Ulster Business December 2020

DECEMBER 2020 Price £2.30 (€2.60)

IN FOCUS

FEATURE

We speak to Bushmills Distillery’s Helen Mulholland

The importance of an all-island economy post-Brexit

Global growth rooted locally Bazaarvoice on rapid expansion, working with the world’s biggest brands and doing things differently

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Contents 06 News

37 Cross-border trade

74 Podcast

The latest news and exclusives from across the world of Northern Ireland business

With days to go before the end of transition, we look at the case for an all-island economy

A look at some of the highlights of the Ulster Business Podcast with Bank of Ireland UK

14 Cover story

47 IT & technology

77 Motoring

Growing tech firm Bazaarvoice on a different way of thinking and being anchored in Belfast

Ulster Business looks at some of those continuing to make significant waves here

Pat Burns gets behind the wheel of the latest motors to hit the market here

20 In Focus

55 STEM

86 Photocall

John Mulgrew speaks to Bushmills Distillery’s master blender Helen Mulholland

Reskilling across STEM amid one of the most difficult periods for our jobs market

From good causes to fresh developments, we take a look at what’s been happening across NI

29 Public sector

65 Outsourcing & facilities management

96 Technology

The plan for 2021: tidy up and build a constructive recovery, writes John Simpson

The firms seeing growth amid the pandemic

Adrian Weckler speaks to Facebook’s global affairs man Nick Clegg

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DECEMBER 2020

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EDITOR’S COMMENTS

Vaccines on horizon bring some positivity

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ou wait for one vaccine and then two show up at the same time.

I think the world needed a bit of positivity and a light at the end of the tunnel, and news of two successful vaccines to tackle Covid-19 certainly heaped some muchneeded confidence and reassurance, while also lifting global markets, highlighting a strengthening of business confidence, here and internationally.

In this edition of Ulster Business, I speak to Seamus Cushley and Laura Lunn of Bazaarvoice about the tech firm’s huge expansion here, amid the pandemic, doing things differently, and showcasing its Belfast identity as part of the overall US-owned business.

It’s one of a host of stories which have been bubbling under the surface amid the crisis – industries not only not feeling the heat amid the pandemic, but expanding and seeing demand rising as consumer habits change and evolve.

We also reveal another US-owned but Belfast-based technology firm is aiming to triple its workforce to 100 over the next couple of years, speak to Helen Mulholland, master blender with Bushmills and examine both the future of our public finances in the coming year, and turn our attention to the increasing importance of an all-island economy – with the end of the transition period beckoning.

At the time of writing, though, we were still dealing with economic restrictions, primarily

Publisher Ulster Business c/o Independent News & Media Ltd Belfast Telegraph House 33 Clarendon Road, Clarendon Dock, Belfast BT1 3BG

those within our hospitality and retail sector.

And balancing the issue of reopening with curtailing Covid case numbers, regardless of where you stand on the issue, consistent short-term thinking from our Executive is dragging decision-making down through the floor.

If there is some grand plan to deal with balancing the reopening of the economy and rebuilding, then we need to hear it. If there isn’t? Then it’s just embarrassing for us all.

Hopefully, as I write this, wheels are in motion to develop and outline a long-term approach. It’s what those sectors still directly impacted need, and need right now. ■ John Mulgrew

Editor John Mulgrew Magazine sales manager Mark Glover Sales executive Sarah-Ann Gamble Sales executive Judith Martin Production manager Irene Fitzsimmons

Printer W&G Baird Greystone Press, Caulside Drive, Antrim BT41 2RS www.wgbaird.com

www.ulsterbusiness.com

Graphic design Susan McClean, INM Design Studio Contact: s.gamble@independentmagazinesni.co.uk j.martin@independentmagazinesni.co.uk Cover photo: Elaine Hill

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Ulster Business Magazine

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DECEMBER 2020

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NEWS

month IN numbers A

17%

The increase in the number of residential properties uploaded to Propertynews.com between July and October, compared to a year earlier.

Agriculture Minister Edwin Poots, Fibrus chairman Conal Henry, Economy Minister Diane Dodds and Dominic Kearns, Fibrus chief executive

10.9%

The percentage which Northern Ireland’s economy could contract by this year, according to the latest report by EY.

5.5%

The percentage which Northern Ireland’s economy could actually increase by in 2021, also according to the latest research from EY.

653

The number of new homes which Braidwater Group is planning to build in west Belfast. Around 549 of those properties will be developed as social housing.

£165m fibre broadband contract ‘will complete by 2024’

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huge £165m plan to improve broadband connectivity to around 80,000 homes here has been awarded to Belfast firm Fibrus, it has now been confirmed.

The long-awaited Project Stratum scheme will aim to bring high-end broadband services to premises across Northern Ireland currently unable to access speeds of 30 megabits per second or greater.

Economy Minister Diane Dodds has now confirmed Fibrus as the successful bidder for the scheme, of which around £150m is investment from the UK Government.

“This investment partnership with the NI Executive positions Northern Ireland as a digital global leader,” Fibrus chairman, Conal Henry, said.

“Full fibre broadband is key to unlocking the full economic and social potential of our rural communities and is as vital a part of our 21st century infrastructure as power, water or transport.

“This investment enables towns, villages and rural communities to change the narrative, keep people and communities connected and facilitate the increasing demand for working and studying at home. The benefits of full fibre

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broadband are more relevant now in a Covid context than ever before.

“The Stratum project, in partnership with the NI Government, brings the total investment in Fibrus’ network over the next four years to £350m, radically accelerating and extending fibre broadband to those that need it most.”

And Diane Dodds said: “Fibrus proposes a full fibre solution, capable of offering speeds of up to one gigabit per second to almost 97% of premises in the target intervention area.

“Deployment of the new infrastructure is expected to commence immediately and implementation will run until March 2024.”

Sinn Féin MLA Caoimhe Archibald, who chairs the Economy Committee, said: “Project Stratum will provide improved broadband access for almost 79,000 premises, 97% of which are classified as rural.”

And SDLP economy spokesperson, Sinead McLaughlin, added: “Achieving comprehensive, fast broadband for the whole of Northern Ireland is absolutely essential for the future of our economy. This was true even before the Covid-19 pandemic, but it is even more true given the extent of home working currently taking place.”

NEWS

Song licensing firm ‘creating up to 100 NI jobs’

By John Mulgrew

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new Belfast software arm of a US music licensing giant could triple its staff numbers to 100, Ulster Business can reveal.

Songtradr has grown to a team of 32 in Northern Ireland, with plans of tripling that to around 100 over the next three years or so, according to the man heading the company up here.

“We will be expanding the team next year… we are on track to hit 36 (staff) this year,” David Jamison, vice-president of software development and site lead, said.

“Next year we are going to double the company again in Belfast, with greater engineering bandwidth capacity and new additional teams – mobile experience and feature development team, expanding other areas such as data science along with the leadership and product management team.”

The company had been working out of the Scottish Provident Building in Belfast city centre, but has since moved to remote-working amid the ongoing pandemic.

DECEMBER 2020

David Jamison

But Mr Jamison says it wants to find a new permanent home in the city, and has its sights set on further expanding its team here.

Read the full interview on page 52

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NEWS

Quotes OF THE month “Climate is a global risk and we cannot insulate ourselves through domestic action alone – raising the importance of international initiatives and collaboration.”

Ulster Bank chief economist Richard Ramsey writing about the challenges facing us, postCovid.

FinTrU expands with New York office

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orthern Ireland financial services business FinTrU has expanded its reach further with a new office in New York.

The firm, which has grown substantially including hiring dozens of workers through the pandemic, said it grew by 75% in 2020 “driven by operational excellence”.

The company works with tier one investment banks across the globe.

“Of course there is a lot to do, and important steps to take and evidence to gather, but this is a big step forward, and it will play a major role in lowering the level of uncertainty.”

Bank of England governor Andrew Bailey reacting to positive developments in the development of a coronavirus vaccine.

“Many of our tier one investment bank clients are based in New York so it was a logical next step for FinTrU to expand to the city in order to increase our presence on the global stage and ensure proximity to our clients,” Darragh McCarthy, founder, said.

“This is a very exciting time for FinTrU and despite the pandemic, we have had a growth

C at once. We’ve gone from a healthy economy with healthy economic prospects to one now where over half of businesses are facing a decline.”

Aidan Gough, InterTradeIreland, speaking about the importance of an all-island economy.

FinTrU’s head of business development, Stuart Marks, will be relocating from Belfast to set up operations in the US. “FinTrU has experienced undisrupted client delivery during this period with eight new client contracts secured and two additional investment banks clients added to our portfolio,” he said. “The securing of an office in New York is a positive step for FinTrU as we continue to expand our global footprint.”

Michael Graham

The firm, which is based in Hillsborough and carries out much of its work in GB, saw sales rising by 16% to £853m for the year ending March 2020.

It also posted an £11.3m profit before tax, which is a 38% rise on 2019.

The company operates a range of divisions here, including civil engineering, construction, fit-out and facilities management.

“It has been a particularly challenging year given the unprecedented uncertainty arising from Covid-19 and Brexit,” Graham Group executive chairman, Michael Graham, said.

“Market conditions are also extremely

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rate of 75% in 2020 driven by operational excellence. This global expansion by FinTrU demonstrates our commitment to continued growth across the company.”

Co Down construction giant Graham see sales rise to £853m o Down construction giant Graham has seen sales surge to more than £850m, it has emerged.

“Businesses across the island are facing two generational challenges

Darragh McCarthy

competitive. Against this backdrop, it has been particularly satisfying to record a rise in revenue to £853.3m and a profit before tax figure of £11.3m in our latest accounts.

“This is only possible because of the hard work and dedication of our teams. So too, our divisional strength, sectoral expertise and regional presence provide a well-balanced service offering. Undoubtedly, difficult challenges remain on the horizon, but this solid financial platform positions us well to look forward with confidence.”

