudulent payments, people who can register for Uber and do fake rides,” said Mr Mador.

The driver’s account is used to launder the cash generated when stolen credit cards are used to pay for the fictitious journeys and they get a cut of the money as a payment.

It is these markets that form the backbone of the cyber-crime world, said Dr Mike McGuire, a criminologist from the University of Surrey, who has studied this shadowy community.

“We took a holistic look at the criminal economy and then we could see where the flows of money were

going,” he told the BBC. Some was laundered via banks and other well-established routes long used by criminal gangs, who increasingly have been finding ways to use newer technological methods.

Dr McGuire’s research suggests billions in criminal cash passes through underground markets each year. Some of that is just thieves selling to thieves but other methods involve the sale of drugs and other contraband.

Through conversations with convicted crooks and the police who pursue them, Dr McGuire said it was clear that some were involved in the trade for very mundane reasons.

“It’s a very human set of activities that these people are involved in,” he said. “About 15% were just using their revenues to pay their mortgages and their bills.”

Others, those who were making a lot of money, had got involved in “old-fashioned ostentatious spending”, he told the BBC. “A lot of them are converting their money to assets and investing in them to acquire status.”

Banks are getting better at spotting money laundering that uses property and fake corporations, said Rob Horton, from BAE’s Applied Intelligence division that helps financial firms spot fraud.

This is not straightforward work, he explained, because the crooks worked hard to obscure their ownership of the bogus firms.

But, he said, detailed longterm analysis of the information shared by front companies can help unpick the relationships.

“We will often find the contact details and registration addresses for these facilitators are the same across dozens of applications,” he said. “That’s because it’s very hard to genuinely create that many completely new corporate or individual identities.

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Eye on TechEye

Video Boost For Emergency Healthcare

Air ambulances have started trialling a system that uses smartphone cameras at the scene of an emergency to build a more accurate picture of what has happened in real-time.

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ir ambulances in the South East of England have been trialling a smartphone app that lets doctors and paramedics view livestreamed video from the scene of an emergency before they arrive on the scene.

The app works by sending a text message with a link to a person’s phone, which when opened requests access to the camera.

“From the clinical point of view, the really amazing thing here is the ability to open people’s mobile phone without the need for an app or anything like that,” says Mark Wilson, founder of the company behind the technology and also a neurosurgeon at Imperial College London.

The hope is that greater speed will translate into life-changing outcomes, enabling emergency services to respond rapidly and appropriately to the needs of those injured. GoodSAM’s innovation comes after working with the Kent, Surrey and Sussex Air Ambulance Trust for four years.

The ability to request a live video feed builds on features including location reporting and an alerts system that can locate first responders nearby who might be able to help.

“This means being able to see the scene, as in the mechanism of injury – so, how many cars are involved, how big is the fire, how far have they fallen, are they trapped, those kinds of things

– and then see the patient and work out how sick they are,” Wilson says.

This may mean simply looking at their appearance, which will give trained professionals an accurate idea of the kind of condition they are in and to spot signs that may not be visible to those without training.

The platform’s new features also allow medical experts to remotely assess a patient’s pulse. This adds an important level of detail that enables services to assess how much pain the patient is, and the seriousness of their condition. “We can start to provide care before we even get there and we can start doing our job within seconds of the call,” says Wilson. The live video and pule features can be used on any smartphone or network.

Technologically speaking, the video stream uses a high frame rate optimisation which ensures quality is as high possible and therefore best able to relay the scene and the patient’s state. The stream appears

alongside a map that can then be shared with other emergency services.

“We’ve got a very powerful processing system,” says GoodSAM’s technical director, Ali Ghorbangholi.

“The fact that user can stream the video without much drainage on the battery is the key here,” he says. This footage is then assessed using machine learning technology to run a multi-layer analysis which detects heart rate based on multiple metrics, from changes in a patient’s colouring to movements in their face.

It’s a piece of technology which could find its way to Northern Ireland. Elsewhere in this edition of Business Eye, we feature Northern Ireland’s own air ambulance, which has just completed its first year of operations from its base at the Maze site near Lisburn, flying 380 emergency missions and coming to the aid of the victims of road collisions, farm and industrial accidents and other situation.

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Technology Driving Bricks & Mortar The popularity of online shopping has contributed to a near doubling in demand for warehouse space over the past 10 years, according to figures from property research firm CBRE.

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bout 235 million sq ft of warehouse space was leased or purchased across the UK between 2007 and March 2018 - equivalent to more than 3,000 Wembley Stadiums.

To put that into perspectiove, that figure is up from about 130 million sq ft in the previous decade.

About 60% of the space is now used by retailers, according to CBRE. Ten years ago, retailers accounted for about less than a third of the space.

“Demand has been unprecedented,” said Andrew Marston, who researches UK industrial and logistics property at CBRE, which compiled the figures for the BBC. “Growth has come from online retailers, a number of which have been rapidly expanding their distribution networks.”

Discount grocery chains such as Lidl and Aldi have also played their part, he said.

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In addition, warehousing space for advanced and automated manufacturing - particularly in the automotive supply chain - has taken up space.

The technology-driven warehouse boom has been slower in Northern Ireland than in some key areas of the UK. But this region has still seen significant growth, helped by Amazon’s growing presence in Carrickfergus and independent retailers such as Chain Reaction Cycles and Kukoon (formerly The Rug House).

But the pace is set by areas like the East Midlands. The arteries of major motorways and rail connections run through Northamptonshire, Leicestershire and Derbyshire.

As a result, it’s rebranding itself the “Golden Triangle” of logistics.

The region has mass appeal because goods can reach 90% of the population in England and Wales within four hours..

“The pace of change is incredible,” says chief information officer James Holmes. “A few years ago, we would not have seen any online shipping coming through here. But now 60% of all volume is e-commerce.

That’s what the future is.”

Construction is under way of 11 mammoth units at the East Midlands Gateway, which is poised to host names such as Amazon, Shop Direct and Nestlé, as well as creating 7,000 new jobs.

Its position is largely down to the combined forces of new freight railway lines and the shift in focus by East Midlands Airport, now handling as much freight as passengers. It is a 24/7 unrestriced airport as is Belfast International, and nightly freight flights link the two.

“The passenger flights tend to be during daytime hours, then overnight the site really comes to life with the cargo,” explains Karen Smart, managing director

of East Midlands Airport.

“We’ve seen phenomenal growth, maybe 19 to 20 planes an hour, taking cargo in or out of the country ready for that next-day delivery. It’s great for business and great for the region.”

Other warehousing hotspots include the M62 corridor in northwest England, and Prestwick Airport on Scotlandf’s West Coast, which is currently expanding to support distribution businesses.

The boom is an antidote to the High Street gloom reported in traditional retail businesses. But some may feel that the massive, grey structures looming along roadsides are no replacement for a thriving town centre.

That shift, though, is largely down to consumers themselves, who have chosen to spend more of their money online. One in five retail sales are now made from our phones or computers - and that only looks set to grow.

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Fancy An Apple...

One Careful Owner?

Another rare original Apple computer is hitting the auction block and while its hardware most certainly isn’t a marvel of speed by today’s standards, it’s still expected to fetch about as much as the going price for a high end supercar.

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teve Jobs and Steve Wozniak produced about 200 Apple1 computers in the mid1970s and around 60 of those are known to still exist today. Every so often one pops up at auction and manages to sell for a hefty price.

RR Auctions is preparing to take bids on a functioning, late “Byte Shop”-style Apple-1 model, with the expectation that it will go for more than $300,000 (about £233,500). That’s about the same you can expect to pay

for a new model Aston Martin DBS. The Byte Shop Apple-1 comes from a batch of 50 computers made

by Jobs and Wozniak specifically for the Byte Shop in Mountain View, California, one of the first personal computer stores in the world.

The auction lot comes with not just the motherboard, but also the original manual and a period-style monitor and keyboard to fire it up and show off to anyone who wants to see how powerful an Apple computer was in 1976.

If it’s a little too rich for your blood, the same auction also includes plenty of other early Apple goodies, such as a 1982 Apple report with a personal message and signature from Jobs that shows that grammar

skills were nowhere close to his technology prowess. He used the word ‘your’ instead of ‘you’re’.

And, for that, in journalistic terms, he can’t be forgiven.

Facebook & Strangers... A New World Awaits If you’re bored of your friends and family, how about connecting with a few strangers to spice up your Facebooking? The social media site is testing a new feature that displays interests you have in common with people you aren’t connected to – people who might be commenting on your friends’ posts or pictures, for example.

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s CNET reports, the idea is that if you share something in common with a person – maybe you’re in the same public Facebook group, or you went to the same college, or you work for the same company – then that shows up alongside that person’s name.

Perhaps conscious of the current conversation around user privacy, Facebook is keen to emphasize that only information that’s currently visible on your profile will be used. In other words, other people can only see this type of data if it’s set to be visible by anyone or by friends of

friends on your Facebook page.

Apparently Facebook wants to prompt conversations that might not otherwise happen if you didn’t know someone is from the same community as you, or has the same interest in antique pottery, or whatever else Facebook is digging into. The trial run of the feature is currently limited to a select number of users in the United States.

“Knowing shared things in common helps people connect,” Facebook told CNET. “We’re testing adding a ‘things in common’ label that will appear above comments from people who you’re not

friends with but you might have something in common with.”

It remains to be seen if and when the feature rolls out for everyone, but Facebook is constantly testing out new ideas and tools as it tries

to keep user engagement high.

A significant number of users are reportedly ditching their Facebook accounts as they look to take their social networking elsewhere or just cut it out all together.

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Eye on Health

New Patient Portal A First for Healthcare in Northern Ireland Appointments - will enable hospital appointments to be viewed online which can be shared with other carers within a patient’s Circle of Care. This functionality will be especially important for people living with dementia who may at times be confused or forget about hospital appointments.

Shared Files - the Shared Files screen will allow clinicians, patients and their nominated care representatives to share files, such as documents, images and videos with one another within a patient’s care record.

Health Library - will provide clinicians with the ability to publish standard medical documentation, photos and videos into the Patient Portal.

