Ulster Business April 2026

Thelatestnewsandexclusivesfromacross Norther nIrelandbusinessandbeyond

AndrewCampbellongrowingDavy’swealth managementbusinesshere 35

UlsterBusiness takes alookatsomeofthe leadingSMEsfromacrossthesectors

Businessstart-up

TheNorther nIrelandcompaniesandstart-ups makingwavesoutsideofBelfast

PatBurnsgetshands-onwith afastNissanEV alongwith asportyAudiplug-inhybrid

OatcoSuperfuelfounderLauraMurphyon goingfromCo TyronetoDragons’Den

Alookatwhat’sbeenhappeningacross Norther nIrelandoverthelastfewweeks

PavelBarterlooksatthebusinessestellinglocal storieson aglobalstageand‘BrandNI’

JohnMulgrewgetshandsonwiththenewest luxurySwisswatchbrandtoarriveinNI

JonathanCushleybreaksdownallthekey figuresfromthisyear’sbusinesslist

Revivinganancientprocessofaddingsuetto soapandbeautyproducts

Microsoftclaimsdatacentresaren’tusing energyat‘expenseof ’homes

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EDITOR’S COMM EN TS

Volatilitydoesn’tlook it’sgoinganywhere

Economistsandthewiderbusiness sectoroftenspeakaboutglobal headwindsandtheimpactmacro internationaleventscanhavemuch closertohome.

Everydecadehasitsownshareof challengesalongtheway,andtherewere somesingleeventshaving aconsiderably worseimpactonussocietallyand economicallyinmanyyearsgoneby

ButthelatestmajorcrisisintheMiddle Eastappearstobebothanothertragic situationforfamilies, includingthehuge lossoflife,aswellfilteringitswaydownto ourowndoorstepsamid surgingoilprices andenergycosts,potentiallydisrupting tradeforthelonger-term, and,initsworst instance,leadingto afurtherinternational

Publisher

UlsterBusiness c/oMediahuisUKLtd

Belfast TelegraphHouse,33ClarendonRoad, ClarendonDock,BelfastBT13BG

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W&GBaird

GreystonePress,CaulsideDrive, AntrimBT412RS www.wgbaird.com

destabilisationwhichthreatensmillionsof peoplerightacrosstheglobe.

We’vealreadyseenpricesatthepump increase,andwhileEVdriversareprobably somewhatcomplacent,beingabletoavoid theforecourtsandchargeathome,with wholesalegaspricesplaying alargepartin thecostofpower,thatmaynotlast.

Whilewehopesomesortofcalmcan return,it’slikelywe’llseetheimpactonour pockets,andsometrade routes,forthe short-termatleast.

WelcometotheNext200editionof Ulster Business.Thisisourannualchartingof someofourleadingSMEs,whichfollows ondirectlyfromourbigsummer Top100 edition,breakingdownthenumbersand

profilingsomeofthemajorbusinesses, manyofthemfamily-owned,which continuetopoweroureconomyforward. The resultsthisyearmakeprettyinteresting reading. Ialsoprofilesomeofthefirms makingthisyear’slist.

OurcoverstoryfeaturesDavy, andthe managingdirectorofitsUKbusiness, AndrewCampbell.

Meanwhile,PavelBarterlooksatsome ofthestart-upsmakingwavesoutsideof Belfast,aswellasthepowerof‘BrandNI’.

So,enjoythisAprileditionofthemagazine, andwe’llcatchupsoon. ■

JohnMulgrew

Editor

JohnMulgrew,john.mulgrew@mediahuis.co.uk

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ElaineHill

Amonth innumbers

200

Thenumberoffirms onthisyear’s Ulster Business Next200list, showcasingmanyof ourleadingSMEs.

£13bn

Thetotalsalesofthe Next200listthisyear, withfirmsbasedright acrossthesectors.

57%

Theincreaseinpre-tax profitsamongthe combinedNext200list offirms.

7.6%

Theincreaseinsales amongthecombined Next200listof companies.

NISMEsseepre-tax profitsup57%

Nor thernI re land ’s leadin gSME s have po sted surgin gp re -t ax profi ts of more than 57%, the Ulster Busine ss Next 20 0r eveals .

TheN ex t200 provid es ameasure of the performanceofN or thernI reland’s business communit yand SM Es,and follow sondirec tly from theTop 10 0companies list

The2026compilation of the Ulster Business Next 20 0Companies listingshows both strong salesand profitfigureshaveb eenp os tedby NI ’s large/ medium sizedcompanies,those companiesw hichcurrently sitout side the Ulster Business Top100 Companies.

“T he performanceofthe Next 20 0shows salesof£13bn –ups ome7.6%onprior year performance( £12.1bn) ,” Jonathan Cushley, whocompiledthe list,s aid.

“T he pre-ta xprofit figureofthe companies increasedby57.5% from £714mprior year to £1.125bn

“T he Ulster Business Next 20 0lis ting incorp orates theresults of Northern Ireland domiciledcompanies,eitherN or thernI reland registered or when asignific antp or tion of the

company’sbusines sisdrivenand transacted throughout theregion.

“T he listingisd esigned to highlightthose companiesw iththe potentialtobreak into theTop 10 0Companies andcurrently five companieshaveprovisional made that list due to be publishedlater in 2026

“F or the2026lis ting themajorit yoffigures relate to the2024or2025financialyearend filings.”

M. J.MMarineLtd comesinatthe numb er onespotinthe Next 20 0L is t, with salesof £147.8 mupsignific antlyfromits prioryear figureof£48 .4m.

“Revenue is theincomethatabusines s derivesfromits normal business ac tivities, usuallyfromthe sale of go odsand services to it scus tomers,” Mr Cushleys aid.

“Power team Elec tric al Services (U K) Ltd, Mallaghan( Holdings )Ltd,J ohnH ogg&Co Ltd, Port view Fit- OutLtd,Edgewater Contract s &Spe cialis tJ oinery Ltdall posted significant salesgrowth.

“S omecompanies withtheN ex t200 posted areduction in salesfromtheir prior year.”

John Mulgrew,editorof Ulster Business, said :“Whilethere have be en some profit sw ings on this year ’s list,impac ting theoverall combined figures,manyofthe companies making theN ex t200 in 2026 have se en improvements in both salesand profit.

“I nfac t, just 13 firms outofthe 20 0 reported aloss. We cans ee firms whichhave enduredtoughertimesnow postingsizeable salesand profits,thosewhichcontinueto performver ys trongly, whileother shavehad less than desirableresults

“I t’sclear,however,thatthe SM Emarket, whichincludesmanyfamilybusines ses, remainsthe bedrockofour economy.

“T hislis trepresent saround55,00 0s taff andsome£13bn in totals ales –working rightacros sthe se ctor s–fromtechnolog y, to manufacturing, cons truction,food, and services.”

ReadthefullNext200listonpage35-51

Jonathan Cushley

Chickenchain Wingstop to open twonew NI restaurants

launchofitsinaugurallocationinBelfast, itcanbe revealed.

Achickenshopchainwith aglobal followingisopeningtwonew restaurantsherefollowingthe

WingstopopeneditsfirstNorthernIreland spotontheBoucherRoadlastmonth –attractinglengthyqueuesofcustomersforthe launch.

Butnowit’seyeing anewcitycentrelocation, alongwith athirdrestaurantinDundonald.

Wingstopwantstoopen arestaurantat a unitatCastlePlaceinBelfast,accordingtofresh plans.

Butit’salsounderstoodtobetakingon theformer Wagamama restaurantsitein Dundonald.

WhenthefirstBoucherRoadlocation opened,thefirst100guests receivedeightfree wingsintheirchoiceof Wingstop’s10flavours –fromLemonPeppertoMangoHabanero.The menualsofeaturesmilkshakesandchurros.

Theglobalfranchise,whichlaunchedin Texasbackin1994,hadpromisedtoserveup “amazingflavours”whenitannounceditsfirst restaurantinNorthernIrelandearlierthisyear

Thefastfoodoutlethas3,000locations aroundtheworldandhasattracted acult followingwithcustomers.

Theopeningofthe restaurantinBelfast comesafter Wingstoplauncheditsfirst restaurantinIrelandatLiffey Valley,Dublinin December2025.

JohnMulgrew

‘Noevidence’ Stormonthasplan to tackle ‘slowandunpredictable’ planningsystem

ThereisnoevidenceStormonthas a“thoughtthrough”or deliverableplantotackleNorthern Ireland’s“slowand unpredictable”planningsystem, aWestminstercommittee haswarned.

Therehavebeencallsforanoverhaul oftheplanningsystemhere, withdevelopers,industry,andbusinessbodiescallingfora raftof changes.

Thatincludesspeedingupdecision-making,improvedconsulteetimes withbetter resourcing,andareviewofthePlanningAppealsCommission (PAC).

Manyplanningpowersnowsitwithlocalcouncils,withthe DepartmentofInfrastructurestill dealingwithlarger,regionally-significant schemes

Now, alengthy reportfromtheNorthern IrelandAffairsCommittee at Westminster,entitled ‘EconomicgrowthinNorthernIreland:newand emergingsectors’,hascriticisedtheefforts beingmadetoaddressmany oftheindustry’sconcerns

“Wehave receivednoevidencetodatethattheExecutivehas a thoughtthroughordeliverableplantoaddressand reformthedeficitsin planningpolicyandprocesses,”itsays

“WeremaintobeconvincedthattheExecutivehas aplanto reform planningprocesses;readilyunderstandsthe importanceofinfrastructure as akeymechanismforunlockingeconomicgrowth;orhasaneffective skillspolicy

“RecentlytheGovernmentandtheExecutivehaveinvestedinplaces throughCityandGrowth Deals

“We thinkthereisscopetoexpandthesedealstofundinvestmentin bothcore infrastructureandskills.”

Aspartofitsevidencegathering,itsaysit heardthat“slowand unpredictable”planningprocesses“actas abarriertogrowth,with majorplanningapplicationstakinglongerthanthey shoulddo,and significantlylongerthaninGB”.

Quotes of the month

“NI’s housingmarket remained robust through Februar y… but,insaying this,there isstillnotenough supplytomeetmarket demandwhichinturnis pushingpricesup.”

RICS’NIspokesmanSamuel DickeyontheNIhousing market.

Infrastructure Minister LizKimmins

“Inwrittenevidence,Indaver,awastemanagementcompany,and Dalradian, aminingcompany,bothsetouttheimpactofNI’sslow planningsystemontheirbusinesses.”

AninquiryintoDalradian’scontroversialgoldmineinCoTyronewill takeplacelaterthismonth,aftersignificantdelays.

AspokespersonforBuildHomesNI,whichrepresentsagroup ofNorthernIrelandhomebuilders,said:“Whilewewelcomethe Committee’sconclusionthatitisnotconvincedthattheimportanceof infrastructureforgrowthis readilyunderstoodorprioritisedinNorthern Ireland,itisalarmingthatoureconomyhasdriftedintothisposition.

“ItisuptotheNIExecutivetocollectivelycomeforwardwithcredible solutionstoaddressthislong-standingcrisis.”

AspokespersonfortheDepartmentforInfrastructuresaid “good progresshasbeenmadetodate,suchasthelowestprocessingtimesfor majorapplicationssincetheestablishmentofthetwo-tiersystem”.

“...workisactivelyprogressingacrossallaspectsofthesystem includinglegislation,policy,practiceandprocedure,aswellas resourcing andworkforcecapacity,todeliverimprovementswhichmake atangible differencetoall.”

“Wehavereceivedno evidencetodatethat the Executivehas athoughtthrough or deliverableplan to addressandreformthe deficitsinplanningpolic y and processes.”

AWestminster report criticisingStormont’sability toaddressplanningissues.

“NorthernIrelandstands out forits world-class tech sector,the exceptional talent pool we’vepulled from to date, and excellentacademic research facilities.”

DannyRogersofiVerify speakingasthefirm announcedthecreationof newwell-paidjobshere.

JohnMulgrew

Start-uphub partneringwith businessgrowthfirm

ABelfaststart-upacceleratorispartneringwith aformer techchief ’s businessgrowthadvisoryfirmtolauncha seriesofnewworkshops.

Raise VenturesisworkingwithMoyola.iotodeliver‘Pathwayto Growth’ –salesstrategyworkshopsforambitioustechcompaniesacross Norther nIreland.

Theprogrammewillfeatureafocusedseriesofexpert-ledsessions tailoredspecificallytosupportthe region’semergingtechbusinesses. Moyola.ioisrunbySeamusCushley,whowasformerlysiteleadwith BazaarvoiceinBelfast.

Norther nIreland’stechnologyecosystemiswell-knownforits strongsupportofearly-stagefoundersthroughaccelerators,validation programmesandinnovationfunding.

“However,a significantandwideninggap remains:ambitious techcompaniesthathaveprogressedbeyondtheinitialstagesof developmentoftenlackthepractical,scalablesupportneededtomove

JennyErvine,Raise Ventures,andSeamusCushley,Moyola.io

fromfounder-ledsalestoconsistent, repeatablecommercialgrowth,”it says.

“WehaveexcellentinnovationsupportinNorther nIreland,”Jenny Ervine,Raise Ventures,said.“Butforcompaniesthathavecrossedthe early revenuethresholdandwanttoscale,thereare fewopportunities tobuild realcommercialexecutioncapabilities.

“ThesePathwaytoGrowthworkshopsaredesignedanddelivered bySeamusCushleyandI,andaimtotur nfounders’hard-wonsales experienceintosystematic,predictable revenuegrowth.”

Jobsat risk asglobalmanufacturer plans to shutBelfastfactory

Jobslooksettogoat amajoranimal feedbusinesswhichisplanningto shutitsBelfastproductionplant, Ulster Business can reveal.

TrouwNutrition,whichspecialisesinanimal nutrition,operatesa factoryhere,alongwithan officebase,alsolocatedinBelfastHarbour

Butthecompany,whichisheadquarteredin theNetherlands,isnowproposingclosingits productionsitehere

Thefirmemploys77full-timestaffin Northern Ireland,andtheRepublic.

It’sunderstoodfewerthanhalfofthat numbercouldbeimpactedbytheproposed closure oftheShipStreetproductionsite.

TrouwNutritionhastold UlsterBusiness itis “currentlyengagedin aconsultationprocess withitsworkforce regarding aproposedchange toitsoperationalmodelinBelfast”.

Itsaysthatincludes aproposal toclosethe firm’sShipStreetproduction facilityandmove to a“redesignedproductionmodelforthe islandofIreland”.

“Thisproposalconcernsonlypartof Trouw Nutrition’son-shoreproductionactivities,”the firmsaid.“Atthisstage,nofinaldecisionhas beentaken.

“ThecompanyisnotexitingIreland: commercialandwarehousingoperations remain fullyoperational,withlocalsales,product supplyandcustomerserviceunaffected.

“Throughoutthistransition, TrouwNutrition willmaintainitscommercialpresenceand continueprovidinglocaltechnicalsupport.

“Sincebeinginformedofthissituationin earlyMarch, TrouwNutrition’sfocushasbeen onitspeople.

“Thecompanyappreciatestheuncertainty thatthishasbroughtandhasbeenworking closelywithitsproductionandofficecolleagues inBelfast,following afairandtransparent consultationprocess,includingaddressingall questionsandconcerns.

“TrouwNutritionisalsoengagingdirectly withitscustomers,keepingtheminformedand updatedonthesedevelopments.

“Thecompanywillcontinueto communicateopenlyandtransparentlyasthe

processprogresses.”

Theinternationalcompanyoperatesmore than adozenofficesandproductionsitesacross theglobe.

Thecompanyhasbeeninbusinessforalmost acentury –developing“smarterandmore sustainablewaysofraisinghealthyfarmanimals andcompanionanimals”.

Accordingtothelatestfiledaccountsfor theUKbusiness, Trouw(UK)Limitedposted turnoverof£68.5mfortheyearending December2024,whiletherewerepre-tax lossesof£399,000.

Initsstrategic report,itsaystheincreasein sales –upfrom£65.6m ayearearlier –was “drivenbyanincreaseinoverallvolumesold”.

“Grossprofit remainedstrongduetostrong marginmanagement,operationalefficiencies andcostcontrol,”itsays.

“…howeveradditionalcoststhrough distributionandadminoffsetthestrong margins.”

Itsaysthecompanywillcontinueto“trade qualityproductsintheanimalfeedmarket” headedoutofhisofficesinBelfast.

TrouwNutrition’s siteon ShipStreetinBelfast

JohnMulgrew

FormerCoDown shoppingcentre hasoutstandingratesbillof £420k

ACoDownshoppingcentrehas unpaidratesofalmost£420,000,it canberevealed.

ThecurrentlyshutteredFlagshipCentre inBangorhasanoutstandingratesbillof £418,998,withsome40vacantunitswithin theformershoppingspot.

Thefirmwhichisliablefortherates, FlagshipBangorLtd,iscurrentlylistedasbeing in receivership.

RPGRecoverywasappointedtoFlagship BangorLtd,thecompanybehindthecentre, in2024.IthadbeenownedbyBrookland PropertyLtdsince2021.

RPGRecoverysaiditdidnotwishto comment.

Theoutstandingratesonthepropertywas revealedbyFinanceMinisterJohnO’Dowd, followinganAssemblyQuestionfromAlliance MLAConnieEgan.

“Land &PropertyServiceshasadvisedthat theliableratepayerfortheFlagshipShopping Centre,MainStreet,Bangor,isFlagshipBangor Ltd,”theministersaidinhiswrittenanswer.

“Thecompanyis recordedastheratepayer for40vacantunitswithinthecentreand currentlyhasanoutstandingratesbalanceof £418,998.

“Nopaymentshavebeen receivedagainst theseunitssincethestartoftheirliabilityin August2021.

“Thereisnorateliabilityoutstandingforthe period2019toAugust2021.”

AspokespersonfortheDepartmentof Financesaid“Land &PropertyServices(LPS) willcontinuetopursueoutstandingratesin thiscase.

“When acompanyentersadministrative receivership,it remainsliableforanyrates thataredue.LPSengageswiththeappointed receiverandpursuesoutstandingratesin linewithlegislationandestablished recovery processes.”

Thecentrecoverssome157,000sqftand includes a430-spacecarparksite.

Thecentrewaspreviouslyboughtby NorthholdGroupin2016.

Now,NorthholdGrouphassubmittedearly plansto redeveloptheshoppingcentresite.

It recentlysubmitted apre-planning applicationfor amixed-usedevelopment,and alsoheld apublicconsultationontheproposed schemelastmonth.

ANorthholdGroupspokespersonsaid: “NorthholdGroupisnotcurrentlyliablefor ratesatFlagshipShoppingCentre.However,it welcomesthepositive responseithas received toproposalsforthefutureofthesite,which

havethepotentialtomake asignificant contributiontothe regenerationofBangor.”

TheMarina Villageplansaimtobringthe oncepopularMainStreetcentrebackintouse.

DetailswereunveiledatBangorCourt Houseaspartof a12-weekconsultation process.

Duringitsinitialproposal-of-application notice,submittedinDecember2025,itsaid theproposed renovationsandre-purposing oftheFlagshipShoppingCentreaimedto provide“amixed-useentertainmentand leisure/recreational-ledscheme”.

Thatcouldincludebars, restaurantsand otherhot-foodoutlets,aswellas amicrobrewery,alongsidefamilyentertainmentsuch as10-pinbowling,crazygolf, agymandpadel courts.

Itsaysthebusinessusescouldinclude officesandbusinessstart-ups,alongwith shopping,financialandprofessionalservices.

TheFlagshipCentrehadbeen athriving retailcentreduringthe1990s,withDunnes Storesitsmaintenant,aswellasbeingknown foritsfoodcourt.

Itwasfirstopenedin1993byproperty tycoonMichaelHerbert,whonowownsother shoppingcentres,includingLesleyForestsidein southBelfast,LesleyBloomfieldinBangor,and LesleyAbbeycentreinNewtownabbey.

JohnMulgrew

Canadian-ownedNImanufacturer reportsrisinglossesfor 2024

ANorther nIrelandfirmwhich manufacturescarpartshas reportedincreasinglossesinits latest results.

TurnoveratLinamarLightMetalsBelfast, whichisbasedinDunmurry,roseby£1.1mto £87.5min2024.

Butpre-taxlossesatthebusiness rose from£5mto5.3m,accordingtofinancial statementsfiledatCompaniesHouseearlier thismonth.

Linamarmakesaluminiumautomotive componentsformanufacturerssuchasFord, Peugeot,Citroen,VWandJaguarLandRover (JLR)intheUKandEurope.

InSeptemberlastyear,itlet40agency workersgoin responseto ashutdownin activityatJLRfollowing acyberattack.

In astrategic reportfiledwiththeaccounts, thedirectorssaidthatin2024,“anticipated declinesinsalesvolumeswithinourtraditional cylinderheadbusinesswereoffsetbyincreased activityinourstructuralpartssegment, aligningwithourlong-termdiversification strategy”.

Inthelastquarterof2024,ithadalso startedworkon anewcontractasitdiversified intofinishedmachiningandassembly.

Andwhilepre-taxlosseshadincreased,its grosslosswentfrom£2.7mto£2.4m,and operatinglossesalsoimproved,fallingfrom £3.3mto£2.2m.

Thecompanysaidthatwasdownto enhancedefficiency,reducedscraprates, priceadjustmentsandhighervolumesinits structuralpartsbusinesses.

Butthosepositivedevelopmentswere offsetbylaunchcostsassociatedwithits newprogrammeand reducedmarginsinits cylinderheadbusiness, resultingfromlower volumes.

Thecompanysaidthatitwouldcontinue tofocusonoperationalefficiencyandexplore technologyinordertoimprovemanufacturing capabilityandmaintaincompetitivenessinthe automotivesector.

Thestrategic reportsaid:“Thecompany willcontinuetoinvestinpeople,product developmentandfacilitiesinordertoensure itsongoingdevelopmentandwillcontinueto seekeveryopportunitytoincreaseprofitable turnover.”

Overtheyear,therewasanincreaseinits headcountofnearly11%from554to613, with acorrespondingincreaseinitspaybill from£25.4mto£27.8m.

Salesin2025atparentcompanyLinamar, basedinOntario,were$10.2bn,comparedto $10.6bnin2024.

The2025 resultsforLinamarwere announcedlastweek.LindaHasenfratz, Linamarexecutivechair,said:“2025wasa yearofchallengeswithallourmarketsdown and aworlddevolvedintotariffactionsand reactions.

“Despitethat,Linamar’slong-termand diversifiedfocushelpedusachieve record earningsforthesecondconsecutiveyear.

“Newbusinesswinsarestronginevery jurisdiction,provingtariffsdon’tdefine competitiveness.

“Distressedacquisitionscontinuetocreate opportunitiesforexcellentstrengtheningof ourtechnologyandhumancapitalportfolios at reasonablecost.

“Ouroutlookispositiveforcontinued growthtopandbottomline,where headwindsarejustprovidingwindinour sails.” ■

LinamarLightMetalsinDunmurry hasreportedincreasinglosses

MargaretCanning

Whyaddedvalueisthe watchwordfornewhires intheaccountingsector

Thecurrenteconomicenvironment,influencedbyfactors suchas,inflation,rapidtechnologicaladvancementsand regulatorychanges,requireseffectiveleaderstoadaptto constantchangeandguidetheirteamstodothesame.

Thatmeansemployersareplacinganever-highervalueonemployees whocanaddstrategicvaluetotheirbusinessororganisation.

Thisisparticularlytrue intheworldoffinanceand accounting professionals,where manycompaniesarenowlookingforfinance leaders whocaninfluencebusinessdecisions,notjustanalysedata.

LukeFullerandElaineMcCullaghleadthechargeforHaysinthe hugelyimportantFinance sector,andhave acombined40years’ experienceintheindustry,spanningtheprivatesector, publicservicesand non-profitsector

Betweenthemtheyhavemadearound3,000placementsinfinance rolesoverthe pastdecade –fromentrylevel positionsrightuptochief financialofficers.

“Weare seeinganincreasedfocusonstorytelling,business partneringandchangemanagement.Beyondstrongcommunication skills,tomorrow’s financeleadersneedto bechangeagitatorswhoare confidentinpressingfor reformbased ontheirinsights,”Elainesays.

“Knowinghowtoapproachthiswithdifferentstakeholders,most notablythechiefexecutive,willbepivotal.Forsenior roles,inferencing skillsareincreasinglyindemand.”

Thischangeistakingplaceaschieffinancialofficerstrytokeeppace withrapidtechnologicalchangeand realisetheopportunitiesitcreates tostreamlineprocesses.Artificialintelligence(AI)and roboticprocess automation(RPA)toolsarebecomingincreasinglysophisticatedandmore widelyintegrated

ElainenotesthatthewidespreadimplementationofESG reportingis alsoalteringthefinanceindustry

Thisincreasedfocusonaddingvaluemeansthatwhatclientswantis alsomore nuancedandspecificthansomeother recruiterscanoffer.

“Demandforfinanceprofessionals remainsstrong,butclients arebecomingmore selectiveintheirhiring.Wehavealwaysknown thatplacinggoodfinanceprofessionalswithsomeofourleading employersisnotjustaboutmatchingCVstojobdescriptions,itisabout understandingthecandidate-clientfit, understandingtheirculture,”says Luke

“Wehavean extensiveplacementhistoryandthroughmanagingthe wholeprocesswehaveestablishedlong-termrelationshipswithmany financeprofessionals,someofwhomwe’veworkedwithfromentry-level positionsrighttoverysenior roles.

“Ithinkwhatmakesusdifferentis thatHaysofferslong-termcareer supportandguidancetocandidates,helpingthemfindtherightjobto

achievetheircareergoals –notjust ajob.”

Aswellastheextensiveexperienceofourconsultantsandtheir deepunderstandingofclientsandcandidates,Haysalsohas arangeof additionalservicesweprovidebeyond recruitment,suchassalarysurveys, marketinsights,anddataanalyticsthathelpclientswiththeirresource planningandhiringstrategies.

“Wecanlookat aclient’sbusinessandtellthemhowtheirbrandis perceivedinthemarketoranalysetheiremployervaluepropositionand tellthemwhytheyarelosingorhopefully retainingstaff. We bring a rangeofassessmentsandinsightsintothisaswellas research,which isincrediblyvaluabletotheirunderstandingofthetrendsintheirown sector,”Elainesays.

“A robustcomplianceandgovernanceprocessisalsoincredibly importantinthefinancesector, andatHaysallcandidatesundergo thoroughvetting,right-to-workchecksand referenceverificationby independentthirdparties.”

Whilethesectoris relativelybuoyant,onechallengeLukeseesonthe horizonisthetensionbetweenemployeesandemployerswhenitcomes tohybridor remoteworking.

“Over60%ofprofessionalstoldHaysin arecentsurveythatthey wouldn’tconsider ajobthatdoesn’tofferhybridworking,butamong thechieffinancialofficerswetalktowenowfrequentlyhearnarratives aboutbringingstaffbacktotheoffice,”hesays.