NEWS

Plan to diversify NI’s aerospace sector

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scheme to diversify Northern Ireland’s aerospace sector is being set up to help the industry expand into new markets, Ulster Business can reveal.

Invest NI now is seeking a contractor to deliver a new ‘Northern Ireland Aerospace Customer Diversification Programme’.

It’s aimed at research, identifying new opportunities and leads to complement “high value” advanced manufacturing sectors here.

It will also research and identify areas where the existing manufacturing supply chain can collaborate with “Northern Ireland’s cybersecurity and technology sectors to target emerging opportunities in new sectors and

DECEMBER 2020

aerospace with a view to the decarbonisation of aviation”, it says.

“The programme shall focus on researching and identifying opportunities and generating leads in complementary, high value advanced manufacturing sectors. “(It) shall place emphasis on those external markets where the Northern Ireland aerospace supply chain and associated technology supply chain can compete and will identify and target emerging opportunities in aerospace to position the sector for the inevitable upturn

job cuts earlier this year, amid a global slowdown in work due to the coronavirus pandemic.

and new world of aerospace.”

Northern Ireland’s largest aerospace business, Spirit AeroSystems – formerly Bombardier until its takeover in October – suffered substantial

The sector here has a raft of high-end firms which work across the industry and aerospace supply chain, including Collins Aerospace, Denroy, IPC Mouldings and Thompson Aero.

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NEWS Ciaran Devine, Stephen Devine and Brian Donaldson, co-founders of Bright

Green energy firm Bright creates 20 new jobs T he latest entrant into the energy market is creating 20 jobs here as it sets up in shop in Northern Ireland, it has emerged.

Bright, which is the brainchild of brothers Ciaran and Stephen Devine along with Maxol boss Brian Donaldson, says it offers electricity from 100% renewable sources, with a single variable rate tariff.

Initially supplying electricity, Bright says it will enter the gas supply market over the coming months. It launched in the Republic of Ireland in July, but is now available in Northern Ireland.

“Our entire approach is based on what’s best for our members and for the planet,” Ciaran Devine, chief executive of Bright, said.

“We offer green, affordable electricity that’s fair for all. We don’t see why it should be any more complicated than that.

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“Bright’s electricity is sourced from renewables and we have one simple standard variable rate tariff with no tie ins or exits fees, meaning all our customers receive our best price.

“It’s a critical time as we face the challenges of climate change, but people shouldn’t have to pay more to do good – and with Bright they don’t have to.

“A huge part of our focus has been on creating a user-experience like no other. We’ve all seen recently how technology can make our lives easier – Bright is another example of this. Our specially designed app gives our customers more control over their bills and will save them time and money.

“At Bright, we’re offering something different to anything else on the market. This is energy supply in a digital age that benefits customers and protects the world around us. We’re confident that for anyone who joins the Bright

community it will be their last switch.”

And Brian Donaldson, chief executive of The Maxol Group said: “Renewable and sustainable choices have been central to Maxol’s operations for many years and when it comes to environmental initiatives, 2020 has been our most prolific.

“At Maxol we want to make the greener choice the easier choice for all our customers and the launch of Bright is one of a number of programmes that tangibly demonstrates our commitment to the environment.

“Maxol is a family-owned business. Partnering with another family business of similar values has culminated in Bright, an exciting new entity with a real focus on sustainability and the future proofing of our planet for current and next generations. A move into renewables is part of Maxol’s diversification strategy and today’s launch is a sign of our long-term intent.”

NEWS

Disruption to goods flow ‘complicates trade’

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ny disruption to the flow of trade across the island for key good such as meat and milk severely complicates our markets here, it’s been claimed.

Ian Marshall, a beef farmer from Markethill in Co Armagh, and a former president of the Ulster Farmers’ Union, said: “It’s difficult if you have a policy that stops halfway across the field and then introduce a different policy in the other half.”

Speaking about the importance of free flowing trade in Ireland, Mr Marshall, who served in the Irish Senate between 2018 and 2020: the first unionist to be represented there since the 1930, said: “This all-island stuff is spun as a new phenomenon, but since the Good Friday Agreement – when we had unfettered access to trade, goods and services across the land border – we effectively created a quasi island

Ian Marshall

economy. Food manufacturers, processing companies, are already working across the

“10,000 pigs cross the border every week.

20% to 30% of our milk moves across the

jurisdictions.

border. Any disruption to that complicates our markets.”

“(Some) 400,000 lambs travel from Northern Ireland to the south every year,” Mr Marshall said.

Read the whole article on pages 37-40

Bazaarvoice to expand team to 100 staff

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echnology business Bazaarvoice will grow its Belfast headcount to around 100 staff at the start of next year, it can be revealed.

The business will mark the end of 12 months of growth, reaching around 100 staff and continuing to develop technology products, and working with some of the world’s biggest brands, all while continuing to put its people at the centre of everything it does – Bazaarvoice is consciously embedding its roots deeper in Northern Ireland.

“I took the opportunity to join this company, which was about to expand internationally, because of the potential it had to scale up and to make the Belfast operation core to that expansion,” Seamus Cushley, site lead in Belfast told Ulster Business.

The company, which is headquartered in the US, works with an impressive roster of well-known brands and retailers – working with more than 11,500 brands, of which 1,750 are retailers.

The business now has almost 80 people in Belfast, and the plan is to raise that number to 100 people by early 2021. It has continued to hire throughout the coronavirus pandemic – bringing in 39 people across all levels since the end of May. Read the full interview on page 14-16

DECEMBER 2020

Seamus Cushley

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RECRUITMENT

Keep equality, diversity and inclusion front of mind

By John Moore, managing director, Hays NI

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his has been a year of change for businesses in Northern Ireland, with all having to adapt quickly to vast shifts in our world of work caused by Covid-19, concern about the economy and increasing uncertainty around the impact of Brexit.

One priority which may be perceived to have taken a back seat is progression on equality, diversity and inclusion (ED&I). But in fact, when it comes to recruiting new staff, ED&I is now established as one of the highest priorities for jobseekers. According to research published in the Hays Equality, Diversity & Inclusion Report 2020, an organisation’s ED&I policies are important to nearly three quarters (73%) of professionals when considering a new role.

Half (50%) of professionals believe their chances of being selected for a job have been limited because of their background or an identifying factor, which was highest among those who have a disability, those with caring responsibilities and BME respondents. These findings are largely unchanged from when we conducted a comparable survey in September 2019, indicating that progress still needs to be made.

Overall it is clear there is a very real risk that employers will reduce the pool of talent from which they will hire if ED&I is not a core element of their talent acquisition strategy.

Showing a strong commitment will aid retention Beyond talent attraction, ED&I still needs to be a focus for improved employee retention. Staff want to see a strong, genuine commitment to ED&I from their employer. According to our research, nearly three quarters (74%) want their organisation to have a voice on current diversity and inclusion issues and failure to see this in the form of support from ED&I campaigns would prompt 39% to look for a different job.

A spotlight on flexible working It’s important to highlight the interplay between flexible working and ED&I in the workplace. Providing a variety of well-designed and meaningful working options has huge bearings on the diversity of a workforce which is echoed by the vast majority (86%) of professionals, who believe that increased access to flexible working practices can help organisations gain access to a more diverse pool of talent.

That’s not to say that there aren’t potential drawbacks to working flexibly, as it can induce feelings of isolation, blurred boundaries between work and home lives and barriers communication. If flexible working is to remain a core part of our way of working from now on, employers need to be mindful of these drawbacks to ensure their workplaces remain as inclusive as possible.

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John Moore

Three practical actions employers can take: - Demonstrate your commitment to ED&I. A diverse and inclusive workforce is no longer a nice-to-have and policies which demonstrate a commitment to this are crucial to not diminish your talent pool.

- Ensure ED&I initiatives are promoted throughout the recruitment process. From flexible working to active support for diversity events, any ED&I initiatives need to be promoted via job adverts and on your careers website.

- Understand that flexible working is not one-size-fits-all. Our research illuminated various benefits and drawbacks to flexible working arrangements and made it clear that the optimum way of working is dependent on that individual’s unique circumstances. Try to be mindful of, and accommodating to, individual preferences of working in different ways – and open to allowing truly flexible working practices to everyone in your workforce, not just parents or carers.

These times certainly continue to be testing for organisations and individuals alike, but not taking positive action to progress your ED&I commitments is detrimental to talent attraction and retention – two areas organisations can’t afford to have a weakness in. ■

COVER STORY

Bazaarvoice: Growing globally but firmly rooted in Belfast In just 12 months, Bazaarvoice has increased its Belfast workforce by 50%, acquired a company, and continued to hire talented people throughout the crisis while growing its roots here deeper each day. Ulster Business speaks to site lead and vicepresident of R&D, Seamus Cushley and talent partner Laura Lunn, about putting people at the centre of what they do. Bazaarvoice is doing things slightly differently to the competition 14

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or Bazaarvoice, the last year has been something of a whirlwind in cementing its position in both Northern Ireland and the global marketplace.

The business will mark the end of 12 months of growth, reaching around 100 staff and continuing to develop technology products, and working with some of the world’s biggest brands, all while continuing to put its people at the centre of everything it does – Bazaarvoice is consciously embedding its roots deeper in Northern Ireland.

COVER STORY

Ross Hompstead, Chris Clements, Seamus Cushley, Ashleigh Fournier Thompson, Allan Hunter and Laura Lunn

Bazaarvoice’s extensive global retail and social network, product-passionate community, and enterprise-level technology provide the tools brands and retailers need to create smarter shopper experiences across the entire customer journey.

“I took the opportunity to join this company, which was about to expand internationally, because of the potential it had to scale up and to make the Belfast operation core to that expansion.”

autonomy and a unique character within its workforce.

“The challenge we faced was deciding to take a people-led change,” Seamus says. “We made a big investment in what type of people we wanted to hire, grow, and develop. We’ve redesigned how we attract the best people, how we hire them, and how we interview them.”