Clinicians then grant access to the relevant library content that is tailored specifically to the patient’s condition and care requirements. This provides the patient and their circle of care with access to highly relevant information that is reliable and trusted.

Orion Health is pleased to announce their continued collaboration with Health & Social Care NI (HSCNI), building upon ongoing work to deliver the Northern Ireland Electronic Care Record system. This new phase of work is a transformational Pathfinder Project that will deliver a Patient Portal with an initial focus on people living with dementia.

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he project, due to go live in August 2018, with an initial pilot of up to 100 people living with dementia, will establish the “Proof of Concept” which once successfully proven will see the opportunity for a ground-breaking Patient Portal to be rolled out across Northern Ireland.

Health and Social Care NI has committed to giving citizens access to digital information that will enable them to take better ownership of their own health, manage their conditions effectively and engage with health care professionals. The Patient Portal will empower patients to do this by providing the right information, at the right time and in the right manner using the latest web-based technology.

“We are delighted to be working on the Patient Portal Pathfinder project which builds upon our continued work to deliver and develop the Northern Ireland Electronic Care Record system,” commented Gary Birks, General Manager UK & Ireland for Orion Health. “The Patient Portal will build upon this ground-breaking information platform and will see the Pathfinder Project deliver real benefits in the care provided to people

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living with dementia and their carers whilst improving efficiencies for the Health Service.”

Building the Patient Portal is not without its challenges, as many people living with dementia require access to a wide range of specialist health services rather than simply requiring treatment for their dementia. The existence of a multitude of legacy systems across HSCNI, in both hospital and community settings, with multiple data entry points, and the risk of data inaccuracy further compounds the complexity of addressing user needs.

“The Patient Portal is possible due to its ability to access the award-winning Northern Ireland Electronic Care Record (NIECR) platform which has been in operation for over five years and provides health and care professionals with a single view of a patient’s health record”, commented Stephen Beattie, eHealth Programme Manager, Business Services Organisation, “It will also provide patients with access to view relevant information regarding their healthcare in a digital format at a time convenient to them and in a consumable format.”

The Pathfinder Project will focus on dementia care in the first instance in order to better understand user requirements in such a complex and diverse area of healthcare. The iterative approach being adopted to the development of the Patient Portal will help to establish important protocols, such as how to deliver laboratory results to patients, which can then be replicated if the Patient Portal is rolled out more widely across health and social care.

When the Patient Portal launches in August it will provide people living with dementia with four initial areas of functionality:

Circle of Care - one of the most innovative aspects of the Patient Portal will be the potential to identify a patient’s Circle of Care. This will allow nominated representatives, such as family members or other carers to have secure access to relevant information about the patient’s condition and the management of that condition.

Further functionality, to be rolled out during the course of the Pathfinder, will include records of medication prescribed, treatment received, viewing of authorised clinical documents, and access to laboratory results and Goal Setting. Goal Setting will allow patients to record and track information against specific behaviours suggested by clinicians in the Patient Portal. This will bring real health benefits for dementia sufferers in areas such as socialisation activities and memory tests. Further consideration is also to be given to introducing patient and client questionnaires and messaging.

“The Patient Portal marks an important milestone for the Health Service in Northern Ireland and this Pathfinder Project will allow specific protocols to be established with the aim of enabling much better communication between patients, their carers and clinicians,” commented Eddie Ritson, Programme Director, Centre for Connected Health and Social Care, “Building upon the already successful ‘Northern Ireland Electronic Care Record’ platform, the Patient Portal will help to put patients at the centre of care, encourage greater self-care and help in the co-ordination of service delivery.”

NORTHERN IRELAND’S LEADING BUSINESS AWARDS

WELCOME TO THE BEFTAs 2018 NORTHERN IRELAND’S LEADING BUSINESS AWARDS ARE BACK The BEFTAs 2018, an exciting new version of Northern Ireland’s leading business awards, will take place at the Belfast Waterfront on Thursday, 22nd November, 2018.

The BEFTAs, the Business Eye First Trust Bank Business Awards, take on the highly successful 12-year mantle of the former UTV Business Eye Awards... with a new title, a new lead sponsor and a new line-up for 2018.

First Trust Bank, a key supporter of the Northern Ireland business community, has partnered Business Eye on the annual Business Eye First Trust Bank Small Business Awards for the past four years and will now sponsor the November awards, which cover all businesses – large, small and medium-sized - across the region.

The new-look BEFTAs were officially launched for 2018 in early September at Bar Level 2 in the Belfast Waterfront Hall.

The closing date for entries to the BEFTA’s 2018 will be Friday, 19th October, with the judging panel due to meet in early November.

And local companies and individuals will be able to enter no less than 18 different categories covering most aspects of the local economy and business life...

Eye on Awards For more info or to enter, please visit: businesseyeawards.co.uk

The BEFTAs Company of the Year

Employer of the Year

2018 CATEGORIES AND SPONSORS Medium/Mid-Sized Business of the Year

Innovative Business of the Year

A new category to these awards, this category will recognise a leading player in the 50-250 employee sector of the Northern Ireland economy, a key sector which includes a number of our leading private sector companies. As with Company of the Year, entrants must demonstrate exceptional performance across the board

Innovation, across every sector, is a key driver of business success. In this category, our judges will look for clear evidence of innovation in action, along with evidence of how innovation has helped to contribute to business success.

SPONSORED BY

Northern Ireland’s overall company of the year in the opinion of the judging panel. Companies can be of any size/ scale, number of employees, and must be able to exhibit exceptional performance, especially but not exclusively during the 12 month period to 31 October 2018.

This category sets out to recognise those local organisations exhibiting best practice in terms of people management. The judging panel will look for clear evidence of class-leading initiatives designed to make the organisation a better and more caring employer.

Young Business Personality of the Year SPONSORED BY

Research & Development Project of the Year

Tourism/Hospitality Company of the Year Fast Growth Business of the Year SPONSORED BY

SPONSORED BY

The Research & Development (Innovation) project which, in the opinion of the judges, is the best example of how companies can harness research, development and innovation to further their business aims and objectives

SPONSORED BY

The category is open to senior managers and leaders in businesses and organisations across the private, public and voluntary sectors who are aged 35 or younger at 31 October 2018, and whose leadership and achievement can be clearly demonstrated.

A private sector organisation able to show clear rapid growth in terms of profit, turnover and/ or employee numbers during the 12 month period to 31st October 2018. This category is open to private sector businesses of any size and operating in any sector.

The company or organisation making the most valuable contribution to the continued development of tourism & hospitality here in Northern Ireland. Possible entrants might include hotels/hotel groups, other forms of accommodation, tourism development organisations, restaurants, travel facilities, etc.

Eye on Awards For more info or to enter, please visit: businesseyeawards.co.uk

Executive Support Professional of the Year SPONSORED BY

Another new category for 2018, this award will honour one of the ‘unsung heroes’ of the business world here, Northern Ireland’s leading Executive Support Professional, a key member of staff in any organisation providing exemplary support services to management within the organisation

Family Business of the Year

The Northern Ireland-based company exhibiting the most impressive track record and recent growth in export sales of goods or services outside of Northern Ireland. Export markets to include ROI and GB, but the judging panel will give special consideration to organisations exporting worldwide

Technology Company of the Year

This category sets out to honour Northern Ireland’s leading accountancy, legal or other professional services firm working with and providing key advice to clients in the local business community

A new category for 2018, aimed at recognising impressive performance by one of Northern Ireland’s leading businesses operating in the technology sector, to include hardware, software, telecommunications, technology support and services

SPONSORED BY

Northern Ireland’s economy is built on family business success and this key category will recognise the family-owned business, of any size of scale, which can demonstrate exceptional achievement during the year to 31st October 2018

Community (CSR) Award Waste Reduction Project of the Year

Exporter of the Year

Professional Services Firm of the Year

SPONSORED BY

The most impressive environmental initiative or project instituted by a NI-based company or organisation over the recent period, and an initiative or project which can show as clear impact on the wider environment

Corporate social responsibility plays an important role for NI companies and this specialist category sets out to recognise an organisation from the private, public or voluntary sectors making a clear and impactful contribution to its local community as a whole

Business Personality of the Year

Manufacturer of the Year

Manufacturer of the Year is open to all manufacturing organisations, of any size and scale, operating in Northern Ireland. The judging panel will look for evidence of innovation, attention to detail, state of the art engineering and product market success

Agri Food Award

SPONSORED BY

Enter now at businesseyeawards.co.uk Closing date for entries is Friday 19th October 2018.

The keynote award at the 2018 BEFTA’s and one which will honour Northern Ireland’s outstanding business personality over the past 12 months, an individual whose leadership achievements have contributed to business success and to the wider local economy.

This category sets out to recognise notable achievement in the wider agri food sector and is open to companies and producers of all sizes as well as to individual products or innovations from those companies

BACKING BUSINESSES ACROSS NORTHERN IRELAND

When Bailies approached us with plans for their roasterie and training academy in Belfast, we were delighted to back them on their journey. If you’d like to see how First Trust Bank Business and Corporate Banking can back your business, contact Brian Gillan at brian.m.gillan@aib.ie

BRANCH. PHONE. ONLINE.

First Trust Bank is a trade mark of AIB Group (UK) p.l.c. (a wholly owned subsidiary of Allied Irish Banks, p.l.c.), incorporated in Northern Ireland. Registered Office 92 Ann Street, Belfast, BT1 3HH. Registered Number NI018800. Authorised by the Prudential Regulation Authority and regulated by the Financial Conduct Authority and the Prudential Regulation Authority.

Eye on Arts

Record Producer Keeps Tradition of Storytelling Alive

Successful record producer Roger Armstrong is honouring the memory of his late parents by setting up a new storytelling bursary aimed at preserving this ancient art form in Northern Ireland.

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orn and brought up in Belfast, he co-founded Londonbased independent label Ace Records – which grew out of a tiny Soho market stall in the 1970s.

“I was very much part of the Beatle generation, though through my older brother Perry I did get to hear rock’n’roll records at an early age and we would jointly buy 45s,” he explained.

He loved music and when he went to Queen’s in the 1960s he became QUB Social Secretary and began promoting live shows.