“Idothinkforcertain roles –particularlysenior roles –thetidemay starttoshiftbacktoofficeworkingforsomeaccounting roles.” ■

Formoreinsightsontrendsinthefinancesectorpleasecontact Elaine.McCullagh@hays.comorLuke.Fuller@hays.com

Mark Wade,HaysNI

LukeFuller,ElaineMcCullagh,andMarkWade

DanskeBank announces appointmentof newchiefexecutive

Anewchiefexecutivehasbeen appointedtoleadDanskeBank–oneofthetopjobs intheprivate sectorhere.

Julie-AnnHaineswillsucceed VickyDaviesin Julyfollowingthelatter’sfiveyearsinthepost.

ThebanksaidMsHaineshasaNorthern Irish familybackground,butwasraisedinScotland.

SheistheformerchiefofthePrincipality BuildingSociety,thebiggestfinancialservices organisationinWales.

MsDaviesfirstjoinedDanskeBankUK, whichisbasedinBelfast,in2012,andhas been aboardmemberfor10years.

DanskeBankposted recordpre-taxprofits ofmore than£250mfor2025,anincreaseof nearly15%.

Thebanksaidithadalsoachieved record customergrowthduringtheyear,along withrecognitionbyBestCompaniesas aworldclassplacetowork

In2025,MsDavieswasawardedanOBEfor servicestotheNorthern Irelandeconomy MartinStewart,chairofthebank’s board, said:“Weare extremelygratefultoVickyfor

heroutstandingcontributionoverherfive-year tenureaschiefexecutive,duringwhichshehas ledthebankwithdrive,purposeand aclear strategicvision.

“Whensheleavesherpostlaterthisyear, she willdosointheknowledgethatthebankisin robusthealthandwellpositionedforfuture growth. ”

MrStewartdescribedMsHainesas a “provenleaderwhoiswidely respectedacross thefinancialservicesindustry”.

“Sheissomeonewhohasextensive customer-focusedleadershipexperience, combinedwith atrack recordofdelivering commercialandoperationalsuccess.

“VickywillformallyhandovertoJulie-Ann onJuly1,subjectto regulatoryapproval.

“Intheinterim,bothleaderswillworkclosely togethertoensurethereisawell-managedand smoothtransition.”

MsDaviessaid:“Ithasbeen ahugeprivilege toleadDanskeBankandtoworkwithsomany fantasticcolleagues.

“Iamincrediblyproudofwhatwehave achievedtogether,supportingcustomersin

bothNorthernIrelandandacrossthe restof theUK.

“IlookforwardtoworkingcloselywithJulieAnnduringthetransitionand Iknowthebank willbenefitfromherexperience,leadershipand values.”

MsHaineswillbethesecondfemalechief executiveinthebank’s200-yearhistory.

Herearlycareerincluded rolesatSainsbury’s, HalifaxBankofScotland,andReckittBenckiser, aglobalconsumergoodscompany

Shethenspent18yearsatPrincipality BuildingSociety,whereshetookuppositions includingheadofstrategy,directorofITand chiefcustomerofficer,beforerisingtochief executivein2020.

DanskeBanksaidMsHaineshadstepped downasPrincipalitychiefexecutivein Novemberlastyear,inpreparationfortherole atDanskeBank.

Shehasalsoheldnon-executive appointments,includingformerPrimeMinister RishiSunak’sBusinessCouncil,whilesheis also aformerchairoftheUKBuildingSocieties Association.

MsHainessaidwasis“honoured”tojoin DanskeBankinNorthernIreland.“With roots datingbackover200years,thebankisdeeply embeddedinlocalsocietyandplays avital role intheeconomy

“Iamlookingforwardtoengagingwith colleaguesandcustomersintheweeksahead, andtocontinuingthegrowthofDanskeBank inNorthernIrelandandacrossthe restofthe UK.” ■

DanskeBank’s VickyDavies(left)isto stepdownfromtheroleandwillbe succeededbyJulie-AnnHaines(right)

FoundersofCoDownequipment

firmstepaside followingtakeover

AmajoreventssupplierinNorthern Irelandhasacquiredanequipment companyhereforanundisclosed sum.

NorthDownMarquees,whichispartofa businessbasedintheRepublic,hasbought Table10.

Thebusinesssaidtheacquisitionofthe Donaghadeefirmwouldstrengthenits presenceintheeventsandhospitalitymarket.

Table10wassetupbyNigelBoydand Alana-JuneMcCoy,whohavesaidtheywill nowstepasidefromthebusiness.

NorthDownMarqueessaidthedealwas amajorstepforwardinachievingambitious growthplansforitsNorthDownEvent &Cater Hiredivision.

Table10,whichhasbeenoperatingfor 16years,specialisesineventandcatering equipmenthireforweddings,privatefunctions andcorporateoccasions.

Followingthedeal,NorthDownMarquees

saiditwilltakeon Table10’sexisting customers,“allowingthemtoaddvalueand extendservicesthroughitsexpandingevent andcaterhiredivision”.

NorthDownMarqueesispartoftheEventus groupinGalway.

TheNIfirmis awell-establishedbusinessin eventsandhospitalityandhasprovided a‘onestopshop’servicesforover40years.

MarkStrain,manageratNorthDownEvent &CaterHire,said:“We’reexcitedtowelcome Table10tothebusiness.

“We’veworkedwiththeincredibleteamled byNigelandAJformanyyears,andtheyhave anexceptional reputationwithinthesector,so thisfeelslike anaturalfitforusasourevent andcaterhiredivisioncontinuestogrow.

“Theacquisitionformspartofourwider growthplans,whichhasalsoseenusfocus oncreatingsmarter,greenereventsthathave sustainabilityattheirhearts.”

MrBoydandMsMcCoyof Table10 said:“Weare pleasedthattheNorthDown Marqueesteamisnowatthehelmof Table10.

“Ithasbeen alabourofloveforusover theyears,andweareconfidentthattheir combinedexperience,knowledgeandhighendservicedeliverywillbefundamentalin drivingthebusinessforward

“Aswestepaside,wedosowithgreat appreciationandexcitementforwhat’sto comeforNorthDownMarqueesandtheNorth DownEvent &CaterHiredivision.

“Weare incrediblyproudofwhatwehave achievedoverthepast16yearsandaredeeply gratefultoourcustomerswhohavebeena partofthisjourney.”

NorthDownEventandCaterHiresaidit hasalsointroduced areusableeventcup, becomingthelargestsustainablecupsupplier inNorther nIreland.

Ithasalready replaceddisposable alternativesatmajorvenues,includingtheSSE Arena,ICCBelfastandtheNationalStadium andwillalsobeinplaceattheBalmoralShow inMay.

Thefirmsaidithad“ambitious”plansto expandthatareaofthebusinessin2026. ■

Carl Woodland,Alana-JuneMcCoy, NigelBoyd,andMarkStrain

MargaretCanning

Defyingthe impossible: TheRolex Deepsea

Lunn’sisdelightedtoshowcase atimepiecethatpushesthe boundariesofwhat’spossiblein watchmaking.TheRolexDeepseain18ct yellowgoldis abold re-imaginingofan iconicdivers’watch,craftedforthosewho seekuncompromisingperformanceanda commandingpresenceonthewrist.

Alegendarydivers’watch –reborn Designedtoaccompanydeepseaexplorers intothemostchallengingunderwater environments,theRolexDeepseafeaturesa unidirectional,60minutegraduated rotatable bezel.Thisessentialtoolallowsdiverstotrack diveanddecompressiontimeswithprecision andsecurity.

ThiseditionoftheDeepseastandsoutwith arichoceaninspiredpalette:thestrikingblue ofthecompressionring,dialandCerachrom bezelinsertharmonisesbeautifullywiththe warmbrillianceofthe18ctyellowgoldcase andOysterbracelet.

Exceptionallegibilityinthedeepest depths

Craftedforclarityineventhedarkest underwaterconditions,thebluelacquerdialis punctuatedbylargeChromalighthourmarkers andhands,Rolex’slonglastingluminescent material.Thisnextgenerationcompoundemits avividblueglowthatenduresuptotwiceas longastraditionalphosphorescentcoatings. Themodelname‘Deepsea’,presentedin

powderedyellow,adds adistinctivetouchof contrastandidentity.

TheiconicOysterBracelet

Aperfectfusionofform,function,and comfort,theOysterbraceletenhancesthe watch’sdurabilitywhileensuringaneffortless, ergonomicfit.ItsOysterlockclaspprevents accidentalopening,whiletheGlidelock extensionsystemallowsforprecise,tool-free adjustments,idealwhetherwor ndailyorover adivingsuit.

VisitusatQueen’sArcade

Comeandexperiencethis remarkable timepieceinpersonatourRolexshowroom inQueen’sArcade,Belfast.Ourspecialists lookforwardtowelcomingyou,guiding youthroughitsfeatures,andhelpingyou rediscovertheexceptionalcraftsmanshipfound acrosstheRolexcollection. ■

Bookyourprivateappointmenttodayand exploretheworldofRolexatLunn’s: www.lunns.com/pages/discover-rolex

TheRolexDeepsea in18ctyellowgold

Peter,RolexBoutiquemanageratQueen’sArcade

InsidetheRolexboutiqueatQueen’sArcade

Davy: Andrew Campbell on growingits wealth management business in NorthernIreland

Withmorethan£23bninassetsundermanagement and acenturyofheritage,wealthmanagerDavy hasbuilt asignificantpresenceinNorthernIreland. AndrewCampbell, managingdirectorof Davy PrivateClientsUK,speaksto UlsterBusiness aboutthefirm’sgrowthinBelfast,itsapproach toclientsandnavigating aworldshapedby geopoliticaluncertainty,technologicalchangeand evolvinginvestorexpectations

AndrewCampbellhasjustmarked 25yearswithDavy –afirmwith whichhestartedhiscareerand helpedbuilditsNorther nIrelandoffice overthelasttwodecades.

For afirmthatmanagesmorethan£23bn inassetsandemploysover900people, Davy remainssomethingof aquietgiantin financialservices.

HeadquarteredinDublin,thewealth managementfirmhassteadilyexpandedits footprintacrosstheislandofIrelandandinto theUK,including aitscontinually-growing businessinBelfast.

FromofficesinDublin,Belfast,Cork, GalwayandLondon,thefirmhasbuilt abroadclientbaseand areputationfor combiningfinancialplanning,investment managementandadvisoryservicesunder one roof.

ForAndrew,managingdirectorofDavy PrivateClientsUK,thedevelopmentofthe Belfastoffice reflectsbothDavy’sheritage

andthegrowingdemandforspecialist financialadvice.

“DavyhasbeenoperatinginDublinfor 100years,”hesays.“Thatheritagegaveus aconsiderableheadstartbefore theBelfastbasedDavyUKoperationopenedin2007.

“CombinedwithourLondonpresence,it givesusastrongfoundation,particularlywith clientsintheLondon-basedIrishdiaspora. Thereare alotofcross-bordernuancesfor peoplewhoholdpensions,investmentsor operatebusinessesacrossbothjurisdictions.”

TodaytheBelfastofficeemploysmorethan 80staffbasedinDonegallSquareNorthand managesmorethan£2bninassetsforclients.

Theteamincludesadvisers,financialplanning specialistsand alocalinvestmentteam, supportedbyfunctionssuchascompliance, financeandrisk.

“It’safull-servicemodel,”Andrewsays.The clientbasespans awiderangeofindividuals andorganisations.Manyarebusinessowners orprofessionalsstillbuildingwealth,while

othersarelivingfromaccumulatedassets following retirementorthesaleof acompany.

“Weworkwith awidevarietyofclients,from businessownersandprofessionalsthrough topeoplewhoseprimaryincomecomesfrom theirwealth,suchasthosewhohave retired, sold abusinessorinherited alumpsum,”he explains.

“Wealsomanageinvestmentsforcharities, trusts,corporatebodiesandinstitutions.”

Formanyclients,theappealliesinthefirm’s integratedapproachtowealthmanagement.

“Itoftencomesdowntothecombination ofexpertiseand relationship,”Andrewsays. “Investment,savingsandtaxarecomplex areas,particularlyforhighernetworth individuals.

“Manypeoplesimplydon’thavethe specialistknowledgeortimetomakeconfident decisionsabouttheirfinancialobjectives.”

Insteadofworkingwithmultipleadvisers, clientscan relyononefirmtoprovidea completeservice.

AndrewCampbell,managingdirectorofDavyUK

“Thereare lotsoffirmsthataregoodatone partofthepuzzle,”Andrewsays.“Ourniche ishavingthedepthofexpertisetodeliverthe wholesolutionunderone roof.”

Andrew’sowncareerhascloselymirroredthe firm’sdevelopmentinNorther nIreland.

OriginallyfromLisburn,hestudiedfinanceat Queen’sUniversityBelfastbeforecompletinga master’sdegreeatStrathclydeBusinessSchool.

“Ididmyplacementyearwith aBelfast stockbrokingfirmandthat’s reallywhereIgot thebugfortheindustry,”hesays.

HejoinedDavy’sgraduateprogrammein Dublinin2001beforereturningtoNorthern Irelandin2007tohelpestablishtheBelfast office.

“Atthestarttherewerefourorfiveof ussettingitup,”hesays.“Sincethen we’vegrownbothorganicallyandthrough acquisitions.”

TodaytheBelfastoperationforms akeypart ofthefirm’sUKpresence,whichalsoincludes aLondonofficeservingmanyclientswith

Irishconnections.

“Thereare definitelyfurtherareasforgrowth locallyinNorther nIreland,butalsoinLondon amongtheIrishdiasporawherewehavestrong connections,”Andrewsays.

Despitetherapidevolutionoftechnology acrossfinancialservices,Andrewbelieves wealthmanagement remainsfundamentally abouttrustand relationships.

“The relationshipisstillabsolutelykey,”he says.“Clientsaretrustingyouwiththeirlife savingsandtheirfinancialfuture.”

Recruitmentandtrainingarethereforecentral tothefirm’sstrategy.Davyruns along-standing graduateprogrammeandworkscloselywith universities,includingsupportingQueen’s University’sstudent-managedinvestmentfund.

“Webring alotofpeoplethroughour graduateprogrammeanddevelopthemto charteredstandardsearlyintheircareers,” Andrewsays.

Thefirmalso recruitspeoplefrom avarietyof professionalbackgrounds.

“We’vehadpeoplecomefromlaw, accountancyandcompletelydifferent industries,”hesays.“Clientscomefromall sortsofsectors,sohavingthatdiversityof experiencewithintheteamisimportant.”

Likemanyfirms,Davyiscloselywatchingthe rapiddevelopmentofartificialintelligence(AI) anditsimplicationsformarketsandbusinesses.

“In aremarkablyshortspaceoftimewe’ve movedfrom aworldwhereinformationwas scarcetoonewhereit’srelentless,”Andrew says.

“Ithasbecomeincreasinglydifficultto distinguishwhatis reliablefromwhatissimply opinionorspeculation.”

Inthatenvironment,hebelievestrusted advicebecomesevenmorevaluable.

“Periodsofchangeanduncertaintyare preciselywhenclearthinkinganddiscipline mattermost.”

Fromaninvestmentperspective,theriseof AIhasalreadydrivenmajorgainsforglobal technologycompanies,butAndrewcautions thatinvestorsshould remainselective.

Previouswavesoftechnologicalchange,he notes,oftenledtoperiodsofoverinvestment.

“We sawitwithfibreopticcablesinthe early2000s,andyoucanevengobacktothe railwayboominthe19thcentury,”hesays.

“Investorsoftengetthedirectionoftravel right,buttheyoverestimatethescaleofwhat willbeneeded.”

WithinDavyitself,technologyisfocused primarilyonimprovingefficiencyandservice.

Thefirmisinvestingheavilyinnewfinancial planningsoftwareandcustomer relationship systemsdesignedtoimprovetheclient experience.

“IftechnologyandAIcanhelpusdoourjob better,we’lluseit,”Andrewsays.“Butwealth managementwill remainverymuch apeople business.”

Andbeyondtechnology,globalevents continuetoshapetheinvestmentlandscape.

Fromgeopoliticaltensionsandtradedisputes todomesticpolicyuncertainty,Andrewsays clientsarenavigating acomplexenvironment.

“Geopoliticalturmoil,shiftingtradepolicy andmilitaryconflictshavedominated headlinesandcontinuetocast ashadow overconfidenceininvestmentflows,”he says.

Forinvestors, reactingquicklytomajor newseventscansometimesprovedamaging.

“Whensomethingbighappens,human natureistofeellikeyouneedtodo something,”Andrewsays.

“Thedangeristhatyoudisinvestatthe wrongtimeandnevermanagetogetbackin againattherightmoment.”

Instead,thefirmfocusesonlong-term financialplanning.“Thekeyishaving aplan inplace –understandingwhatthemoney isfor,thetimeframeandtherightmixof assets,”hesays.

“Ifthatplanisthere,ithelpspeopleride throughtheinevitableupsanddownsin markets.”

Lookingahead,Andrewbelievesthe biggestchallengeforinvestorsandwealth managersistheconstantflowofinformation andglobaldevelopments.

“Everyweekthere’sanewheadline,” hesays.“Ourjobistoworkoutwhether itactually requires achangeinstrategyor whetherit’ssimplynoise.”

ForAndrew,thefirm’scombinationof scale,expertiseand relationshipswill remain itsgreateststrength.

“Inanuncertainworld,havingtrusted adviceand aclearplanhasprobablynever beenmoreimportant,”hesays. ■

COVE RS TORY

DavyUK’sseniorleadershipandadvisoryteams

Plans submittedfor £450m Belfast Waterside revampaiming ‘tocreate8,000jobs’

Adelayed£450m revampofSirocco QuaysinBelfastcouldbebackon trackamid renewedplansforthe site.

It’sbeenclaimedthatthehuge Waterside Belfastschemecouldcreate8,000jobs,amid themajor redevelopmentofthebrownfieldsite ontheedgeoftheRiverLagan.

Approvalwasgrantedfortheoutline masterplanin2019,butinthesixand ahalf yearssincethen,littleprogresshasbeenmade.

Now,thesite’sowner,Swinford(Sirocco) Ltd,hassubmitted afreshand renewed masterplanapplicationforthesite.

ThesiteisbeingdevelopedbyOsborne+Co. Thenewapplicationincludesthe renewalof planningpermissionfor afurtherthreeyears, withmixed-useincludingoffices,apartments, hotels,servicedapartments,shops, professionalservices,barsand restaurants, alongwithcommunity,leisure,andcultural areas.

Speakingatthetimeoftheoriginal application,thosebehindthescheme saidthe“projectwilltransformthecity’s relationshipwiththeRiverLagan,andthrough developmentofofficespacefor[around]8,000 jobs,[around]675 residentialapartments, ahotel,servicedapartmentsandcreative

workingspaces –itreimaginestheformer industrialsiteas anewthrivinghubofBelfast”.

In2024,thedevelopersaidtherehadbeen interestfrom arangeofpotentialinvestors, andit remainedcommittedto“seeingThe WatersideBelfast realiseitsfullpotential forthebenefitofthecityofBelfastandits citizens”.

In astatement,thedevelopersaid:“There hasbeenconsiderableandvariedinterest fromarangeofpotentialinvestors/partners inThe WaterfrontBelfastsinceitsinclusion attheNorther nIrelandInvestmentSummitin September2023.

“Wecontinuetoengagewithour stakeholdersonourplanstobringforward theschemeundertheoutlinedanddetailed planningconsentswhileexploringviable proposalsfrompotentialinvestors/partners.

“Ultimately,weremaincommittedtoseeing The WatersideBelfast realiseitsfullpotential forthebenefitofthecityofBelfastandits citizens.”

Osborne+Cosecuredoutlineplanning permissionforits£450m WatersideBelfast projectinJune2019.

Theschemewasearmarkedas afive-year

developmentforthe16.5-hectarewasteland ontheeaster nLaganbank,whichwasoncethe Siroccosite.

TheSiroccoRopeworkswasoncelocatedon thesite.

Andin1881,SamuelDavidson,oneof thefoundingpartnersofHowden,setuphis businessfromthesite,eventuallycreating HowdenSirocco,accordingtotheFuture Belfastwebsite.

Productionoffansandheatexchangers beganand acloseworking relationshipevolved withHarland &Wolffonthefittingoutof ships.

Speakingatthetimeoftheinitialplanning approval,Osborne +Cosaid:“Weare delightedwiththisapproval. We appreciate theeffortthatwentintoconsideringthis applicationfromtheelectedmembers,as wellas,fromtheplanningdepartment,who recommendeditforapproval.

“Wewillcontinuetoproactivelyengage withthecouncilandotherstakeholders,in ordertoensurethatwearelisteningtotheir questions,aswellaseffectivelycommunicating theenormousbenefitsThe Watersidecan bringtoBelfast.” ■

JohnMulgrew

WhattheWatersideBelfastdevelopmentcouldlooklikewhencompleted

‘We’re helping people withour products’

Theco-founderofNovomins

PeterMcQuillan chronicleshis journeytowellnessgummies.He speaksto JamesMcNaney

ACoAntrimmanwhoco-foundeda vitaminandsupplementsfirmhas saidhegetsthesamesatisfaction fromhelpingcustomersashedidasa practisingdentist.

PeterMcQuillan(37),fromBallymena,iscofounderandchiefmedicalofficeratNovomins, whichproduces arangeofchewablevitamins andotherhealthproducts.

Hisentrepreneurialinterestsshowedthrough at ayoungage:“As akid, Iwasalwaystrying tofindwaystobeanentrepreneur,through runningtuckshopsatschools,sellingDVDs amongfriends.

“Iwaswashingcars.When Iwas12 yearsold Ihad ajobworkingfor adrainage company.

“Ihadalljobs –workinginpetrolstations, workingatMarksandSpencerupuntil abouttheageof18,whenever Iheadedto university.”

PeterwenttouniversityinGlasgowand studieddentistry.Despitehisgum-rattling hobbiesofrugbyandboxing,hequickly developed apassionforthesubject.

“Iwasfortunateinthatmychoiceofcareer pathwasdentistry.Itwasn’tsotraditional.

“As astudentatSlemish, Ilovedmyart.

Anditwasmyloveforartthat Isawthrough intodentistryandmyappreciationofbiology.

“When Iwasgraduating, IdecidedthatI didn’twanttositanddrillandfillalldaylong. Iwantedtodoaestheticdentistryandprovide treatmentsthathavetransformationaleffects.”

Peterwashighlycommittedtohiscareerin aestheticdentistry,takingjobsinNewcastle andSunderlandbeforegetting apositionat theHarleyStreetSmileClinicinLondon.

Hecontinuedtomoveuptheladderthere, becoming,attheageof30,theyoungest-ever partnerinthepractice.

Aroundthistime,intheperiodleadingup

theCovidpandemic,Peterwasalsobeginning todevelopthecompanythatwouldbecome Novomins,nowbasedinLondon.

Thefirmbeganwiththefriendshipbetween Peterandhisco-founderAkilMemishiatthe UniversityofGlasgow.

“Heand Isaweye-to-eyeonmultiplethings. We wouldgotothegymtogether.Wewould studytogether.

“Wewerevery,verycommittedtothat –the numberofnightswewereinthelibraryuntil 2amandwe’dbebackinat7amthenextday.

“Hestudiedpharmacologyandhedid abit ofbusinessaswell. We alwayssaidwewanted

todoabusinesstogether;wejustweren’t surewhatthatwouldlooklike.

“HewashelpingmemoveflatoncewhilstI wasatuniversity,andinthekitchentherewas acupboardfullofcreatine,proteins,vitamins andmineralsandallsortsofbits.

“Hewaslike:‘You’rebroke. You’rea student.Whyhaveyougotallthisexpensive stuffhere,andyou’vebarelytakenanyofit?’

“Andultimatelyitcamedowntotheuser experience.Itwasn’tthatfun.

“Bygoingdownthe routeoftryingto find awaytoimprovethatexperience,but alsoimprovewhatyou’retaking,wewere discussingit afewyearslaterandwelanded ongummies.

“Wethoughtit’sagoodmodality;it’ll deliverthatexperiencethatcustomerswant. Taste,mouthfeel,thesmell –it’sverysensual.

“Westartedtolookintotheingredients baseandwefoundthattherewerealotof nastyingredientsgettingputintogummiesat thetime.

“Idon’tknowifyou’veeverseen agelatin productionline,butit’dkeepyouawakeat night.

“Wefoundthatpectinwasthenatural go-to,becauseit’sfruitfibrebase,providesa littlebitofsweetness.It’sawonderfulbase. It’sdelicious.”

Peter’sclinicalbackgroundwascoretohis approachtothebusiness,inpartbecausehe found a2019studythatfoundthatvitaminD gummiesweremoreeffectiveforabsorption thantablets.

Aroundfiveyearsafterfoundingthe business,Petermovedonfromdentistryto focusonNovominsfull-time,inpartbecause hefelttheproductswerehaving“reallybig, meaningfulimpactsoncustomers’lives,where it’stransformingthingsforthem”.

“Ifit’shelpingparentstryingtogettheir childtofocusmore,orsleepmoreconsistently, orifit’sinadultsthathavegotvarious ailments,we’rehelpingpeopleoutthere.

“Forme,thatmadethetransitionfrom full-timedentistrytorunning acompanyinthe supplementworldmucheasier.”

Thecompanyisnowvaluedatover€40m andstockedat retailersincludingSuperdrug, BootsandHolland &Barrett.

Novominshascontinuedtoevolve,in partbytheadditionof ValerieStarkaschief medicalofficer.

Valerie,whoisalsoPeter’swife,helpedpush thefirmtowardsdevelopingmorewomen’s healthproducts.

“Weweretheveryfirstcompanytoproduce awomen’sintimatehealthgummy.That’s clinicallybackedby researchontheingredients.

“Wewerefirsttomarketwithitandthen beganourpieceoneducatingcustomerson ‘hey,doyou reallyneedtotake,X, Y, andZ whenyoucouldsupplementwithwhatwe’ve gothereforyou?’.

“Justgoandcheckthe reviews:it’sreally quitesomething.

“Itplaystothatpointofmovingcomfortably awayfromdentistryandstillgettingthesame satisfactionfromhelpingourcustomers.”

PeterMcQuillan ofNovomins

ItemsfromNovomins’ women’s lifestylerange

Inheritance tax: it’s not toolate to protect your familybusiness and wealth

The recentchangestotheUK inheritancetax(IHT) regimehave understandablycausedconcer nfor manybusinessownersandfarmers.

Fordecades,BusinessPropertyRelief(BPR) andAgriculturalRelief(APR)havebeen fundamentaltosuccessionplanning,allowing qualifyingbusinessesandfarmstotransfer withouttriggeringsignificantIHTliabilities.

FromApril6,2026,thatlandscapehas changedbutitisnottoolatetoplan,andwith professionaladvice,thereare stilleffective waystoprotectyourbusiness.

Areminderofthe‘old’BPRrules

Undertheprevious regime,qualifying businessescouldbenefitfromupto100%BPR forIHTpurposes.Thismeantthat,provided certainconditionsweremet,sharesinan unquotedtradingcompany(oraninterestina qualifyingpartnershiporsoletrade)couldpass ondeathfreefromIHT.