The company, which is headquartered in the US, works with an impressive roster of well-known brands and retailers, in fact they work with more than 11,500 brands, of which 1,750 are retailers.

Seamus says it’s about building a team like no other in the tech sector here – requiring problem-solving, emotional intelligence and the adaptability to work with some of the world’s biggest brands while maintaining a scale and sense of a business very much anchored in Belfast.

And its flourishing Belfast operation is key to that success. But its Northern Ireland office has its own identity, a high-level of

There is a demand and thirst for more information, from the buyer, to understand why they’re purchasing something.”

DECEMBER 2020

“What we have found that over the last few months – with more people moving online – there has been a real interest in how people make decisions when purchasing. That includes customer trends moving from online retail for clothes and consumer goods towards essential items, such as groceries. The shift caused by the global coronavirus pandemic means people are now regularly checking out reviews for cleaning products. It’s the depth and richness this data can provide to a brand which has been key to Bazaarvoice’s success.”

The business now has almost 80 people in Belfast, and the plan is to raise that number to 100 people by early 2021. They have continued to hire throughout the coronavirus pandemic – bringing in 39 people across all levels since the end of May. “We are small in terms of being a global business, but the scope and reach of what >

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COVER STORY

we do is incredible,” Laura says.

“That’s something unique to us, particularly in the Belfast tech market. From the areas in which people will work on to the challenges which they are presented with – it’s not a match to any other business.”

The Belfast team is far from a small remote arm of the US firm. It operates with its own identity, experience, and expertise – the team deals with clients from start to finish.

“We made a decision to change our identity from being an American-based company to a company based in Belfast with deep roots in the city. Our people are part of our story,” Seamus says.

“Other organisations in Belfast don’t offer the same level of freedom for staff to go and own their client problem. That’s something we’re focusing on and investing in further.”

Seamus Cushley

that set the direction on how we build things.

As for the types of people Bazaarvoice wants to attract, they want to hire people who are hungry to succeed and have an appetite to work in a challenging and rewarding team environment.

“The deal is, you will come here, and we will challenge you like you’ve probably never been challenged before. We expect you to challenge us, equally,” Seamus says.

The firm employs a wide range of talented people – from software engineering to product ownership, design, and key operational staff.

“We have a range of clients with different needs and problems which we’re trying to solve, and we’re seeing a surge in demand for Bazaarvoice’s services,” he says.

“We have teams of people who go above and byond to solve those problems – that’s key to the ethos of the company. We encourage autonomy – and our people are empowered to lead from the bottom up.

“Bazaarvoice Belfast is one of three global innovation centres focusing on product development, we’re at the gateway to Europe, and we support our offices in London.

Fortunately, I’m one of the three vice presidents

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“We have a direct and open line into the executive team as to where we’re going – the Belfast operation is very much central to the future growth of the company.”

In fact, the Belfast operation has helped Bazaarvoice company as a whole achieve its engineering and company goals.

Bazaarvoice moved to remote-working seamlessly at the start of the pandemic. But Seamus says the company’s initial few weeks after this move focused on communicating directly with its staff to establish how the situation was impacting them – in both a personal and professional capacity.

“Our team members are now the face of our brand. They are advocates for what we do here. We purposely didn’t go with a big branding exercise, up until recently, because it was about identity – our people are part of our story.

“We are not a back-office typing pool. We provide key value to the overall company and that has been reinforced many times.”

Laura says it’s not simply about turning up and writing lines of code each day. Staff are

connected and work throughout various arms of the business.

“We want you to have a broader brief and rich career. We have a full life-cycle of roles that are needed to build our products,” she says.

Reflecting that richer experience, the way the firm attracts and hires its people is not centred around how well you performed in your undergraduate degree, but instead, seeks those from a wide range of backgrounds and pathways.

“We want people who think differently,” Seamus says. “They can come from any background, any walk of life or pathway to get here. We have apprentices straight out of school, placement students, graduates, people coming back home from the US and Canada. It’s about the mindset and skillset.”

Bazaarvoice sees itself firmly as a learning organisation and one which can adapt to anything that comes its way.

“For us, it’s about selling Bazaarvoice, selling Belfast and Northern Ireland as a place to do high-quality business,” Seamus says. “It’s about making sure our clients matter and are at the core of everything we do.” ■

BELFAST

Belfast’s renewed ambition to help drive economy in 2021

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s the world continues to look towards the future postpandemic, Belfast and the wider city region must show its resilience and be ‘investment ready’, in order to drive economic recovery according to Belfast City Council’s chief executive Suzanne Wylie.

‘Renewed Ambition’, a new collaboration between Belfast City Council and a number of public and private sector organisations which launched in October, aims to help Belfast build on the success it has enjoyed in real estate growth and investment in recent years.

Renewed Ambition will showcase the wide range of opportunities for real estate investors, developers and occupiers in the Belfast city region. The series will draw upon local and internationally-respected experts to highlight our sectoral strengths, together with the unique selling points that set Belfast apart from other cities across the UK and Ireland such as talent, connectivity, cost of living and quality of life.

James Eyre, commercial director, Titanic Quarter, Kevin Holland, chief executive, Invest NI, Suzanne Wylie, chief executive, Belfast City Council, and David Elliott, senior client director, Lanyon Group

and will allow the Belfast city region to evolve to meet the requirements of those who live, work and study here.

One of the more recent virtual events in the series – ‘Economic Drivers for Belfast’s Success’ – focused on the city’s economic journey in a post-pandemic environment, asking how each investment pillar will play its part in rebooting Belfast’s success going forward. Alongside Suzanne Wylie, it featured a panel consisting of Invest NI’s chief executive Kevin Holland, James Eyre, commercial director at Titanic Quarter and Emma Cariaga, who is joint head of Canada Water and a Belfast innovation and inclusive growth commissioner.

“In order for Belfast to fulfil its potential going forward, we must reimagine the future of our city and work together to deliver it,” she added.

The event centred around how the city region needs to ‘build back better’ and adapt to meet the needs of an ever-changing environment, and honed in on Belfast’s strategy around city centre living which is one of the most significant opportunities in the city for future investment.

Belfast and the wider city region has enjoyed new attention from across the global investment community for some time, offering outstanding rates of return underpinned by a healthy business ecosystem and a standard of living considered one of the best in the world. It also has a long history of resilience, weathering social and economic upheaval with grit and determination.

Suzanne Wylie said that real estate investment is key in terms of job creation, health and wellbeing, sustainability and the green agenda,

DECEMBER 2020

“We have already invested five years of time, money and effort in building a strong publicprivate partnership, and ensuring Belfast is viewed internationally as a city ‘on the rise’.

Now is the time to be bold and brave in our vision for real estate investment in the city and city region.”

That experience has left it primed to face the

current challenges of coronavirus and Brexit head on and it is once again building on its pre-Covid success and plotting a path for further growth and prosperity. Some major new publicly-funded initiatives including the Belfast Region City Deal, and Weavers Cross – an unequalled opportunity to deliver 1.3 million sq ft of office led mixed-use space just a few minutes from the city core with a multi-million pound publicly funded transport hub at its heart – will revive the city’s unique attractiveness in 2021 and the decade ahead.

Joe O’Neill, Belfast Harbour chief executive and chair of the Renewed Ambition Taskforce, added: “The Renewed Ambition series of events continues to help shape the conversations and engagement opportunities to support the right type of recovery that we need to work towards in Belfast and the wider region.

“That’s why we are pooling our collective expertise to work in partnership with some of our most forward-thinking organisations so that we can shine a light on what makes our city such a unique and attractive place to an international real estate audience.” ■

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WHISKEY

Dr Terry Cross OBE and Aaron Flaherty, Hinch Distillery

Hinch Distillery launches unique whiskey cask release

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o Down’s Hinch Distillery has launched its An Chead Dún cask release which contains its first distillation of Irish single malt spirit.

The An Chead Dún cask release from Hinch Distillery contains their first ever distillation of Irish Single Malt spirit, using traditional Irish distilling methods combined with Hinch’s bespoke distilling techniques.

Through maturation in the finest American bourbon oak casks, this spirit will develop into an Irish whiskey over a number of years and will be sought after by some of the world’s most ardent whiskey collectors and connoisseurs.

An Chead Dún, which translates from Gaelic as ‘The First Down’, is the first single malt spirit and ultimately whiskey, to be released by Hinch Distillery. It will perfectly represent the brand’s core values and align with the distillery motto: ‘Distilled by the bold, character is everything’.

Only 161 casks will be made available in recognition of the origins of the 161-year-old

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Killaney Estate on which the distillery sits.

Each cask can be secured for a price tag that reflects the very limited number of casks being filled and the exclusivity of becoming a member of a club with a maximum of 161 members.

Chead Dún whiskey will only be placed in ‘first fill’ casks.

Each cask owner will receive a rare, limitededition gift presentation box containing a bottle of Hinch 18-Year-Old Single Malt and Château de la Ligne Grande Reserve wine, in addition to a small ‘memento bottle’ of the original spirit before it enters the cask.

“An Chead Dún Cask presents a unique opportunity for enthusiasts to be a part of the very start of Hinch’s whiskey journey, one that is shaped by the past but building for the future, here in the heart of Co Down”.

Distilling has now commenced at Hinch Distillery which is a £15m project by local businessman, Dr Terry Cross OBE. “What makes each whiskey unique is its individual interaction with the oak cask,” he said.

“Traditionally, Irish whiskeys are often matured in oak casks that previously held other wines or spirits, in order to add new layers of flavour to the maturing spirit. Those casks may be reused many times but An

“This means the wood will ultimately have a much greater influence on the final Irish whiskey in terms of both flavour and colour.