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In 1972 he headed to Dublin where he had the opportunity to work with the Chieftains and Celtic Rock pioneers Horslips.

He managed a number of bands but discovered he didn’t really suit the managerial life. He joined longtime friend Ted Carroll, who had managed Thin Lizzy, looking after a Soho market stall selling records, from which they started a record label in 1975. Before Punk Rock they made records with Joe Strummer, Billy Bragg and later Motorhead and the Damned. They developed

Ace Records which has been hailed as one of the most innovative and comprehensive reissue labels.

In the past 43 years, they’ve released over 5000 records from artists ranging from Little Richard and John Lee Hooker to Joan Baez and Funkadelic.

While Roger was forging his career, his globetrotting parents Jim and Peg met Northern Ireland’s leading storyteller Liz Weir.

They founded the Tullycarnet Yarnspinners group as they saw its potential to bring people together, to teach and to build confidence.

“They were passionate about storytelling so two and a half years ago I set up a pilot project with a residency with Libraries NI; they were incredibly supportive and this gave us the opportunity to work with their staff and to hold regular sessions in the library,” he explained.

The funding provided by Roger during this period meant that 15,251 people listened to stories told by 32 different people and a further 437 people received storytelling training.

Now he feels it’s time to scale up and has formed a Community Interest Company (CIC) and will officially launch the bursary on September 19th at the Grand Central Hotel.

“We’ve achieved so much but I know we can do more. I hope other members of the business community will join me in this project and help spread the benefits of storytelling to more people

right across Northern Ireland.

“We have the personnel and project in place but need further finance to roll it out on a bigger scale,” he added.

Storytelling offers extensive benefits for old and young alike. It can promote literacy and encourage social interaction. It crosses boundaries of disability, age, gender and culture and gives voice to those often not heard. It is used not only for children and families but also for the elderly and people with dementia.

“Storytelling is a vivid and immediate way to entertain, engage and inform people but it’s much more than that. It teaches core life skills, communication, confidence, critical thinking and empathy.

“It can actually be life-changing.

We have seen young people who were desperately shy, end up telling new stories to their peers and develop confidence to speak out. We’ve worked with elderly people with dementia who were almost non-communicative and these stories brought out memories and their own stories,” he said.

Northern Ireland has a long history of storytelling but in the digital age, it’s more important than ever to keep this tradition alive.

For more information on the Armstrong Bursary check out www.armstory.org.uk

Eye on News

New Newry Whiskey Distillery to Attract International Tourists

(From Left to Right): Michael McKeown, owner and investor of Matt D’Arcy & Company with Andrew Cowan, Chief Executive, Matt D’Arcy & Company

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ourist numbers and spend are on the up in Northern Ireland. The influx of cruise ships and all-round better connectivity is bringing more people here from all over the world. Many are seeking authentic experiences on the island of Ireland and increasingly in the north, so there is now a need to enhance and diversify the offer.

Over the years, the investment in a range of tourism products have largely been responsible for growth in the sector. This coupled with the recent expansion in hotel beds has created a welcoming environment. We can’t stand still and need to make sure that new quality tourism products are developed, attracting tourists to stay longer and spend more.

Irish Whiskey Tourism One way this is happening is through the expanding whiskey tourism sector in Ireland. We only have to look at the example of Scotland to see what a huge boost their industry has contributed.

The Irish Whiskey Association recently published figures showing that 814,000 people visited whiskey attractions in 2017, some 81,000 more than the year before. There is plans to double this by 2025.

In comparison, Scotland had 1.7 million whiskey tourists last year, home to 149 distilleries in total, and

has operated a whiskey trail for around 30 years.

We know we have a growing market which means that whiskey tourists are intentionally seeking out Ireland as a destination they can spend more time indulging in their passion and enjoying other experiences that we have to offer.

Northern Ireland, and in particular, County Down, is seeing a jump in the number of distilleries that are appearing, which is vital for the development of the overall product.

Investment & Jobs At Matt D’Arcy and Company Ltd we will be playing our part in the development of this quality tourist product with a new £7.3million investment in Newry. Our ambition is to create a new Whiskey Distillery, Victorian Bar, Restaurant and Visitor’s Centre returning the former site to its full glory.

Around 50 hospitality jobs are set to be created alongside a Distiller to oversee the future maturation process of the whiskey that will be distilled at the Monaghan street site.

The restoration and build of the new distillery and facilities are expected to take around 18 months and, when completed, will bring forward a thriving international tourist attraction focusing on the US, Chinese, European and Australasian markets.

Super-Premium Whiskey The Irish Whiskey market set itself a target of 12 million cases by 2020. We are only half way through 2018 and it is already in a strong position to exceed that. When you look at the 2017 target of a modest 9 million cases it only goes to show the increasing upward trend for Irish Whiskey.

Some of the largest export markets are the likes of the USA and Russia and in 2017 sales of Irish Whiskey grew by 12% to reach 659,000 cases.

Prior to any public announcement we have been maturing our own whiskey off site and will release a super-premium matured merchant Irish Whiskey in early 2019 prior to distilling at Monaghan Street on completion of the construction phase.

Our aim is to produce around 420 barrels per year of single malt and to retain stocks for at least 10 years aimed at the super-premium market.

We want to play a leading part in developing the Irish Whiskey tourism market to this part of the island of Ireland. The international market is growing year on year, so the more product that comes on-stream, the stronger the draw and dwell time will be in Newry city for tourists from all over the world.

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Eye on News

5G...What It Means To All Of Us 5G networks are the next generation of mobile internet connectivity, offering faster speeds and more reliable connections on smartphones and other devices than ever before.

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ombining cutting-edge network technology and the very latest research, 5G should offer connections that are multitudes faster than current connections, with average download speeds of around 1GBps expected to soon be the norm.

The networks will help power a huge rise in Internet of Things technology, providing the infrastructure needed to carry huge amounts of data, allowing for a smarter and more connected world.

With development well underway, 5G networks are expected to launch across the world by 2020, working alongside existing 3G and 4G technology to provide speedier connections that stay online no matter where you are.

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This would mean that users could EPXOMPBE B GVMM MFOHUI )% RVBMJUZ film in a matter of seconds, and that downloading and installing software upgrades would be completed much faster than today.

How fast will 5G be?

It’s still not exactly known how much faster 5G will be than 4G, as much of the technology is still under development.

That being said, the networks

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Will We Be Able To Get 5G Networks On Our Phones?

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It’s not yet known how 5G networks will take over from existing networks, but again, much like the rollout of 4G, you may not be able to immediately connect to the new networks without upgrading your technology.

Eye on News

New iPhone On The Way... Again The annual iPhone launch is said to be one of the biggest, most hyped events of the tech year... but is it all getting a little bit boring?

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in itself. But it also underlines the fact that, despite the gains made by cyber security experts, the threat of major breaches is still very much there.

It’s vital that we’re all aware and on our game.

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Celebrating life, every day, everywhere

DRINK RESPONSIBLY The BAILEYS, GORDON’S, CAPTAIN MORGAN, SMIRNOFF, GUINNESS, SMITHWICKS, CARLSBERG and HARP words and associated logos are trade marks © Diageo 2015.

Eye on Events

The Holiday Ninja

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oliday bargain hunter turned CVTJOFTTNBO +PSEBO .D$MVTLFZ launches his new website 5IF )PMJEBZ /JOKB XIJDI DPMMBUFT offers and deals from a wide range of travel companies – all tailored specifically for the Northern Ireland market. What was once a passion for finding holiday deals from Northern Ireland and sharing them with friends has turned into a high-flying business for the Bangor entrepreneur

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who is hoping the new website will become the first port of call for any NI travellers looking for a holiday CBSHBJO 5IF )PMJEBZ /*OKB XFCTJUF JT updated daily and only provides offers with local departures – from Belfast, %FSSZ_-POEPOEFSSZ BOE %VCMJO o BMM sourced from local travel companies BOE CPPLBCMF UISPVHI UIFN "OZPOF wanting to check out the latest holiday deals from Northern Ireland should click on www.theholidayNInja.com.

Suite Tribute To Hotel Group Founder

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to the man who was a driving force behind Northern Ireland’s hospitality industry for over 50 years. Not only does the suite boast the best views of the city but has a spacious bedroom, separate living and dining areas and a second interconnecting bedroom.

Celebrating life, every day, everywhere

DRINK RESPONSIBLY The BAILEYS, GORDON’S, CAPTAIN MORGAN, SMIRNOFF, GUINNESS, SMITHWICKS, CARLSBERG and HARP words and associated logos are trade marks © Diageo 2015.

Eye on Events

Mini MBA Networking Day

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Titanic Travel Showcase Launched

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With seven branches across Northern Ireland, Clubworld Travel is one of the biggest independent travel agents in the province and its inaugural showcase event will feature more than 25 travel companies with lots of ‘one day only’ holiday deals,

The Observatory Takes Afternoon Tea To A New Level…

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Eye on Charity

Air Ambulance Northern Ireland Celebrates 1st Anniversary

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It’s hard for Ian Crowe to believe that Northern Ireland’s very own Air Ambulance celebrated its first anniversary in July of this year.

Eye on Charity

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with the whole health service. We

annual thank you event as well as road

team responded to 380 emergency

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would like to say a huge thank you to

safety tips for employees and discounted

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the population of Northern Ireland for

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serious road traffic collisions, with the

care and are employed across the five

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rest made up of farm and industrial

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is the opportunity to develop bespoke

accidents, falls, sporting incidents and accidents in people’s own homes.Â

Ian Crowe, Chairman of the AANI Trust

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service for a day. We’ve built on a range of

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ambulance has been called out four

past year and are extremely grateful for

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times in the same 12-hour period to

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incidents all over Northern Ireland.

of Northern Ireland to date. Without

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this ongoing support and without much

board which also includes Newry-based

was to treat and airlift 11-year old

needed donations, we will be grounded,

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and the service will not be able to operate.

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tractor accident on his family farm

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Executive and Rodney Connor and

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just one day save your life or the lives

business consultant Peter Quinn.

incidents have contributed to the 380

of your loved ones. That’s got to be

taskings in the past twelve months.