Formanyfamilybusinesses,this relief formedthebackboneoftheirsuccessionplan, allowingthefamilybusinesstopasstothe nextgenerationwithnoIHTliability.Thisalso allowedforanupliftinthebasecostofthe businessassetforcapitalgainstaxpurposes.

WhathaschangedfromApril2026 Thenewrules,whichtookeffectonApril6, 2026,restricttheavailabilityofBPR.Whilethe conditions remainunchanged,theamount of reliefwillbecapped:thefirst£2.5mof qualifyingassetswillbeexemptfromIHTand theexcesswillattract50% relief(resultingin a20%effectivetaxrate)postApril5,2026. The£2.5mcapwillbesharedacrossassets qualifyingforBPRandAPRon apro-ratabasis andanyofthe£2.5munusedatdeathwillbe transferableto asurvivingspouse.

DespitethenewUKinheritancetaxrulesimpacting bothtradingandfarmingbusinesses, Nicola Averell, taxdirectorat Raven,providessomewelcomed reassurancethatefficientplanningisstillpossible

WhilstBPRhasnotbeenabolished,itis nolongersafetoassumethat abusinesswill automaticallyqualifyforfull relief,andthiswill bringmanyfamily-ownedbusinesseswithin theIHTnet.

Anillustrativeexample –thepotential exposure

Consider atradingcompanyownedbya husbandandwife,with avalueof£8m.Under the‘old’rules,providedthecompanyqualified forBPR,thevalueofthesharescouldtransfer withouttriggeringIHT.

Underthenew regime,thereislikelytobe anIHTliabilityof£600,000afterutilisingthe £5m(£2.5meachforhusbandandwife)IHT exemption.

IHTisnormallyduebytheendofthesixth monthafterthepersondies.However,HMRC willgenerallyallow ataxpayertopayanIHT liabilityofthisnatureover a10-yearperiod interestfee.

Thisstillraises acriticalquestion:Where doesthecashcomefromtopaythe inheritancetax?

FundingtheIHTbill

Formanyfamilies,thebusiness representsthe majorityoftheirwealth.Therefore,withouta plan,theonlyoptionstofund alargeIHTbill maybetoextractfundsfromthecompany, sellpart(orall)ofthebusiness,ortake onborrowingat atimeofemotionaland commercialpressure.

Advanceplanningallowsfamiliestoconsider fundingstrategies,includingliquidityplanning, insurancesolutions,and restructuringwell beforetheyareneeded.

Whywillsandhistoricsuccessionplanning shouldbe reviewednow

Oneofthemostimportantstepstotakeis areviewofexistingwillsandanyhistoric planning.Manycurrentwillsweredraftedon theassumptionthatfullBPRwouldapplyand maynolongerachievetheintendedoutcome. Insomecases,theycaninadvertentlyincrease thetaxexposureorrestrictflexibilityforthe survivingfamilymembers.

Keyplanningconsiderations

Althoughtheruleshavetightened,therestill remain arangeofoptionsthatcanbeeffective whentailoredtotheindividualcircumstances.

•Lifetimegiftingisoneoption.Giftstofamily memberscan removevaluefromtheestate, providedtheindividualsurvivessevenyears fromthedateofthegift.Thereisalsoa reducedrateofIHTapplicablewherethe individualmakingthegiftsurvivesbetween threeandsevenyearsfromthedateof thegift.Carefulconsiderationisneeded tobalancetaxefficiencywithcontroland incomeneeds.

•Truststructurescontinuetoplayan important roleinsuccessionplanning. Whiletherulesaroundtrustsarecomplex, theycanofferprotection,flexibility,and long-termplanningbenefitswhenused appropriately.

•Potentialsaleofthebusinessmaybeworth exploring.Forsomeowners,itmaybetime toconsiderwhether retainingthebusiness remainstherightoption.Wherethereare no naturalsuccessors,anorderlyexitcanform partof awidersuccessionplan.Options mayinclude amanagementbuy-out(MBO),

saletoanemployeeownershiptrust(EOT), or athirdpartysaleofthebusiness –each withdifferentimplicationswhichshouldbe carefullyexplored.

•Finally,lifeassurancecanbe apracticaland effectivewayoffundinganIHTliability, providingcertaintyandliquidityatexactly thetimeitisneededmost.

Theimportanceofcommunication betweenprofessionaladvisers

Itisvitallyimportantwhenconsidering anyformofsuccessionplanningthatyour

professionaladvisersarealignedandin communicationwithoneanother.

Thisincludes:

•Yoursolicitortoconsiderthelegalaspects ofanytransaction.Theywillalsobetasked withupdatingyourwill,andpotentially yourfamilymembers’willsto reflectany planning.

•Youraccountantand/ortaxadvisercan provideyouwiththetaximplicationsof anytransactionbothfrom abusinessand personalperspective.

•Yourfinancialadviserwillconsiderany

planningfrom acashflowperspectiveand ensureitdoesnotjeopardiseyourfamily’s requirements.

Inheritancetaxplanningisnolonger a‘one off’ exercise –itisanongoingprocessthat needsto reflectchangesinlegislation,family circumstances,andcommercial realities.

WhilsttheApril2026 reforms represent asignificantshift,theydonotspelltheend ofeffectivesuccessionplanning. Withearly engagementandtherightadvice,family businessescanstillbeprotected,andwealth preservedforfuturegenerations. ■

Nicola Averell

WhatNIemployers need to know about thenextphaseofpensions

RichardBirkin,partnerandtheheadofdefined contributionpensionsat Isio,takes alookatwhat NorthernIrelandemployersneedtoknowaboutthe nextphaseofworkplacepensions

FormanyemployersinNorthern Ireland,auto-enrolmenthasbeen partofthefurnitureformorethana decade.Mostbusinesseshave aschemein place,staffare enrolledandcontributions arebeingpaid.Jobdone,orsoitmight seem.

Butwhileauto-enrolmentmayfeelsettled, workplacepensionsareentering aperiod ofsignificantchange.Fromhowmuchgoes intopensions,tohowsavingsareturnedinto incomeat retirementandhowschemesare assessedforlong-termvalue,thelandscapeis evolvingquickly.

ForNorther nIreland’sbusinesscommunity, thisevolutionmatters.Thevastmajorityof localemployersoperatedefinedcontribution (DC)pensionschemes,typicallythrough grouppersonalpensionsormastertrusts. Definedbenefitschemesstillaccountfor aroundonethirdofmemberships,butdefined contributionprovisionmakesupthe rest. Thesearrangementsoftenrunquietlyinthe background. Yetwhatwas‘goodenough’five ortenyearsagomaynolongerdeliverthe resultsyouremployeesincreasinglyexpect,or regulatorsincreasingly require.

 Auto-enrolmentandadequacy:what goesintopensions

Auto-enrolmenthasbeenhighlyeffective atincreasingpensionsparticipation –with almostthreequarters(73%)ofemployeesin Norther nIrelandnowmembersof aworkplace pensionscheme –butitwasneverdesigned toguaranteeadequate retirementincomes. Attentionisnowturningtoadequacyand whethercurrentcontributionlevelsare sufficient. Aforthcoming reportfromthe PensionsCommission,ledbyBaronessJeannie Drake,isexpectedtohighlightthatminimum totalcontributionsmayneedtoriseovertime,

withfiguresofaround12%widelydiscussed. Anyincreasewouldalmostcertainlybe phasedin,butthedirectionoftravelisclear. Foremployers,particularlySMEs,higher contribution requirementsraiseimportant questionsaroundaffordability,rewardstrategy andworkforceplanning.

As aresult,manyemployersarebeginning to revisittheircontributionstructures.Some areconsideringwhethertoincreaseemployer contributionsgradually,aheadof regulatory change.Othersarereviewingage-related orgrade-basedstructurestoensurefairness acrosstheworkforce.Thereisalsogrowing interestinflexibility,allowingspendabove theminimumtobeusedindifferentways dependingonemployees’lifestages.

Adequacyisnotjust apensionsissue. Betterfunded retirementscansupport successionplanning,enablingemployeesto retirewhentheychoose,ratherthanstaying inworkbecausetheycannotaffordtostop. ForNorther nIrelandemployersfacingskills shortagesandanageingworkforce,thatlinkis becomingincreasinglyimportant.

 Decumulation:whatcomesoutof pensions Ifadequacyisallaboutimprovingwhatgoes intoyourpension,decumulationisabout improvingwhatcomesout.Anincreasing focusondecumulationsolutionsisoneofthe mostsignificantshiftsunderwayindefined contributionpensions.

Formanyyears,employersandpension providersfocusedalmostentirelyon accumulation,growingpensionpotsefficiently throughinvestmentstrategyandlowcharges.

Theretirementphase,whenpeoplestart totaketheirmoneyout, receivedfarless attention.Morethanninein10publicsector employees,andnearlytwothirdsintheprivate sector(63%)arenowmembersof aworkplace scheme,meaningincreasingnumberswill dependonhoweffectivelythosesavings convertintoincome.

Thatischangingrapidly.Lesspeoplehave lucrativedefinedbenefitpensionsandmore peoplearereaching retirementwithDC savingsonly.Statepensionincomealoneis rarelysufficienttoprovidethestandardof livingmanyexpect.Howpensionsavingsare accessed,andwhatincometheygenerate, thereforemattersenormously.

Newdecumulationproducts,guidance servicesandhybridapproachesareemerging, butthelandscapeiscomplex.Outcomescan varysignificantlydependingontheoptions availablewithin aschemeandthesupport members receive.Employersareincreasingly recognisingthat astrongaccumulationjourney canbeunderminedbyweak retirement optionsfortheiremployees.

ForNorther nIrelandemployers,thishas practicalimplications.Employeesarebeginning toexpectbettersupportat retirementand moreattractive retirementoptionscanenable smootherworkforcetransitions.Employersdo notneedtodesigndecumulationsolutions themselves,buttheydoneedtounderstand whattheirchosenprovideroffersandhow thoseoptionscomparewiththewidermarket.

 Broaderchanges:valueformoney, privatemarketsandconsolidation Alongsideadequacyanddecumulation,a setofbroaderdevelopmentsis reshaping workplacepensions.Oneofthemost importantisthemovetowardsmoreformal valueformoneyassessments.Thesewilllook beyondheadlinepensionchargestoassess investmentperformance,servicequalityand retirementoutcomesin amoretransparentand consistentway.

Anothermajorthemeisconsolidation. Policymakersand regulatorsincreasingly believethatscalematters,particularlyas investmentstrategiesincorporateprivate marketsandasdecumulationsolutions becomemore sophisticated.Overtime,some providersandschemesmaystruggletokeep

pacewiththeseexpectationsanddelivervalue.

Foremployers,theimplicationisnotthat theymustbecomepensionsexperts,but thatstandingstillcarriesrisk.Understanding whether aschemeisdeliveringgoodvalue, investingappropriatelyandlikelyto remain competitiveinthefutureisbecoming acore governancequestion.

 Whatemployersshoulddonext? FormanyemployersinNorthenIreland,the challengeisyoudon’tknowwhatyoudon’t know.Pensionsarecomplex,timeislimited anditcanbedifficulttojudgehowyour pensionschemecompareswithalternatives. Thisiswherestructuredbenchmarkingcan help.

Abenchmarkingexercisecanassess contributions,charges,investment performance,administration, retirement optionsandoverallvalue,providing aclear

pictureofwhereyourschemestands.Insome cases,thisoffers reassurance.Inothers,it highlightsopportunitiestoimproveoutcomes foryouremployees,future-proofyourpension provisionandaid recruitment, retentionand successionplanningin awaythatsetsyouup forsuccess.

AtIsio,weworkwithemployersacross Norther nIrelandandthewiderUKtohelp themnavigatethesechanges.Bycombining technicalpensionsexpertisewith apractical understandingofyourbusinesschallenges,we supportemployerstounderstandtheircurrent positionandmakinginformeddecisionsabout what,ifanything,needstochange.

Auto-enrolmentmaynolongerfeelnew, butworkplacepensionsareentering anew phase.ForNorther nIrelandemployerswilling tolookbeyondthebasics,nowistheright timetoensuretheirschemeisreadyforwhat comesnext. ■

PE NS IONS

From chickento roasted shallots: thesesavoury butterscan elevate your cooking

JohnMulgrew takes alookathowsavourybutters canboostyourdishesathome

 ROASTCHICKENBUTTER

Thisis alittlebitoftruesavouryexcess.Butit’s actually afairlyeasythingtopulltogether.For ease,youcandoitwhenyou’remakingsome skin-onchickenthighsfordinner,orroast chicken.

Startbytakingyourchickenskinsandscrape theback, removingasmuchofthefatas possible.

Then,laythemouton abakingsheetand roastforaround10to15minutesatabout 190Cuntildeckled,brownandcrisp. Removeandblitzinto apowder.Nowslowly addinyourbutteralongwith reducedchicken stock(youcanusehalf achickenstockpot, too)andsomeblackpepper.Thiswillworkon almostanything.

 DARK ROASTEDSHALLOT BUTTER

Fewthingsareasversatileastheallium,and theshallot,muchliketheonion,canbe atrue

Ribeyesteakandchipswithherbbutter

bedrockforbackgroundflavourfor adish,or flavouredbutter.

Inthisversion,it’s turnedupto11and becomesthestaroftheshow.

Startwiththreelargebananashallots,slice, andcookdownin alittleoilandbutteron amediumtohighheat. Youwantittostart gettingcolourbutnotbur ninstantly.Keep cookingandadd alittlewaterifneeded.Add insomegoodbalsamicvinegar(or abalsamic reduction), atouchofsugar,adashof red wineand Worcestershiresauce,and reduce thatdownwiththeshallotsuntileverythingis darkmaroonandsticky.Youcanalsoseason with alittleblackpepper.

Now,chillita littleandthenfoldinto room temperaturebutter.Rollinto acylinderusing clingfilmand refrigerateuntil readyforuse.

 WHIPPEDBROWNBUTTER

Thisairyandlighttexturenormallyfindsits wayonto restauranttablesalongsidesome freshlybakedbread.Andforgood reason. Whippingbuttermakesitalittlelighterand theperfectaccompanimentforsomestarch. Youalsocanwhipalmostanyflavouredbutter. Heatyourbutteruntilitstartstolightly brownanddevelop alight,toastedaround. Removefromtheheatandchillasquicklyas youcaninacoldbowl.

Youcanwhipitmyhand,but amachine

withdotheheavylifting. Youcanalsoadd in adashofcreamtohelploosenthings, particularlywhenthebuttergoesbackintothe fridgeandbecomescold.

 MARMITEBUTTER

Ihadthis recentlyatDerry’sArtis,butchefs haveknownoftheumamipowersofMarmite forsometime.

Thisistrulytheeasiestonthelist.Fold in,orwhiskyourMarmiteintosome room temperaturebutter,alongwith alittledashof honeyorsugartobalancethingsout.

 BEARNAISEBUTTER

Strictlyspeaking,thisis afullbearnaisesauce, buthaslotsandlotsofbutterinit,aswellasa similartexture.

You’remaking abearnaisesauceusinga reductionofgoodwinevinegarwithshallots, blackpeppercorns,andtarragonstems,untilit gettingstickywithlittleleft.

Makeyourbasehollandaisewitheggyolks, addinginyourchilled reduction,andgradually addingyourmeltedbutter.Butgofurther thanyounormallywouldandmakeitasthick asyoucan,addinganotheryolkifneeded. Whenalmostthere,addinlotsandlotsof freshtarragonandfinishblitzing.Chillinthe fridgeandthenuse aspoontocreate apretty quenelleandthrowontopof asteak.

 HERBBUTTER

Thisisallaboutaddingthatdeep,herbaceous charactertoalmostanydish.It’sidealonsteak, orotherprotein,butcanalsoenlivensome roastedvegetables,befoldedintopasta,or addedattheendof aragufordepth.

Take abunchoffreshherbs: Ilikelotsof tarragon,withsomeparsleyandperhapssome basil,andblitzwithyourbutter,seasoningwith blackpepper.



ACIDULATEDBUTTER

HestonBlumenthaletalarefansofthistype ofbutteras awayofaddingsomedepth, lusciousness,aswellasthathitofvinegarand acidto adishor asauce.Thebestchefswill oftensayit’sthatadditionofacidwhichoften helpselevate restaurantdishes.

Partofthisprocessissimilartothebearnaise butter.For abasicacidbutterslowlycook downsomefinelychoppedshallotuntilsoft andunctuousandaddingoodwhitewine vinegar.Cookdownuntil reducedbutstillwith someacidkick.

Graduallywhiskinsomecubesofbutter(a lotofbutter)untilcombinedandemulsified,to avoiditsplitting,andchillinthefridge.

Youcanalsocheat alittlehereandbuy somegoodciderorwhitewinevinegarpowder andcombinewith roomtemperaturebutterfor asimilareffect. ■

Steakwith bearnaisebutter

SolarfirmpurchasesEnglish renewableenergycompany

ACoDownsolarenergyfirmhas announcedthecompletionofan acquisitionofanEnglish renewable energycompany.

PremierElectricalGrouphasfinished adealto purchasetheCornwall-basedsolarfirmNatural Generationin amoveitiscalling“asignificant milestoneinitsambitiousgrowthplans”.

PremierElectrical,whichisbasedin Ballynahinch,wasfoundedin2018and, withthepurchaseofNaturalGeneration,will become acompanyofmorethan50employees.

ItworksacrossNorthernIrelandonsolar energysolutionsandspecialisesinthedesign, supplyandinstallationofsolarPVsystems, batterystorageandEVchargersfordomestic, commercialandagriculturaluse.

NaturalGenerationisdescribedashaving a similarbusinessmodelinCornwall,Devonand thesouthwestofEngland

Theacquisitionispartofthefirm’sgrowth plans,whichalsoincludeexpandingitsofficein Ballynahinchandcreatingfacilitiesforasmany as10newstaffmembers.

Itaimsto reach aturnoverto£15mwithin thenexttwotothreeyearswhileexpandingits operationsinGreatBritainandcontinuingto growacrosstheislandofIreland.

PremierElectricalsaysthatithasexperienced “significantgrowth”overthepastfiveyears, reflectingincreasingdemandforsolarenergy

solutionsacrossdomestic,publicandprivate sectorbuyers.

Thomas Walsh,co-founderanddirectorof PremierElectricalGroupsaid:“PremierElectrical Groupbeganwiththebeliefthat renewable energyshouldbebuiltontrust,notjust technology

“Wesaw agapinthemarketforhonest, expert-ledsolarservicesthatputpeoplefirst. In NaturalGenerationwe’vefound acompany that sharesourvaluesandethosandgivesus hugepotentialtogrowthebusinessfurther acrosstheUKandIreland.”

BrendanO’Connor,alsoco-founderand

directorofPremierElectricalGroup,said:“Our missionhasalwaysbeentohelpcustomers embracecleanenergywithconfidence, deliveringsolutionsthatarenotonlybetter fortheplanet,butbetterfortheirhomes, businesses,andcommunities.

“We’reproudtosaywewereamongthefirst tobringsolartoNorthernIreland,andwe’re excitedabouttheprospectofnowleadingthe chargeinEnglandaswell.”

ColinGregory,directorofNaturalGeneration, said:“TheteamatNaturalGenerationare delightedtobecomepartofthePremier ElectricalGroup.

“Itis apartnershipthatmakesperfectsense forourbusiness,andI’mconfidentthatwith theadditionalexperienceandexpertise,wecan nowfurtherenhancetheserviceweprovideto customersrightacrossCornwallandtheSouth WestofEngland.”

Accordingtoitsmost recentaccountsfiling, fortheyearendingAugust31,2024,Premier ElectricalGroupemployedanaverageof29 people amonth.

Inthatyear,thecompanyhadcurrentassets of£1.8mandowed£570,000tocreditorsdue withinoneyear

Alltold,thefirmhadtotalequityof£1.5m, anotablegrowthfromthe2023figureof £944,000. ■

PremierElectricalGroupprovidesprofessionalsolarandelectricalsolutionsacrossNorthernIrelandforhomesand businesses

Belfastcommunicationsfrom expandswithDublinofce

ABelfastcommunicationsandpublic affairsfirmisexpandingwitha newofficeinDublin.

BrownO’Connorisopening anewbaseat MerrionSquare.

Itsaysit“willstrengthentheadvisoryfirm’s allIrelandfootprint,allowingtheagencyto meetrisingdemandfrombusinessesand organisationsseekingexperiencedcounselon thepolitical, regulatory,andmedialandscape”.

Thecompany,foundedbyChrisBrown andArleneO’Connor,saysthemove reflects the“growthofitsall-islandservicesandits expertisenorthandsouth”.

ThenewDublinsetupaddstotheagency’s BelfastofficeonAdelaideStreet.

TheDublinofficewillserveas astrategic centreforthefirm’sworkwithtrade bodies,financialinstitutions,lawfirms, regulatedbusinesses,investors,healthcare

representatives,interestgroupsandthepublic sector.Itwillalsosupportthecompany’s expandingteam,withnew rolesplannedover thecomingyearinDublinandBelfast.

“OurdecisiontoinvestinournewDublin officeis anaturalnextstepforthebusiness andhasbeenanambitionforsometime,” ChrisBrown,directoratBrownO’Connor Ireland,said.

“We’veseensignificantgrowthinthe numberofclientsoperatingonbothsidesof theborder.Establishing apermanentpresence inDublinallowsustodelivermoreresponsive, locallyinformedsupport.Thisis along-term investmentforusaswesharpenourfocuson ourislandofIrelandoffer,notjustforclients here,butforclientsacrosstheUKseeking supportnorthandsouth.

“Inthepastyearalone,wehave experiencedupwardsof30%growth

which reflectsournewbusinesswinsand doingmoreforourestablishedclients. We’reinvestingintheagencytoensure thatmomentumcarriesthroughevenwith economicandpoliticaluncertaintyasthe consistentbackdrop.”

ArleneO’Connor,directoratBrown O’ConnorIreland,said:“Thereisaparticular appetiteformoresupportonanall-island basis, reflectingthedynamicbusiness environmentinwhichweoperate.”

“Ourexpansionwillensurewecontinueto deliverthehighqualityinsight,creativity,and strategicthinkingclientshavecometoexpect fromus.”

“OurworkinBelfastandwiderNIwill remain afocuswiththeopeningofournew Dublinofficestrengtheningourteam’sability todelivertheadviceandexpertisethatmatter mosttothepeopleweworkwith.” ■

ChrisBrownandArlene O’ConnorofBrownO’Connor

Meet the couplebrewing Belgian-style farmhouse beerintheirBelfastbackyard

JenNoble and Alastair Treliving aremakingsaison-stylebeerinthebackyard oftheireastBelfastsemi-detachedhome,andusinglocally-growningredients wherepossible,writes JohnMulgrew

Therhubarbmaking itswayinto JenNobleandhusbandAlastair

Treliving’ssmallbatchsaisonbeer wasgrownjustmetresawayintheireast Belfastbackyard.

“Craftbeerbroughtustogether,”shesays.

Thecouple’s relationshipisonecrafted bya jointpassionforthatmagicalcombinationof yeast,water,andhops,with inspirationfrom theirtravelstostalwartssuchasBelgium

Andnow, sevenyearsafterfirstmeeting, theyareturningthatzealintoa brewery of theirown—basedatthebackoftheirsemidetachedhomeclosetoDundonald

TrebleBrewing –aportmanteauofthe pair’ssurnames –isfocusingonBelgian-style farmhouseale,calledsaison,andgrowingas manyoftheirowningredientsaspossible, whilesourcinglocallyforotherswhentheycan. They’vealreadyproducedbeersusingbeetroot, stemginger,andrhubarb

Jen’sinterestinallthingsfermentedwas bolsteredwiththeBelfast Women’sBeer Collective.“We metthroughbeer,through BoundaryBrewingineastBelfast,”shesays.

Theinterestinbrewingwassparkedwith Belfast’s most recentcraftbeer renaissance, initiallyledbyBoundaryBrewing –setupby MatthewDickatPortview TradeCentreonthe NewtownardsRoad,morethan adecadeago.

JenisoriginallyfromCanada,andmoved backtoNorthernIrelandaround10yearsago.

“Ilivedherewhen Iwasyoungerbecausemy motherwasfromBelfast…then Iwentback toCanada. Ialwayswantedtocomeback.The craftbeersceneishow Imetpeopleandmade friends.”

AlastairiseastBelfast-born,broughtupnot farfromwherethepairarenowliving.

“Iwasalwaysentrepreneurial,andI’ve been self-employedas apainteranddecorator formanyyears –butI’vealwayswantedto

dootherstuff,”hesays.“I’vealwaysbeen interestedinfoodanddrink.

“I’vehadbeerswheretheykindofblowyour mind abit,and Ithought Iwanttodothat.”

Thatentrepreneurialspiritisalsoechoedin Jen’sownbackground,havingrun abusinessin theinsurancesectorbackinCanada.

Jensays,shortlybeforethepandemic,the pairweretryingtofigureoutwhateastBelfast wasmissingintermsof afoodanddrink offering.

“Wecamearoundtothethingthatweare themostpassionateabout,andthat’sbeer,” shesays.

“Whenweseebeercultureinotherpartsof theworld,thereare somanygreatthings.”

Ofcourse,whileit’sgotsomewhateasier with revisedlegislation,settingup abrewery,or anyotherbusinessproducingorsellingalcohol, isconsiderablyharderandlessstraightforward thanelsewhereintheUK.

JenNobleandAlastair Trelivingof TrebleBrewing andBlendinginDundonald

“Ifwewereinanyotherpartofthe UK, startingthisbusinesswouldbecompletely different –wewouldhavebeenabletodo itquickerandcheaper.

“Weare passionateaboutthe landwelive on.Froma businessperspective,itwouldbe easiertogoelsewhere,butwefeeltiedto doingithere.

“We’reopening abreweryintheworst possibleeconomictimesforthehospitality industryin ageneration,andinthemost restrictivemarketinallofEurope, andour house-styleofbeerissaison,whichpeople aren’t thatfamiliarwith.

“…butatthesametime,wethinkthat we’vedeliberatelydonethingsverydifferent fromthecraftboom.”

Thebrewery’s initialsetupis athree-vessel system,capableofproducingaround300 bottlesineachbatch.Theplancouldseethem

brewingbetween12,000and15,000litresof beer,basedondemand.

“Weare leadingwithsaisontypebeers,” Alastairsays.“Thebeerboomhasbeenledby hops andIPAs.Forme,it’smoreinteresting, addingotheringredients,andproducingbeers whicharemoreyeast-led[intermsofflavour profile].”

Jensays:“Wetookconsciousdecisionstodo somethingdifferent.

“Wewanttokeepitsmall,controlthe capacity,theingredients,andscale –toprove

I’vehadbeerswhere they kindof blow your mind abit,and Ithought Iwant to do that.

thatthereisanappetiteforthistypeofbeer

“Thiswillonlygetussofar.Thenextphase [couldbe]takinga unitsomewhere.”

TrebleBrewinghasproducedsomesmall batchbeerswithhome-growningredients, includingthoseusingrhubarbandraspberries.