The launch of the An Chead Dún cask programme coincides with Hinch Distillery’s recent opening which saw the ribbon cut on not just the distillery but a new visitor destination for both domestic and incoming tourism. Hinch whiskeys are inspired by the distilling traditions and skills exchanged over the centuries during the ebb and flow of Gaelic peoples across the Irish Sea. ■ The An Chead Dún cask is priced at £4,950.

For more information on this distinctive and very limited cask offer, visit https://tinyurl.com/ AnCheadDunCaskBrochure

CUSTOMS

EOS Warehousing: seamless import and export experience for businesses

E

OS Warehousing had added a new additional service to its growing portfolio entitled EOS Customs, which has proven to provide businesses with invaluable support on the run up to the end of the EU exit transition period on January 1.

EOS is widely acknowledged across the UK, Ireland and Europe as one of the leading logistics and technology firms in the industry.

EOS is a family owned and operated company based on the outskirts of Hillsborough, Co Down.

EOS Customs provides a comprehensive array of customs services designed to expedite and support supply chains through all their

DECEMBER 2020

import and export declarations and custom requirements.

John Strain, director of EOS Warehousing, said: “EOS Customs provides our customers with an all in one solution, covering all their import and export customs clearances requirements.

EOS already operates a HMRC authorised customs warehouse which is AEOF accredited, along with the external temporary storage facility (ETSF) and brokerage department. This initiative provides a seamless import/export experience for our customers.”

Whether you are new to the importing/ exporting market and have a requirement for expert custom advice and guidance or are a regular importer/exporter looking to optimise

and expedite your customs processes, EOS Customs have highly skilled teams ready to manage your customs clearance requirements whatever the volume or complexity.

EOS Customs is now fully operational. For further information or to get started contact the team at customs@eoswarehousing.com or telephone 02840 651311 (Banbridge) or 02892 680066 (Culcavy).

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IN FOCUS

‘I’m only a custodian here… there will be many master blenders after me’ Helen Mulholland has spent the last 30 years working across some of the most interesting roles the iconic Bushmills Distillery has to offer, and has held the title of master blender for half that time. She speaks to John Mulgrew about a day-in-the-life, plans for £60m expansion and doubling of output, crafting top-end spirits for the growing global market, and the challenges of Covid-19

H

elen Mulholland may have one of the most enviable jobs on the island of Ireland.

For the last 15 years, she’s held the role of master blender at Co Antrim’s Bushmills Distillery, and has worked with the global whiskey brand for more than 30 years.

“From the very first moment, you are met with the beauty and magic of the site,” she says.

“The white wash building and stone warehouse. It’s a completely unique place in the food and drink sector here.

“I’m a food technologist and went to Loughry Campus. As part of that course, you did work placements and I was lucky enough to get to go to Bushmills.

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“I did my placement in Bushmills. In the lab, we tested all the raw materials going in to the main distillery – the water and barley, and carried out taste panels. I went back to finish the course and luckily a role came up in the lab. I only stayed for three months before doing my master’s degree in Reading on the maturation of whiskey in wood.”

Since joining, Helen’s held a series of managerial roles at the whiskey-maker, from quality and compliance to technical.

But for the last 15 years she’s held the title of master blender – becoming the first woman to hold the role in the history of the Co Antrim distillery.

“From then on it has been building my knowledge – working with the different casks,

Helen Mulholland

IN FOCUS

and creating whiskies that people enjoy which then become part of the history of Bushmills.

“We are the oldest licensed whiskey distillery in the world. In my role, I’m only a custodian.

There will be a huge number of blenders which will come after me. It’s about making it a part of history.”

For Helen, each day is different in the adult version of Willy Wonka’s chocolate factory.

Having grown up just down the road from the iconic spot – and I didn’t actually visit until my mid-20s – you only have to do a brief tour to take in the atmosphere, creative process, aromas and vast cask stores Bushmills boasts.

“Every day is different – there is no ‘normal’ day. A morning could be taste profiling, starting to work through them, the different taste profiles,” Helen says. “Turning to projects and ensuring that our signature blends and malts remain completely constant in flavour profile. Maintaining consistency for brands we have, and looking at new flavour profiles.

“The afternoon could see quite some time working on long-term planning, looking at different casks throughout the world which we could purchase, then having a look at the distillery and bottling plant.”

If you’re in any way on top of what is going on in terms of spirit, and more specifically whiskey trends, then you’ll know Irish whiskey has, and continues to have, a serious renaissance.

It’s been buoyed globally by the big brands – predominantly Jameson and Bushmills.

The plans for expansion at Bushmills are sizeable. In total, it represents a £60m investment that will see the distillery – now owned by Jose Cuervo – expand significantly, including in its warehousing, to grow its stock and ability to age.

“There is an expansion plan for warehousing and the distillery expansion,” Helen says. “It plays in to the Causeway Collection being part of that. Our plan for additional distribution, warehousing – we plan to double capacity over the next five years. >

DECEMBER 2020

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IN FOCUS

The new Causeway Collection range

“The US is the largest market, but again, it is to cover the huge growth in Europe and in the home market.

“Irish whiskey is the fastest growing sector in drinks industry and it’s incredible to see. When I started in the industry almost 30 years ago there were only three distilleries in Ireland.

“It’s great to see the interest and the excitement that the influx (of new distilleries) is bringing. There is room for all of us and that just generates excitement. As long as the quality is maintained then it is a good thing.”

The company’s core range – which includes the younger Original and Black Bush blends – remains its largest seller. But Helen says there has been a growth in the premium end – part of the reason for launching the ongoing Causeway Collection.

“You see a whole collection of premium single malts and it shows that the market is leading to that (premium end). That is where we are currently releasing our new products in to.

“The Causeway Collection is a full collection of different aged malts that are released throughout the world. There will be an annual release of the collection.”

The first tranche includes two stunning drams

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– a 1995 Malaga cask and 2008 Muscatel cask. The former is a whack of acetone, meaty, sherry without the sweetness, burnt toffee, wood, roasted chestnuts, coffee and Christmas pudding. It’s certainly making a statement for Bushmills.

“I have been working on the Causeway Collection for about 15 years,” Helen says.

“The Malaga cask was distilled in 1995, (placed) in bourbon and sherry and then recasked for 14 years in Malaga cask. These are all long-term and require long-term planning.

But again, it’s a joy to work with these liquids and working with a company that allows you the time to get these things right.

“We were never in any hurry. It will only come out when it’s perfect. I’m lucky to be afforded that luxury of time.”

“Once we get in to this role we stay a lifetime,” Helen says. “It only comes up once in a lifetime. With the increase in the number of distilleries, there are so many more opportunities and possibilities, so you will see a whole range of women coming in to the role.”

The Portstewart woman says that includes those coming to the industry with a background in area such as chemical engineering and technology.

But Bushmills, like much of the rest of the world, has suffered at the hands of Covid.

While whiskey sales remain, the site’s visitor centre has been closed since March, and has no immediate signs of reopening. That’s meant voluntary redundancies.

“It is wonderful to see, that it is throughout the rest of the world,” Helen says. “It’s wonderful that while US is the largest market, we are not targeting everything to them.”

“It’s a huge worry for ourselves, because we normally invited 120,000 visitors to the site (each year),” Helen says. “We love being able to show people around the site – people who love our products. But the visitor centre needs members of the public. Meeting people under the Covid regulations means we can’t foresee when (we will) open the tours again (for the near future).

When she was first starting her career in the industry, three decades ago, there were just a handful of distilleries on the island of Ireland.

“We are trying to redeploy brand home team throughout the site, we do have to look at every eventuality.” ■

The collection is being released in Australia, France and the US has also seen rare casks released, along with those for the Asia market.

PROFILE

Gardiner Brothers: a family firm with sights set on the future As one of Northern Ireland’s top jewellers, Gardiner Brothers has had a multi-generational legacy at the heart of the industry in Belfast for more than 80 years.

But it’s also turning its attention to growing its online business, while developing new bespoke products for customers, according to director Michael Warke

G

ardiner Brothers has been at the forefront of designing high-end jewellery in Belfast across four generations.

Located in the heart of the city for more than 80 years, the jeweller and gemologist remains one of the most respected, while embracing both new digital avenues, and new products – appealing to customers right across the globe.

“Gardiner Brothers was formed in 1937, and back then we started off as a watch parts company. That then evolved into us becoming a wholesale jewellers. Now we work across both retail and wholesale,” Michael Warke, director, said.

Samuel Gardiner began Gardiner Brothers by supplying spare parts to most of the working watch makers in Ireland.

The business has passed through four generations, and is now being run by brothers Michael and Philip Warke.

“Our main area of business is diamonds and gemstones,” Michael says. “We specialise in that, and engagement rings would be a hugely important part of our business.”

The grand Gardiner Brothers business has been based in the heart of Belfast city centre for more than eight decades – starting out at 12 Waring Street before moving to the firm’s current shop just a few doors down, close to The Merchant Hotel.

“We focus on making bespoke rings and jewellery for our customers,” Michael says.

“But we remain very competitive against the competition, both in terms of price and the quality which we offer. That has helped to ensure our success over the last few years.”

And while the pandemic has impacted businesses here, Michael says Gardiner Brothers has remained busy. And the business is also seeing soaring sales online, with the company investing in its digital offering – reaching customers right across the globe.

“We are continuing to modernise and our website has been doing extremely well,” he says. “We are selling rings to a places as far afield as Australia and the US. There’s also a lot of business in GB.

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“People are shopping more online and we can offer them a bespoke product at a great price.

“Since the middle of June we have been extremely busy and have been seeing people already ordering items for Christmas.

“People are more inclined to shop around and get more for their money. They are finding we are better quality than others and I think that’s why we are doing quite well at the moment.”

The company has also spent significant time and resources in developing a new cut of diamond, exclusive to Gardiner Brothers.

“The new Aurora is unique to us in Europe,” Michael says. “We taken on board a lot of science behind this – it’s a new cut which sparkles more than most other diamonds on the market.”