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The charity is also gearing up for the

yards, even in Belfast City Centre over

interventions local communities and

the past year, in each case providing

families have become ardent supporters

clinical interventions and potentially

of the air ambulance service helping to

their support and donations which allow

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life-saving treatment both at the scene

raise the much needed funds to keep the

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will be organising a series of fundraising

with the team at the helicopter base

its sights towards the local business

events in major towns and cities across

(one in service, the other on standby to

and recognise that perhaps without

community in a concerted effort to

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the medical crews intervention, their

build connections and raise funds.

and briefings for local businesses who

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relative or friend may not have survived.

Each of the service’s two aircraft

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Kerry Anderson, Head of Fundraising

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might like to support the charity. One such

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event is an abseil at Belfast Castle on 9th

and are playing their part in supporting.

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To find out more about the charity, how you can help fund a life-saving mission or to send Air Ambulance Northern Ireland a birthday donation, visit Air Ambulance Northern Ireland’s Facebook page, visit www.airambulanceni.org or call 028 9262 2677.

133

Eye on Agri Food Peter Hannan of Hannan Meats in Moira has five products shortlisted for this year’s final stages in Blas na hEireann.

He is pictured with top British chef Terry Laybourne in the Himalayan salt chamber complex at Moira.

SMALLER FOOD FIRMS EYE GREATER SUCCESS IN REPUBLIC Sam Butler will be among the judges at the prestigious Blas na hEireann Irish National Food Awards in Dingle at the start of October.

He looks at how Northern Ireland companies have performed in the past and at some of the contenders for this year’s coveted awards.

D

ozens of local food and drink producers, mostly artisans and smaller producers, have just received emails informing them that they have been shortlisted for the final stage of Blas na hEireann, Ireland’s most important awards for an industry that still drives the economies of both Northern Ireland and the Republic. )VOESFET PG PSJHJOBM QSPEVDUT GSPN Northern Ireland are now in the running for recognition in our most successful

134

export market, the principal target outside Northern Ireland for many smaller food and drink manufacturers here.

"MNPTU QSPEVDFST NPTUMZ artisans and smaller companies and from every part of the island or Ireland, entered this year’s event, the final stage of which will be judged by food writers and leading chefs from across the island.

The finals are held annually as an integral part of the hugely popular %JOHMF 'PPE 'FTUJWBM B DPMPVSGVM BOE

immensely entertaining event on %JOHMF QFOJOTVMB JO ,FSSZ 5IJT ZFBS the judging and announcement of XJOOFST UBLFT QMBDF GSPN 0DUPCFS The awards are now in their 11th year and began with just 400 entries, the vast majority from the Republic. .PSF UIBU QFSDFOU PG FOUSJFT UIJT year came from Northern Ireland, GPMMPXJOH UIF TVDDFTTFT PG B record year for winners from here.

Local winners then included Burren #BMTBNJDT GSPN 3JDIIJMM JO $P "SNBHI Cavanagh Eggs from Newtownbutler, $P 'FSNBOBHI $MBOEFCPZF :PHIVSU $P %PXO .PSFMMJ T *DF $SFBN $PMFSBJOF $P %PXO $PSOEBMF 'BSN $IBSDVUFSJF -JNBWBEZ $P %FSSZ BOE )BOOBO .FBUT .PJSB $P "SNBHI .BOZ PG UIFTF CVTJOFTTFT BSF JO UIF SVOOJOH PODF BHBJO )BOOBO .FBUT for instance, has no fewer than five

QSPEVDUT JODMVEJOH B VOJRVF MBNC CBDPO shortlisted in the meat categories.

There are also several first timers listed for the finals. These include TomandOllie, a specialist in pesto, hummus and olives, from Broughshane, $P "OUSJN *SJTI #MBDL #VUUFS 1PSUSVTI $P "OUSJN BOE #BMMZMJTL 5SJQMF 3PTF $IFFTF PG 5BOESBHFF $P "SNBHI Blas na hEireann is an initiative developed by popular food marketer "SUZ $MJGGPSE UP JODSFBTF BXBSFOFTT among retailers and foodservice operations throughout Ireland and Britain, as well as consumers, about UIF PVUTUBOEJOH RVBMJUZ BOE JOOPWBUJPO of food produced on the island. i8IBU * XBOUFE UP EP XBT UP QSPWJEF B platform that would assist smaller food producers, in particular, to grow sales with retailers in Ireland, Northern Ireland and Great Britain by showcasing their

Eye on Agri Food

Will Taylor of Glastry Farm Ice Cream, Kircubbin, Eileen Hall of Cavanagh Free Range Eggs, Newtownbutler, and Mervyn Kennedy of Kennedy Bacon, Omagh were winners last year.

QSPEVDUT UP EFDJTJPO NBLFST "T B SFTVMU the final now attracts hundreds of buyers from across the British Isles, other parts PG &VSPQF BOE FWFO UIF 64 w IF FYQMBJOT i5IFZ BSF XIBU * DBMM UIF 1FPQMF T "XBSET 0VS KVEHJOH TZTUFN JT WFSZ rigorous. Each table has representatives from the industry as well as people who do their weekly shop in supermarkets. &WFSZ QSPEVDU UIBU DBSSJFT B 'JOBMJTU (PME 4JMWFS PS #SPO[F TUJDLFS JT QJDLFE VQ NPSF RVJDLMZ UIBO UIPTF XJUIPVU 0VS SFTFBSDI CBDLT UIBU VQ w .S $MJGGPSE JT B GSFRVFOU WJTJUPS UP Northern Ireland and has become a popular figure here with local companies. i/PSUIFSO *SFMBOE JT GBTU CFDPNJOH B LFZ source of food and drink that’s highly innovative and offers outstanding flavours. Ireland, both the Republic and Northern Ireland, is now regarded JOUFSOBUJPOBMMZ BT AUIF GPPE JTMBOE "OE it’s tremendously encouraging to see the developing collaboration between producers and promoters in the Republic BOE /PSUIFSO *SFMBOE w IF BEET

Last year’s awards also saw Northern Ireland emerge as the best source of DIBSDVUFSJF JO *SFMBOE $PSOEBMF 'BSN 'SFF 3BOHF $IBSDVUFSJF JO -JNBWBEZ collected gold and silver for its chorizo and fennel salami. The emergence of Northern Ireland as a premium provider of artisan cured meats is a remarkable development in slightly over two years.

Contacts made at the event have produced good business for smaller companies over the years. It is also monitored closely by Bord Bia, the *SJTI 'PPE #PBSE B QSJODJQBM TQPOTPS i&OUSJFT BSF JODSFBTJOH TUFBEJMZ CFDBVTF the event works for companies in terms of business. Top buyers from major international retail and foodservice operations now spend the weekend JO %JOHMF w .S $MJGGPSE DPOUJOVFT i5IFZ IBWF PQQPSUVOJUJFT UP NFFU potential suppliers in a neutral environment. Over the past decade, we’ve seen many smaller producers signing deals with retailers they’ve been unable UP SFBDI CFGPSF UIF FWFOU w IF BEET

Alastair Bell of Irish Black Butter is another through to the finals for the first time.

Jane Harnett of Harnett’s Oils in Waringstown has three of her culinary oils in the finals of this year’s awards.

Launched with just 40 categories, the awards have now grown to 120.

The judging process is rigorous.

The 3,000 food and drink products BSF GJSTU KVEHFE BU 6$$ T 4FOTPSZ "OBMZTJT 6OJU PWFS UIF NPOUI PG +VMZ The event is now the largest blindtasted food awards in the country.

Each product is delivered, labelled, stored, prepped for judging in its specific category and tasted by a panel of judges, all trained and experienced in sensory analysis. The final judging takes place over an intense UXP EBZT JO QJDUVSFTRVF %JOHMF i-PHJTUJDBMMZ JU JT B USFNFOEPVT BOE JOWJHPSBUJOH DIBMMFOHF w .S $MJGGPSE DPOUJOVFT i5IF GPPE BOE ESJOL QSPEVDUT which are delivered to us come with the heart and the hopes of the producers.

It is imperative that they are handled efficiently with the care that each entry deserves. The system that Blas na hEireann and the team at UCC have EFWFMPQFE BMMPXT VT UP EP UIJT w .JDIFMF 4IJSMPX 'PPE /* DIJFG executive, is a great supporter of Blas na hEireann and has encouraged MPDBM DPNQBOJFT UP FOUFS i#MBT JT B tremendous way to raise the profile of our food and drink, especially among retailers and foodservice operations, in the Republic. i"T XFMM BT PGGFSJOH PQQPSUVOJUJFT UP reach major retailers, independents and delis there, the publicity the awards generate has a very positive impact on people thinking about a possible IPMJEBZ EFTUJOBUJPO 4VDDFTT BU #MBT helps to showcase Northern Ireland as a destination where visitors can count PO HSFBU GPPE BOE ESJOL w TIF BEET 5IFTF BXBSET BSF VOJRVF JO UIBU they are based on science, according

to UCC academic director, Professor Joe ,FSSZ i5IF 4DIPPM PG 'PPE /VUSJUJPOBM 4DJFODF IBT EFWFMPQFE B TZTUFN XIFSF the judges are just presented with a plain plate or cup of product with no packaging, no background information.

They are judged on a series of criteria XJUI B TJNQMF TDPSJOH TZTUFN w 5PNBOE0MMJF T 4IBZ .VMMBO TBZT i8F were delighted to receive the email about our shortlisting for our first ever entry of our hummus, pesto and olives.

We look forward to hearing what the judges think of the products which have just been listed by Lidl Ireland BOE 1BMMBT 'PPET 8F BSF IPQJOH UP CF successful at Blas because this will support the products we now have on UIF TIFMWFT PG -JEM BOE 1BMMBT TUPSFT w The judging system is recognised globally as an industry standard.