“Wehavebeer[atthemoment]with a saisonbase,withrhubarbwhichhascomefrom thegarden,”Alastairsays.

Jensays:“We’llalsobeworkingwithother smallbusinessestobringiningredients.”

It’salsoaboutproducingbeerswhichpair wellwithfood,andworkbetterin arestaurant environment,while acrisp,drytablebeer,for example,comesinatunder3%–asevolving tastesmovetowardslower,andnon-alcohol brews.

TrebleBrewingishopingtostartselling wholesalebyMayorJune,beforegetting a producer’slicence,andsellingbeersonline. ■

Harland &WolfinBelfast dropped fromEUlistof approved ship recyclers

Harland &WolffinBelfasthas been removedfromanEUlistof approvedship recyclers.

Thecompany,whichalsoincludesshipyards inAppledore,MethilandArnishinGreat Britain,wasacquiredbytheSpanishnaval giantNavantiainJanuarylastyear.

TheBelfastsite’sdeparturefromthelist meansthatitcannolongerdismantleEUflaggedshipsundertheEUShipRecycling Regulation.

AspokespersonforNavantiaUKsaidithad notcarriedoutship recyclingin recentyears, butstillheld awastemanagementlicence.

The regulationsetsstandardsforthe recyclingofbigseagoingvesselssailingunder anEUMemberStateflag.

Accordingtothelatestupdatedlist,

theEuropeanCommissiondidnot receive informationaboutthe renewalofHarland& Wolff’spreviousauthorisationtocarryoutthe work.

ACommissiondecisiononFebruary27 said:“Thecommissionwasinformedbythe competentauthoritiesintheUK-Northern Irelandthattheowneroftheship recycling facilitychanged.

“However,theCommissiondidnot receiveinformationaboutthe renewalofthe authorisationinaccordancewithArticle14of Regulation(EU)No1257/2013.

“Harlandand Wolff(Belfast)Ltdshould thereforeberemovedfromtheEuropeanlist.”

WhileHarland &Wolffwas removedfor failingtoprovideinformation,otherswere removedforsafetyorenvironmental reasons.

OnlytwootherUKshipyards remainonthe

listof41yardsintotal –DalesMarineServices LtdinEdinburghandKishorn Port &DryDock inStrathcarron.

AspokespersonforNavantiaUKsaid: “Harland &Wolffdoesnotundertakeship recycling,andithasnotbeenanactivepartof thebusinessformanyyears.

“Thesite’sremovalfromtheEUship recyclinglist reflectsanadministrativeissue following achangeofownership.

“Theunderlyingwastemanagement licence remainsinplace,andwearecurrently considering,inconsultationwiththe regulator, whetherto reneworsurrenderitaspartofa routinecommercialdecision.

“Importantly,ship recyclingisnot acore activityforNavantiaUK,andthecompany’s operationsandforwardbusinesspipelineare unaffectedbythischange.” ■

MargaretCanning

19 DennisonCommercialsLtd

20 N&RGordonLtd

21 MedwynHoldingsLtd

22 HenryGroup(NI)Ltd

31/12/202498,13078,3476,3333,5844,426341

31/12/202497,76989,6771,2362,01715,908292

30/04/202596,87094,1695,0181,00634,477797

31/03/202596,036139,20319,78322,56298,032406

31/03/202595,18081,4995,3914,49635,986199

23 VeterinarySurgeonsSupplyCompanyLtd31/08/202592,22786,3531,6181,51010,68956

24 UlsterCarpetMills(Holdings)Ltd 31/03/202591,73689,0404,071-2,2357,113748

25 RiverRidgeHoldingsLtd 31/12/202491,47565,9172,0571,4159,819286

26 ClearwayDisposalsLtd 31/12/202490,94490,4323,5252,21431,279112

27 MotisGroupLtd 30/06/202490,86584,5012,6753,8095,929135

28 CommercialShippingCompany(Oils)Ltd31/12/202490,47991,7691,7251,3359,5757

29 CapitaManagedITSolutionsLtd 31/12/202490,25985,43111,7773,57225,365289

30 BallygarveyHoldingsLtd 30/09/202490,22473,47521,34916,67361,52656

31 ChoiceHousingIrelandLtd 31/03/202590,13182,56814,58814,940193,453437

32 SyscoFoodsNILtd 30/06/202489,26882,2028,8733,163-9,6820

33 Crestview TechnologiesLtd 31/12/202488,77877,8486,035-2,514-11,791613

34 EdgewaterContracts &SpecialistJoineryLtd 31/12/202488,65039,4063,32098511,78978

44 WhitemountainQuarriesLtd 31/12/202483,48483,98712,9289,793103,634160

45 MorganFuel &LubesLtd 31/03/202582,16277,509621502,09639

46 EOSITManagementSolutions(UK)Ltd30/06/202482,14081,65410,5373,65217,677333

47 StafflineRecruitment(NI)Ltd 29/12/202481,40179,7491,9428859,735135

48 GedaConstructionCompanyLtd 31/12/202481,03898,7565,2295,1607,178155

49 KXSoftwareLtd 28/02/202580,72979,145-29,110-20,30439,973585

50 C&JMeatsLtd 30/11/202480,02571,666570-4043,42955

51 Imed(NI)Ltd 30/06/202479,08282,4665356258,567146

52 LibertyInformation TechnologyLtd31/12/202478,80772,71612,72710,05335,068786

53 MurdockBuildersMerchantsLtd 31/12/202478,28577,5983,6773,83924,252367

54 ManfreightLtd 31/03/202577,76070,0544,0213,92016,002478

55 DirectMedicsLtd 31/01/202577,46184,2843,0232,57410,627665

56 ApexHousingAssociationLtd 31/03/202577,44769,0453,1892,00137,727681

57

58 Uni-TrunkGroupHoldingsLtd 31/12/202476,20673,57825,69814,40748,536275

59 Regen WasteHoldingsLtd 31/12/202474,71666,8852,4977,80441,131325

60 MivanLtd

31/12/202474,30258,0949665,61014,604234

67

68

69 BeaumontCareHomesLtd

31/12/202472,18361,1365,404-1,7831,5771,756

70 PraxisCare31/03/202571,88069,4252,3972,30226,0801,672

71 HughesFamilyHoldingsLtd 31/12/202470,72655,4862,15683616,374244

72 M.KeysLtd31/12/202370,52644,4397,6352,00623,885129

73 LamexFoodsEurope(NI)Ltd 31/03/202570,08089,6361278287148

74 CPAnimalFeedsLtd31/10/202468,33760,3192,7232,68316,34853

75 UnilinFlooringLtd31/12/202468,04578,9241,7811,30820,800172

76 CunninghamContractHoldingsLtd 31/03/202567,32164,09412,29610,09314,346173

77 BelfastInternationalAirportLtd31/12/202466,75454,82717,2659,54241,314200

78 NicobrandLtd 31/12/202466,26928,67827,29310,45840,59465

79 World TravelCentreLtd 31/10/202566,24563,2123532883,317123

80 FelixO'Hare&CompanyLtd

81 DowdsElectrical(Holdings)Ltd

31/03/202566,16064,7822,1816279,111104

31/03/202565,33072,7071,2711,4747,311262

82 McQuillanCompaniesltd31/03/202564,71657,0954,6033,56618,282208

83 UformHoldingsLtd

84 JohnMackle(Moy)Ltd

85 PropertyManagementServices(NI)Ltd

30/04/202564,32860,9492,5303,10126,305414

31/12/202464,21962,5593,0522,94612,172275

31/12/202462,88563,2931,5691,44220,442545

86 DesmondMotorsltd31/12/202462,17744,4801244025,91476

87 WRMHoldingsLtd

88 A&MCommercialsLtd

30/06/202462,03061,7242,9832,509-9,498117

30/11/202461,74863,2112,8044,28821,22328

89 MervynStewartLtd31/12/202461,63350,6671,0781,0126,60685

90 Huhtamaki(Lurgan)Ltd

31/12/202460,92055,3129,8413,85143288

91 CME Technology &SupportServicesLtd31/12/202460,71653,3055,9605,02914,088364 92

&Company(NI)Ltd 31/12/202453,14854,2075121,83428,50082

123 MulgrewHaulageLtd31/03/202552,99146,0906933,06313,382332

124 O&SDoorsLtd

31/12/202452,89746,9813,44181115,776332

125 NorthernIrelandCo-OwnershipHousingAssoc.Ltd 31/03/202552,47643,77922,01617,888181,45260 126

128

130 ViberoptixOpcoLtd31/03/202551,59868,649-440-20913,285333

134 KilwaughterMineralsLtd 30/04/202550,64045,9786,6599,01450,471188

138 R.Thompson &Son(Armagh)Ltd31/12/202449,61843,3513,2813,70012,18755

139 AstecIndustriesEuropeLtd 31/12/202449,28859,822-3,236-26912,637227

142 Lynch'sFoodstores(Holdings)Ltd30/04/202548,91846,9192,9413,1188,988444

143 McCulla(Holdings)Ltd 31/12/202448,52942,8853,3942,82022,263323

144 JHTurkington &SonsLtd 30/12/202448,49229,4122,9173,22126,99080

145 RobertCapperHoldingsLtd 30/06/202548,46947,5081,3961,17614,626158

146 InPostNorther nIrelandLtd31/12/202448,46049,4572,5251,6313,76273

147 EquipmentSalesLtd 31/12/202448,32844,9974,9212,17924,5249

148 PremierCementLtd 31/12/202448,32860,12323,9288,59835,7849

149 PrenticePortadownLtd 31/12/202447,61144,4869049072,36075

150 AndrasHouseLtd 30/04/202547,47547,7985,7189,39480,086532

151 TungstenAutomationNILtd 31/12/202446,96444,8928,5287,727167,05452

152 DawsonWAMHoldingsLtd 31/12/202446,80552,6727,4858,79826,164113

153 United WineMerchantsLtd 31/12/202446,68248,7113,1863,0842,66655

154 RichmondMarketing(NI)Ltd 31/12/202446,49050,79948362082926

155 UnitedPerformanceMetalsLtd 31/12/202446,05832,6234,6293,69313,42134

156 BraidwaterGroupLtd 31/03/202545,74142,8441,1681,54019,839111

157 GlasgivenContractsLtd

30/04/202545,39449,6341,0241,2243,54551

158 StricklandMFGLtd 31/12/202445,31242,3657511,03610,43856

159 GuidingLightHoldingsLtd 31/03/202545,25837,5661,725-2912,912145

160 CapitalReinforcing(Ireland)Ltd31/12/202445,11551,8502,8306,24214,19175 161 RLCLangfordLodgeLtd 30/06/202544,94534,3925,7472,87516,225258 162 BawnbuaFoodsNILtd 31/01/202544,94144,27156 1316,568132

163 BedeckLtd 31/03/202544,88732,0042,806-3,51015,492259

&FarmSuppliesLtd31/03/202544,46340,0842,0471,58615,28843

167 James FMcCueLtd 30/11/202444,44640,2523,3451,51817,296132

168 NorbevLtd 31/12/202444,29138,1773,9692,4068,49494

169 EdwinMayLtd 30/09/202444,28740,738-3813723,24268

170 Heartsine TechnologiesLtd 31/12/202444,06253,6632,9776,38919,158252

171 A.J.PlumbingSuppliesLtd 31/12/202443,98942,9264,7845,24932,582262

172 MClarke &SonsContractsLtd 31/12/202443,93246,2292,9551165,135141

173 CamdenGroupLtd 31/03/202543,90848,1261,3161,9528,420432

174 AngelHoldings(NI)Ltd 31/10/202443,71143,8542292832,325132

175 J.M.C.RestaurantsLtd 31/12/202443,44342,0321,2252,1435,0751,034

176 HumaxElectronicsCo.Ltd 31/12/202443,44130,926-81 2681,67613

177 McKenzies(NI)Ltd 31/07/202443,11635,8441,6651,11817,06850

178 KellysSupermarketsLtd 31/03/202542,76140,8019901,5052,749460

179 UlsterIndependentClinicLtd30/04/202542,58241,3694,5285,50571,069508

180 WilsonsAuctionsLtd 31/03/202542,41640,1146,0917,55843,185263

181 GCU(UK)Ltd 31/10/202442,36764,3374,7995,26920,06678

182 MooresAnimalFeedsLtd 30/04/202542,15342,7382,1742,15011,95533

183 TermonHoldingsLtd 31/03/202541,74628,0123,4702,95022,972191

184 MannokBuildLtd 31/12/202441,70744,296113,919-14,154116,623263

185 BallinaskeaghGrainsLtd 31/07/202441,57444,0663771316,44316

186 MMFreightLtd 31/12/202441,53634,0781,3211,9634,2572

187 MorrowGroupLtd 30/04/202541,20042,0825,4535,92437,945178

188 CalorGasNorther nIrelandLtd 31/12/202441,14041,5054,9583,11018,320125

189 PJDSafetySuppliesLtd 31/01/202541,03837,0082,4992,81110,817118

190 CreightonGroupLtd 31/01/202440,56433,0381,1161,518-533354

191 WoodvaleConstructionCompanyLtd30/06/202440,30534,6534,0821,46213,23796

192 SpecialistGroupHoldingsLtd 30/04/202540,22131,8772,7402,18313,925217

193 PatmondEnergyLtd 30/06/202439,99471,1173,0493,62424,9634

194 ScottsBakeryLtd

31/03/202539,89038,6433,0743,43013,629261

195 CelmecLtd 31/12/202439,68140,71137274722,641104

196 Circet(NI)Ltd

31/12/202439,66154,7172,9752,19215,126355

197 AndrewsGroupLtd 30/09/202439,61244,2043,4422,02914,64673

198 SheephavenLtd 30/04/202539,34539,7804,4643,15857,981630

199 A.J.PowerLtd30/06/202439,30851,0902,4713,56018,340142

200 DillonBassLtd

30/06/202439,12840,19754 5946,26319

Profits up 57% amongNI’s leadingSMEs

TheNext200followsdirectlyonfromthe Ulster Business Top100NorthernIrelandCompanieslist, showcasingmanyofourleadingSMEs.Analyst JonathanCushley,whocompiledthelist,takes alookatthekeyresultsfromthisyear’slists

The2026compilationofthe Ulster Business Next200Companieslisting showsbothstrongsalesandprofit figureshavebeenpostedbyNI’slarge/ mediumsizedcompanies,thosecompanies

whichcurrentlysitoutsidethe Ulster Business Top100Companies.

TheperformanceoftheNext200shows salesof£13bn –upsome7.6%onprioryear performance(£12.1bn).

Thepre-taxprofitfigureofthecompanies increasedby57.5%from£714mprioryearto £1.125bn.

The UlsterBusiness Next200listing incorporatesthe resultsofNorther nIreland domiciledcompanies,eitherNorther nIreland registeredorwhen asignificantportionofthe company’sbusinessisdrivenandtransacted throughoutthe region.

Thelistingisdesignedtohighlightthose companieswiththepotentialtobreakinto the Top100Companiesandcurrentlyfive companieshaveprovisionalmadethatlistdue tobepublishedlaterin2026.

Forthe2026listingthemajorityoffigures relatetothe2024or2025financialyearend filings.

Summary

Saleshavegrownby7.6%from£12.07bnto £13bn.Pre-taxprofithasrisenby57.5%from £714.2mto£1.13bn.Thetangibleshareholder valueofthe200companiessitsat£8.3bnand thecompaniesemploy55,872people.

JonathanCushley

GEOGRAPHY

Sales/revenue

Revenueistheincomethat abusinessderives fromitsnormalbusinessactivities,usuallyfrom thesaleofgoodsandservicestoitscustomers. Sales/revenuehasalwaysbeenusedasthe main‘sizequantifier’forboththe Top100and Next200listings.

M.J.MMarineLtdcomesinatthenumber onespotintheNext200List,withsalesof £147.8mupsignificantlyfromitsprioryear figureof£48.4m.

ItssistercompanyMivanLtdsitsatnumber 60inthelistingpostingsalesof£74.3m againstprioryearof£58.1m.Bothcompanies areownedbyM.J.M(IOM)HoldingsLtdbut postindividual financial results.

PowerteamElectricalServices(UK)Ltd, Mallaghan(Holdings)Ltd,JohnHogg &CoLtd, PortviewFit-OutLtd,EdgewaterContracts& SpecialistJoineryLtdallpostedsignificant

salesgrowth.

SomecompanieswiththeNext200posteda reductionifsalesfromtheirprioryear.

Pre-taxprofit

Thesuccessof abusinesscannotsimply begaugedbyitstoplineturnover –the generationofprofitiskeytoenabling businessestoinvestintheirfuture.

Thisyear’sNext200ashasbeenalready alludedtosawpre-taxprofitabilitygrowfrom £714mto£1.3bn –thistakesintotheaccount theanomalycreatedbyMannokBuildLtd,its profitof£113.9mincludes adividendfrom asubsidiarycompanyandwhileinitsown rightthisisa significantfigureitimpactsonly marginallyonlistingprofitperformance.

Increaseinbothprofitabilityandsalesyear onyearcombinedtocreate anetpre-taxprofit marginof8.66%upfrom5.9%onprioryear

Only13(6.5%)ofthe200companies declared apre-taxlossintheirlatestyears filings.

Tangiblenetworth/shareholdersvalue

Thefinalmeasureofacompany’sperformance whichwe reviewisitsvaluetoitsshareholders, initssimplestformthiscanbemeasuredby abusiness’sshareholderfunds(issuedcapital) and retainedearnings–intangibles.

Aconsistentincreaseinnetworthindicates goodfinancialhealth –conversely,networth maybedepletedbyannualoperatinglossesor asubstantialdecreaseinassetvalues relative toliabilities.

Thevalueofthe UlsterBusiness Next200 companiestotheirshareholdersis£8.3bn.

Onlynine(4.5%)companieswithinthelisting show anegativetangiblenetworth.

Theshareholders retur nforthe200 companiesequatestoprofit/tangiblenetworth as apercentage –13.6%

Salestoequityratiodefinedasturnover/ tangiblenetworth,indicateshowmany poundsaregeneratedwitheachpoundof investment –forthelatestfiled resultsthis equatesto1.57.

NOTES

1. MJMMarineLtdandMivanLtdareboth subsidiariesofMJM(IOM)HoldingsLtd.

2. AerLingus(U.K.)Ltd,Imed(NI)Ltd &ManningsConstructionLtdallfile financialfiguresineuro.Figureshavebeen convertedatthe relevantexchangerate.

3. UnitedPerformanceMetalsLtdfiles financialfiguresinUSdollars.Figureshave beenconvertedatthe relevantexchange rate.

Employees

TheNext200companiesemploy atotalof 55,872people,thisfigurehasbeentaken formthelatestsetsofaccountscurrentlyon fileatCompaniesHouseandissubjecttoa highdegreeoffluidity.CorporateCatering ManagementLtd(MountCharles)isthelargest employeronthelistwith2,897employees. EachemployeewithintheNext200 accountedfor£232,586sales(sales/employee) andfor£20,139profit –profit/employee. Belfast,aswouldbeanticipated,still representsthelargestgeographiclocation fortheNext200companies(27%),followed byCoAntrim(22%),Co Tyronecontinuesto climbwith14%ofcompanieslocatedinthe county. ■

4. RiverRidgeHoldingsLtdandBedeckLtd have reportedfiguresforan18-month period.

5. HealthcareIrelandGroupLtdhas reported figuresfor a17-monthperiod.

6. MKeysLtdandMultiPackagingSolutions BelfastLtdhave reportedfiguresfora 15-monthperiod.

7. Adateof22/02/2026wastakenascutoff forthefilingofaccountsallowinginclusion inthe2026Next200.

AodhHannon

NiallMallaghan

Howdidyougetstartedintheindustry?

Mypathwasn’ttraditional. Itransitionedfrom theadvertisinganddesignsectorsinLondon andBelfast. Iquickly realisedthatoffice environmentswereoftenanafterthought, despitetheirmassiveimpactonwellbeing andproductivity.Ihad abitof alightbulb moment. Isawanuntappedopportunityto bring adesign-led,tech-forwardapproachto Norther nIreland.SincefoundingInclineSpace, we’vegrownbyconsistentlydeliveringbetter, moreconsideredworkplacespacesin avariety ofsectors.Fromthere,it’sgrownthrough relationships, repeatclients,andconsistently deliveringonwhatwepromiseeverytime.

Typically,whoareyourcustomersand clients?

We partnerwithadiverserangeofambitious organisationsacrosstheUKandIreland, including recognisablenameslikeFibrus,GO Power,andDailyPay.Ourclientsaren’tjust lookingfordesks;theywant aworkspacethat reflectstheirbrandandsupportstheirteamsto helpthemperformtothebestoftheirabilities. Withour recent£450,000investmentinour ArthurStreetheadquartersinBelfast,weare nowbettermoreequippedthanevertoserve businessesnavigatingthe retur ntoofficebasedworking.

Entrepreneur Month OFTHE

Doyouenjoywhatyoudoandwhy? Iabsolutelylovewhat Ido.Thereisimmense satisfactioninseeing aspacetransform. Ourdesignprocessiscreativeandexciting nomatterwhattheprocess. We’ve recentlyintroducedcutting-edgevirtual realitytechnologyintoIncline’snewBelfast showroom,whichallowsourclientstostep insidetheirdesignsbeforeasinglebrickis laid,whichis amajorgamechanger.Seeinga client’sreactiontothatvisualisation –andthen deliveringthefinishedphysicalproduct –is incredibly rewarding. Ilovethefastpaceofour industry –Iknowit’saclichébutit’struetosay nodayiseverthesame.

Whatisthemostdifficultpartofyourjob?

ThebiggestchallengeforusatIncline isbalancingrapidgrowthwiththehigh standardsthatbuiltour reputation.This investmentisn’tjustabout anewshowroom; it’sacatalystforjobcreation.Thatmeans puttingtherightpeople,systems,and processesinplace –andconstantly refining them.Asweexpandourteamtomeet burgeoningmarketdemand,thefocus remains

onrefiningoursystemstoensureeveryproject –frominnovativelightingtoacousticsolutions –isdeliveredflawlesslyandwithin realistic budgets.Astheindustryevolves,somustwe.

Whatarethechallengesforthesectorand theeconomyingeneral?

Theindustryfaced amassiveupheavalduring Covid-19,asthesuddenshiftto remotework forced atotal re-evaluationofthetraditional office.Itwas aperiodofsignificantuncertainty foroursector.However,weare nowseeinga powerfulshiftaspeople retur ntotheoffice; businesseshave realisedthatphysicalspaces areessentialforcultureandcollaboration. Thechallengenowismeetingthe‘new normal’. We’reseeingongoingpressure aroundcostsandsupplychains,butthe realtaskishelpingclientstransitionback effectively.Businessesaremovingawayfrom rowsofdeskstowardflexible,high-quality environmentsthatactuallygiveemployees areasontowanttobethere.Our roleisto worktogetheralongsidethemtohelpthemto navigatethesechangesandmakeconfident, future-proofdecisions. ■

John Wallace InclineSpace

MJMMarine 1

Whilethecruiseshipvisitsto Norther nIrelandincreaseamid aninfluxofvisitorsthrough BelfastHarbour,oneofourownshipfitoutfirmscontinuestoperformstrongly.

MJMMarine,foundedbyBrianMcConville morethan40years,posted recentstrong results –seeingturnoverrisingto£147.8m withpre-taxprofitsof£21.4m,cominginat thenumberonespotonthisyear’sNext200 list.

Thecompany,whichisnowheadedbyGary Annettaschief,worksacrossthecruiseship sector,withsomeoftheindustry’sbiggest clients.

“Themarine refurbishmentsectorcan naturallyexperiencepeaksandtroughs dependingonshipyardschedulesandfleet programmes,”Garysays.

“Our recentperformance reflectsthatwider cycle.Lastyear represented aparticularly strongperiodforthebusiness,withseveral large-scaleprojectsdeliveredacrossmultiple cruisefleets.Whilethecurrentyearhasbeen moremeasured,it remains asolidperformance and reflectsthetypicalrhythmoftheindustry; ratherthananychangeinunderlyingdemand.

“Importantly,wecontinuetoseestrong clientconfidenceand ahealthypipelineof opportunities.Ourlong-standing relationships withglobalcruiseoperatorsmeanthatmuch

ofourworkis repeatbusiness. We believe we remainwellpositionedin asectorthatis continuingtoinvestin refurbishment,guest experienceandfleetdevelopment.”

Thecompanyfocusesonupdatingand refurbishingthefit-outofcruiseships.

“MJMMarinespecialisesinthe refurbishmentandinterioroutfittingofcruise ships,deliveringcomplexprojects;ranging fromthetransformationofpublicareassuch as restaurants,barsandentertainmentspaces, throughtocabinsandguestfacilities,”Gary says.

“Theseprojectsaretypicallydeliveredduring tightlyscheduleddrydockperiodsinshipyards acrossEurope,Asia,andfurtherafield.

“WhileourheadquartersareinNorthern Ireland,themarketsweoperateinaretruly global.Ourclientbaseincludessomeofthe world’sleadingcruisebrands.Ourteams regularlyworkacrossinternationalshipyards andportstodeliverprojectsforfleets operatingworldwide.”

Lookingaheadforthenextyear,Garysays thefirm’sfocus remainson“strengthening relationshipswithexistingclients;while continuingtosecurenewopportunitiesas cruiselines,ferries,andtheluxuryyachtsector planfuturerefurbishmentprogrammes”.

“Thereisalsoincreasingemphasison innovationandenhancingtheonboard

experience,areaswherewecontinuetoinvest anddevelopcapability.”

Ofcourse,likemanyindustries,macroand internationalfactorscanactaschallenges alongtheway.

“Themarineindustry,likemany internationalsectors,operatesin acomplex andever-changingglobalenvironment,”he says.

“Supplychains,labouravailabilityand broadereconomicpressurescanallinfluence projectdeliveryandscheduling.Thecruise industryhashowever,demonstratedstrong resiliencein recentyears,anddemandfor high-quality refurbishmentwork remains robust.

“ForMJMMarine,thepriorityiscontinuing tomanagetheseexternalpressurescarefully, whilemaintainingthestandardsofdelivery andpartnershipthatourclientsexpect.

SpeakinginitslatestfilledaccountsforMJM MarineLtd,thefirmsaidthestrongincrease insalesandprofitsweredownto“aunique setofschedulingcircumstances”whichsaw theirprofitsbeforetaxmorethandoubleto over£21m.

Asidefromitsrangeofworkonmarine vessels,includingcruiseships,itcarriesout land-basedfit-outwork,includingthefit-out oflistedbuildingPearlAssuranceHousein Belfast’sDonegallSquare. ■

GaryAnnett

NiallMallaghan

Mallaghan 3

Inthespaceof40years,Mallaghan hasexpandedandgrowninto aCo Tyronebusinesswith aworkforceof morethan500,workingatthevanguard ofairportgroundsupportequipment andalongsidesomeoftheworld’s biggestairlines.

Ithasdeveloped acomprehensive range ofspecialistinnovativeproductsusedby airportsandairlinesacrosstheglobe.