Gardiner Brothers offers its customers the

PROFILE

The Gardiner Brothers store at Waring Street in Belfast

“For us, I think it’s our price and quality that helps sell Gardiner Brothers. We are also a traditional family business which has now been running for four generations, and we make our own pieces.

ability to design a ring or piece of jewellery from scratch – shaping the process from start to finish.

“Customers come to us with the idea and help design it. We can then go through the CAD design process, and we have thousands of gems available.

One of Gardiner Brothers’ new Aurora diamond rings

“As trained gemologists, we can advise customers on the types, colours and cuts of stones available. It’s a unique product and truly made-to-measure. Anything that is possible, we can do.”

The team has now grown to 14, and includes its workshop, based elsewhere in the city.

Michael says while Gardiner Brothers has a huge range in store, around 70% of its retail business is bespoke.

Aside from its burgeoning retail offering, Gardiner Brothers continues to eye up opportunities with jewellers in England, including expanding the reach of its new Aurora diamonds.

“That can be tailoring an item in stock, or starting from scratch. We can also modernise older pieces and restore them to their former glory.”

“The traditional brilliant cut has been going strong for years, so we thought the new Aurora helped us modernise and stand out from the crowd.

DECEMBER 2020

“We have thousands of rings available in different styles, across different price ranges, sizes and types of gemstone – sourcing the highest quality stones.”

And Michael says the legacy of taking on a successful and highly respected family business puts an extra focus and weight behind ensuring the company grows and continues to be one of the leading jewellers here.

“For a family business, there is often more pressure to keep the values that we have had for more than 80 years – upholding and improving that level of customer service and quality.” ■

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RETAIL

Bank of Ireland UK supports expansion of NI business Toytown

T

oytown, the family run toy retailer based in Newtownards, was established with a small shop on the Castlereagh Road, Belfast in 1979.

Forty years on it is one of the largest independent toy retailers in the UK and Ireland with 235 staff working across 33 stores, including 10 outlets in Northern Ireland.

While much of the retail sector has endured one of its most challenging years, Toytown has seized new opportunities for growth and the company has opened five stores since August – in Poole, Worcester, Lisnagelvin, Uxbridge and Abbey Centre in Belfast. Five further stores are planned for next year.

Alan Simpson, owner and managing director of Toytown, says: “We’re a very successful and well-run business. We have always reinvested to ensure we can work through periods of tougher trading. We started the year in a strong financial position but when our stores were closed overnight due to the coronavirus lockdown, its impact on our cashflow was immediate.”

That is where Bank of Ireland UK stepped in.

“We have been a Bank of Ireland UK business customer from the start and have worked with Aaron, our business manager for the last 10 years – we have a good relationship and that’s never been more important than in this year,” Alan says.

“We made a request to the bank for support which we would not ordinarily need, and they were very quick to respond and ensure we had all we needed to help us navigate the challenges of Covid-19 so we could come out as a strong business the other side and we have.”

Aaron McAuley, business manager, Bank of Ireland UK says: “With lockdown looming Alan was immediately concerned about ensuring his March payroll and that stock already committed from manufacturers, which was at sea, could be met from impacted cashflow.

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Pictured outside the newly opened Abbey Centre store in Belfast is Aaron McAuley, business manager, Bank of Ireland UK with owner and managing director of Toytown, Alan Simpson

“The Bank provided an initial emergency working capital overdraft of £1m. This ensured that the immediacy of staff wages for March and April would be met without issue, pending the UK Government Job Retention Scheme coming online, as well as paying for stock already en route.

“The bank also approved a £500,000 Stockline facility to be there in case of need for future stock procurement needs.

“The principal support was then provided via a £1m term loan supported by the Coronavirus Business Interruption Loan scheme (CBILS) which, depending on the duration of Covid-19 and lockdown, the impact on the retail sector generally, and a range of assumptions about staggered recovery, would be sufficient to see the business through the next 12, 24 to 36 months.”

Alan says: “Over the 12-week lockdown from March to June, the business was close to £2.5m down on sales but with our busiest trading period ahead of us from October through to Christmas it was crucial we were supported and ready to meet our customers’ needs when we reopened and I’m delighted the bank could help us in that endeavour.”

When Toytown reopened many of its stores in June, there were signs of pent up retail demand as trading was above expectation.

Toytown’s focus has always been on physical stores but since the pandemic they have invested in a new website with an increased offer for customers to ensure online business is secured.

Alan’s three sons have followed him into the business with roles in accountancy, buying and logistics and he believes the strength of their operation is in fine tuning their offer and their ability to adapt quickly to changing circumstances and to seize opportunities as they arise. Citing purchasing of stock or taking leases on new premises as examples, he says as a small family business they can make instant decisions where larger retailers may need months of planning.

“Bank of Ireland UK have been incredibly supportive right through our journey. They have shown confidence in us and helped us to grow to this level,” Alan says.

Aaron says: “I am delighted we were able to support Alan and his management team in the early days of the pandemic as they protected jobs and secured the future viability of the business. The business has not only been able to protect its immediate future but seized new opportunities and opened new stores. With prudent financial management and Alan’s reputation within the Toy Retail industry I am sure there will be more to come.” ■

INTERVIEW

‘Crisis is biggest challenge in our 100 years’

Brian Donaldson

John Mulgrew speaks to Maxol chief executive Brian Donaldson about coping amid coronavirus, pivoting towards growing green energy, potential perils of Brexit delays but continuing investment across Ireland

T

he impact of coronavirus is one of the “hardest things” fuel and forecourt business Maxol has had to deal with in 100 years of business, its boss has said.

The company, like many other businesses across the island, was affected by lockdown and restrictions in both the Northern Ireland and the Republic.

“We saw a reduction in volume from 50-70% overnight,” he said. With travel restrictions most of that would have been on arterial sites.”

impact in the Republic.

The business is also eyeing up changes to the future of energy here, and gearing up towards society’s gradual move towards electrification and the use of hydrogen as a fuel source.

He says an all-island approach to the business “would not be fit for purpose”. In Northern Ireland, Maxol partners with Henderson Group – which includes brands such as Spar. That relationship has been ongoing for 15 years.

“(Covid) is one of the hardest things we have had to deal with in the last 100 years,” Brian said.

Looking towards Brexit and the issues that may occur, Brian says it’s shielded by many of the issues, having fuel supply and food chains in both Northern Ireland and the Republic.

“We have UK supply deals and Henderson is our partner in terms of food and convenience,” he said.

He said the company will not hit the same levels of profit for next year, due to the impact of coronavirus. “It’s very challenging for us as a business and for our retailers,” Brian said.

However, like many others, there remain some concerns around what impact delays at ports here could have on the delivery of some goods.

“Because we are a local business, privately owned, benefiting the local economy, we are in a good position.”

“One thing is no one can legislate for is disruption at the ports. Even from getting fuel from ports could be difficult.

He says there was an immediate impact on areas such as coffee and deli, with food service becoming less of a focus with more people eating and working at home.

He said around a dozen revamp schemes are still under way here, including those in Portrush, Saintfield and Glengormley.

“There are still concerns over delays. But the terminal here is open 24/7, for us, it is less of a problem in NI compared to Republic.

However, over the last few weeks, the impact has been much less severe in Northern Ireland, with Level 5 restrictions having a greater

But he said investment going forward would be paused until there there is more “clarity and certainty”.

“Dublin is a busy port and that is where some of the concerns would be about getting tankers in quickly.” ■

But as people began to stay within their own local areas amid lockdown earlier this year, Brian said those neighbourhood locations performed well in terms of sales.

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Public sector

PUBLIC SECTOR

The plan for 2021: tidy up and build a constructive recovery The finances of the public sector in Northern Ireland have been stressed and strained during 2020 in ways that have no precedents in living memory. The public sector budget approved in January 2020, in retrospect, bears little resemblance to the actual records of what actually happened, writes John Simpson

Parliament Buildings at Stormont

W

ith the arrival of Covid-19, conventional expectations and rules were side-lined.

Now, nearly a year later, the public sector finances show little resemblance to the original budget allowances.

In aggregate, Stormont budgets are estimated to be about ÂŁ2.5bn higher than was originally expected. This is probably over 30% higher than first expected even before furlough payments are added.

The enhanced Stormont budget is only

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part of the story. In arrangements that fell outside the usual devolution arrangements for Stormont (or for the Scottish and Welsh administrations), the UK Treasury has financed payments made to help sustain employment using the Treasury arrangements to pay the agreed share of furlough payments to employees without normal full-time employment commitments.

In retrospect, in 2020 the public sector has been required to adjust to the spending priorities created by large medical and social needs as a response to immediate problems

caused by the prevailing impact of Covid-19.

Despite the pain and hardship of coping with Covid-19, most medical and other public services have been maintained. Schools have re-opened, many employees have been able to work from home and essential businesses continue to function, sometimes mainly online.

But as we move into 2021, new spending baselines have been reshaped by the events in 2020.

The challenge for the Northern Ireland is

PUBLIC SECTOR

to rebuild an economy that generates an increase in employment and also increased personal incomes. These challenges would be more manageable if resources were not needed to continue to fight the Covid-19 agenda.

That brings together two overlapping assumptions. First, the scale and cost of the application of professional and medical expertise to Covid-19 must ease. Second, the funding for devolved government must be sustained and adequate for a refreshed better targeted programme for Government.

DECEMBER 2020

Conor Murphy

Late in 2020, although these assumptions seem optimistic, in order to offer a constructive agenda for 2021, the expectation of an improved personal, economic and medical environment will help to illustrate some of the parameters for a stronger society.

The Chancellor of the Exchequer has decided that, instead of a multi-annual review of public spending for the UK, for possibly 2020 – 2024, that in current circumstances he should postpone the challenges of a multi-year

budget and will, for this one year, only commit to plans for a single budget year.

That ‘one year only’ decision is disappointing for the Stormont administration because there is a pressing need to set a longer timeframe to rebuild and revitalise the local economy.