The top five scoring entries in each category then move forward as finalists UP B TFDPOE SPVOE PG KVEHJOH JO %JOHMF just before the awards themselves. i5IFSF JT QFSIBQT B QFSDFQUJPO UIBU the bulk of the work of the awards UBLFT QMBDF JO %JOHMF BU UIF FOE PG UIF 4FQUFNCFS CVU BDUVBMMZ UIF NPOUI PG +VMZ JO $PSL JT DSVDJBM w .S $MJGGPSE BEET i*U T MFTT HMBNPSPVT GPS TVSF DIFDLJOH off every delivery, ensuring storage, cooking and presentation of each is handled with integrity and care. i8F IBWF UP SFQSFTFOU FBDI and every producer fairly when presenting for judging. It’s a massive task, but it’s integral to what makes these awards so well-regarded by UIF JOEVTUSZ BOE CZ UIF QVCMJD w The final judging takes place on 5IVSTEBZ UI 0DUPCFS JO %JOHMF $P ,FSSZ XJUI UIF BXBSET UIFNTFMWFT BOOPVODFE PO 4BUVSEBZ UI 0DUPCFS

135

Eye Moving On 1 Kate McIlvenny JT BQQPJOUFE BT BO "TTPDJBUF JO UIF MJUJHBUJPO EFQBSUNFOU BU " - (PPECPEZ ,BUF T specialism within the wider litigation department is providing contentious and non-contentious advice across the broad spectrum of public and regulatory MBX 4IF USBJOFE XJUI " - (PPECPEZ BOE JT BMTP B RVBMJGJFE TPMJDJUPS JO UIF 3FQVCMJD PG *SFMBOE ÇŠ .PSSPX $PNNVOJDBUJPOT IBT BQQPJOUFE UXP 2 new graphic designers. Claire Ball, who becomes a senior graphic designer, was a senior DSFBUJWF XJUI .JOQSJOU BOE B HSBQIJD EFTJHOFS 3 GPS UIF )PSBUJP (SPVQ Matthew Roddy worked as a designer for a digital publishing compamy and as a freelance designer.

1 Kate McIlvenny

2 Claire Ball

3 Matthew Roddy

4 Leah Griffin has been appointed Lettings Team -FBEFS BU 4USBONJMMJT CBTFE (0$ &TUBUF "HFOUT With five years’ experience and a property degree GSPN 4&3$ -FBI XJMM CF SFTQPOTJCMF GPS PWFSTFFJOH the busy rental department including liaising with clients, valuations, inventories and inspections.  5 Dr Xavier Jacq JT BQQPJOUFE BT 7JDF 1SFTJEFOU #JPMPHZ BU "MNBD %JTDPWFSZ SFTQPOTJCMF GPS leading the company’s small-molecule discovery CJPMPHZ UFBN )F IBT BO JOUFSOBUJPOBM SFQVUBUJPO JO UIF GJFME PG EFVCJRVJUJOBTF %6# ESVH EJTDPWFSZ BOE IBT IFME QPTJUJPOT BU 4BOPGJ 4ZOUIFMBCP )ZCSJHFOJDT -FDUVT 5IFSBQFVUJDT BOE ,V%04 1IBSNBDFVUJDBMT "TUSB;FOFDB

6

4 Leah Griffin

5 Dr Xavier Jacq

6 Deborah Galloway 7

8

9

7 Damien McDonald

8 Damian Tumilty

9 Lauren Coughlan

)BTUJOHT )PUFM (SPVQ IBT BOOPVODFE GPVS TFOJPS BQQPJOUNFOUT BU UIF OFX (SBOE $FOUSBM )PUFM JO Belfast. Deborah Galloway CFDPNFT %FQVUZ (FOFSBM .BOBHFS %FCPSBI IBT PWFS ZFBST of management experience within the tourism industry, including local hotels and Titanic Belfast.

Damien McDonald JT BQQPJOUFE BT 'PPE #FWFSBHF .BOBHFS )F IBT CFFO XJUI )BTUJOHT )PUFMT GPS ZFBST BOE XBT NPTU SFDFOUMZ UIF #FWFSBHF .BOBHFS JO UIF &VSPQB )PUFM Damian Tumilty JT UIF (SBOE $FOUSBM T )FBE $IFG %BNJBO has over 20 years’ experience in the hospitality industry and his previous employment includes 4IV 3FTUBVSBOU BOE 'SFODI 7JMMBHF "OE Lauren Coughlan CFDPNFT 4FBIPSTF 3FTUBVSBOU .BOBHFS BU UIF (SBOE $FOUSBM )PUFM -BVSFO IBT over eight years industry experience some of which she gained at an international level and IPMET B EFHSFF JO )PTQJUBMJUZ .BOBHFNFOU

#BSDMBZT 8FBMUI .BOBHFNFOU IBT BQQPJOUFE 10 Graham Nicoll to lead the newly merged .JEMBOET /PSUI 8FTU NBSLFU XIJDI DPWFST Northern Ireland. Graham re-joins Barclays 8FBMUI .BOBHFNFOU GSPN ,1.( XIFSF IF spent three years advising entrepreneurs BOE 4.& NBOBHFNFOU UFBNT BDSPTT B SBOHF of industries about how to combat both operational and strategic challenges.

11 Jonathan White IBT KPJOFE -JCFSUZ *5 BT 4FOJPS %JSFDUPS PG 0QFSBUJPOT +POBUIBO CSJOHT B XFBMUI of knowledge to the organisation with over 22 years’ experience in IT including more than ZFBST JO UIF 'JO5FDI JOEVTUSZ +POBUIBO XJMM be providing insights to the Liberty IT teams on how to operate effectively with emerging technologies within the InsurTech space.

10 Graham Nicoll

11 Jonathan White

12 Neil Patton

+PIOTPO #SPUIFST #FMGBTU -UE IBT NBEF UXP new appointments, as part of an internal 12 re-structuring. Neil Patton has been BQQPJOUFE BT 4BMFT %JSFDUPS (SPDFSZ 1IBSNBDZ %JWJTJPO XIFSF IF XJMM CF SFTQPOTJCMF GPS UIF sales function into the grocery, pharmacy and wholesale sectors. Â Neil was previously 4BMFT .BOBHFS (SPDFSZ 1IBSNBDZ %JWJTJPO

Eye Moving On 13 Gareth Bennett has been appointed as $PSQPSBUF 4FSWJDFT %JSFDUPS XJUI SFTQPOTJCJMJUZ GPS )VNBO 3FTPVSDFT 'JOBODF BOE 4ZTUFNT ÇŠ Previously Gareth was a senior manager in (SBOU 5IPSOUPO %FMPJUUF BOE &SOTU :PVOH

13 Gareth Bennett

14 Sean Tanuvasa

15 Catherine Cree

14 Sean Tanuvasa has been appointed as a 1BSBQMBOOFS BU *OTJHIU 0VU 'JOBODJBM NJ 8JUI GPVS years’ experience in the financial services industry, TQFDJBMJTJOH JO QFOTJPOT BOE JOWFTUNFOUT 4FBO KPJOT UIF UFBN BU *OTJHIU 0VU 'JOBODJBM GSPN B locally-based financial advisory company.  15 Catherine Cree has been appointed Office .BOBHFS BU *OTJHIU 0VU 'JOBODJBM NJ )BWJOH QSFWJPVTMZ worked in the voluntary sector for over nine ZFBST TQFDJBMJTJOH JO )3 BOE 0GGJDF .BOBHFNFOU $BUIFSJOF KPJOT UIF UFBN BU *OTJHIU 0VU 'JOBODJBM bringing a wealth of experience to the new role.  16 Katrina Morgan IBT KPJOFE .JE BOE &BTU "OUSJN #PSPVHI $PVODJM BT %JSFDUPS PG $PNNVOJUZ 4IF has over 14 years’ experience working within the public sector having held senior roles at Belfast City Council and GLL, a charitable social enterprise operating the Council’s leisure facilities.

17 Shona Ayre IBT CFFO BQQPJOUFE BT 4BMFT BOE #VTJOFTT %FWFMPQNFOU &YFDVUJWF CZ UIF 3PZBM 6MTUFS "HSJDVMUVSBM 4PDJFUZ 4IF XJMM CF SFTQPOTJCMF for sales, events and account management at UIF &JLPO &YIJCJUJPO $FOUSF UIF 4PDJFUZ T MFBEJOH FYIJCJUJPO BOE FWFOUT TQBDF 4IPOB IBT GPVS ZFBST FYQFSJFODF JO FWFOU TBMFT DPPSEJOBUJPO BOE previously worked in the hospitality sector.

16 Katrina Morgan

17 Shona Ayre

18 Claire Winter

18

19

20

19 Robert Maye

20 Gareth Crudden

21 Simon Sharkey

21

/PSUIFSO *SFMBOE T MFBEJOH 1SJWBUF )FBMUIDBSF provider the 3fivetwo Group has made a number of new appointments recently in their sales and marketing division including: Claire Winter JT BQQPJOUFE BT (SPVQ .BSLFUJOH .BOBHFS GJWFUXP (SPVQ BOE XJMM CF SFTQPOTJCMF for managing the marketing activity for Group and BMM JUT BTTPDJBUFE DPNQBOJFT JODMVEJOH ,JOHTCSJEHF 1SJWBUF )PTQJUBM 4XFFOFZ &ZF BOE )FBSJOH $PTNFUFDI ) )FBMUI *OTVSBODF .FEJTIPQ GJWFUXP )FBMUIDBSF BOE UIFJS 5SBJOJOH "DBEFNZ Robert Maye CFDPNFT (SPVQ 4BMFT .BOBHFS GJWFUXP (SPVQ )JT OFX SPMF XJMM CF UP ESJWF TBMFT HSPXUI BOE revenue for the Group, implementing a strategic sales plan whilst managing and supporting the sales team.

Gareth Crudden KPJOT BT B 4BMFT &YFDVUJWF 3fivetwo Group, responsible for generating new sales leads to expand their customer base and increase brand awareness and new services "OE Simon Sharkey is appointed as a Graphic %FTJHOFS UP TVQQPSU UIF TBMFT BOE NBSLFUJOH team’s activity by designing and editing print and digital material for the Group including logo design, brochures, flyers, posters as well as web, social media content and photo/video editing.

22 Victoria Nicol IBT CFFO BQQPJOUFE BT B %JSFDUPS BU Belfast PR company Jago, bringing over 8 years of ‘Big 4’ management consultancy experience gained in senior roles on major transformation programmes GPS B SBOHF PG '54& DMJFOUT JOUFSOBUJPOBMMZ 7JDUPSJB XJMM play a pivotal role in supporting Jago’s business growth strategy and in ensuring Jago has the best team in place to deliver outstanding work for clients across the board.