With apresenceinover100countries, Mallaghanopened anewmanufacturing facilityinDungannonin2025, complementingitsexistingheadoffice,also inDungannon,anditsmanufacturingfactory inGeorgiaintheUS.

Mallaghan(Holdings)Ltdcomesinatthe numberthreespotinthis year’s Next200 list –withturnoverof£121.6m,andpre-tax profitsof£12.8m.

Foundedin1986,Mallaghanemploys morethan500people.

“Overthepastnumberof years,we havecontinuedtoseestrongdemandfor ourequipmentfromairports,airlinesand groundhandlersaroundtheworld,”Ronan Mallaghan,chiefexecutive,Mallaghan,says.

“Thatdemandhastranslatedintosteady growthforthebusiness,withincreased productionvolumesandanexpanding internationalcustomerbase.

“Aswescalethecompanyglobally,our rootsremainfirmlyinNorthernIreland, whereourteamsinDungannonplay a

central roleindesigning,engineeringand manufacturingtheequipmentthatsupports our customersworldwide.”

Mallaghanproductsarecurrentlysoldin morethan100countriesacrosstheworld withaviationclientssuchasDeltaAirLines, Gategourmet,SouthwestAirlines,Qatar Airways, Servair,LSGandDnata.

“Wedevelopspecialistgroundsupport equipmentthathelpsairportsandairlines operatemore efficientlyandsafelyonthe ramp,workingcloselywithcustomersto understandtheoperationalchallengesthey faceandproducingequipmentthatsupports fasteraircraftturnaroundandimproved reliability,”Ronansays.

“With afocusonsustainabilityandgreener groundhandingsolutions,weoffer aportfolio of fully-electricequipment,includingthe MallaghanSkyBeltandNorthAmerica’sfirst fully-electric, refrigerated,wide-bodycapable cateringtruck.”

NiallMallaghan,directoratMallaghan, says:“Whileaviationisaglobalindustry,the expertisebehindmuchofthatinnovation sitshere inNorthernIreland,whereour peoplebringdecadesofengineeringand manufacturingexperiencetothedevelopment ofourproducts

“Lookingahead,ourpriorityistocontinue expandingourpresenceinkeyinternational marketswhileinvestinginproductinnovation andsustainablesolutionsfortheaviation sector.

“Electrificationandlower-emissionground supportequipmentwillplayanincreasingly important roleasairportslookto reducetheir environmentalimpact.

“Likemanymanufacturersoperating globally,weare navigatingchallengessuchas supplychainpressuresandwidereconomic uncertainty,butweareconfidentinthe strengthoftheaviationmarketandthe capabilityofourteaminNorthernIrelandto continuedrivingthebusinessforward.”

Earlierthisyear,Mallaghan,launched amajor recruitmentcampaigntoattract highly-skilledseniorsoftware,electrical,and mechanicalengineers.

“Fromfully-electricGSE(groundsupport equipment)vehiclestoautonomousvehicles drivenbyadvancedsensors,machinelearning andembeddedcontrolsoftware,thisis a pivotalmomentforMallaghan. We areentering anewchapterofinnovationcentredonelectric andfuture-readyengineeringsolutions.

“Toseethroughthisvision,weareseeking experiencedseniorengineerswhowanttobe partofsomethinggenuinelyexciting.

“Thesepositionswillhelpuspushthe boundariesofwhatispossible,playing avital rolein reimagininghowtoday’sairportsoperate andshapingthenextgenerationofproducts.

“Wewanttoattracttheverybestpeople, regardlessofwhere they’rebased,andwe’re committedtoofferingnewwaysofworking thatmakejoiningourteammoreaccessible thanever.” ■

HannonGroup 9

LogisticsgiantHannonGroupwas afirmwhichgotwellaheadofthe curveinthewakeofthevotefor Brexit.

Itinvestedsignificantlytoprepareformajor changesaroundtwoandhalfyearsbeforethe endoftheBrexittransitionperiod.

Inthehandfulofyearssince,it’sabusiness whichiscontinuingtogrowandexpand.

Thatincludesinvestingsome£40min newfacilitiesatNuttsCornerhere,andin BalbrigganinnorthDublin.

HannonHoldingsLtdcomesinatthe numberninespotinthisyear’sNext200,with turnoverof£107.2m.

AccordingtochiefAodhHannon,theNutts Cornerdevelopmentcouldcreatesome250 jobsalone.

“Transportandlogistics remainsbyfar thelargestpartofthegroup,butwe’ve alsodeveloped anumberofcomplementary businessesincludingHannonPharmaLink, HannonSteel,HannonFleetSales,andHannon Coach,”hesays.

Hannon Transportspecialisesinfreshgoods transport,inparticular,freshflowers.

Theoverallcompanynowemploysaround 900staff,withsome400trucksonthe road.

“AtitscoreourbusinessistemperaturecontrolledlogisticsbetweenIrelandand mainlandEurope,”Aodhsays.

“Abigpartofhowwedothatisthrough ourgroupageor LTL(less-than-truckload) network,whereweconsolidatemultiple consignmentsintosharedtrailersmoving acrossEurope.

“Thatmodel reallyunderpinssupplychain responsivenessformanyofourcustomers, becauseitallowsthemtomovesmaller volumesmorefrequentlyratherthanwaiting untilhave afulltruckload.

“Themajorityofthattrafficmovesvia theUKlandbridge,which remainsthemost efficient routebetweenIrelandandmainland Europe.Thatmeansworkingverycloselywith ferryoperators,andovermanyyearswe’ve builtverystrong relationshipswiththemain companiesoperatingthose routes.

“Intermsofthegoodswemove, alot ofouroutboundtrafficfromIrelandinto mainlandEuropeismeatanddairyproducts forIrishexporterssupplyingcontinental markets.

“Onthe retur nlegwebringlargevolumes offreshfruitandvegetablesintoIrelandfor retailers,wholesalersandfoodbusinesses.”

Thefirm’shaulagebusinessisalsofocused ontheNetherlandstoIrelandcorridorfor fresh-cutflowersandotherhorticultural products.

“There’sagoodchancethatifanyofyour readerspickedupflowersfor Valentine’sDay orMother’sDay –orare planningtodo abit ofspring-timegardening –Hannonhashada handinbringingthoseflowersandplantsinto Ireland,”hesays.

Lookingahead,Aodhsays asignificant partofitsgrowthjourneyandexpansionis HannonPharmaLink,focusingonpharmaand healthcarelogistics.

“Whilestillpartofthewiderlogisticsgroup, itoperatesas astandalonebusinessproviding

specialisttransportandlogisticsservices formedicines,medicaldevicesandother healthcareproducts.

“Ouraimisto replicatethegroupageor LTL modelwe’vedevelopedinfoodlogisticswithin thepharmaceuticalandlifesciencessector.

“Tosupportthatwe’reinvestingmore than£40minnewinfrastructure,including facilitiesinNuttsCornerinNorther nIreland andBalbrigganinnorthDublin.TheNutts Cornerprojectalone representsaninvestment ofaround£22m.

“Alongsidethat,we’ve recentlybeguna phasedmoveofHannonSteelintoitsnew purpose-builtpremisesattheformerRAFsite atNuttsCorner.HannonSteelsuppliesmild steelproductstocustomersacrossNorthern Irelandwho relyonquickaccesstomaterials fortheirprojectsandoperations.”

Aswithothersectors,Aodhsayscontinued volatilityinglobaltradeandsupplychains remainoneofthebiggestchallengesahead.

“Thelastnumberofyearshaveshown thatdisruptioncancomefrommanydifferent directions,”hesays.

“Forlogisticsbusinesseslikeoursthat meanspreparingforuncertaintyratherthan assumingstability.That requiresmulti-layered contingencyplanningacrossthenetwork, alternative routingoptionsandtheability to remainflexibleandadaptquicklywhen circumstanceschange.

“Thatabilitytoadapthasbeen abigpart ofoursuccess,butmaintainingthatlevelof flexibilityand readinesswillcontinuetobeone ofthekeychallengesforus.” ■

BelfastHarbourandCork Port signlandmark deal

BelfastHarbourandCorkPorthave signedanagreementtocooperate onaimsincludingdelivering offshorewindenergyandboostingcruise tourism.

The10-yearmemorandumof understanding(MoU)meansthetwolargest cruiseportsontheislandwillcollaborate onlarge-scaleinfrastructureprojects,green innovationanddigitaltransformation.

Theagreement,signedbyBelfastHarbour CommissionersandthePortofCork Company, isalsodesignedtostrengthen theports’ rolesasenablersofthe regional economyoneithersideoftheborder.

Undertheiragreement,theywillwork togethertocatertotheoff-shorewindsector supplychain,developportinfrastructure and positionthetwolocationsascriticalhubsfor IrishSeawindfarmprojects.

Theportswillalsocollaborateonjointly marketingandimprovingcruisefacilitiesin ordertodrive regionalspend,buildingon theirexistingcollaborationthroughCruise Ireland.

Andthey’llworktogethertoidentifyand securejointfundingforcapitalprojects,such ascleanshorepowersolutionsanddigitalhub developments.Theagreementalsoaimsto supportemploymentandtrainingforyounger adultsindeprivedareas.

Thepartnershiphasbeenwelcomedby theMinisters responsibleforportsinboth jurisdictions.

LizKimmins,Norther nIrelandInfrastructure Minister,said:“Thispartnershipbetween BelfastandCorkis asignificantstepforward inoureffortstobuild amoreresilientand sustainableeconomy.

“Byworkingtogether,ourportscanbetter navigateglobalchallengesandseizethe

immenseopportunitiespresentedbythegreen energytransition.

“I’mpleasedthatthiscollaborationwill notonlydrivetradebutwilldeliverpositive impactforourpeopleandwidersocietyacross theislandbyproviding avitalboosttolocal communitiesthroughskillsdevelopmentand jobcreation.”

DarraghO’BrienTD,Ireland’sMinisterfor Transport,said:“Internationalconnectivity isthelifebloodofourislandeconomy.This MoUalignsperfectlywithournationalgoal ofachievingnet-zerothroughtherapid deploymentofoffshorewind.

“Bypooling resourcesandexpertise,the PortofCorkandBelfastHarbourareensuring thatwe remaincompetitiveontheworldstage whiledeliveringmeaningfulenvironmental andeconomicbenefitsforcitizensnorthand south.”

DrTheresaDonaldson,chairofBelfast

HarbourCommissioners,said:“BelfastHarbour haslongbeen acatalystfor regionalprosperity. ThisagreementwiththePortofCorkallowsus toscaleourambitions,particularlyinthecruise andoffshorewindsectors.

“Weare committedtousingourcollective expertisetoensureourportsareworldleading,innovativeandsustainablehubsthat serveasaneconomicfoundationforfuture generations.”

Michael Walsh,chairpersonofthePortof CorkCompany,said:“Asanislandnation, ourportsarecentraltooureconomicfuture, andthiscollaborationisaboutmorethanjust infrastructure.

“It’saboutinnovationandshared resilience, andensuringthisislandisinthebestposition tosupportandfacilitategrowingsectorslike cruiseandoffshorerenewableenergy.

“ThisMoUisaboutcreating amore connectedandprosperousislandforall.” ■

JoeO’Neill,chiefofBelfastHarbour,DrTheresaDonaldson,chairofBelfastHarbour,Michael Walsh,chairpersonof thePortofCorkCompany,andAnnDoherty,chiefatthePortofCork

MargaretCanning

BUSI NE SS START-UP

Building beyond Belfast

WiththeBelfast-centricnatureofbusiness,andstart-upsinparticular, Pavel Barter looksatwhetherit’sastruggleforcompaniestogetgoingelsewherein NorthernIreland,andthefirmswhicharemakingmajorstridesoutsidethecity

WhenShelleyCowanbegan developing TravelEase,a platformdesignedtohelp peoplewithdisabilitiesfindaccessible accommodation,shehad30yearsoflived experiencetodrawfrom.

Theentrepreneurspent12ofthoseyears confinedtobedandanother10yearsasa wheelchairuser.“Duringthattime Irealised thatinaccessibilitywas amajorbarriertothe hospitalityindustry,”shesays.Increating Travel Ease,shediscoveredanotherbarrier.Coming from aruralpartofthenorth, Tamlaght outsideEnniskillen,Shelleydiscovered,wasa barriertobusiness.

“There’smoreinnovationinthecity,”she says.“I’mnotsayingthere’snotinnovation here.Thereisplentyofsupportbutthereis moremomentuminBelfast:morehubs,more courses. Travellingtothosecoursesis afullday eventforme,whereasforpeoplelivinginthe cityit’sjust acoupleofhours.”

TheBelfast-centricnatureofeverythingin theNIstartupecosystemhaslongbeenan issue,contendsMaryMcKenna, atechnology entrepreneurandangelinvestor.“There’sa perceptioninNorther nIrelandthateverything importanthappensinBelfast.Itisunusual whentheyhavesomethingmeaningfuloutside ofBelfast.Soitadds alotoftimeontoyour

workingweekifyouhavetokeepgoingto Belfastallthetime.”

In2006,Maryco-foundedonlinelearning companyLearningPoolbuttheDerry-based entrepreneurstruggledtoaccessgrants.“A lotofthepeoplethatworkintheBelfast ecosystemthatsupportstartupsdogreatwork buttheytendtobepeoplethatwenttoschool togetherandallknoweachother.Thenorth westislike aforeigncountrytothem.It’sa farawayplacethattheyrarelygoto.”

ForMary,thisproblem requiredactionand todaysheisanambassadorofsortsforthe northwest.“AnywhereIgointheworld, Itell peoplewhat awonderfulplaceitisandwhy

The Workhouse businessenterprise facilityandheritage hubinEnniskillen

theyshouldmovetoLetterkennyorDerry.”

Shebased AwakenHub, asocialenterprise forwomeninbusiness,inDerry.MaryBlake ofSeeMe, aDerry-basedtechstart-upthat letsuserspreservetheirmemoriesonanAI platform,isamongthosetobenefitfromthe enterprise:“We’vealwayshad amatriarchal societyhereinDerryandwe’reseeing astrong growthoffemalefounders.”

Thenorthweststart-upecosystemis evolvingandincludesvibrantco-working spacesandincubatorsliketheAmp,Enterprise NWandCatalyst.AnnaDoherty,Derry Chamberchiefexecutive,citeshubssuchas CADRIC(CognitiveAnalytics &DigitalRobotics

InnovationCentre)that“willmakeiteasierto prototype,testandlaunchinnovativeproducts andservicesandhelptoattractR&D-intensive businessesandtalenttothe region.”In2025, over600peopleattendedthe TechTidestech conferenceatDerry’sMillenniumForum.

Furthersouth,Enniskillenhasbecome startupfriendlywiththeopeningofthe Workhouse, abusinessenterprisefacilitywhere theoccupantsincludecreativeindustrycluster FutureScreensNI.“Wehavedeskspaces,office spacesandmeeting roomsbutwealsotry andputonevents,networkingsessionsand activitiesthatwillattractwideruse,”saysKate McGrath,businessmanageratthe Workhouse.

“We’retryingtocreate aspaceforpeoplein earlystagesofbusinessorat agrowthstage, givingthemsignpoststoseewhat’savailable inthewiderecosystemthattheycanavail of.”

Innovativesupporthubslikethe Workhousearecomplimentedbywider NIandRoIacceleratorsandgrantsupport partners.GoSucceed,aninitiativerun throughcouncilsforlocally-focused businessesprovidesadvice,mentoring andgrants,forstartupsandestablished businesses.“GoSucceedhas reallymade adifference,”saysMaryMcKenna.“It’s successfulinbringinginmorepeoplefrom>

ShelleyCowan

BU

the regions.”Export-focusedstart-upscanavail ofsupportfromInvestNI,suchastheAmbition toGrowprogramme.

InvestNI’ssuiteofAccesstoFinancefunds –deliveredby Techstart Ventures,Clarendon, WhiterockandtheNISmallBusinessLoan Fund –providesfinanceforearly-stagestartups.ShelleyCowan receivedfundingfor her TravelEaseplatformfromInnovateWest, apartnershipwith Techstart Venturesthat supportsearly-stagetechnologycompanies intheregion.“Theyprovidedmewitha grantandhelpedmesetupfordevelopment, gettingmeontothefirstrungoftheladder,” saysShelley.

DrFrancesDuffy,founderofthestartup 6DDementia(adigitalplatformthathelps healthandsocialcarestaffcaterfordementia patients),isbasedinPortrushbutshesaysNI is asupportiveplacetogrow.“Whilemany oftheprogrammesandeventsareBelfastbased,beinglocatedelsewherehasn’tbeen

abarrier.Inpractice,building adigitalhealth companymeansengagingacrossthewhole UKecosystem,workingwithNHStrusts, innovationnetworksand researchpartnersto buildtheevidenceandpartnershipsneededfor adoption.”

MaryBlakeofSeeMehasalsoflourished withinthiswiderecosystem, receiving supportfromInvestNI,theRoyalAcademy ofEngineering, AwakenHuband TechStart, amongstothers.Andyetshestillfindsherself behindthewheelofhercarmoresothan herBelfast-basedequivalents.“Thereare stillbarriersinthatthereisalotoftravel. UsuallywhenwegotoBelfastfor abreakfast meeting,we’rethereforeight.Ifeverybodyis coming[theoppositedirectiontoDerry]over themountain,wedon’tstarttill10o’clockto makeallowances. Alotoffundingprograms andacceleratorsarerunoutofBelfastand Dublinand Isupposewemissout alittlebit. But Iamdefinitelyseeing aseachangehere.”

FoundersoutsideBelfast recognisethe advantagesofworkinginthe regions: abetter lifestyledecisionforsomeandinthecaseof locationslikeFermanaghaccesstocross-border trade.ShellyCowanisstillindevelopment with TravelEase.“It’sgettingthere,”shesays. “There’salotofmomentumgloballyforus. Thedemandisoutthere.Butwheredoyou findthehelpatthestart?I’vebeentoallour localenterprisesandbecauseI’mquiteunique ordifferent,theyweren’tsuretowhereto positionme.Soittook agoodyearand ahalf tryingtofindthingsoutformyselftoknowthe bestwaytostart.”

Agreaterpresenceofinvestorsandbusiness developmentagenciesaroundtheNI regions isvital,insistsMaryMcKenna.“InvestNIhas madepublicstatementsinthelastcouple ofyearsabouthowtheywanttobemore regionallyfocused. Ithinkiftherewas amore significantInvestNIpresenceinthe regions,it wouldmake amassivedifference.” ■

MaryMcKenna

NIhotel groupseespre-tax profitsjump 50%

to £11.3m

OneofNorthernIreland’sbiggest hotelcompanies sawpre-tax profitsjump50% toover£11m.

HastingsHotelGroupLimited reportedprofits before taxrisingfasterthanturnover, assome costsdecreasedovertheyeartoOctober31, 2025.

Inbusinessformorethan50years,the group ownssixhotelsinNorthern Ireland,including theEuropaandGrandCentralin Belfast,the CullodenEstateandSpainHolywood,andthe EvergladesinDerry.

FoundedbythelateSir WilliamHastings, membersofhisfamilystillserveonthe board, includingchairmanHoward Hastings

Thebusiness’sprimaryactivitywasdescribed inthedirectors’reportthatprecedesthe accountsas“thatofhotelandcateringindustry servicesinNorthernIreland”.

Turnoverincreasedby4%betweenthe2024 and2025financialyears,goingfrom£53.6m to£55.8m

Whilecostofsalesincreasedby£300,000 to£6.3m,administrativeexpensesdeclinedby over£1mto£38m

Interest receivablebythegroupincreasedby nearly50%to£1.35mfrom£922,000,while interestpayabledropped20%from£1.9mto £1.5m.

Takentogether,theincreasestoturnoverand interest receivable,inconjunctionwiththedrop incosts,meantthatpre-taxprofitsjumpedby 50%from£7.5mto£11.3m.

Thestrategic reportsaid:“Thedirectors considerthattheoutturnfortheyearandthe year-endpositiontobesatisfactory.”

Moneyowedbydebtorsdroppedfrom£3.8m to£3.1m,whiletherewas anotableriseincash atbankfrom£221,000to£2m.Moneyowed tocreditorsduewithinoneyearfell,going down26%from£17.3mto£12.9m.

Employeenumbersandcosts rose,asit employedanaverageof916staffpermonth in2025,upfrom892in2024,withcosts increasingby9%from£17.4mto£18.9m

Thestrategic reportnotesthatthegroup enjoys ahighlevelofstaffretention,and mentionsinitiativessuchasdevelopment opportunitiesandthechairmanpersonally attending“groupwelcomemeetingsfornew employees.”

Expectingtocontinueoperatingin a

“competitive”externalbusinessenvironmentin 2026,thestrategic reporthighlights anumber ofrisks,includingliquidity,foreignexchange andcreditrisk.

Inthepastyear,HastingsGrouphasinvested initsportfolio,including a£100,000upgrade tothefive-starcocktailbarintheGrandCentral Hotel.

Sittingonthe23rdfloorofthebuilding,the Observatorybargot arenovatedinterioralong with anewmenu.

AlsoopenedattheGrandCentrallastyear wastheCavern: aprivatediningexperience thatishiddenbehind apieceofslidingartwork.

Costing£150,000,thenewdiningexperience serves aseven-coursemenuwhichincludes “Kingsburywagyubeef,CarlingfordOysters, turbotcaviarandBallycastlelobsters.” ■

GrandCentralHotel onBedfordStreet

JamesMcNaney

NewSainsbury’s store‘direct threat to health’ of FoylesideShoppingCentre

Londonderry’sleadingshopping centresays aplannedSainsbury’s storeforthecityis a“directthreatto itshealthandfunction”, itcanbe revealed.

SupermarketgiantSainsbury’swantsto buildanewstoreatCrescentLinkinthe Watersideareaofthecity –takingon aformer Homebase.

Itsaysitcouldcreateupto200jobsandadd some£4.6m ayeartothelocaleconomy

ButnowFoylesideShoppingCentreis objectingtothedevelopment.

Alettertoplannerssaysthat itbelievesthe proposedsupermarketis a“directthreattothe healthandfunctionoftheshoppingcentre”.

“Thisin turn is athreattotheoverallhealth andfunctionofthecity centre,”itsays

TheobjectionhasbeensubmittedbyClyde ShanksonbehalfofFoylesideAcquisitionsLtd, whichownsFoylesideShoppingCentre.

Alettersaysitfirstraiseditsopposition attheendoflastyear.Itsaiditbelievesthe applicationis“contraryto…developmentplan policiesandguidance”.

ThatincludestheLocalDevelopmentPlan Strategy –TownCentreFirst.

Itclaimstheapplicationfailsto“robustly demonstrate aretailneedcontraryto”areasof thelocaldevelopmentplan.

“Theapplicanthasfailedtoadequately demonstratetheproposeddevelopmentwill onlyhave alimitedsolusandcumulativeimpact onthecitycentreduetothelimitationsofthe submitted retailassessmentandits relianceon howtheproposedstorewillservetheresidents oftheeasternpartofthecityandWaterside area”.

When youconsider 25% vacancyratesin townsandcitycentres, that’s wherethe focus shouldbe,ratherthan more outoftown

ItsaysFoylesidehas a“veryimportant convenience,comparison,foodandbeverage andserviceshopping roleinsupportofthe city”.

RetailNIhasalsoformallyobjectedtothe development,andsaysitgoesagainstthe ‘TownCentreFirst’approach,andcouldimpact retailersinthecitycentre–furtherimpacting vacancyratesinthearea.

Ithasalsosubmitted acall-in requestover thegreenlightfor aSainsbury’sstorein Omagh,andtheDepartmentforInfrastructure willnowmake adecisionastowhathappens next.

“OurconcernisthatDerrycitycentreis facingsignificantchallengeswithvacancy rates,”GlynRobertsofRetailNItoldthe Belfast Telegraph.

“Whenyouconsider25%vacancyratesin townsandcitycentres,that’s wherethefocus shouldbe,ratherthanmoreoutoftown.

“Itexacerbatesandcreatesmore vacancies,dislodgesjobs –itcreatesanunfair competitiveadvantageovertowncentre traders.”

TheSainsbury’sapplicationincludes the reuseoftheexistingHomebasestore, requiring achangeintheuseofplanning –frombulkygoods,to retail.

AplanninglettersupportingSainsbury’s applicationsaysitsowneconomicimpact assessmenthas“foundthattheproposed developmentwouldbelikelytoresultinnet positiveeconomicimpactsforthelocalarea ofDerryCityandStrabane”.

“ThenewSainsbury’sstorewilloffer employmentopportunitiesat arangeof levels,includin gmanagementandshop-floor positions,”itsays.

In alettertoplannersonbehalfof FoylesideAcquisitionsLtd,itsaysit“formally objectstotheproposalforthechange ofuse”oftheformerHomebaseunitat CrescentLink. ■

FoylesideShoppingCentreinDerry

JohnMulgrew

GlynRoberts

From Tyroneto Dragons’Den

OatcoSuperfuelfounder LauraMurphy tells JamesMcNaney abouthowalockdownideaturnedintoa successfulbusiness andcaughttheeyeofDragonStevenBartlett

LauraMurphy,thefounderandchief ofOatcoSuperfuel,willbefamiliar tomany readers.

Recently,hersuccessfulappearanceon Dragons’DenairedonBBCOne,asshe pitchedherrangeofoat-basedsnackstothe panel.

The29-year-oldCo Tyronewomanwas abig hitwiththeDragons, receivingthreeoffersof investment.

Laura’srecenttur nonTVisasignof howquicklyherbusinessstarhasrisenafter foundingOatcoSuperfuelin2024.

NowbasedinOmagh,Lauragrewupin Cookstown,goingtoHoly TrinityPrimary SchoolinthetownbeforeattendingSt Patrick’sAcademyinDungannon.

Shesaysaninterestinbusinesshasbeen oneofthe“standoutthingsthroughoutmy wholecareer”.

“Tobehonest,I’vealwayshad areallybig interestinbusiness.Bothofmyparents,on separatesides,areentrepreneursthemselves, and Ithinkithasbeenbredintomeinthat respect.

“I’vealwayshadthatwanttodosomething differentthanthenorm.

“Mydadorganisesevents:hehasan exhibitionandeventscompanyorganising Ireland’slargestmachineryevents.They’re calledSpringFarmmachineryshows.They’re anannualevent,andthat’sbeengoingfor over20years.

“Mymumactuallyowns asuitshopin Dungannon, Tuxand Tails,andit’sallaround occasionwearandthingslikethat.”

Withsuchanentrepreneurialfamily,Laura wasworkinginbusinessesfromanearlyage: “Mydadusedtohave acateringcompanyas well.

“From Iwasabout12, Iwasactuallyonsite atmusicfestivalsandthingslikethat,working inthechiptrailers,burgertrailers.Notvery glamorous,butitwasactually alotoffun atthetime,because Igottoseebehindthe scenesofthewholemusicsceneandthings likethat.”

Afterfinishingatschool,Laurawent straightintoworkwiththefamilybusinesses, workinginmarketingandbrandingforher father’seventscompany.