The difficulty in framing a multi-annual budget is easily stated. It stems from the instability and uncertainty of the budget arithmetic when the baseline for the next budget is subject to >

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PUBLIC SECTOR

John Simpson

the uncertainties caused by the scale of the budget deficit created in 2020-21 whether at a UK level or simply for Northern Ireland.

The Chancellor, as he makes commitments for 2021-22, must frame a budget that is both correctional and acceptable. In political terms, this will be a critical test of the political acceptability of the scale of the UK budget deficit in the year following the largest peacetime deficit since the 1940s.

The competing pressures to avoid more austerity or avoid the emergence of unwelcome inflationary pressures bring together competing judgements on fiscal policy which would be divisive.

The management of the national and regional budget deficit will be critical in a Northern Ireland context. Locally, that question converts into a search for an agreed reshaping of the scale of the Barnett consequences for the Northern Ireland budget. Ideally, Northern Ireland interests would combine to obtain a more generous settlement which would offer an easier baseline on which to build a coherent investment programme to be delivered over a multi-year period.

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Sitting in the agenda for Stormont ministers, particularly Conor Murphy as Finance Minister, is the commitment made in the last high level agreement with Westminster that a Fiscal Commission should be set-up to examine the merits (and demerits) of the current fiscal arrangements affecting the local public sector.

In particular the Fiscal Commission would be expected to assess whether the present arrangements allow Northern Ireland an adequate capital spending, or infrastructure budget. There is, in the Northern Ireland political parties, a search for mechanisms to allow larger capital programmes.

The recent Special Advisory Group, reporting to Nichola Mallon, was unanimous in suggesting that Northern Ireland should appoint an Infrastructure Commissioner.

It agreed that a coherent comprehensive planning approach was needed.

The Fiscal Commission, when it is appointed, might also examine the merits of another plea recently made by Conor Murphy. In his plea, he asks that the Treasury might allow the NI budget to use

some funds, earmarked for capital projects, to be transferred to current (or resource) spending projects. This would draw on the evidence that all too often capital projects develop more slowly than budgets could allow so that temporary excess funds could be usefully reapplied.

The Fiscal Commission might also be asked to examine whether the Stormont Government might have authority to borrow on capital markets to supplement the capital budget which emerges from the Barnett allocations.

There is plenty of work for the Stormont Government to do in planning a more coherent and persuasive long-term budget.

It would also be useful if the ground rules could be more generously interpreted to clarify what Stormont could do in supplementation of the expected Barnett settlement.

Budget 2021 is much more than an incremental add-on to present commitments.

It must instead be used as a fresh opportunity for improved organisation of how our funds are used, including a tighter control on local discretionary spending. â–

Colm McElroy, partner, Samanth the banking and finance team,

CORPORATE LAW

Finance team builds on Arthur Cox heritage by looking ahead

A

pproaching a quarter of a century since the establishment of the practice in 1996, it has been a year of significant milestones for Arthur Cox in Belfast.

Coinciding with the 100th anniversary of the leading law firm’s foundation in Dublin, while marking its strong heritage, it is also looking to a bright future with a number of key promotions including Stuart Mansfield’s appointment as head of the banking and finance team.

Stuart, who has been with the firm since 2005, is among the most highly respected and sought-after practitioners in his field, and leads

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a team assembled to include progressive and strategic advisers representing the very best operating locally.

“It is a tremendous privilege to have taken up the position as head of the finance department this year, and I am honoured to be surrounded by such a strong group of lawyers that has resulted in the sterling reputation the practice and the wider Arthur Cox firm enjoys,” he said.

“As we approach the end of 2020, it certainly has been one to remember for us all and for a number of reasons at Arthur Cox. “It was always going to be important as

we celebrated the centenary of the firm’s foundation.

“Our founder set up office on Dublin’s St Stephen’s Green in 1920 with an ethos of progression that endures to this day.

“It is that mindset of ‘100 years of looking forward’, that permeates all that we do ensuring we are continually looking ahead and remaining at the very edge of legal developments.”

Stuart’s appointment is the culmination of a 15-year career that has seen him gain experience in jurisdictions across Britain and Ireland, and further afield.

ha Moore and Lauren Young, associates, Stuart Mansfield, who heads Laura Feeney and Lucy McKee, associates

CORPORATE LAW

Stuart Mansfield leads a finance team meeting

afield as London, New York, and San Francisco.

With a large number of mandates from domestic banks, the practice is particularly noted for its expertise in handling syndicated loans, debt restructuring, and distressed debt deals.

“Much of this experience has been gained against what has been an immensely challenging backdrop for the financial world,” Stuart said.

“I started my career in London, very much the heart of the global financial centre, where I gained invaluable insight into the operations of many of the world’s best-known financial institutions,” he said.

“Still in the very early part of my legal practice, it provided a strong beginning, enabling the establishment of relationships that have endured throughout my career.”

Stuart, who has considerable experience advising traditional and emerging financial institutions and corporate borrowers arrived at Arthur Cox in Belfast via its Dublin office where he spent two years, thereby gaining working knowledge across multiple jurisdictions.

His team is noted for its prowess in advising on domestic and international deals, regularly instructed by local banks and retained by global household names, attracted by Arthur Cox’s worldwide presence with offices as far

DECEMBER 2020

“The global financial crash of 2008 continued to have ramifications for many years, and even today, the memory of the collapse of some of the world’s best-known institutions still remains fresh.

“It was a time of immense change and as a result, we have amassed significant experience in the distressed loan space. However, throughout the intervening years, we have also provided advice to local banks and corporate borrowers as investors continue to seek the many sound opportunities that exist in the Northern Ireland market.”

The strength of the finance team, which is made up of senior lawyers including partner Colm McElroy supported by a group of associates that are among the most dynamic and commercially-minded locally, is reflected in the wider Arthur Cox offering.

“As finance lawyers, we do not act in isolation, but rather work in collaboration with experts

across the entire Arthur Cox group in support of our international client base,” Stuart said.

“The breadth of talent in our corporate and commercial, dispute resolution, and commercial property teams for example, ensure we are continually sought out to provide advice on some of the most complex legal matters and transactions.

“The world has changed immeasurably in the 100 years since Arthur Cox was founded and even in the past 15 years, the legal landscape has evolved considerably.

“In finance, much of this has been spurred by the economic crash and subsequent fall out, but even without that, commercial realities are constantly changing.

“We are changing with them, committed as we are to harnessing our breadth of experience to guide clients through the years ahead, while remaining at the very forefront of legal developments on their behalf.”

Arthur Cox is one of the pre-eminent corporate law practices in Northern Ireland, providing a full-service offering from its Belfast office to meet the requirements of a local and international client portfolio. ■ The finance team at Arthur Cox is well positioned to advise businesses on the impact of emerging trends in the sector and on any aspect of banking and finance law in Northern Ireland.

Call +44 28 9023 0007 for further information from Stuart, or your regular Arthur Cox contact.

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ANALYSIS

Caterpillar: another blow to a manufacturing heartland The loss of up to 700 jobs at Caterpillar here is both another blow for Co Antrim, and the wider economy, amid a time of record job losses in an uncertain business landscape, writes John Mulgrew

I

t’s hard to keep up with the swathes of bad news dropping in to our inboxes at the moment.

From hospitality, to retail and areas of manufacturing, the Covid-19 pandemic has already hit some of household names – and hit them hard.

But the announcement that up to 700 jobs could go at generator giant Caterpillar is one of the largest tranches of cuts we’ve seen here – not only amid the chaos of coronavirus, but in the last few years.

The brand has been with us here since the former stalwart FG Wilson was taken over and rebranded as Caterpillar in 2013.

Shortly before that deal, the firm as FG Wilson announced an even bigger cut to its workforce – shedding more than 1,000 staff.

Council to establish a dedicated Manufacturing Taskforce to try and both create and sustain jobs in the area.

Now, up to 700 production, support and management positions could be impacted by the latest reduction in headcount.

It’s headed by Graham Whitehurst MBE – a former head of Michelin here, and also the former operations director at Wrightbus.

Earlier this year, some staff at Caterpillar’s plant in west Belfast were to be furloughed as the factory shut its doors, temporarily.

Regarding the latest cuts, Caterpillar says the proposed changes would predominantly affect operations in Larne as the plan would include a relocation of a portion of that work and the relocation of some engineering activities to other Caterpillar facilities.

And it’s Caterpillar’s main base in Larne, which will bear the brunt of this. It’s another huge blow to Co Antrim and its manufacturing heartland.

Ballymena was hit hardest with the closure of two titans of industry – Michelin and JTI Gallagher, along with cuts and then the takeover of Wrightbus.

It was such an economic sharp shock that’s since prompted Mid and East Antrim Borough

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That could also see it selling off its Belfast offices and moving those staff to the Larne site.

While the Co Antrim area is already pivoting in a bid to replace roles and create employment elsewhere – including its major investments as part of the wider Belfast Region City Deal – this is another blow of such significant proportions

that it feels like it could be the first of a few white flags being raised among some of our employers, as they struggle to continue to battle their way through impossibly different economic waters.

Caterpillar has said the cuts aren’t related to the current crisis, Brexit or the end of furlough.

But with the future uncertain and market demands flipped upside down, it’s hard not to believe that the current situation has had an impact on the size and scale of the decision. ■

Cross-border trade

CROSS-BORDER TRADE

The growing I case for the allisland economy

f the pandemic has taught us anything, it’s the futility of having two strategies on one island. While islands such as New Zealand and Taiwan have kept the virus under control, the lack of alignment on either side of the border in Ireland did not help curtail the disease.

Businesses, staring down the double-barrelled threat of Covid and Brexit, are increasingly embracing the concept of an all-island economy in a bid to secure and maintain continued flow of trade north and south.