22 Victoria Nicol

23 Kerry MacDougall

24 Marina McBride

23 Kerry MacDougall has been appointed as #SBODI .BOBHFS JO 1SPHSFTTJWF #VJMEJOH 4PDJFUZ T #BOHPS CSBODI ,FSSZ IBT CFFO FNQMPZFE CZ UIF 4PDJFUZ TJODF XIFSF TIF IBT IFME TFWFSBM SPMFT CPUI BU )FBE 0GGJDF BOE CSBODI MFWFM ÇŠ 24 Marina McBride has been promoted to Branch .BOBHFS BU UIF 4PDJFUZ T (MFOHPSNMFZ CSBODI .BSJOB IBT CFFO FNQMPZFE CZ UIF 4PDJFUZ TJODF and has considerable experience in both lending BOE TBWJOHT BU B CSBODI MFWFM 4IF XBT GPSNFSMZ "TTJTUBOU #SBODI .BOBHFS BOE $VTUPNFS 4FSWJDF .BOBHFS BU 1SPHSFTT WF 8FMMJOHUPO 1MBDF CSBODI

Eye on Energy

Belfast Met Team Drives Energy Transition

By Paul McCormack, Belfast Met’s GenComm Project Manager

Abraham Lincoln once famously stated “The best way to predict your future is to create it.�

T

hat is what the international GenComm team led by Belfast .FUSPQPMJUBO $PMMFHF BSF working on, driving energy transition.

The team are working to create a new secure energy future utilising renewable energy to produce zero carbon hydrogen and using this as an energy carrier. The energy transition from dependency on fossil fuels across Europe is already well underway but is happening at different speeds across the continent. With the support schemes for renewable energy and the rise of ‘off grid’ systems, the energy system is taking a new course towards greater democratization and decentralization. With the Paris climate agreement, Europe is facing the global responsibility to keep global warming within 1.5°C. North-West Europe is one of the highest energy consuming regions in the EU and faces a number of energy-related challenges, including the low share of renewables in the production and consumption mix and NWE’s strong dependence on non-renewable energy sources. NWE regions thus need to improve renewable energy distribution and generation infrastructure to reach the EU 2030 UBSHFUT BOE UP SFEVDF ()( FNJTTJPOT Renewable capacity in the EU has JODSFBTFE CZ QFSDFOU CFUXFFO 2005 and 2015, contributing to sustainable development and more local jobs. In the most advanced countries and regions in Europe it is often the local government and citizens who are driving the transition.

The challenge faced by Europe is how to increase the share of renewable energy supply and demand in NorthWest Europe when the electricity grid is at maximum capacity and expanding or increasing grid capacity XJMM SFRVJSF NBKPS DBQJUBM DPTU

138

This lack of grid capacity is the biggest limiting factor in increasing the utility and community scale renewable energy supply in North West Europe.

Rural and isolated communities in /8& GBDF VOJRVF FOFSHZ JTTVFT related to efficiency, reliability and sustainability. This is commonly due to dependency on external and fossil fuel energy supply, low electricity grid capacity and limited or no DPOOFDUJPO UP XJEFS HSJET "T B SFTVMU these communities have higher than average carbon emissions and are more vulnerable to fluctuating fuel prices.

The GenComm team are seeking to achieve successful energy transition to renewables in North West Europe by demonstrating the full commercial opportunity for renewable energy through renewable energy sector coupling by utilising 4."35 ) )ZESPHFO QSPEVDFE GSPN SFOFXBCMF FOFSHZ TPVSDFT BT BO energy carrier to achieve this goal. )ZESPHFO IBT UIF QPUFOUJBM UP become one of the main energy

carriers of the future as it can be easily produced using renewable energy, stored using commercially available technologies and used throughout the FOUJSF FOFSHZ TZTUFN )ZESPHFO JT B clean fuel that has the possibility to produce electricity, motive power and IFBU )ZESPHFO JT B WFSTBUJMF DMFBO and safe energy carrier that can be used as fuel for power or in industry as feedstock. It can be produced from SFOFXBCMF FMFDUSJDJUZ BOE GSPN carbon-abated fossil fuels. It produces zero emissions at point of use. It can be stored and transported at high energy EFOTJUZ JO MJRVJE PS HBTFPVT GPSN *U can be combusted or used in fuel cells to generate heat and electricity. )ZESPHFO QSPEVDFE WJB FMFDUSPMZTJT SFRVJSFT POMZ FMFDUSJDJUZ BOE XBUFS and returns to pure water when used to produce end-use energy. The process does not emit any pollutants.

Therefore, hydrogen is a highly suitable fuel for carbon-free energy production and transport systems.

4VQQMZJOH UIF SFRVJSFE FMFDUSJDJUZ

by excess renewable energy results in renewable hydrogen that can carry energy that would otherwise be lost, and unleash it whenever SFRVJSFE 4JODF IZESPHFO JT B IJHIMZ diffuse gas, it must be stored under WFSZ IJHI QSFTTVSFT VQ UP BUNPTQIFSFT XIJDI SFRVJSFT GVSUIFS FOFSHZ )ZESPHFO GVFM DFMMT BSF VTFE to extract the energy from hydrogen, by performing electrolysis in reverse.

The GenComm team are working to resolve grid constrained, renewable energy deployment issues, greening the energy infrastructure, creating and demonstrating the appropriate FOWJSPONFOUT BOE TFUVQ SFRVJSFE UP utilise the excess renewable energy, transforming and storing it as a )ZESPHFO (BT BOE UIFO VTJOH UIJT BT an energy carrier for multiple uses within the energy demand spectrum.

5IJT #FMGBTU .FU XPSL JO partnership with other innovative energy projects will ensure that Northern Ireland remains a hotbed of renewable energy innovation.

Eyeon Motoring

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Eye on Motoring

Driving Forward The Changing Car Sales Sector The Northern Ireland car dealership division is a thriving one, but at the heart of that fabric is a family-run business that has evolved to become one of the most sophisticated and progressive of its kind here - Shelbourne Motors.

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FU VQ JO CZ 'SFE 8BSE XIP converted his former forecourt business into a used car sales unit, 4IFMCPVSOF .PUPST IBT GBTU CFDPNF TZOPOZNPVT XJUI RVBMJUZ BOE TFSWJDF Today it has a growing team of 130 led by the second generation of the Ward family, who, alongside their father have secured some of the world’s top DBS CSBOET JODMVEJOH 3FOBVMU %BDJB BOE Nissan and the longest established Toyota retailer in Northern Ireland.

"MPOHTJEF OFX WFIJDMFT JUT TFSWJDF BOE product portfolio includes body repair and associated services, a wide selection of used car sales and rental vehicles at its renowned Portadown showroom.

Central to those services is the team’s customer-focussed ethos which has remained unchanged TJODF 'SFE TFU VQ TIPQ JO 1BVM 8BSE %JSFDUPS PG 4IFMCPVSOF .PUPST TBZT i0VS DVTUPNFST UIFZ BSF the focus of everything we do and XJMM DPOUJOVF UP CF HPJOH GPSXBSE w and with that in mind the family firm is in the midst of creating its second showroom, which will be one of the most revolutionary of its kind here. %VF GPS DPNQMFUJPO JO 4IFMCPVSOF T /FXSZ TJUF SFQSFTFOUT a £5m investment. It will span TR GU BOE BEE B GVSUIFS NFNCFST UP UIF 4IFMCPVSOF 5FBN

"MPOHTJEF JUT DPSF TFSWJDFT BOE QSPEVDU range, the state-of-the-art nine-acre site will also offer one of Northern Ireland’s first drive-thru service centres with a 28-bay service workshop that will transform the servicing experience in Northern Ireland by marrying speed and DPOWFOJFODF XJUI RVBMJUZ BOE FGGJDJFODZ Paul says the Newry site was an organic move for the firm which has always earmarked expansion as part of its plans. i8F IBWF B GBNJMZ DPOOFDUJPO XJUI Newry and it has always been on our radar. With the market potential we felt it was the next logical step for us. i8F BSF BMXBZT MPPLJOH UP UIF GVUVSF and our investment in this new stateof-the-art complex in Newry, with its significant focus on maximising the customer experience, is the next step to ensuring we grow our position within the local automotive retail BOE BGUFSTBMFT TFDUPS w Changing consumer trends have FOTVSFE UIF UFBN BU 4IFMCPVSOF IBT continued to fine tune its offering and maintain its impeccable service over the past four and half decades. i8F BSF DPOUJOVBMMZ FWPMWJOH BOE investing in our service offering, as we strive to stay ahead of the trend to ensure we deliver exceptional choice and excellent customer service

Richard Ward, Sales Director; Caroline Willis, Finance Director (centre) and Paul Ward, Sales Director

to our strong and loyal customer base. i8IBU ESJWFT PVS CVTJOFTT JT PVS customers. Without them we wouldn’t be in the position we are today. We want to be front and centre in the minds of people when they choosing a new or used car, as they know they will get it at the right price, while receiving BO JNQFDDBCMF TFSWJDF w 1BVM BEEFE This commitment to keeping the customer central to everything they do was recognised in 2015 when the DPNQBOZ XBT OBNFE 3FOBVMU %FBMFS PG UIF :FBS CFBUJOH PWFS OBUJPOBM competitors. It was the first and last time the title made it to Northern Ireland. They have also picked up the

CSPO[F BXBSE GPS 6, %BDJB %FBMFS PG UIF :FBS NBLJOH UIFN UIF OVNCFS POF %BDJB EFBMFSTIJQ JO /PSUIFSO *SFMBOE 3FGMFDUJOH PO 4IFMCPVSOF T SJDI history of professional, award-winning TFSWJDFT 1BVM BEET i8F BSF JODSFEJCMZ proud of what we have achieved and we hope to drive the business forward for another 45 years. i5IF JOEVTUSZ UPEBZ JT VOSFDPHOJTBCMF UP XIBU JU XBT CBDL JO 8F BSF much more transparent and a lot more professional while technology has changed the landscape BOE XJMM DPOUJOVF UP EP TP w "OE IF TBZT UIF /FXSZ TIPXSPPN NBZ not be the only plans in the pipeline. i8F BSF DPOTUBOUMZ DIBOHJOH PVSTFMWFT in line with those trade developments and we always have plans. We are always challenging ourselves and looking at how XF DBO CF CFUUFS TP XBUDI UIJT TQBDF w

Shelbourne Motor’s Newry complex will open in early 2019.