Herfirstexperienceoffoodbusinesses camesoonafter.“We wentontoactually open abarand arestaurant,twoseparate premises,whichwereverymuchmyprojects beforeCovid.

“Eventhe restaurant, Iverymuchdid everythinginthat,fromconcept,branding, interiors,menus –thewholeworks.

“ThatwasrightupuntilCovid,whichwas

LauraMurphyof OatcoSuperfuel

StevenBartlettisanew investorinLaura’sfirm

probablythepivotaltimeformeinmyown career.

“Istartedgettingcreativeathomeand making readymeals,likefakeaways,andalso overnightoatsandenergyballs.”

Thefoodwassopopularshebegantostock themin asmallVivostoreinTattyreagh,just outsideofOmagh.

This realisationledtoherfirstfoodcompany, namedSliced,whichmade readymeals.Even duringthisperiod,theoatenergyballswere “thehero productthatalwaysstoodout”.

Recognisingthis,in2024Lauradecided togo“all-in”ontheoatballsandfounded OatCoSuperfuel.Shebecame amemberof theUlsterBankAcceleratorprogramme.

“Forus,seeingthe retailstores,beinga consumer,thatwasthebiggestgap.People couldpicksomethingwhentheywereout, whentheywereintheschoolrun,whenthey

had alongdayintheoffice.”

Providingeasyenergyhasbecomea personalnecessityforLauraherselfsoonafter foundingthenewbusiness.

“IstartedOatCoinMay2024,andmy youngestwasbor ninJuly,”shesaid.

“Ithink Iunderestimatedhowbusyofa timethatwouldbe!Whenyourproductaids youreveryday,that’swhatmakesyouwantto keepdoingit.”

Laurasaysshe“100%”haspeoplewith similarlifestylesinmindwithherproducts.

OatcoisnowwidelyavailableinNorthern Ireland,andissoldin Tescostoresandthe official“treatrangepartner”ofBaristaBar coffee,availableinmorethan450Sparand Eurosparstores.

Laura’sownprofilegrewsharplylastweek whenhersuccessfulappearanceonDragons’ DenairedonBBCOne.

Herinvolvementintheprogrammecame aboutwhentherewas“aphonecalltoour officelastFebruary”.

“Iwasactuallyoutat asupplierdaythatday inAldi,andtwogirlswereintheofficeand franticallycameonthephonesaying‘Dragons’ Denisonthephone! Irepeat,Dragons’Denis onthephone.’

“Atfirst Iwaslike,‘areyousure?Isthis spam,honestly,isthat real?’”

Overcomingherdisbelief,Lauraapplied fortheshowinthesamemannerother contestantsdo,andafter a“reallylengthy process”ofpitchesandinterviews,wasinvited totakepartin afilmingdayinManchester.

“I’vealwaysbeen amassivefanoftheshow. Butwhen Isay Ithink Iwatchedeveryepisode inthatweek, Ithink Iliterallydidwatchit24/7.

“I rememberjustbeforegoingin Iactually took atwitchinmycheek,whichwasa completefirst.Itwasobviouslypurenerves, andithadn’thappenedbeforeorsince.

“I remembertheliftdoorsopeningand walkingon,thelightsontheDragonsand thinking,‘OhmyGod,thisis real,they’re literallysittingthere,andnow Ihavetotalk, whatam Italkingabout?’

“Iwasactuallyverysurprisedbyhowthe Dragonswere.Onceyougotthatinitialpitch outoftheway,Ididsortoffeellike Isemirelaxedintoit.

“Thankfully Icameawaywiththreeoffers, andultimatelyacceptedoneofthose,which wasStevenBartlett.

“Itwasquitenice,becauseafterwards, Iwas abletocatchupwithSteven,andheactually signedthebookformeandwrote anice message:‘ToLaura,you’rejust astar.Thank youfortrustinginmeand Ilookforwardto workingwithyou.’” ■

TheNIstart-upstar hitting theback of thenet with MysteryShirtsales

Forfootballfans,fewthingsspark childlikeexcitementquitelike unwrapping abrand-newshirt.For RoryMcLaughlan,founderofMystery Shirtin aBox,thatfeelingbecamethe blueprintforanonlinebusinessthatnow shipssurprisekitstosupportersacrossthe globe.

“Itstartedin2022as abitoffun,”hesays. “I’vealwayslovedfootballshirtsand Iwanted tocapturethatbuzzofgetting anewonein thepost.”Whatbeganas asmallsideproject soonmorphedinto afast-growingdigital venture,poweredby aloyalcustomerbase and asmallteamhelpingwithoperationsand support.

BasedinNorther nIreland,MysteryShirtin aBoxprovesthatsuccessdoesn’trequirea storefronton abusyhighstreet.Customers spantheUK,IrelandandtheUS,withorders alsoarrivingfromEuropeandbeyond -from hardcorecollectorshuntingforrareshirtsto shopperslookingfor astandoutgift.

Builtonlinefromdayone

As adigital-firstbusiness,MysteryShirtin aBoxlivesalmostentirelyontheinternet. Everythingfromordersandstockmanagement tocustomerserviceandmarketinghappens online.“Withouttheinternet,thebusiness basicallycouldn’tfunction,”Rorysays. “Connectivityisnon-negotiableforus.”

Theboominonlineshoppinghasonly openedmoredoors.Sellingthroughdigital channelsmeansnicheproductscanconnect withinternationalaudiences,runcampaignsat speedandbuildcommunitiesaroundshared interests –advantagestraditional retailoften can’tmatch.

OpenreachFullFibrepowering agrowing brand

Asthebrandscaled,sodidthetechdemands behindthescenes.Beforeupgradingto OpenreachFullFibre,connectivitycouldbe patchyandslow,especiallyatbusytimes. Uploaddelays,bufferingvideocallsand

sluggishsystemsaddeddailyfriction.

Thedecisiontoswitchcamethreeyears ago,promptedbyrisingdemandandthe needfor amorerobustdigitalsetup.The improvementwasimmediate.“Uploadswere faster,systemsweremoreresponsive,andwe saw alotlessfrustration,”Rorysays.Stability hasalsobeen agame-changer:FullFibre reacheseverycornerofthecompany’s4,000 sqftworkspace,keepingoperationsseamless.

Reliableconnectivityhassupportedthe businessasitprocesseshighervolumesof ordersandtraffic,enablinglargermarketing pushesandquickercustomer responsetimes.

“Itdefinitelyhelpedsavetimeand reduced

thoselittledelaysthataddupover aworking day,”hesays.Justasimportantly,it’sgiven confidencetoscaleforthefuture.

PuttingNorther nIrelandonthedigital map

Running aglobale-commercebrandfrom Norther nIrelandissomethingRorytakespride in.“Itshowsyoudon’tneedtobein amajor citytobuild abrandwith aglobalaudience,” hesays.Digitalinfrastructurehasbecomea decisivetoolforsmallbusinesses,helpinglevel theplayingfieldandsupportingjobcreation andinnovationbeyondbigurbanhubs.

“Reliablebroadband removes alotofthe

day-to-daystress.It’sreassuringknowingthe connectionisn’tgoingtobethethingthatlets youdown.”

Withdemandforonlineservicescontinuing torise,the roleOpenreachNorther nIreland playsinkeepingbusinessesconnectedhas neverbeenmoreimportant–andMystery Shirtin aBoxis atextbookexampleofhow localentrepreneursareusingworld-class connectivitytothinkbigger,scalefasterand shipfarther.

InRory’sownwords:“OpenreachFullFibre hasgiventhebusiness afaster,morereliable backbonethatmakeseverythingrunmore smoothlyandsupportsfuturegrowth.”

RoryMcMcLaughlan,founder ofMysteryShirtin aBox

eConX: connectingthe entrepreneurshipecosystem- getting therightsupportatthe right time

EnterpriseNI(ENI)andtheLocal EnterpriseAgency(LEA)network stand readyastheon-the-ground forcedeliveringtherightsupport atthe righttimetolocalentrepreneursand businesses,writeschiefexecutiveMichael McQuillan

EnterpriseNI’s26memberorganisations (LEAs)manage64sitesthroughoutNorthern Ireland,providingsupportedworkspacetoover 2,700localstart-up,microandsmallbusinesses. ThroughtheLEAnetwork,weengagewith over3,500businessesweekly,placingusatthe centreoflocalsocio-economicdevelopment. Thislocalconnectivityuniquelypositionsus todelivertimely, effectiveenterprisesupport, drivingthestart-upandbusinessgrowth neededtoachieve aregionallybalanced economy

We areencouragedbyMinisterArchibald’s commitmenttolocalenterpriseandher understandingofitscritical roleinachieving theDepartmentfortheEconomy’sambitionfor aregionallybalancedand growingeconomy Werecognisethatwehave ashortwindow ofopportunitytogetenterprisesupportright –andthetimeforproactivity,focus,effective codesignandtruepartnershipisnow

Anentrepreneurcentricapproachto enterprisesupportinNorthernIrelandis essentialtoensurelimited resourcesareused effectivelyandsupporttheneedsofthose drivingeconomicgrowth

Withfuturefundinglikelytobeconstrained, efficiencyandcoordinationarecritical. Partnershipbetweencentralgovernment,local councils,EnterpriseNIandtheLEA’s iskeyto avoidduplicationanddelivercoherentaccessible support rootedinreal-worldneeds.

EnterpriseNI’snewlydevelopedeConX platform represents asignificantstepforwardin howentrepreneursaccessbusinesssupport.At itscore,eConXprovides apersonaliseddigital portal,enabling24/7self-guidedexploration

MichaelMcQuillan,chiefexecutiveofEnterpriseNI,EconomyMinisterDrCaoimheArchibald,JonathanMcAlpin,chair oftheboardofEnterpriseNIandchiefexecutiveofEastBelfastEnterprise

oftheenterpriseecosystem.Usersbenefitfrom privateAI-poweredsupportandguidance, alongsidedirectaccesstobusinessadvisers forappointmentsandmentoring.Itfacilitates managed referralssupportedbyadvisers, connectingentrepreneurstothemost relevant services.

Beyondsupportingentrepreneurs,eConX deliverssubstantialvaluetoecosystem stakeholdersandserviceproviders.Itenables organisationstoconnectwithqualified, investment-readyclients,ensuringseamless signpostingacrossthewidersupportlandscape.

Forenterprisesupportorganisations, includingLEAs,eConXoffers apowerful suiteoftoolsenhancingoperationsand clientengagement,includingintegrated communication,appointmentscheduling,and referralmanagement,andCRMfunctionality for managingcohorts,members,tenants,and programmeparticipants.Theplatformsupports programmeandservicedelivery, andevent management.

NowinitsseventhyeartheNIEnterprise Barometer(2025)continuestoprovidevaluable, up-to-dateinsightsintochallengesfacing

NorthernIreland’ssmallmicrobusinesses, whichmakeup98%ofalllocalbusinesses. TheBarometerhighlightsthesupport,advice andguidancebusinessesneedtosurviveand growandishelpinginformpolicyandshape interventions.

Withgrowinggeopoliticaluncertaintyand tighterbudgets,efficient,outcome-focused publicsupportismoreimportantthanever EnterpriseNIandtheLEAnetworkareequipped to respond,withNI-wide reach,stronglocal connectivity,anddecadesofdeliveryexperience. Overthepastyear,ENIhasalignedwiththe InvestNIBusinessStrategy, supportedthe developmentofLocalEnterprisePartnerships acrossall11councils,andengagedwiththe MinistersEntrepreneurshipActionPlanGroup. PoweredbytheeConXplatform,thenetwork canworkswiftlywithgovernmentandpartners todrivemeaningfuldevelopment,evenamid reduced resources.

We must,collectively,notmissthis opportunitytogetenterprisesupportright. ■

Formoreinformation,goto econx.enterpriseni.comorenterpriseni.com

Thepower of‘BrandNI’

Fromweavingtoshellfish:howsomeNorthern Irishbusinessesaretellinglocalstoriesona globalstage,writes PavelBarter

Asmallweavingmilltuckedintothe foothillsoftheMourneMountains inCoDownmightnotbethekind ofbusinessyouwouldexpectto receive internationalattention.

ButMourne Textiles –whichweavesscarves,

rugsandhomewareproductsontenlooms in amoder nmicro-mill –exportsacrossthe world.

“Rightnowweareworkingon acontract throughaninteriordesignerinLondonand supplyingourproductsforairportbusiness loungesinHongKong,JFKinNew York,and London,”saysMarioSierra,whorunsthe familybusiness,whichwasfoundedbyhis grandmotheras atraditionalhandweaving studioin1949.

“Wecreatedweavesfor ahotelinKyoto, Japan,andwe’recurrentlyworkingona hotelinFranceandanotherinBrooklyn,New York.Collectorsseekusouttoupholstertheir furniture.Australia,America. We’ve abig

followinginCanada.”

Norther nIrishbrandsareaglobal propositionin2026.Everybodyknows Tayto, BushmillsWhiskey,White’sOatsandPunjana Tea.Butanothercropofbusinesses,yetto becomehouseholdnames,arespreading themessageofNorther nIrelandInc.with helpfromsocialmedia.“Instagramisour windowintothemill,”Mariosays,whosells hismaterialsonlineandthrough ashopin

Warrenpoint.“Theonlinemarketallows peopletofindlocalbusinesses,whereasbefore theywouldhavebeenquitehardtofind.If you’vegotaninternetpresence,peoplewill findyou.”

Mourne Textilesisnotalone. Within afew milesradiusofthemillinCoDown,area numberofbusinesseswithinternationally respectedbrands.KillowenDistilleryisthe distillerofaward-winningdrinkslikethe

PeatedRumandRaisinseriesandPangurIrish Poitín,distributingacrosstheUSandCanada, withstrongfootholdsinFinland,Denmark, Belgium,GermanyandItaly.

Alsonearby,onthecoastofCarlingford Lough,youcan findKillowenShellfishwhose oystersareconsideredamongstthefinestin theworld.DarrenCunningham,whostarted thebusinesswithhisfatherandcousin20 yearsago,exportshisoysterstoGillardeau, arenowedFrenchdistributoroftheseafood. “Gillardeaumeansquality,”saysDarren.“They buythebestoystersinIreland.Theirbiggest marketsattheminuteareSpainandItaly. BeforethatitwasChina.”KillowenShellfish oysters,headds,arealsoforsaleinParis,Spain andNorway.

The regionhas aseconddistiller.Mourne Dewispopular(forproductslikeKilbroney PremiumIrishGinandRostrevorRubyGin, and alargeportfolioofliqueurs)inGermany, France,Sweden,Italy.“Ourwhiskeysare intheUS,”saysDonalFarrell,founderof thebusiness.“We’recurrentlyorganising distributioninCanada.I’mgoingtoIndiain Aprilandhopefullymeeting afewmorebuyers there.”

Textiledesign,alcoholdistilling,oysters: threeverydifferentbusinesses.Butifthere’s somethingallthreehaveincommon,it’sa hand-craftedcarewovenintotheirnatural environment.“Thenameofourlocationin theMournesisthenameofthecompany,” saysMario.“Wedrawinspirationfromthe landscapeinourdesigns. We’rereallyproud ofourheritagehereasabusiness.Whenyou seeyourproductsgoingoutthedoorand travellingacrosstheworldandpeoplesending backmessagessayinghowmuchtheylove them,it’sanicefeelingthey’remadeherein thisbeautifullandscapeintheMournes.”

BrendandescribeshisNorther nIrishorigin storyasanessentialfactorforhisoverseas trade.“Thelocationperfectlysymbolisesour brands.Itbringsineverything:theplace,the people,thelandandthesea.”Butit’smore thanjust aprettybackdrop.“Theclimateand localmicrobiology,yeastandbacteriainthe atmosphere,helpwithourfermentations.”>

BR

TheKillowenDistillerysellsacrossthe USandCanadaaswellasinEurope

BR AN DI NG &M AR KE TI NG

KillowenDistillery’sturf-smokedanddoubledistilledspiritsuselocallysourcedingredients. “Theoatscomefromthelocalthreshing festivaleveryyear.Theoatsandbarleyare grownontheothersideofCarlingfordLough aroundthenorthDundalkarea.”

Localwateris asecretinthesuccessof MourneDew.“Waterissuch avariable productindifferentpartsoftheworld,” explainsDonal.“What’scomingoutofthe Mournesis reallyhighquality.The rocksinthe Mournesdon’tcontainlimestoneanditaffects theflavourofthewater.Thesoutheastof England,forexample,havechalky,ultra-hard water,whereasoursisultra-soft.Softwater isperfectforwhatweneedforproductslike ours.”

Saltwaterisessentialforthequalityof theoystersfromKillowenShellfish.“The environment,themountains,therain,put flavourintoeverything,”saysDarrenwho gradeshisoysterswithhisteambyhand. Theydonotusemachinery,which“ismore

intensivebutproduces abetterproduct”.The oysterstakearound18monthstogrow,from seedtoharvest,and requirealotofmanhours andintensivelabourinofteninhospitable conditions.

KillowenShellfishisindicativeofthehandcraftedcarethat alotofIrishbrandsare knownfor.Mourne Textilesarecontinuinga localcraftsmanshipthatwasonitswayout. “While alotofmillsarebeingcloseddown, wewantedtostart amilltoweaveourdesigns sowecouldsupplytoaninternationalcontract market,”saysMario.KillowenDistilleryhas thesameperspective:“Theattentiontodetail anddedicationthatweputintoourproduct andthededicationisverysimilartothe craftsmanshipthatgoesintoMario’swork.” Norther nIrelandbrandshave adistinctive storytotell.BeinggroundedintheMournes givestheseparticularbusinesses auniquepoint ofidentificationoverseas.Theirexperienceis replicatedon alargerscalethroughbusinesses likeFoyleFoodGroup,whoinMarch2026

sent ashipmentofbeeftotheUnitedStates worthover£190,000aspartof aUK-USdeal, whichgrantsbothcountries a13,000-tonne reciprocalquota.

AspokespersonfortheDepartmentfor Businessand Tradetold UlsterBusiness:“From premiumspiritstogroceryproducts,Northern Ireland’sworldclassfoodanddrinksector continuestomakeitsmarkglobally.Weare backingbusinessestogrowinternationally, andwehavealreadyslashedtariffsoniconic productslikewhiskeythroughourdealwith India,openingmajornewopportunitiesfor exportersinoneoftheworld’sfastest-growing markets.”

Mourne Textiles,KillowenDistillery,Killowen Shellfish,andMourneDewseeforthemselves thewarm receptionon aglobalstagetoNI brands.“Ourbackgroundgivesourbusiness anidentityand apresencethat’smorethan somethingmassproduced,”saysMario.“It rootstheproducthereandgivestheproduct meaning. We’reliterallymadehere.” ■

Mourne Textilesiscontinuing alocalcraftsmanshipthat wasonitswayout

AGRI BUSI NE SS

Thefatoftheland

OnceusedinancientGreeceandRomeforskincare, agroupofentrepreneursarerevivingtheprocessby addingthenormallydiscardedsuettosoap,andbody andfacecreamsasthedemandformorenaturalbeauty productsincreases,writes TamaraFitzpatrick

It’sthreeyearssinceMihaelandRenata Sankomadetheirfirstjarofskincare balmfrombeeffatintheirDublin kitchen.

Ayearlater,MihaellefthisjobinFacebook tofocusonthecouple’sgrowingbusiness AncestralCosmetics,whichhasgrownto making360,000jars ayear.

Tallow,thecleanedandboiledsuetfrom aroundthekidneysofcattle,wasusedin ancientGreeceandRome5,000yearsago as askincareproducttoprotecttheskinand itwasalsousedforcooking,accordingto Mihael.

“Itwastraditionallyusedasthemain ingredientinsoapuntilthe1900swhen

vegetableoil replaceditasitwascheaper,”he says.

OriginallyfromCroatia,Mihaelwaslooking formorenaturalskinproductswhenhecame acrosstallow.However,hecouldn’tfind anyonemakingtallowproductsinIreland,so hedecidedtomakethemhimself.

Aftersearchingonlineforlocalbeeffarmers, hewaseventuallyputintouchwith abutcher whowasabletosupplyhimwithsuet.

“Hewashappytosupplymewiththesuet fromthefarmer’sanimalsbecausehehadjust beendisposingofitanyway.”

TheSankosstartedbymaking afewpotsof tallowbalmforthemselvesandtheirfriends andfamily,andaftergettinggoodfeedback,

theymademore tosell.

“Westartedbymaking20potsoftallow balminourlittlekitchenandwesetup abasic websitetosellit,”Mihaelsays.“Ihadbeen quiteactiveon Twitter,sharingmyjourneyto livinghealthierandfindinggood,naturalfood, clothingandpersonalcareitems,so Ishared ourtallowjourneyontheretoo.

“Itgathered agreat reactionandinterest frompeople,particularlypeoplefromother countriesliketheUSandCanada.”

Sixmonthsaftertheirfirstsale,Mihaeland Renataopened awarehouseintheUSto distributetheirproduct.

“Itwascosting€17tosendeveryorderat thetime–itwasthecostoftheproduct,soit

didn’taddup.

“Weknewthatopening awarehousewould allowustoshipproductinbulktotheUS anditcouldbedistributedfromthere,cutting downthecostmassively.”

Asthedemandfortheirproductscontinued togrow,thecouplefoundtheirhomewas beingtakenoverbytheirbusiness,sothey decidedto relocatetoEnniscorthy,wherethey nowworkfrom abusinessunit.

“Ourhomehadturnedinto ameltingplace fortallow.Myselfandmywifewereworking aroundtheclockandourfourkidswere helpingus.

“Thesmellofbeeffatwaseverywhere,all day.Wewouldmeltthetallowalldayandthen maketheproductintheevening.

“Ourkitchentablewastakenoverandwe endeduphavingtoget asmallcampingtable toeatoff.

“Ourmasterbedroomturnedinto agiant storage roomandwemovedinto asmaller

room.Asmoreorderscameinandmorespace wastakenup,weendeduphavingtousethe bedroomwewereinasapackingarea,sowe werepackinginourbedroom.”

To meltthesuetintotallowandgetittothe rightconsistencyforusingintheircreamsand balms,MihaelandRenatastartbycleaningit. Thisinvolveshand-pickingoutanyimpurities. Theythenboilthelargechunkofbeeffatfor uptofourdays.

“Suet,whichisthecleanestfatinthecow, fromaroundthekidneys,iswhatweuse,”he says.“Ifyouuseothertypesoffat,theproduct willhave averybeefysmell,asitwillhave alot ofimpurities.

“Whenwehaveitdowntotheconsistency thatwewant,wecombineitwithsomeother naturalingredientslikeoliveoilandhoney.At first,weplayedaroundwiththetextureand recipetogetitinto abalm.”

Today,theSankosusearound17tonsof tallow,sourcedfromlocalbutchers,and>

Co-foundersofAncestralCosmetics

RenataandMihaelSanko

AGRI BU SI NE SS

makeinexcessof360,000jarsandbottlesof skincareanddeodorant.

“TheUSisleadingthetrend,butour productsarereallywellacceptedinIrelandtoo –especiallyinthelastsix-12months.

“Thebestsellerisourtallowandhoneybalm –wegetrawhoneyandbeeswaxfrom alocal beekeeper.Wehave adifferentselectionof faceandbodycreams.

“Wecan’tpromoteourproductasbeing beneficialforanyskinconditionsorproblems, buteachoftheingredientshasbeenusedfor yearsformanagingthingslikedryskin,eczema and redness.

“Wehavegotsomegreatfeedbackfrom ourcustomers –theyallsayithasimproved theirskin,andweknowfromusingitthatit hasimprovedours.Butwearenotallowedto marketitasthat.”

TheSankosarenottheonlyoneswhohave taken aby-productofthebeefindustryand turneditintoskincare.

AnnMarieLawlor,whohasbeenmaking naturalsoapusinggoat’smilkfor16years,has recentlystartedmakingtallowsoapaswell.

Shesaysit’sbecomingmorepopularamong peoplewhoare“intoorganicproduceandare consciousofwhattheyputontheirskin”.

“Thesoapfroths,soyouget agood, cleanfeelingafterusingit,eventhoughit’s moisturising,”saysLawlor,whomakesher soapfromhomein Tullamore.

TallowwaspreviouslyusedbyIrishpeople as askinprotector,shesays,andit’snow making acomebackaspeoplearelookingfor morenaturalalternativestochemical-based products.

“It’slikeanemollient,sopeopleusedto putitontheirskintoprotectitwhenthey wereworkingoutside. Tallowmimicsourown skin,soitsinksinandcreates abarriertothe elements.

“Itwaswidelyusedbackinmygreatgrandmother’stimeuntilpressedpowders

andotherartificialcosmeticproductsbecame popular.”

SimilartotheSankos,Lawlorsourcesher suetfromlocalorganicfarmerRayDunne,who sellshisownmeat.

“When Igetit,it’sjustrawbeeffatvacuumpacked. Ihavetochopitdownand renderit forseveraldays.

“Organicgrass-fedtallowisanentirely natural,chemical-freeproduct.Theanimal’s diethasanimpactonthetallow.”

ForLawlor,renderingthesuetinvolves boilingitinsaltwaterto removeanyimpurities anddrawingthewateroutofthefattomake itusableinhersoap.

“Overthenexttwoweeks,theprocessis repeatedbetweensixandninetimes.Each phaseof renderingandfiltrationpurifiesthe tallow,removingtheodour.

“Waterandfatdon’tmix,soduringthe renderingprocess,thetallowwillfloattothe topwhilethewater remainsatthebottom. ■

AnnMarieLawlorofLunaSoapshasrecentlystartedmakingtallowsoap

Bushmills planning major £70m expansionathistoric Co Antrimdistillery

OldBushmillsDistilleryhaslaunched a£70mexpansionplantoadd26 warehousesand anewbottling facility

Thecompanysaidthenewfacilityand maturationwarehousestoholditsstockwould support340constructionjobsoversevenyears

Itwouldalsoadd£42.8mofadditionalGVA totheNorthernIrelandeconomy

Onceupandrunning,theprojectonHaw Roadwouldsupportatleast25additionaljobs.

Asocio-economicimpact assessment filedtosupporttheplanningapplication said:“Overall,theproposalssupportlongtermbusiness resilience,protectexisting employment,strengthensupplychainactivity, andconsolidatethedistillery’srole asa key economicassetwithinthelocalareaandwider region.”

Theplanningapplicationwasfiledlast monthwithCausewayCoastandGlens BoroughCouncil.

Thecompany,whosedirectorsinclude masterdistillerColumEgan,wantstoextend theexistingwhiskeymaturationfacility

Anexistingsprinklerpumphousewouldbe extended,whilenew roadinfrastructure and landscapingwouldbebuilt.

Theapplicationstatesthelandiscurrently usedforagriculture andisnotownedbythe company.Noticeoftheapplicationhasbeen giventothelandowner

Thewarehouseswillbeusedforthe maturationofwhiskeyonly,withnoindustrial processestakingplaceonthesite.

Theareaofthefacilitywouldincreasefrom 53,973squaremetresto101,178square metres.