Pavel Barter takes a look at what’s increased the appetite for greater co-operation

Ian Marshall, a beef farmer from Markethill in Co Armagh, and a former president of the Ulster Farmers’ Union, knows all about the importance of alignment between the two jurisdictions. “It’s difficult if you have a policy that stops halfway across the field and then introduce a different policy in the other half,” he told Ulster Business.

The same theory applies to business. The agri-food industry is made up of thousands of independent SMEs, split across various

Angela McGowan

Maintaining close allisland co-operation isn’t just essential for social and cultural ties, it’s also vital to the future success of Northern Ireland’s economy

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CROSS-BORDER TRADE

It’s difficult if you have a policy that stops halfway across the field and then introduce a different policy in the other half

Ian Marshall

sectors, each with different requirements, regulations, controls, markets, and raw materials. Around 19% of all exports are to the south. “(Some) 400,000 lambs travel from Northern Ireland to the south every year,” Ian said. He served on the Irish Senate between 2018 and 2020: the first unionist to be represented there since the 1930s. “10,000 pigs cross the border every week – 20% to 30% of our milk moves across the border. Any disruption to that complicates our markets.”

Yet, between Covid and Brexit, that disruption has become very real. IBEC-CBI Northern Ireland Joint Business Council (JBC) are among business groups focusing on an island approach to trade.

The concept is not exactly new. IBEC and CBI have been involved in a range of all-island economy initiatives since the 1970s.

“We established a formal joint business council between CBI and IBEC in the early 1990s,” Fergal O’Brien, IBEC’s director of policy and public affairs, said. “One of the key projects we instigated in the early days was an all-island electricity market.”

DECEMBER 2020

Ian Marshall concurs. “This all-island stuff is spun as a new phenomenon, but since the Good Friday Agreement – when we had unfettered access to trade, goods and services across the land border – we effectively created a quasi island economy. Food manufacturers, processing companies, are already working across the jurisdictions.”

future success of Northern Ireland’s economy,” Angela McGowan, director of CBI Northern Ireland, told Ulster Business.

Across two decades, InterTradeIreland has helped over 20,000 businesses explore new cross-border markets, and it assisted companies during the Covid crisis through its Emergency Business Solutions support programme. Aidan Gough, designated officer at InterTradeIreland, is conscious of the challenges.

Taoiseach Micheál Martin established a shared island unit to facilitate cross-border cooperation – €500m (£452m) was allocated to cross-border projects in the 2021 Budget.

“We have to get real here,” Aidan said.

“Businesses across the island are facing two generational challenges at once. We’ve gone from a healthy economy with healthy economic prospects to one now where over half of businesses are facing a decline.”

In the face of Brexit and Covid, “maintaining close all-island co-operation isn’t just essential for social and cultural ties, it’s also vital to the

IBEC-CBI’s recent conference, Business On A Connected Island, explored market opportunities from an all-island approach.

Politicians are following suit.

Infrastructure is among items on the investment agenda with money allocated into “key cross-Border infrastructure initiatives, including the A5, the Ulster Canal connection from Clones to Upper Lough Erne, and the Narrow Water bridge”.

But the need for alignment travels beyond roads and railway tracks. As Northern Ireland leaves the EU, information data protection between the north and the south will become an issue. Alongside IT, energy requirements will require cross-border collaborations.

“The North-south interconnector will >

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CROSS-BORDER TRADE

We’ve gone from a healthy economy with healthy economic prospects to one now where over half of businesses are facing a decline Aidan Gough

play (a vital role) in delivering cheaper, more efficient energy to businesses and communities across the whole island of Ireland,” Angela said.

consider an employee from Mayo, or vice versa? “Businesses will be more interested in how people work, rather than where they work,” Aidan Gough said.

“Businesses that get involved in cross-border research, innovation, are three times more productive than businesses that don’t. They create more jobs and have higher turnovers.”

The Irish government and the NI Executive have taken jurisdictional approaches to climate action. “But there is an intention to broaden that out to an all-island collaboration,” Fergal says.

“An all-island approach to the labour market is crucial to ensuring that firms in Northern Ireland can access the people and skills they need to grow and develop,” Angela added.

Inevitably, politics and history are obstacles.

The Shared Island Unit in the Republic is unlikely to be effective without a similar level of investment and policy from the NI Executive.

There have also been fears within unionism that the all-island approach may be a Trojan Horse for Irish unity.

“Our climate agenda will require significant investment. For that investment, you’re going to have a stronger business case if you’re bringing economies of scale and solutions on an all-island basis.”

During his time in the Seanad, Ian Marshall sat on a Joint Oireachtas Committee for climate change. “Animal health, plant health, biosecurity, were always all-island initiatives,” he said. “When you roll that logic into climate – healthy soil, water, air – you can’t differentiate one side of an island from another.

“The waterways all flow into each other; the climate crisis is as pertinent on the north as it is on the south. So there needs to be better alignment.”

We may also see a stronger all-island perspective on the labour market: a legacy of the pandemic, in which people have become accustomed to working from home.

Why shouldn’t an employer from Ballymena

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Ireland’s Shared Island Unit has proposed “a north-south programme of research and innovation, including an all-island research hub, through Universities Ireland”.

Business groups contend that, post-Brexit, it will be important to align academic institutions on either side of the border.

When he was a senator, Ian set up a meeting between Queen’s University Belfast (QUB), The National University of Galway, UCD, and Science Foundation Ireland, to drive R&D as an all-island collective. This resulted in a crossborder innovation hub.

“I think more of that will happen in the future,” Ian said. He is now a business development manager at the at the Institute for Global Food Security at QUB. InterTradeIreland, which runs the US-Ireland R&D Partnership, has set up an all-island steering group to help increase north-south applications to the European Union R&D budget. Such cross-border partnerships “lead to the growth of businesses,” Aidan Gough said.

“There’s no question that there’s nervousness, fears and concerns,” Ian Marshall said. “It’s like the old adage of a death by a thousand cuts. But I think we need to separate the constitutional question from benefits to the economy.”

Arlene Foster has welcomed the shared island approach: “It does not threaten our constitutional position or what we believe in so I don’t feel threatened at all by the shared island unit,” she said. The Taoiseach, meanwhile, has said that a border poll for Irish unification “is not on our agenda” for the Irish government for the next five years.

The final word should perhaps go to businesses which are enthused by the idea of collaboration and fresh thinking, on either side of the border, as they navigate the new trading relationships that will exist after Brexit.

As Fergal O’Brien described it: “We need to look beyond challenges of the past... toward opportunities for the future.” ■

CORPORATE LAW

Mills Selig, one of Belfast’s leading corporate law firms, has been working on deals and supporting its clients over the last few months amid a landscape like no other. But Chris Guy, managing partner and head of corporate, remains positive about the year ahead and has continued to expand and grow amid uncertainty

Expanding expertise through difficult times

F

or Mills Selig, while the overall economy here has suffered arguably the most difficult period in modern times, it’s continued to strengthen its corporate offering for its clients.

The Belfast-based corporate law firm remains positive about what could lie around the corner in 2021, with a vaccine now on the cards and hopes for an overall improved economic landscape, after a year like no other.

“We are in a place with a really good team with great strength and depth,” Chris Guy says.

Chris heads up the Mills Selig corporate team, which has continued to add top talent to the firm over the last 18 months. That includes the promotion of Glenn Watterson to partner.

“It’s about the quality of people which we have

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here, the experience and how we develop staff – from apprentice to partner – which is what Glenn has done.” Chris says. Mills Selig has also taken on a new senior associate, Darren Marley, who has come from a corporate law firm in London.

“Darren has been working on a variety of sectors and has experience in high value M&A work in London so fits right into the Mills Selig team.

“We also recruited additional members to the team in the second half of last year, Jenna Watt and Emma McCloskey, who joined Hannah Gilpin as solicitors. The team is really great and one of the strongest here in Northern Ireland.

“We make sure we live out our values. It’s about being positive and supportive, working

Chris Guy

CORPORATE LAW

While there was slowdown amid lockdown earlier this year, with activity paused in sectors hit hardest, Chris says there remains a solid pipeline of work and activity here. “We have still got a solid pipeline. There are certainly sectors which haven’t been impacted the same way and remain strong.”

Chris says that includes the energy sector, in particular renewables, with deals and investments continuing through the crisis.

Across the board, Chris says uncertainty still remains the buzzword when trying to assess the business landscape here, and elsewhere, over the coming months.

“Hospitality, for example, is obviously really struggling with coronavirus. At the same time, Brexit is becoming more of a feature again and there are issues out there for clients.

Emma McCloskey (solicitor), Glenn Watterson (partner), Chris Guy (head of corporate), Hannah McGilpin (solicitor), Darren Marley (senior associate) and Jenna Watt (solicitor)

as a team and delivering exceptional client service. We make sure we become part of the client’s team – getting into the trenches with them in order to deliver. That has been so important this year in particular.

“It’s also about being proactive – making complex legal issues simple and making sure we have that full range of legal services our clients’ needs.”

“We have been busy over the last 12 months or so working on high value and complex deals,” Chris says. “We represented Bamford Bus Company on the acquisition of Wrightbus and have also worked on a number of largescale deals such as advising shareholders of Novosco Group on the sale of the company to CANCOM Ltd.” Mills Selig also advised Euro Garages on the deal to purchase Michael Herbert’s KFC business earlier this year.

“There has definitely been massive uncertainty, and some deals being put on hold or not happening due to coronavirus, particularly in sectors which have been impacted more than others,” Chris says.

DECEMBER 2020

“But in that time we have seen clients adapt and be resilient and we have also acted on a number of good deals.”

The corporate team at Mills Selig has particular strengths in areas such as MBOs (management buyouts). “We do a lot of MBOs and recently acted for management in their acquisition of Trucorp Group”, and also family businesses, “we act for numerous family businesses here, including on a recent £60m buyout of a shareholder from a family business.”

The tech sector also remains an area in which Mills Selig has a strong presence – a sector which has largely been unaffected by the Covid-19 crisis, and in some cases, has become stronger.