For more information on Shelbourne Motors please visit: www.shelbournemotors.com

140

Is it true that, the less miles I put on the car, the less I pay?

To find out the answer, visit: dfcbelfast.co.uk/resources/pch-faq-video-be.html

Eye on Motoring

Motoring with Derek Black dbmotoring@btinternet.com

Vauxhall Brings Back GSi Badge For Its New Business Express!

JUT ESJWFS .JOF IBE UIF MJUSF UXJO turbo diesel engine tuned to turn PVU 14 XJUI CBHT PG UPSRVF 5IBU JT FOPVHI UP QSPQFM UIF (4* UP NQI JO BSPVOE TFDPOET BOE PO to a potential 155mph top speed.

Plenty of power then, but what about the rest of the mechanical package to be found in the modern FYFDVUJWF DBS :FT JU DPNFT XJUI four-wheel drive, adjustable suspension settings with four and civilised without being raucous. driving modes and a seamless This is a car geared for people who eight-speed automatic gearbox. have to do serious business mileage.

"MM PG XIJDI TQFMM BO JOWJHPSBUJOH Powered by a bi-turbo engine - either drive whether you are on a twisting petrol or diesel - this machine just country road or a German autobahn. To eats up the miles without stressing prove the point they took the Insignia

Car companies love to have a halo car - a high-performance version of their everyday models which attracts attention to their marque. The arrival of the Insignia GSI after their take-over by the Peugeot group is a shout from Vauxhall to the effect of ‘We’re still here!’

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IF (4* UBH IBT CFFO CSPVHIU back after almost a decade and may be a precursor to the return PG UIF VMUJNBUF 793 CBEHF PO BO FWFO hotter model. In the meantime I would IBQQJMZ TFUUMF GPS UIF (4* BT JU JT GBTU

around the famous Nurburgring circuit where it bettered their previous fastest NPEFM 4P UIFSF JT QPJTF HSJQ BOE power in plenty for any type of road.

That performance means the (4* XJMM OPU QMFBTF UIF DPNQBOZ accountant even in diesel form. It returns just 40mpg combined and IBT FNJTTJPOT PG H LN QVUUJOH JU JO UIF #*, CBOE 4UJMM UIJT JT UIF CPTTFT DBS QBDLFE XJUI FRVJQNFOU BOE TUZMF BO QSJDFE BU BSPVOE b , The Insignia, of course, is also BWBJMBCMF BT B SFQ NPCJMF XJUI B diesel that does up 80mpg combined in eco form with lower emissions QVUUJOH JU JO UIF UBY CBOE BOE DPTUJOH , MFTT )PSTFT GPS DPVSTFT

Could The Surprising Swift Sport Be Your Downsizing Option?

Suzuki had so much confidence in the abilities of its new Swift Sport that they let the motoring press loose on a snaking route through the Wicklow Mountains and then on the testing Mondello racing circuit. The cars survived remarkably well!

S

mall cars are more sophisticated these days so anyone considering downsizing should not be EJTBQQPJOUFE 4V[VLJ IBT B SFQVUBUJPO GPS value and reliability which makes them a better proposition than most. The latest 4XJGU IBT B NPSF HSPXO VQ MPPL BOE GFBUVSFT a range of ‘Booster Jet’ petrol engines with a turbo built into the cylinder head.

5IF 4QPSU GFBUVSFT UIF MJUSF WFSTJPO PG

this engine and it surprises as much with its UPSRVF BT XJUI JUT UPQ TQFFE UIJT NBLFT JU easier to drive. There is 138bhp on tap but it feels like more. Good enough to get to NQI JO BSPVOE TFDPOET XIJDI XPVME have been GTI territory not that long ago.

Lighter than before and with revised suspension the latest version is fun to drive RVJDLMZ BOE NBLFT VQ GPS JUT QPXFS EFGJDJU XJUI TIFFS BUUJUVEF 5IF QSJDF UBH PG b , MPPLT TUFFQ GPS B 4V[Z CVU IBWF ZPV DIFDLFE what a Golf GTI costs these days - a lot more!

'VFM DPOTVNQUJPO JT SBUFE BU NQH Combined and emissions of 125g/km put it JOUP UIF #*, CSBDLFU 4P UIF 4XJGU 4QPSU offers a way to save money and still enjoy your driving. Nor will you be short of kit.

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gear as well - such as radar cruise control, automatic emergency braking, lane assist and even a driver drowsiness warning system.

0UIFS ADPPLJOH NPEFMT PG UIF 4XJGU come with one-litre turbo engines and go surprisingly well. The price leading model has an older 1.2-litre petrol engine and DPTUT GSPN b XJUI B #*, SBUJOH

141

dfcbelfast.co.uk

Eye on Motoring

DFC Manage Your Vehicles While You Manage Your Business

DFC’s Buying Power Competitive Funding Options

Reducing costs Administraton Department

How do we do this and reduce your costs? For almost 30 years we’ve helped thousands of customers save money and time to avoid all the hassles of vehicle ownership through business and personal contract hire.

W

e specialise in advising different funding methods to supply any make or model of car or van to both business and personal users. Essentially we consult, fund, manage and dispose, taking care of all your vehicle needs.

Buying Power Our funding partners purchase over 50,000 vehicles every year as a result we can offer some of the most competitive rentals in business and personal contract hire in the marketplace. Our FYQFSJFODFE "DDPVOU .BOBHFST will guide you through the selection process including the various funding options.

Competitive Funding Options Through our major European Banking 1BSUOFST %'$ IBT BDDFTT UP DPNQFUJUJWF GJOBODF SBUFT UIF QSPWJTJPO GPS unlimited funding. This gives companies the opportunity to use alternative credit lines outside local business banking. We also provide mini lease/ rental for short term contracts.

Operations Department Our Operations Team will help keep your drivers on the road during routine servicing, breakdown assistance as well as maintenance repair BOE UZSF SFQMBDFNFOU Customers can avail of our discounted rates ensuring that your vehicle running costs are reduced.

Customer Care Department

Operations Department

Administration Department We have developed a bespoke system to remove the burden of all vehicle administration eg Invoicing, maintenance, 7FIJDMF 1VSDIBTF %JTQPTBM 5SBGGJD 0GGFODFT 4BGFUZ 3FDBMMT Warranty Issues, Cherished 5SBOTGFST 'PSFJHO 5SBWFM "VUIPSJTBUJPO 3PBE 'VOE -JDFOTF 3FOFXBM BOE 147 .05

Remarketing Department We have our very own remarketing department that can help you EJTQPTF PG BOZ WFIJDMFT .PTU FY contract vehicles are available to purchase and we can offer various funding options.

Local Company Local People Local Service

Customer Care Department We are committed to providing high standards of customer care. This is why we have industry leading levels of repeat business. Our customer care programme provides support, advice and information. before during and after the contract.

OFFERING A HOLISTIC APPROACH TO VEHICLE MANAGEMENT FOR YOU Call 028 9073 4222 to arrange B '3&& OP PCMJHBUJPO DPOTVMUBUJPO from a dedicated account manager at your premises or ours to make the right vehicle solution for you.

7JTJU www.dfcbelfast.co.uk to see our latest offers

DFC is Northern Ireland’s only major independent locally owned Vehicle Management Company.

For almost 30 years DFC have supplied, funded and managed cars and vans. We are confident we can provide a cost effective solution for your business or individual needs.

Call us today for more information on our car and van offers on 028 9073 4222 or email sales@dfcbelfast.co.uk

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Remarketing Department

dfcbelfast.co.uk

Eye on Motoring

DFC Your Local Company For All Your Vehicle Requirements DFC are totally independent so will only ever advise on the best option for you. Below are a few special offers.

All makes and models available on both Business and Personal Contract Hire.

Family Cars

Cross Over Cars

Superminis

From £199 + vat/month

From £199 + vat/month

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From £199 + vat/month

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From £139 + vat/month

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Vans

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To find out more about our offers go to www.dfcbelfast.co.uk/contract-hire-offers, email sales@dfcbelfast.co.uk or call us on 028 9073 4222 143

dfcbelfast.co.uk

Eye on Motoring

Motoring with Derek Black dbmotoring@btinternet.com

Mazda Hones Its Sixes To New Highs Of Performance And Refinement!

T

The latest generation of the Mazda6 is an eye catcher with Its deep mesh grille and stylish flanks. But there is still no sign of them joining the trend towards hybrid and electric that is growing apace throughout the industry.

IF )JSPTIJNB CBTFE company is staying calm and continuing to hone conventional petrol and diesel engines to new highs of efficiency XJUI UIFJS 4,:"$5*7 UFDIOPMPHZ 5IF .B[EB TBMPPO BOE IBOETPNF estate have long been pleasing cars to drive and their handling is now enhanced by a G-vectoring system which improves cornering.

The 2.2-litre diesel is remarkably RVJFU BOE SFGJOFE *U OPX DPNFT XJUI PVUQVUT PG PS 14 5IF lower-powered version delivers FDPOPNZ SBUFE VQ UP NQH BOE emissions from 108g/km - impressive for its capacity and performance.

5IJT NFBOT B #*, SBUJOH There is also a 2.0-litre petrol option returning up to 51mpg and 129g/ km. New this year is a larger 2.5MJUSF QFUSPM FOHJOF XJUI 14 5IJT features cylinder cut-out to save fuel.

Inside there is a big 8-inch screen

for the infotainment system, which is FBTJFS UP OBWJHBUF UIBO NPTU %SJWFS information is projected onto the windscreen in a head up display.

The safety package is impressive with all the latest technologies including lane assist, radar cruise control, rear cross traffic alert and automatic city braking.