Theapplication“supportsthelong-term growthtrajectoryforeconomicactivitiesatthe OldBushmillsDistillery”.

Theassessmentdescribesthedistilleryas “alandmarkthatnotonlyprovidessignificant localemploymentbutalsoattractsvisitorsfrom aroundtheworld”.

“It represents acoreeconomicand culturalassetforthenorthcoast,embodying long-standingheritage,communityvalue, andenduringlocal resiliencethattogether contributesignificantlytothe region’ssocioeconomicstrength.”

Itsaidtourismatthedistillerywasan importantcontributortotheeconomy,withOld Bushmillsnumbertwoforvisitornumbersin thetopfiveIrishwhiskeyvisitorexperiences.

Thenewmaturationwarehouseswould cost£62.9m,whilethebottlingfacilitywould involvefurtherinvestmentofaround£6.43m

OldBushmillsDistilleryhasbeenowned byProximosince2014,whenitwassoldby Diageo.

Accordingtoitsmost recently-filedcompany accounts,ithadturnoverof£54min2024and pre-taxprofitsof£9.6m.

It’stheworld’soldestlicensedwhiskey distillery,datingto1608. ■

ColumEgan, masterdistiller atOldBushmills

Henderson Wholesaleinvests in own-labelrevamp extending productsand valueforlocal shoppers

HendersonWholesale’s growinglocallysourcedcredentialsand relationshipswithlocalsuppliershavebeeninstrumentalinthe new-lookSPARownlabelproductsappearingonshelvesthismonth

Trustedsince1961,SPARhasbeenthe go-toforlocalshopping fordecades, andinthattime,linkswithlocal farmers,suppliersandartisanalproducers hasonlygrown.

ThishasinspiredHendersonWholesaleto produceits ownfreshrangesoverthe past coupleofdecades,with own-brandslikeThe Greengrocers,Delish,TheKitchenandSPAR EnjoyLocalmostrecentlyavailableforshoppers topickupsomethingfortonight’steathatgoes furtherthansatisfyingtastebuds.

Now,mostoftheseown-brandproductswill fallunderoneSPARNIrange, showcasingthe bestoflocalfromacrosstheislandofIreland.

“Overtheyears,wehaveinvestedmultiple millionsofpoundsinourrichlandscapeoflocal producersacrossNorthernIreland,creating must-haveproductsthatbringchoiceandvalue toshelvesinover400SPARandEUROSPAR stores,”saysJonnyAgnewatHenderson Wholesale.

“Alongsidethousandsofeverydayandstore cupboard essentials,manyofourfresh,locally sourcedproductswillnowfallunder oneSPAR NIRange.”

Intotality,thenew-lookSPARrange,which representsaninvestmentofover£1.3m,will

spanacrossfresheggs,milk,butter,meat, cheese,pizza,deliproductsandbreads,plus ambientproductsincludingpreservesand spreads,biscuits,grains,tinnedproducts,pasta, sweetsandcrisps.

Heatandeatmealsandproductswillalsobe streamlinedintothenewbrand,fromsoupto sweetandsourchickenandrice,southernfried chickenfilletsandchickenandbroccolibaketo name afew

“Ourin-houseteamofcooks,ledbyCarl Johannesson,willalsocontinuetoproduce highqualityproductsforthenewblack-label ‘OurUltimate’lineundertheSPARNIrange, whichincludesOurUltimateBeefLasagne,” Jonnysays.

Thewholesalerhashighexpectationsfor therange,with80%ofshopperfeedback alreadypositivearoundtheirtrusted,local, convenience,priceandvaluemessaging,says Jonny

“Ourshoppersappreciateoureveryday valueonourown-brandproducts,and akey objectiveofSPARistocontinuetooffera competitivealternativeforshopperstoswitch

totheirnewfavouritebrandwithSPARNI.”

With540SPARproductswithintherange, thereare ambitionstogrowproductnumbers toover600bytheendof2026.

“Wehavehighexpectationsforour productstodelivertoshopperneedsandgive our retailers acompetitiveadvantageinbusy marketplace,”Jonnysays.

Shopperscanget atasteofthenewSPAR NIproductsattheSPARMarqueeatBalmoral Show,whichtakesplaceattheEikonExhibition CentreonMay13-16.

AsPlatinumsponsoroftheBalmoralShow forthe15thyear,visitorscansamplemany products,freshlyservedupbyCarlJohannesson onsite,alongsideplentyofopportunitiesto winspotprizes,donatetoMarieCurieand CancerFundforChildrenfortheiconicBigRed Stetson,andofcourse,findallessentialsatthe SPARstore,with afreshrangeofsandwiches andwraps,andBaristaBarcoffeetogo. ■

ThenewrangeofSPARNIproductswillbe availableinSPARandEUROSPARstoresacrossNI fromMay.Formore,visitspar-ni.co.uk

Taxonelectriccarspermile ‘a major owngoal’for Northern Irelanddrivers

Anewtaxonelectriccarsrisks becoming a“majorown-goal” forthemoveawayfrompetrol anddieselcarswithmorethan50%of motoristshereagainstit.

TheUKgovernment recentlyannounced thatelectricvehicle(EV)ownerswouldstart paying a3pamilecharge –1.5pforplug-in hybrids–fromApril2028.

Thatchargeisearmarkedas areplacement tofuelduty,paidbymotoristsonthepriceof fuelatthepump.

Now,asurveyofEVdriversinNorthern Irelandshowssome55%areagainstthe introductionofthecharge,whilealmosta furtherthirdsaywhiletheyareinfavour,they believeit’sbeingintroducedtoosoon,and couldimpactthegrowthofEVsalesandmove awayfrompollutingpetrolanddieselvehicles.

Thesurvey,whichwascarriedoutbythe Electric VehicleAssociationNorther nIreland (EVANI),heardfromalmost200motorists here.

“Theproposedpay-per-miletaxforelectric vehiclesrisksbecoming amajorown-goalfor

theEVtransition,”thesurveysays.

“Itisbeingpresentedas areplacementfor fuelduty,butitisn’tequivalent.Fueldutycan be reducedbydrivingefficientlyorchoosing asmallervehicle,whereas aflatper-mile chargecanonlybe reducedbydrivingless. Thatmakesit ablunttaxonmobilityitselfand removesanyincentiveforefficiency.”

Oneoftheconcernsisthatdriversarebeing taxedwhilecommutingortravellingoutsideof theUK,primarilyintheRepublicofIreland,or elsewhereinEurope.

Whilethedetailsofthenewschemehave yettobe revealed,aroundhalfofmotorists saidtheywouldprefer reportingofmiles drivenwhenitcomesto renewingannual road tax,ratherthanmonthly reportingonline, usingGPSmotoring,or ablackbox.

“Thereare alsounansweredquestions abouthowbusinessdriverswillbetreated, giventhatEVscurrently receivelowermileage reimbursementratesthanpetrolordiesel vehicles,”thesurveysays.

“Withoutchanges,peoplewhouseEVs forworkcouldendupfinanciallyworseoff. Eventhepracticaldetailsraiseproblems,for exampleifmileageverification reliesonMOT

records,thesystemwouldtreatNorthern Irelanddifferentlybecausevehiclesthereare firsttestedatyearfourratherthanyearthree asinGreatBritain.

“Takentogether,theseissuesarealready creatingconfusionanddiscouragingEV adoption.Manydriversfeeltheywere encouragedtoswitchtoelectricandarenow beingpenalisedfordoingso,whichrisks slowingtheverytransitionthegovernment saysitwantstoaccelerate.”

Meanwhile, roadtaxforEVshasalsonow beenintroduced –withmostvehiclespaying £195 ayear.

“Whilethegovernmentrightlysaysfuelduty receiptshavealreadyfallen,that’snotdueto EVs,whichcurrentlymakeupjust5%ofcars onUK roads,”thesurveysays.

“Receiptshavefallenbecausesuccessive governmentshaveusedfuel-dutyfreezesto protectdriversfromtheimpactoffuelprice inflation.Thefallindutyis aresultofpolitical choicesandisnot asoundbasisonwhich tointroduce anewtaxthatsinglesouta technologythatisstillintheearlystagesof adoptionandcriticaltomeetingourclimate targets.”

JohnMulgrew

Motoring

PatBurns

BYDupdatesitselectricSUV

ChinesemanufacturerBYDhas launchedtheAtto 3Evo,anupdate tothemodelthatfirstintroduced thebrandtomanylocalcustomers.

TheelectricfamilySUVnowhasmore power,abiggerbattery,longerrangeand fastercharging,alongwith asimplerrange structureandboostedspecificationlists.

SinceitarrivedinEuropein2023,theAtto 3hasbeen apopularchoicewithcustomers seeking acomfortable,quality,technologyledSUVwiththepracticalitytocopewith everydaylife.NowthenewAtto 3Evobuilds onthatfoundationbyimprovingthatflexibility andaddingyetmoreusefultechnologiesand features,aswellasextrarangeandbest-inclassperformance.

TheAtto 3Evoharnessesthepotential ofthelatestversionofBYD’sself-developed e-Platform3.0tooffertechnicalgainsover notonlytheoriginalAtto 3butalsothewider family-EVmarket.Themodelswitchesfrom asolelyfront-wheel-driveconfigurationtoa choiceofeither rear-wheeldriveorall-wheel drive,andthe rearsuspensionmovesfroma four-linklayoutto amoresophisticatedfivelinksystem.

Thereare twoversionsoftheAtto 3Evo in asimplerrangestructurethatfeaturesa single,largerbatterycapacityof74.8kWhand rapidDCchargingof220kW,facilitatedbya cutting-edge800Velectricalarchitecture,that’s enoughtotakeeitherofthenewmodelsfrom 10%to80%in25minutes.

The rear-wheel-driveDesignfeatures asingle rearmotorproducing313PSand380Nmof torque,enoughfor a0-62mphtimeofjust5.5 secondsthatoutclassesallitsmainrivals,while offering aWLTPCombinedrangeof317miles.

Theall-wheel-driveExcellenceadds afront motorfor acombinedoutputof449PSand 560Nmoftorque,cuttingits0-100km/htime tojust3.9seconds –auniquepropositionin theall-electricfamily-SUVclass –whilestill deliveringexcellentWLTPCombinedrangeof 292miles.

Thee-Platform3.0makesuseofBYD’s proprietaryBladeBattery,whichuseslithium iron-phosphate(LFP)chemistrythatbrings higherlevelsofdurabilityandsafety.Inthe Atto 3Evo,asintheSealion 7andSeal,this BladeBatteryisinstalledusingCell-to-Body technology,wherebythecellsareintegrated directlyintothechassis.Thisbringsbenefits

instrengthandtorsionalrigidity,aswellas packaging,sincethefloorofthepassenger compartmentisthetopofthebattery.

Thenewmodelhasthesameexternal dimensionsastheoutgoingAtto 3while changestothedesigninclude revisedfront and rearbumpers,new18-inchalloywheels, acleanersideprofilewithslimmersideskirts and asportierspoileratthetrailingedgeof the roof.

Thesamewheelbaseis retained,but thenewplatform’spackaginggainshave beenmaximisedtooffer abootwhichis 50litreslargerthanbefore,at490litres, expandingto1360litreswhenthesplit rear seatisfoldeddown.TheEvoalsofeatures anew‘frunk’beneaththebonnetwitha useful101litresofextraspace –perfectfor shoppingtripsorcharging-cablestorage.

FirstdeliveriesoftheAtto 3Evoare expectedsoonwithpricesaround£39,000. ItcomeswithBYD’scomprehensive after-salessupport,including asix-year manufacturer’swarrantyforthevehicleand eightyearsor155,350milesofcoverforthe batterywith aguaranteedstateofhealthof atleast70%. ■

ThenewAudiRS 5isAudiSport’s firsthigh-performanceplug-in hybrid(PHEV).

TheRS 5canadaptfrombeinga comfortableevery-daycompanionto apotent performer.Forthe firsttimeatAudiSport, thepowertrainpairs a2.9-litretwin-turboV6 outputting510PSanda130kWelectricmotor. Thetotalsystemoutputisupto639PSand 825Nmoftorque.

TheyarejoinedbybespokeRSsport suspensionwithtwin-valveshockabsorbers, acompletelynewquattrodrivetrainwith dynamictorquecontrol,andworld-first electro-mechanicaltorquevectoringatthe rear.Thenewcentredifferentialhas apreload toalways remainpartiallylocked,managing longitudinaltorquedistribution. Transverse torquedistributionatthe rearisprovidedbya newdifferentialthatcanshifttorquebetween thewheelsinmilliseconds.

TheRS 5deliversmotorsportperformance forthe road.Measuringaround90mmwider thanthebase-modelA5thedarkenedMatrix LEDheadlightsandtheirdigitalday-timerunning-lightsignatureinachequeredflagdesign reinforcethecar’spurposeful appearance.

Thehigh-performancePHEVisthe first productionRSmodeltofeatureamodular electrifiedpowertrain.Atitsheartarean

NewRS5 getshybrid plug-inpower

improved2.9-litretwin-turboV6,anelectric motoroutputting130kW,aneight-speed gearbox,and acompletelynew reartransaxle withelectro-mechanicaltorquevectoring –a worldfirstin aproductionmodel.

Theelectricmotorandthe400-voltelectrical systemarepoweredby abatterywitha capacityof25.9kWhandformsthebasisfor electricpropulsionintheRS5.Itcontributes toanaccelerationtimefrom0-62mphinan impressive3.6secondsaswellasallowingthe RS 5totravelonelectricpoweralone.

TheoptionalAudiSportpackagefor thenewRS 5AvantandRS 5Saloonisthe epitomeofsportiness.Itaddsexclusive elementslikebespokefrontand rearbumpers aswellastwo-tonediamond-cutphantom black21-inchwheelswithmatteaccents. AnRSsportexhaustsystemandtheraised topspeedof177mphensureevenmore performance.

ThenewAudidrivingexperiencefunction

isstandardequipment.Itenablesusersto viewdetailedanalysisofthe routesdriven, displayedonthe14.5-inchtouchdisplay.At theracetrack,theycanalsoanalyseandstore sectortimes.Whenusingthedriveselectmode RStorque rear,thesystemalsooffersstatistics suchasthedriftangleachieved.

Asstandard,thecarisequippedwith20inchRSsteelbrakes,thediscshave adiameter of420mmatthefrontand400mmatthe rearwith achoiceofblackor redcalipers. Asanoption,21-inchRSceramicbrakesare available.Here,thediscsmeasure440mm atthefrontand410mmatthe rear,and customerscanalsochoosebetweenblack, bronze,and redcalipers.Theceramicbrakes arearound30kilogramslighterthantheir steelcounterparts,extremelyheat resistant, andmoredurable –advantagesthatmainly comeintoplayundersustainedheavyuse.In asegment-first,ceramicdisksarealsofittedat the rear. ■

Alfa’snewJuniorsteps uptothebigleagues

AlfaRomeohaslaunched anew modelrangecalledtheJunior,it’s acompactsportscarthatcombines Italianstyle,advancedtechnologyand drivingpleasurewith aline-upthat includesbothpetrolhybridandelectric formats.

Theentry-levelJuniorIbridaispowered by a1.2hybridenginedrivingthrough a6 speedautomaticgearboxanditgetsplentyof standardequipment,including17-inchalloy wheels,rain-sensingwipers,adaptivecruise control,automaticclimatecontrolandkeyless start.

Thehigh-specIntensaversionhasstyling differences,includinggold18inwheelsanda goldstriplowerdownonthedoors. Youalso gettheTechnologyPackasstandard,which addskeylessentry,wirelesscharging,adaptive cruisecontrol,anauto-dimming rear-view mirror,adaptivematrixLEDheadlightsand parkingsensors(front, rearandside).

TheEVversion,theJuniorElettricacomes with a50.8kWh(usablecapacity)battery

whichdelivers154bhpbutthereisamore powerfuloption.TheJunior Velocedelivers 278bhp, a0-60timeof 6secondsalongwith alimitedslipfrontdifferential,quickersteering rackandlowersuspensionaswellasbigger brakes.

The Ti versionisforthoseseeking refined detail,withpremiumheatedandelectrically adjustableseats,leathersteeringwheel,Cargo FlexKitformaximumbootspaceversatility, aluminiumpedalsandprivacyglass.

Completingtheline-up,theSportSpeciale versionbringstogetherthemostadvancedAlfa Romeofeatures,withMatrixLEDheadlights, leveltwoautonomousdrivingsystems,electric tailgatewithhands-freeopening,180-degree rear-viewcamera,360-degreeparkingsensors andkeylessentry.Inside,thenewalcantara seatswiththeleatherandalcantarasteering wheeladdeleganceandfinesse.Comfortis furtherenhancedwith awirelesssmartphone charger,foldableandheatedexteriormirrors withblindspotfunctionsandcourtesylights,

anauto-dimminginteriormirrorand asixspeakeraudiosystemwithUSBportsforboth frontand rearpassengers.

Forthosewhowanttoexperiencethefull dynamicspiritofJunior,theSportPackadds SabeltAlcantaraseats, redinterioraccents inspiredbytheracingheritageofAlfaRomeo andfurthersportingtouchesincluding aluminiumpedals,kickplateandexclusive exteriorstyling.Onhybridmodels,thepack alsoincludessteeringwheelpaddlesforan evenmoreengagingdrive.

ThedesignoftheJuniorincludes anew line-upofwheels,introducingthe18-inchFori designasstandardonTiandanenhanced mattegreyForidesignontheSportSpeciale. Thesejointheexclusive20-inch Ventionthe VeloceElettricaversion,offering achoicethat reflectsthemodel’sdiversecharacter.

Pricesstartfrom£29,000for aJuniorIbrida 145hp.TheAlfaRomeoEVgrantisalso availableacrosstheJuniorElettricarange, offering asavingof£1,500ontheprice. ■

HotNissanEVhits therightnotes

Petrolheadsof acertainagewill knowallaboutNismo.

Thenameis ashortenedversionof ‘NissanMotorsports’andNismotunedcars areallaboutpowerandperformance.The Nismobrandhas agreatheritagelikeBMW’s MmodelsbutupuntilnowallNismotuned modelswerepetrolpowered.

ThisnewhotEVfromNissantakeson thelikesoftheHyundaiIoniq5Nandthe Ariya’spoweroutputof429bhpgivesyouan ideaofwhattoexpectfromthissleekand stunningelectricpoweredSUV.Itpowers awayveryimpressivelyfrom astandstillwhile theupratedsuspension,brakesandspecial tyresmakesurethehandlingmatchesthe performance.

BuildingonNissan’srichNismoheritage while retainingitsJapanese-inspireddesign, theAriyaNismocombinesallthebenefitsof the regular87kWhAriyae-4ORCEwith ahost ofmotorsport-inspiredupgradestodelivera more exhilaratingdrivingexperience.Andjust likeitsNismostablemates,it’sdesignedtobe everydayaccessible,offeringveryimpressive on-roadperformanceinanaffordable, practicalpackage.Despitethemassivepower output,itstilloffers arangeof261miles.

TheAriyaNismo’ssleek,aerodynamic designcapitalisesonitspowerful,nearsilentelectricpowertraintogiveoccupants afeelingofeffortlesslyslicingthroughthe air.Newspoilersandaircurtainsinspiredby theFormula Eraceserieshelp reducedrag andsmoothairflowalongthebody,whilea newfrontsplitterwithvorticesgenerators, extendedlowerbumpers,twindiffuserand ducktail rearspoilerhelp reducethecar’slift coefficientbyanimpressive40%.

The20-inch‘Nismo’-embossedEnkei wheelscombinewithspecialMichelinPilot SportEVtyrestodeliverincreasedgripand handlingwhile reducingtheweightand improvingbrakecooling.

Poweroutputincreasesto429bhpwhile torque remainsanimpressive600Nm. Combined,it’senoughtopropeltheAriya Nismofrom0-62mphinfiveseconds,and from50-70mphinjust2.4seconds.

LikeallNismomodels,though,theAriya Nismoisn’tjustaboutstraight-linespeed –in fact,thankstoenhancementstothecar’s four-wheel-drivesystemandotherupgrades, itachievesgreaterturningandlateralforces thantheGT-RNismo.

Thesuspensionhasalsobeen

comprehensively reworked,with revised stabilisers,springratesandshockabsorber settingsfor amoresports-orientedfeel, andgreateragilityathigherspeeds.In addition,the retunedsteeringaddsincreased resistanceand amoredirectfeelasspeeds rise.

Combinedwiththeadditionof‘i-Booster’, whichincreasesbrakingperformancewith revised regenerationtuning,driverscan experiencethefullthrillandagilityofthe EV.Tofurtherenhancethecar’sversatility,it alsofeatures anew‘Nismo’drivingmodeto enhancehowit respondstodriverinputs.

Thisall-newmodelfeatures aredesigned interior.Theseats,trimmedin asuede-like materialandfeaturestitchedNismologos, arespecificallydesignedforsportingdriving, offeringextrasupportandgripunderhard cornering.

TheessenceoftheNismobrandisseen throughouttheinterior,fromnewdigital gaugedesignstothebrand’siconic red stitchingonthesteeringwheel,alongwith signatureNismo-redaccentsthroughout, creating asportyandhigh-qualityambiance.

TheAriyaNismocomeswitheveryextra youmighteverneedandcosts£56,620. ■

APPOIN TM EN TS

CarlMcKeownhasjoinedtheGranlabteam tofacilitateday-to-daydeliveryofThe Clearing,NorthernIreland’sfirstpatientfocusedadvocacyandsupportorganisation forthosewithchronicskinconditions.

NatashaMatveychukhasjoinedthe growingGranlabteamas ajuniorscientist whereshewillsupportdailyoperations acrossformulationsresearchandbusiness developmentastheskincarestartupgears upforproductlaunchin2026.

PaddyHenryhasbeenpromotedto seniordirectorpropertyandfacilities management,atCBRENI.Hehasworked with awiderangeofclients,including propertydevelopers,financialinstitutions andinvestmentfunds.

RadiusHousinghasappointedGreer Wilsonasitsdirectorofcareandsupport. HejoinsRadiusfromPraxisCare,where heheldtheroleofdirectorofcareand developmentforNorthernIrelandandthe IsleofMan.

SafefoodhasappointedJoanneUí Chrualaoichasitsnewchiefexecutive.Ms UíChrualaoichisCork-basedscientistand publichealthleaderwithover18yearsof experienceacrossgovernment,academia, andindustry.

RichardMooreheadhasbeenappointed as adirectorinthedealadvisoryteam atGrantThorntonNI,specialisingin acquisitionsandprivatecapitaladvisory.

FootAnsteyMcKeeshasappointedleading hospitalityandlicensingspecialistRichard McLaughlin,furtherstrengtheningits hospitalityofferingandsupportingthe firm’scontinuedgrowthinthesector.

BelfastCityAirporthasannouncedthe appointmentofCarolineRowanashead ofcommercialdevelopment,helpingto furtherstrengthenitscommercialoffering whilesupportingitslong-termgrowth.

LondonderryPortandHarbour Commissioners,tradingasFoylePort,has announcedtheappointmentofIanLuney asitsnewchiefexecutive.

1. North West Triathlon Club(NWTC)membersand TeamIrelandtriathlete Ryan Lundy, and TriathlonIreland DevelopmentSquadtriathlete Jude Williamslaunchthe Europe TriathlonCup.

2. InfrastructureMinisterLiz Kimminshastakenpartin firesidechatattheBeyond’26 LiveconferenceinCookstown. She’spicturedwithPadraig Venney, Sara Venning,andDavid McCallum.

3. Gilbert-Ashcelebrateda significantmilestonewiththe toppingoutofPremierInnJervis StreetandPremierInnO’Connell StreetinDublin.Picturedare managingdirectorRayHutchinson andWhitbread’sEmmaO’Shiel.

4. AneventhostedbyBelfast Met’sBelfastDigitalSkillsand EmployabilityProgramme,which issponsoredbyBankofAmerica, broughtbusiness,academiaand investorstogethertoshowcase upcomingopportunitiesfor alumni.PicturedareJacquiKirk andSiobhan Lyons.

5. DanskeBankhas renewedits charitypartnershipwithInclude Youth,committingto athirdyear workingtogetherwiththeNI youthcharity.PicturedareDiane Hill,chiefexecutiveofInclude Youth,and VickyDavies,chief executive,DanskeBank.

6. Twelveartsandcultural organisationsfromacross Norther nIrelandhave officiallyenteredthesecond, criticalphaseoftheArts &BusinessNI‘Blueprint’ programme.Picturedare EileenBranagh,Rebecca Boyd,SarahJones,and CaoileannCurry-Thompson.

7. Workshavestartedin Rathfrilandaspartof a£2m EnvironmentalImprovement Schemeforruraltownsof Rathfriland,Gilfordand Markethill.PicturedareDeputy LordMayor,JessicaJohnston withElizabethMcIlwaine,Paul McNaught,andGarethMcKenna.

8. Morethan600businessleaders havegatheredinBelfastforthe 25thInterTradeIrelandAll-Island VentureCapitalConference. PicturedareMargaretHearty, InterTradeIreland,Economy MinisterDrCaoimheArchibald, andangelinvestor,MichaelBlack.

9. TheBelfastCyberExpo2026 hastakenplaceatClearer Twist NationalStadiumat Windsor Park,whichwasattendedby over150delegates.Picturedare ClareGuinness,chiefexecutive ofBelfastChamberpicturedwith AndrewJohnston,managing directorofLeafIT.

10. JennyErvineofRaise Ventures andSeamusCushleyofMoyola. io.Thecompaniesareforminga partnershiptolaunch aseriesof businessworkshops.

11. AirAmbulanceNI’s5K RunwayRunissetto return toBelfastCityAirportfor 2026,supportedbyprincipal sponsorLagan Aviation& Infrastructure.

12. FinanceMinisterJohn O’Dowd(centre)hasvisiteda newaparthotelinDerry.The developmentwillformpartof theHolidayInnExpress,where thegroupalsoopened abarand entertainmentcentre,Kaboodle. Bothprojectswerepart-fundedby theNIInvestmentFund.

13. CommunitiesMinisterGordon Lyonshaswelcomed adelegation fromNormandy,Franceto Carrickfergusaheadofthe European YearoftheNormansin 2027.He’spicturedwithHervé Morin,presidentoftheNormandy Region.

14. DonnellyGroupDungannon teammember,R yanMcTeague, hasbeencrownedJaguarLand RoverRetailerColleagueofthe Year2025following ahighly competitivenationalselection process.

15. TechnologyeventBelTechhas returnedtoBelfast.Picturedat theevent,heldatT itanicBelfast, areEdgarsPavlovskis,OptionsIT, StevenMorton,Rakuten,Kevin Higgins,Allstate,JessicaBarr, AflacNI, TracyKelly,LordMayor ofBelfast,andSíonaO’Reilly, Kainos.

16. InfrastructureMinister LizKimminshasvisited Wrightbuswhereshehad theopportunitytotourthe factoryanddiscussprogress onthejourneytowardsnet zerointhetransportsector. She’spicturedwithSarah SchaeferandJohnMcLeister.