Prices start from £23,195 for the 4&- /BW TBMPPO BOE GSPN b for the rather handsome Tourer FTUBUF 5IF .B[EB JT SBUIFS NPSF HFOFSPVTMZ FRVJQQFE UIBO NPTU "MM models have sat nav, for example.

5IF TUBSUFS USJN PGGFST JODI alloy wheels, hill-start assist, electric windows and cruise control. It has a touchscreen infotainment system XJUI %"# BOE TNBSUQIPOF DBQBCJMJUZ air conditioning, and a leather steering wheel and gearknob.

5IF .B[EB TBMPPO BOE FTUBUF are now knocking on the door of the premium stable with a great blend of FOHJOFFSJOH ESJWBCJMJUZ BOE FRVJQNFOU

VAUXHALL BREATHES NEW LIFE INTO ITS WORKADAY COMBO VAN! Vauxhall has pimped up its compact Combo van into what they are calling a lifestyle leisure vehicle.

W

ith the option of a panoramic glass roof and up to seven seats, it is called the Combi Life and features technology

144

NPSF DPNNPO JO VQNBSLFU 467T These include a head-up display, driver drowsiness alert, rear view camera with 180 degree birds eye view for

easier parking, and automatic cruise control. There is an IntelliGrip system to improve grip in slippery conditions with settings for snow, mud or sand.

Infotainment runs to satellite navigation, "QQMF BOE "OESPJE DPNQBUJCJMJUZ 64# QPSUT and optional wireless charging for a smart QIPOF %FTQJUF UIFTF FNCFMMJTINFOUT UIF Combo Life is essentially a roomy everyday workhorse that won’t cost the earth to SVO *U DPNFT JO UXP MFOHUIT BOE metres and can tow up to 1,500kg.

There are petrol and diesel engine DIPJDFT PGGFSJOH VQ UP NQH DPNCJOFE BOE FNJTTJPOT GSPN H LN "MM PG UIFTF NFFUJOH &VSP TUBOEBSET UP CF JOUSPEVDFE JO 4FQUFNCFS Transmissions include five and sixspeed manual and a new eight-speed low friction automatic on top models.

The 1.5 turbo diesel engine comes XJUI PVUQVUT PG BOE 14 BOE IBT variable blades to improve drivability

BOE B TUPQ TUBSU TZTUFN 5IF 14 BDIJFWFT NQH BOE $0 FNJTTJPOT of 111g/km in the short body length.

The emission control system consists of an oxidation catalytic converter/ /0Y BCTPSCFS "E#MVF JOKFDUJPO 4$3 4FMFDUJWF $BUBMZUJD 3FEVDUJPO DBUBMZUJD converter and diesel particulate filter. " MJUSF 14 UVSCP QFUSPM FOHJOF JT BMTP BWBJMBCMF XJUI 4UBSU 4UPQ BOE direct injection unit. In both Combo Life and XL body style, the petrol engine achieves 51mpg combined and CO2 emissions of 125g/km.

5IF $PNCP -JGF JT QSJDFE BU b SFUBJM JO UIF FOUSZ MFWFM %FTJHO USJN with 1.2-litre petrol power. The Energy trim starts from £21,010 retail for the five-seater 1.2-litre petrol with eightinch colour touchscreen infotainment TZTUFN JODI BMMPZ XIFFMT BOE GSPOU and rear parking sensors. The seven seat WFSTJPO JT QSJDFE GSPN b SFUBJM

A specialist, local service for business or fleet vehicles.

Times two.

Agnew Volkswagen Business Centres.

Now in Belfast & Mallusk.

Contact our dedicated business team in Belfast and now in Mallusk to discuss how Agnew Volkswagen can meet the needs of your business.

Agnew Volkswagen Belfast

Agnew Volkswagen Mallusk

1 Boucher Road, Belfast, BT12 6HR. Telephone: (028) 9012 3603.

2 Mallusk Way, Newtownabbey, BT36 4AA. Telephone: (028) 9012 3269.

www.isaacagnew.volkswagen.co.uk

Is tax included in the monthly payments?

To find out the answer, visit: dfcbelfast.co.uk/resources/pch-faq-video-be.html

Eye on Motoring

Motoring with Derek Black dbmotoring@btinternet.com

Stinger Does Kia Proud But Still Has To Beat The Badge Prejudice!

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Driving the Stinger around Northern Ireland was a tantalising experience. People came over to admire it, asked what make it was, and their faces fell when I told them it was a Kia.

es, badge snobbery is still GMPVSJTIJOH TP UIF ,PSFBOT are getting a lot of praise but no cigar for this remarkable car!

5IJT B QJUZ GPS UIF 4UJOHFS SFQSFTFOUT B NBKPS MFBQ GPSXBSE CZ ,JB BOE EFTFSWFT to be taken seriously as an executive car. It looks great with low lines and a long bonnet, it has the classic poise of a rear-drive enthusiasts’ car and it costs a lot less than its obvious German rivals. +VEHFE QVSFMZ PO JUT ESJWJOH RVBMJUJFT UIF 4UJOHFS TUBOET PVU BT XFMM engineered and responsive. I drove the 2.0-litre petrol car this time which has to live in the shadow of the belter 3.3-litre 7 "ENJUUFEMZ JU JT KVTU PWFS B TFDPOE TMPXFS PO UIF NQI TQSJOU CVU JUT time of 5.8 seconds shows it is no slouch!

5IF 4UJOHFS HFUT NZ WPUF BT POF of the most drivable cars of the year.

The steering feels great, the springing is more absorbent than you expect from a performance car and the roadholding is precise. The 8-speed

BVUPNBUJD HFBSCPY XPSLT RVJFUMZ but with precision and managed up to 35mpg whilst in my custody.

Inside there is a smart ambience with clear dials, a head-up display and a central touch screen. Oh, and there is plenty of kit even on the lower grade NPEFMT 4P XIFSF JT UIF "DIJMMFT )FFM It has to be on the emissions front XIFSF UIF 4UJOHFS MBHT CFIJOE UIF opposition. The 2.0-litre petrol returns H LN QVUUJOH JU JO UIF #*, bracket. The 3.3 litre is also on the naughty step with 225g/km. Even the 2.2 diesel disappoints on refinement and JUT H LN USBOTMBUFT JOUP #*, 4VSFMZ ,JB XJMM TPPO PGGFS B 1)&7 IZCSJE WFSTJPO PG UIF 4UJOHFS #*,

TPPO BT UIFZ EP XJUI UIFJS PUIFS DPNNFOEBCMF FYFDVUJWF DBS UIF 0QUJNB Priced from a reasonable - for what you are getting - £32,025, the 4UJOHFS JT TUJMM BO PQUJPO GPS UIPTF who still enjoy their driving and can afford the running costs.

PETROL AND DIESEL DO HAVE A FUTURE SAYS MAZDA SURVEY! The Mazda2 is the Hiroshima based company’s most modest model - a straight-forward hatchback that does its job well without breaking any records. It’s fun to drive and feels as if it will go on forever.

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here is just one engine available - a 1.5-litre petrol - and it comes with a choice of three PVUQVUT PS 14 .B[EB does not offer a hybrid or an electric version - theirs is a rare calm voice in what is becoming a rush towards electrification by practically every other car manufacturer in the world.

4VDI DPOGJEFODF JT CBDLFE CZ B SFDFOU .03* TVSWFZ PG BSPVOE NPUPSJTUT XIJDI DPODMVEFE UIBU PG 6, ESJWFST BOE PG &VSPQFBO drivers see a positive future for petrol and diesel engines with a lot of improvements still to come.

.B[EB IBT NBEF TPNF OPUBCMF QSPHSFTT XJUI JUT 4,:"$5*7 BQQSPBDI to hone petrol and diesel engines to new highs of efficiency. The next generation will see innovations such as engines that combine the best of petrol and diesel. These include a petrol engine with compression JHOJUJPO OP TQBSLJOH QMVHT

The research also found low support - even amongst younger people GPS TFMG ESJWJOH DBST XJUI KVTU XFMDPNJOH UIJT QSPTQFDU *OTUFBE .B[EB is working on advanced safety features BOE .B[EB $P 1JMPU $PODFQU XIJDI VTFT autonomous driving technologies to

give drivers peace of mind at the wheel.

Back to the present and the updated .B[EB UIBU * IBWF CFFO ESJWJOH "NPOH UIF JNQSPWFNFOUT JT UIF ( 7FDUPS steering system that subtly improves DPSOFSJOH 4BGFUZ FRVJQNFOU JODMVEFT six airbags, stability and traction control, tyre pressure monitoring and

emergency braking assistance.

Prices start from the fleet aimed 14 NPEFM JO 4& USJN BU b XJUI UIF OJQQJFS 14 4QPSU /BW TUBSUJOH GSPN b 5IF SBOHF JT UPQQFE XJUI B 14 (5 4QPSU /BW BU b Emissions for most models are 111g/ LN BOE UIFZ BSF JO UIF #*, CBOE

A 292 lightbulb moment The new Audi A7 Sportback

Now available at: Belfast Audi

Portadown Audi

BT3 9DP 028 9038 0000 www.belfast.audi.co.uk

BT63 5YX 028 3833 3633 www.portadown.audi.co.uk

Official fuel consumption figures for the new Audi A7 Sportback range in mpg (l/100km) from: Urban 30.4 (9.3) – 45.6 (6.2), Extra Urban 47.9 (5.9) – 54.3 (5.2), Combined 39.2 (7.2) – 50.4 (5.6). CO2 emissions: 163 – 147g/km. Fuel consumption and CO2 emissions figures are obtained under

standardised EU test conditions (or, in cases of vehicles with WLTP type approval, are the NEDC figures derived from WLTP testing). These figures facilitate comparison between different models from different manufacturers, but may not represent the actual fuel consumption achieved in ‘real world’ driving conditions. NEDC figures derived from WLTP testing may not be equivalent to figures from NEDC testing, so comparisons may be unreliable. More information is available at beta.audi.co.uk/wltp Choice of wheels and other options may affect fuel consumption and emissions data.

New bedding from The White Company, so soft and comfortable that breakfast can wait.

Yo u r C l u b Wo r l d .

Currently rolling out on selected routes. Visit ba.com/yourclubworld for further details.