17. NI Waterhaswelcomed InfrastructureMinisterLizKimmins (right)onsitetoviewthe recent completionofan£8mupgrade atBallygawley Wastewater Treatment Works.Sheispictured withNI WaterchiefSara Venning.

18. The2025–26Flahavan’s AthleticsNIPrimarySchoolCross CountryLeague reachedits excitingfinal.Picturedare Overall Girls’ WinnerSadhbhCallanfrom BroadbridgePrimarySchool, Eglinton,alongsideFlahavan’s JamesWhelan.

19. BelfastHarbourhaslaunched its2026Community Awards programme,offering atotal of£110,000tograssroots organisationsacrossBelfast andbeyond.PicturedareDavid McLaughlin,ofBrothersAutism SocialEnterprise,Matthew McCreary,BelfastHarbour, picturedwithEoinandAmy-Jane.

20. Belfastcommunications andpublicaffairsfirmBrown O’Connorisexpandingwitha newofficeinDublin.Picturedare co-foundersanddirectors,Chris BrownandArleneO’Connor.

21. eCommLive returns toTheAssemblyBuildings ConferenceCentreinBelfast onApril28-29.Pictured areVeronicaO’Hanlon, DHLExpress,Kevin Traynor, eCommLive,Autoaddress, andCarolineO’Neill,DIGG.

22. CathedralQuarterBID(CQ BID)hasinstalleditsfinalpublicaccessdefibrillator,ensuringthat nooneintheCathedralQuarteris morethan200metresfrom alifesavingdevice.PicturedareGary McCrackenandRuthCasement, TzvetelinaBogoina,andJames McCullough.

23. ITUSSecureTechnologieshas beenshortlistedtoparticipatein theLloyd’sLabAcceleratorPitch Day.Picturedareco-foundersof ITUSSecureTechnologies,DrClare RyanandPaulDaly.

24. FootAnsteyMcKeeshas announcedtheappointmentof leadinghospitalityandlicensing specialistRichardMcLaughlin (left),furtherstrengtheningits hospitalityoffering.He’spictured withpartnerandheadofBelfast office,ChrisRoss.

25. SyscoIrelandisdeepeningits commitmenttothecarehome sectorwith aseriesofstrategic investmentsdesignedtosupport nutrition.PicturedareSimon Hudson,DrCatherineLogan,and LiamByrd.

26. TheNorther nIreland FoodandDrinkAssociation (NIFDA)hashosteditsNI FoodandDrink Awards. PicturedareNIFDA’s Professor UrsulaLaveryMBEand MichaelBellOBEwithNiall Martindale,KinecxEnergy.

27. CommunitiesMinisterGordon Lyons(right)haswelcomedthe widerangeofopportunities beingmadeavailablethroughthe JobStartscheme.He’spictured withThomasHamiltonand EamonMcElroy.

28. JoanneCunningham,Sysco Ireland,GráinneMoody,InvestNI, andKyleGreer,SyscoIrelandat thelaunchof‘ScalewithSysco’, acomprehensivementorship programmethatleveragesSysco’s scale,expertiseandcustomer networktohelpsmallsuppliers thrive,whichwasunveiledatIFEX.

29. Anewcross-borderLucidTalk pollinthenorthwestofIreland revealsthatmorethantwothirds believethewiderareashould recognisedbytheUKandIrish Governmentsasoneeconomic sub-region.PicturedBillWhite, PaulGosling,GerardDeane,and SaraDuddy.

30. EconomyMinisterDrCaoimhe Archibaldhasannouncedthat threetechnologycompaniesare receivingover£1.8minequity investment.She’spicturedwith StevenScullion,InvestNI,and Ciaran Ryan,Optik.

31. TheNorther nIreland ConnectivityCoalitionhas beenlaunchedatanevent inParliamentBuildings atStormont.Picturedare DeborahHarris,Colin Neill,StephenAnton, InfrastructureMinisterLiz Kimmins,MatthewHall,and ChristopherMcCausland.

32. ThePresent Treeistargeting growthaftersecuringitsfirst equityfunding roundtotalling £1.8m,ledbytheInvestment FundforNorther nIreland managedbyClarendonFund Managers.PicturedareMatthew Ward,CatherineCunningham, andMarkSterritt.

33. Norther nIrelandcommercial interiorsspecialist,InclineSpace, hasannounced asubstantial £450,000investmentinits Belfastoperations.Picturedis John Wallace,chiefexecutiveand directorofInclineSpace.

34. Anewindependent report ontheeconomicimpactof WarrenpointHarbourAuthority (WHA)showstheportnow handles£3.4bnworthoftrade annually,withtradelevels doublingsince2000.

35. FirstMinisterMichelleO’Neill hasvisitedDungannontoattend theofficialopeningofthenew headquartersforPowerscreen. She’spicturedwithSean Loughran,generalmanagerof TerexDungannonandbusiness linedirectorforPowerscreen.

36. Morethan200food anddrinkleadersgathered atICCBelfastforthe firstBelfastFlavoursLive event.PicturedareAlison Chambers,Departmentof Agriculture,Environmentand RuralAffairs,JessMurphy, KaiinGalway,LordMayorof Belfast, TracyKelly,Pamela Ballantine,andAndrew Dougan,BelfastFlavours.

37. LakelandDairieshas announcedthatfundraising activitiesacrossthebusinesshave raised atotalof£36,000forits charitypartners,AirAmbulance NIandtheIrishCancerSociety. PicturedareAudreyChew, DamianMcAnespie,andLiz Shouldice.

38. EconomyMinisterDrCaoimhe Archibaldhasthankedthework donebysocialenterpriseshere duringtheSocialEnterpriseNI’s AnnualConferenceinDerry.She ispicturedwithGavinAnnonand ColinJessofSENI.

39. Newtrainstationplatform validatorsarenowliveacrossthe TranslinkNIRailwaysnetwork. Picturedwithoneoftherail platformvalidatorsis Translink’s PaulIrvinewithcustomersOlivia andChristineFisher.

40. TheCentreforDemocracy andPeaceFellowshipProgramme hasmarkeditsfifthanniversary with atree-plantinginitiative attheConnswaterCommunity Greenway.PicturedareGillian Hamilton,PeterMcReynolds,and EvaGrosman.

Thecolourful player on theSwissluxury watchmarket

WhenwatchindustrylegendJean-ClaudeBivergetsinvolvedin abrand, it’slikelytoonlycontinuetomake asplash.Norqainisnowavailablein NorthernIrelandin-storeforthefirsttime. JohnMulgrew paid avisitto Lunn’sJewellersatQueen’sArcadeinBelfasttoseewhat thefamily-ownedindependentbrandisdoingto shakeupthewatchworld

Newand independent Swiss watchmakerscomein manyforms.

Whilethereare boutiquebrands,and manyusingSwiss movements,Norqain appearstobethrusting itselfintothespotlight. Foundedjusteightyears agobyBenKüffer,alongside co-founders TedSchneider andMarkStreit,it remains family-ownedand abrand certainlywithitsownflairanddeft handwiththeuseofbothmaterials andcolour. It’salsobeenguidedinthelast fewyearsbythetalentsofoneofthe industry’sbest-knowngiants. Jean-ClaudeBivermaynotbea

householdnametothosewithonly apassing interestinhorology,buthe’sworkedhisway throughsomeoftheSwisswatchworld’s greatestbrands.

Thatincludedhistimeaschiefexecutive of TagHeuer.Hehasalsopreviouslyhelped rejuvenatetheBlancpainandOmegabrands, andintheearly2000s,helpedHublotsales soar.

Hisattentionhasnowturnedtowhat,in termsoftheshorttimeitsbeeninanyother industrycouldbeconsidered astart-up,isnow oneofthefewbrandsmusclinginonthebig namesandthegiantparentcompaniesofthe industry.

AwatchhelpingboostNorqain’sprofile inthelastfewmonthswasits‘icecream’ chronograph.Itwasspottedonthewristof serialhorologistandactor,Mark Walhberg –a manwith acollectioninthemillions,often seenwithgrandcomplicationsandtourbillions fromthebiggestSwissboutiquehitter,Patek Philippe.

The39mmWild Oneingold

Onwrist,it’sahandsomepiece,and balanceswellintermsofcasesize –comingin at40mm –andmodestlug-to-lug.

It’saheavily-polishedaffair,thewhitedial framedwithaninnerbezelofpastelhuesof blue,green,and asoftpink –matchingthe subdialsatthree,six,andnine.

Whilethisspecialeditionis,however,

discontinued, atthetimeof writingitwas availableinstore atLunn’s.

Butthat particular modelfeelslike somethingofa slighttangentaway fromthe references which Ithinkbestexemplify theNorqainnameandbrand. Colourissomethingwhich Norqainseemstohavelittle resistanceinusing.

The WildOneSkeletonis oneofseveralmodelsinthewider Norqainrangewhichputs afocuson skeletonisation.Whendonebadly,it canseemboltedon –anopen-heart designperhapsshowing anot particularlyattractivemovement, orevenjustthebalancewheel.

Donewell,atthehigher level,itcanbe ashowcase thatmovementandits finishing,aswellasmaking thingsmoreinterestingon thedial.

Thesewatchesessentiallyhave analmostentirelyskeletoniseddial, asidefromthemarkersandinnerbezel. The WildOnecomesin aboldturquoise, notjustontherubberstrap,butaround theinsideoftheouterbezel,thesideofthe case,andthecrownguards.

This42mmmodelisextremelylightand airyonwrist,partlyduetothatrubberstrap, butalsothecasematerials –madefromthe brand’sNorteqcarbonfibre.Thisfitsthebill for afunctional,automaticsportswatch,and onewhichwouldcertainlynotbeoutofplace joiningyouon abeachwith asomethingcold andboozy.

Insideisthebrand’sCalibreN08S,whichisa

decoratedandmodifiedSellitaSW200-1with 41hoursofpower reserve.

There’saparedbackoptioninblackforthe moreconservativeenthusiast,butfearnotfor theadventurous,asthereare alsovividgreen, coral,andpurpleiterations.Themodelalso comesin aperhapsmoreaccessible39mm version.

Forthosewith apenchantforprecious metal,the WildOnerangealsocomesinblack andwhiteversions –cominginat39mm–whicharehousedin acombinationof18ct yellowgoldandthatsamecarbonfibre.

Thesefollowsimilardesigncues,butappear alittlemorelavishandactually reservedthan theirvibrantsiblings.Allofthewatchesfeature theNorqaindetailingonthesideofthecase, whichactuallycan replacedwithpersonalised options. ■

TheNorqain ‘icecream’ Freedom60

Fine feastingon theLigurianCoast and Lake Como

LombardyandLiguriaaretwoofthereasonstovisit thisgloriousregionofItaly,writes MadeleineKeane

Asarule,myMondayssadlydo notstartin asunnyItaliansquare, learninghowtomaketheperfect pesto,whilequaffinga glassoflocal whitewine.

ButwheninRome,asthesayinggoes. Though IamnotactuallyintheEternalCity. IaminsteadinRapallo,yetanotherglorious cornerofthedazzlingcountryofItaly.

Liguriaisanexquisite regionthatstretches from Ventimiglia(nextdoortoMonaco)south toMontemarcello,whichborders Tuscany.The capital –Genoa –splitsthisglitteringcoastline inhalf:tothewesttheRivieradiPonenteand eastwards,theRivieradiLevante –thelatter mylovelyhomeforthenextcoupleofdays.

Butbacktothevinoandthepesto Genovese–namedforthecapital.Underthe experttutelageofGuidoPorrati(actorturned artisancheesemonger),ourgroupofsixare enjoying afascinatingfoodtour.

First,wemustchopgarlic,gratepecorino andpoundfistfulsoffreshbasil. Apestleand mortar,localoliveoilandpinenutscombineto create azesty,crunchypestothatbearsscant resemblancetooursupermarketofferings.

ThatGuidoknowshisstuffisconfirmed bythenewsthatlaterthisyearheisgoingto Daylesford,thefamousfoodiehavenbeloved oftheCotswoldscrewandaffluentLondoners, toteachthestaff.

Ourculinarytourtakesusthroughthe windingstreetsofthissun-dappledtown.

Theflowerandfruitstallsarequietthis Mondaymorning,butthere’sstilltruffleinfusedpastatosamplein atinytrattoria,

scoopsofhazelnutandpistachioicecream tosavourinRapallo’soldestgelateria,coffee beanstopurchasefromthelocalcoffee roaster,beforecompletingthecirclewithmore wineandfocaccia –theolive-scentedflatbread originatesfromthisarea.

Allthisindulgenceensureswearepleasantly somnolentforthewindingdrivetothearea’s chiefattraction,thegoldenhotspotthatis Portofino.

We leavethebusypiazzettawhereeveryone fromGarbo,Bogie,Burtonand Taylortothe BeckhamsandObamashaveplayed,andclimb thesteeppathtoCastelloBrown,namedfor theEnglishdiplomatMontague YeatsBrown whotransformedthefortress –heresince Romantimestoprotectthepopulace –into avilla,nowownedbythemunicipalityof Portofino.

Thecitadel’slocationgivesunparalleled viewsdownvertiginouscliffs,towhichbleating goatsprecariouslycling,acrosstheLigurian Sea,glintinginthelatesummersunshine. Weretur ntobase,theGrandHotel Victoria, asugar-pinkartnouveaubeautyoverlooking Rapallo.

Foodwillbetheleitmotifofthistrip.Before dinnerwegatherinthehotel’schicartgallery Nuarfor acocktail-makingsession.GinBasil Smashisthelibation,andit’smadewith Portofinogin,lemonjuice,sugarsyrupand basilleaves.It’ssweet,herby,boozy –ahit.

Theeveningconcludesafterseafoodin squidinksauceand aperfectlycookedrackof lamb,withthatgreatclassicItalianpudding, tiramisu,assembledatthetablewithmuch

dramaticflairandfun.

There’stimetoofor ashuttleupthe road tothehotel’selegantthree-tieredbeachclub –MarinaDiBardi –wherewesink abraceof Negroniswhilethesunsetsoverthebay. However,wemustsayciaotothissliceof heavenandheadforanothertasteofLaDolce Vita.

ThesecondpartofourItalianidylltakesus toLombardy,andtheshoresofLakeComo.

So IwaslongingtoseeanotheroftheItalian lakes,arguablythemostfabled.MentionLake Comoandeveryoneimmediatelytalksabout GeorgeClooney,whomadeoneofhishomes heremanyyearsago. Youcanseewhy.

ThethirdlargestofItaly’slakes,itssetting–atthefootoftheAlps –iswhatmakesforits transcendentbeauty.Wegazeinaweatthe snow-cappedpeaksswoopingdownthough verdanthillsidestoazurewaters.

Smallwondersomeoftheworld’sgreatest writersandcomposersweredrawnhere: Byron,Shelley,Tennyson,Liszt, Verdiand Wordsworth,whodescribeditas“atreasure whichtheearthkeepstoitself”.

ThelakeistheshapeofanupsidedownY andwe’restayinginMenaggio,justatthestart ofthetail.

TheHollywoodvibecontinuesinour lodgings:theGrandHotelBristol(GrandHotel Victoria’s bigsister)locatedlakeside,has afivestar-plusrating.

OnlythebestwilldoforsomeofTheDevil WearsPradacrewwhoarestayingherewhile filminginnearbyMilan.Thisplaceissohighendthatthestaffrememberwhoinoureightstrongcrewisdrinkingsparklingandwhoison stillwater.

It’shigh-techtoo –mybedroomhasallthe gadgets,includingmyfavourite, abuttonto

closethecurtains.

Theattentiontodetailcontinues –they havenoticedthatmybirthdayfallstheday after Ileave,so alusciousdessertandcandles areproducedafter afirst-class repastofveal sweetbreadsinvanillasauce,andvenison servedwithfoiegrasandbriochesponge.I worksomeofitoffintheirErreSpa.

Vastatover2,000metres,it’ssogood andwell-equipped –Finnishandsoftsaunas, steam,iceandsalt rooms, aheated20-metre swimmingpoolwithhydromassagestations–thatwhileweareonlystayingtwonightsand ourscheduleisbusy,Isqueezeinthreevisits andalsoavailof asuperbmassage.

Thehighlightamongmanymemorable momentsistheboattour.Weglideacrossthe waterpastthestately VillaCarlottaandthe townofBellagio,whichmanyconsiderItaly’s mostbeautifultown.

We tieup15minutesawayfromBellagio, inthevillageof Varenna –whichforvisitors is abetterbet,asit’sstunningandquieter, atraffic-freenexusofcobbledalleysand narrowstreets,caramel-colouredoldhouses drapedwithfrondsofwisteria,andcharming waterfrontcafes.

Varennaisalso abotanist’sdelightasit boaststwobreath-takingvillas,Cipressiand Monastero,theirlavishgardensrichwith rhododendronsandazaleas,tumblingdownto thedancingwatersofmajesticLagodiComo.

Mykeytakeawayfromthistripisthedepth andbreadthofItaly.Frommyfirsttasteasa 20-year-oldartsstudent,when Ibackpacked withpalsaround Venice,Florence,Rome, Siennaand Verona, IrealiseI’veonlyscratched thesurfaceandthewondersofthebeautiful bootwilltakeme, Ihope,intomydotage. ArrivedercibellaItalia. ■

Theshoresof LakeComoin Bellagio

Microsoftclaims datacentresaren’tusing energy at ‘expenseof’homes

Microsoftclaimsdatacentresaren’tusingenergyat ‘expenseof’homes,writes Adrian Weckler

Microsoftsaysitstotalelectricity usagehasnowbeenequalledby renewableenergydealsithas enteredinto,claimingto representoneof thebiggest‘cleanenergy’achievementsin thetechmultinationalworld.

Itcomesasthesoftwareandcloudgiant, whichemploys6,800peopleinIreland,briefly openedupitsdatacentrecampusinDublinin abidtoexplainwhatthefacilitydoesandhow muchpoweritconsumes.The WestDublin campushouses13buildings,eachofwhich containsseveral‘datahalls’withequipment andfacilitiestopowerandprocesstrillions

ofinformation flowsthat representeveryday internetusage.

MicrosoftAzure,thecompany’scloud service,isthesecondlargestintheworldafter Amazon WebServices.Itisusedbyover90% oflargebusinesses,thecompanysays.The company’sIrishdatacentrecampus represents oneofthelargestsuchfacilitiesoperatedby MicrosoftacrossEurope,theMiddleEastand Africa,measuringover1kmfromendtoend.

Thepower requirementofthecampusis theequivalenttothatoftensofthousandsof standardIrishhomes.FiguresfromtheCentral StatisticsOfficeshowtheamountofmetered

electricityconsumedbydatacentresovertook thetotal requiredbyIrishurban residencesin 2023.

Thegiantfacilities,whichpowereverything fromemailandNetflixtoonlinepayments andAI,areexpectedtoexceedtheenergy consumptionofallIrishdomestichomeswithin thenextfiveyears.

However,thecompany’sIrish-bor npresident ofcloudoperations,Noelle Walsh,disputedthe narrativethatdatacentresareincompetition with residentialdevelopmentsforenergy.She claimedMicrosoft’slong-termcontractsfor renewableenergycontracts,throughpower

purchaseagreements(PPAs),mightexpandthe sumtotalofenergyavailableinIreland.

“Thereisnospecialgridfordatacentres [thatis]onlydedicatedforus,”shesaid. “Renewableenergyfeedsthegridandthe gridfeedsusall.I’dliketothinkthatinsome ways,we’vehelpedencourageitthrough PPAs.Itwillbecomplexgoingforwardand highlydependentonwindandon renewable energy.Butit’snotgoingtodatacentresatthe expenseof residentialareas.”

Ms WalshsaidMicrosoftwasontrackto doubleitsdatacentrecapacityinEuropeacross 200facilities.

Microsoftsaysitsgoaltobecome“carbon negative”by2030hashitanintermediate milestonewherealloftheenergyituses globallyisnowcumulativelymatchedbythe

windandsolarenergyitnowbuys,althoughit didnotgivepercentagesforIreland.

This,thecompanysuggests,shouldbe takenintoaccountinheatednationaland internationaldebatesoverwhetherdata centresusetoomuchenergy,relativetotheir functioninsociety.

“Wejustturned50,soit’sreallyfocusedon howweerasethathistoricalemissionswehave emittedsincethefoundingofourbusiness [in1975],”saidMelanieNakagawa,the techgiant’schiefsustainabilityofficer,atthe Microsoftcampusthisweek.

“Backin2020,Microsoftannounced aset ofambitioussustainabilitygoalstobecarbon negative,waterpositive,withzerowasteand toprotectecosystemsbytheyear2030. We alsopledgedthatby2050wewould remove fromtheatmospheretheequivalentofour operationalemissionsfromelectricitysinceour foundingin1975.”

Thecompanyhas reachedits“midpoint”, inthesepledges,shesaid.“Thatwasthatby 2025,wewouldmatch100%ofourannual globalelectricityconsumptionwith renewable energy.Whatthatmeansisthateverykilowatt ofelectricitywehaveusedhasbeenmatched with renewableenergy.”

MsNakagawaclaimedwhilethecompany isonlyannouncingthemilestonenow,the goalwas reachedlastyearandhasbeenin anauditingprocesssincethen.Whiledata centresusetheequivalentenergyofthousands andsometimestensofthousands,ofhomes, waterusageforcoolingthefacilities –another controversialaspectofdatacentreoperations–isnowbeingradicallycut,shesaid.

Shesaidthatoneofthe13datacentre buildingsoncampusused“roughlythesame amountofwateras45Irishhomes“inthe hottestmonths”oftheyear.

“Ingeneral,we’restartingtoswitchtoa newtypeofcoolingstructure,particularlyfor theAIdatacentres,whichuseszerowaterfor cooling,”shesaid.

Askedwhether,asabigUStechcompany inthe Trumpera,Microsoftmay rethinkits sustainabilitypoliciesastheUSpivotsback towardoilandcoal,MsNakagawasaidthat thecompanywould“followthescience”

andmaintainitscurrentcourse.“As aglobal company,weoperatelikeit’saglobalstage,” shesaid.

“Andso, regardlessof,youknow …we focuson ascience-basedapproach,sowe’re goingtofocuson reducingemissionsbecause it’saglobaltargetandwe’regoingtodothat regardlessofthecountry.”

Later,sheexpandedonthetheme.“We’ve beenthroughmanycyclesofgeopoliticalshifts andturns,”shesaid.“I’vebeen reallykeento ensurethatwehave astrategythatisdurable andenduringbeyondanypoliticalcycle.”

MsNakagawasaidMicrosofthas governmentaffairsdivisionsthat“continually …trackthepolicyandthepolitics”.“Wewant toworkcloselytoshapethe regulationsthat allowustocontinueourgrowth,butdosoin awaythatisenduringbeyondanyonepolitical cycle,”shesaid.

EnterpriseMinisterPeterBurkeclaimed datacentresarecentraltoBig Techinvestment inIreland.“Idon’tthinkanyonethatknows thesystemwouldsaythere’sanyambiguity towardsthat,”hesaid.“Ifwelosesightof thatasaneconomy,we’llbeinserioustrouble. Multinationalswanttheirpoweranddata centresandsovereigntyovertheirdatacloseto wherethey’reexpandingtheiroperations.And that’sbeenthecaseverysignificantlyhere.”

Hesaid recently-announcedplansbythe Governmenttoincreasecapitalexpenditure from€8bnto€18bnmeantaboostforthe country’sgridinvestment.

MrBurkealsosaidthecombinationof theState’snewLargeEnergyActionPlan (Leap) –encouragingco-locationofenergysuckinggiantssuchasdatacentrestobe establishedcloserto renewableenergysources toavoiddrainingthenationalgrid –andnew frameworkrulesfromtheCommissionfor RegulationofUtilitiesadded“certainty”for multinationalsplanninginvestmentshere.

“Ithinkwehavetobeinagreementthat datacentresareananchorforourdigital economy,”hesaid.

“Wehaveabout180,000peoplewhoare employedrightacrossoureconomy relianton thedigitalsector.Datacentresareverymucha stronganchorforthegrowthinthosejobs.”

TECH

my day

5am

Mysunrisealarmgoesoff between5am-5.20amevery morning.By5:30, Iamheading outonmymorningwalkwith myenergetictwo-year-old cockerspaniel,Skye.

6.30am

Backhome, Inormallymake breakfast –turkeysausages, eggsand abagelthin –before gettingreadytoleaveforwork.

7am

Leavingthehousearound7am, Itrytomissthemorningrush hourtraffic.

8am

Iusuallyarrivebetween7.45am and8am. IopenthegatesatHinchDistilleryin CoDownandheadintotheofficetoplanthe dayahead,catchuponemailsand reviewany urgentbusiness.

9am

Thedayofficiallystartswith acatch-upwith thedistilleryteam,wherewereviewthedaily schedule,assign responsibilitiesandflagany operationaladjustmentsorplannedchanges. Somewherebetween9amand10.30am, Igrab amorningcoffeeandcatchupwiththewider team. Ioftenhave amid-morningmeetingto reviewsalesforecasts,upcomingordersand productionplanningtohelpdriveend-to-end efficiency.

11am

Oneofmyfavouritepartsofthejobisworking hands-onwiththedistillingteamandour award-winningspirits. Ioverseedisgorging –preparingcasksforemptyingintovats–assessingthequalityofeachtoensurethey meetthe requiredspiritprofileandmaintain

consistencybetweenbatches.Thiswork supportstheproductionandmaturationof spiritsacrossthedistillery’sportfolio,including HinchIrishWhiskey,recently recognisedat the WorldWhiskies AwardsIreland,andNinth WaveIrishGin.Italsogivesmetimetowork onnewproductdevelopment,including limited releasesandnewexpressionssuchas ourNinth WaveNavyStrengthIrishGin.

1pm

Forlunch Inormallyhave awarm,homemade lunch –usuallylasagneorpepperedchicken –asImealprepmostSundaysfortheweek ahead.Ifit’sparticularlybusy,Ioftengrab somethingfromthedistillery restaurant.

1.30pm

Ordersareoftenscheduledforafternoon dispatch,so Iliaisewithhauliersandprepare thenecessarypaperworkaheadofcollection. Ensuringoperationsrunsmoothlyand efficientlyoftenmeansco-ordinatingwith multipledepartmentstoavoidbottlenecks.

3pm

Thelateafternoonisusuallyquieter,giving metimetofocusonstrategicwork,including projects,operationalimprovements,production planningandbudgets. Ialsospendtime withourtourguidestoensurevisitorstothe distilleryhavethebestpossibleexperience.

6.30pm

Thisis afemale-onlygroupstrengthand conditioningsessionwhichallowsmetoswitch offfromworkandcatchupwithfriends.

7.15pm

Once Iarrivehome,Skyeisusuallyexcited toseemeand readyforanotherwalk.After ashortwalk, Imake aquickdinner,usually somethingthattakesaround15-20minutes, beforeshoweringand relaxingfortheevening.

9pm

Atthebeginningof2026, Isetmyself agoalto readatleast10pages adayandhavealready finishedthreebooks.Ithelpsmeunwind beforebedandswitchofffromscreens. ■

EmmaMillar

Headdistiller,HinchDistillery