“We have a strong base in technology,” Chris says. “We act for First Derivatives plc and they have continued to be active. We also acted for French multi-national Questel when it made an acquisition of a firm here.”

Mills Selig works across a wide range of other corporate activity, including shareholder agreements, restructuring, investments and private equity.

“Areas around accessing people and staff, supply chain concerns and exports – it’s about making sure businesses are as prepared as they can be. We are always helping clients with that, working with them continually to ensure proper planning.”

Looking ahead, Chris remains hopeful of a return to more buoyant business landscape in the new year, helped along by news that a vaccine to tackle Covid-19 is now on the way.

“We are reasonably busy right now and have that solid pipeline,” Chris says. “I am hoping we can get to March and see an improvement in economic conditions.

“While there is uncertainty, we are being very positive and continue to help clients get through this.

“The latest update about the vaccine is certainly good news and that will be key to unlocking things and helping us all get back to normal.

“It is quite sad when you are walking through the city and see so many businesses shut. There is a real impact and real lives are being affected by this this. We want to be in a place where we are moving on from that and things begin to improve.” ■

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INTERVIEW

Return to ‘normality’ could come by summer Belfast-based but growing global tech firm Kainos has posted record results for the start of 2020 as it continues to expand and work on key Covid-19 projects with the NHS. John Mulgrew speaks to its chief executive, Brendan Mooney

T

here could be a return to some sort of business normality by the summer but home-working could remain part of business life for some time ahead, the head of one of Northern Ireland’s leading tech firms has said.

Brendan Mooney, chief executive of Kainos, was speaking as the company revealed it had doubled pre-tax profits to £24m for the first half of 2020.

Revenue for the six months to the end of September at the listed firm was up 23% to £107.2m, according to its interim report.

The company has been working with a number of major public sector clients, across the globe, including with HM Passport Office and the NHS, and has recently landed a new health contract to work on digital services around Covid-19.

Speaking to Ulster Business, Brendan said there will be a continued digitisation across the sectors – buoyed by the ongoing pandemic.

He said profits have increased due to both increasing demand for its services, along with a lack of travel among staff, due to global restrictions.

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Brendan Mooney

“From an NHS perspective, March and April, there was an urgent need for digital services amid Covid-19,” he said.

“I have been amazed by the work which has been done. We continue to support those projects that the NHS delivers – contact tracing, testing and specialised services.”

Almost all Kainos’ staff continue to work remotely, while the firm’s offices reopened a few weeks ago.

Brendan says he believes there will be a “blended approach” in the workplace in future. He said around 85% of its workforce say they are keen to continue to work from home around two to three days a week.

Speaking about the latest results, he said: “Against the backdrop of Covid-19, we recognise that our strong business performance during this period has been a result of the hard work and flexibility of our people, and the support and trust of our

customers. We remain immensely grateful for their ongoing engagement.

“We operate in digital transformation markets that have delivered strong growth over many years, which has added to the resilience our business has demonstrated through the pandemic.

“We anticipate that Covid-19 will continue to accelerate the already strong demand from customers for digital transformation and Workday services as organisations adapt to the changes that the pandemic has brought.”

He previously told Ulster Business it’s continued to welcome new staff to the business, and will also see more join through its graduate intake this year, along with 150 vacancies for staff, right across the company.

“We are currently advertising for 150 vacancies across the organisation, so these things point to a strong demand for digital services, and strong demand for digital talent.” ■

IT & technology

IT & TECHNOLOGY

Innovation and investment through the pandemic Many of Northern Ireland’s burgeoning tech firms have seen both investment and innovation during this pandemic – sometimes assisting in the fight against Covid-19 directly. Ulster Business looks at some of those continuing to make significant waves here  LOCATE A LOCUM In an industry which has seen surges of late amid the Covid-19 pandemic, Locate a Locum is investing in its business further still.

The Belfast software firm is investing more than £1.3m in R&D and the creation of 14 new jobs. Locate a Locum has established itself in the retail pharmacy market across Great Britain with its on-demand booking platform.

And having added automated payment functionality, the company is now investing

than 12,000 registered locum pharmacists, which represents the largest pool of locum

in new product development to diversify its product offering across the healthcare market to include health and social care workers, opticians and dentists.

pharmacists in the UK.

Locate a Locum currently deals with more than 8,000 pharmacies, including Boots, Superdrug, Well and Lloyds. The platform has more

Dr Vicky Kell, Invest NI with Jonny Clarke, founder of Locate a Locum

48

“This latest investment in automated payment functionality through our end-to-end workforce management platform is our most ambitious product development to date,” founder, Jonny Clarke, said. “Payments to locums are still processed manually so there

IT & TECHNOLOGY

Mark McDermott, co-founder, ScreenCloud with Kevin Holland, chief executive, Invest NI

is a gap in the market for a full service. The benefit of this is obvious, especially in the current times.”

 AFLAC US tech firm Aflac says it’s ahead of its target to grow its Belfast workforce to 150 over the next three years.

Marking a year in Northern Ireland, Aflac has now expanded to 65 staff here. It specialises in supplemental insurance and works primarily across the US and Japan.

The firm, which had been based at River House in the city centre, has now signed a 10-year lease for City Quays 2 at Belfast Harbour.

“We’re pleased with the exceptional progress and success so far in Belfast and delighted with how well our teams are working on a global basis, delivering exceptional technical solutions that directly benefit our growing customer base,” Aflac executive vice-president, Virgil Miller, said.

“Our people and our culture are important to us, and with the local team we have on board in Belfast, we are confident that we made the right decision to invest in Northern Ireland.”

Aflac employs around 4,700 staff in the US and 11,000 globally.”

“Belfast has quickly become a part of the Aflac story, and we hope to play a part in

Belfast’s story in return, “Aflac NI managing director, Keith Farley, said. “We’re proud of our achievements in our first year – and we’re only getting started.”

 LIBERTY IT Insurance IT firm Liberty IT saw its turnover grow by over 8% to almost £47m last year and says it is preparing for an even better 2020 in spite of the current pandemic.

The company, based in Adelaide Street in Belfast which employs more 500 staff throughout Ireland, said in its financial statement for 2019 that it “continues to show strong operating profits” while investment in new resources and projects will put it in good standing next year. The company, which is headed by William Hamilton in Belfast, saw sales rise from £43.37m in 2018 to £46.96m last year.

Its pre-tax profits sat at £6.4m, down from 2018’s £8m. In the report it said recent investments will allow it to embrace future technological developments within the sector.

Liberty IT develops a wide range of both specialist and enterprise scale software exclusively for its US parent company, Liberty Mutual Insurance through creativity, problemsolving and a commitment to excellence.

 SYTORUS Aflac Northern Ireland managing director, Keith Farley (right), briefing Aflac executive vice president, Virgil Miller

DECEMBER 2020

Another newcomer to NI is Dublin-based data protection business Sytorus, which is setting up a new distributed business services team >

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IT & TECHNOLOGY

Pete McFetridge, founder of Mountain Technologies Ltd, HBAN investor Domhnall O’Neill, Ken Armstrong of Mountain Technologies Ltd, Jim Curran from Clarendon Fund Managers

here, creating 13 new jobs across Northern Ireland.

The company’s data privacy compliance platform enables organisations to prevent data breaches, address regulatory risks and demonstrate compliance with rapidly changing global privacy regulations. It’s the company’s first investment in Northern Ireland and is part of its plans to grow in international markets.

The business provides GDPR and data privacy solutions for organisations in retail, hospitality, not-for-profit, medical and clinical research, financial services, local government and government agencies.

“The move by more businesses to shift services online in response to the Covid-19 pandemic further complicates compliance with data privacy laws such as GDPR,” Dr John Ghent, chief executive, Sytorus, said.

“Our new team will help us meet the rising demand for data privacy and data protection solutions and services across the globe. Support from Invest Northern Ireland, including expert insight into the talent already on offer, and emerging from local universities, made Northern Ireland a clear choice for us.”

The investment will be used to market and launch its connected ski pass system designed for ski resort operators worldwide.

The global ski and snowboarding market is growing, with more than 125 million people engaged in the sports.

LifePass system was created with the vision of utilising technology to make the outdoors safer, but not forget that people go to the mountains to get away from tech. It has been developed so it does not require a mobile phone to operate, allowing its user to have the technology but in a passive way.

The company pitched to an HBAN Ulster event earlier this year and following that pitch has now secured a scale up size investment from six locally-based angel investors and Co Fund II. “We are pleased to have secured the backing of a number of very experienced investors who all strongly believe in our business,” Pete McFetridge, founder of Mountain Technologies, said.

As we move from the testing phase of LifePass to supplying the solution to customers, we will be investing in our sales and marketing.

 ALPHA PH  MOUNTAIN TECHNOLOGIES Tech start-up Mountain Technologies Ltd managed to secure a significant investment from a group of HBAN angel investors.

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And amid the ongoing coronavirus pandemic, Northern Ireland company, Alpha PH, launched a new swab test for Covid-19 that reveals results within 15 minutes.

The test has been brought to the NI market by three Northern Ireland businessmen who have developed a partnership with European bio-technology company, Alpha Pharma.

As it was announced, it secured orders for 20,000 units from companies, sporting organisations and healthcare facilities across the UK and Ireland.

“As one of the leading bio-technology companies in the EU, Alpha Pharma is best known for its production and distribution of blood analysis systems, most commonly used in the detection and monitoring of diabetes,” Alpha PH director, Kevin Sweeney, said.

“Through a mutual connection, we heard about Alpha Pharma’s work back in April. Being based in Italy, the company had witnessed the devastating effects of coronavirus first-hand, and the business quickly pivoted its expertise, resources and technology to the trial and development of Covid-19 testing.

“Alpha Pharma’s first antibodies test is now widely used in medical settings and manufacturing in Italy and further afield, and we believe that these tests could really make a difference to public bodies and companies here in NI as we all try to navigate the future, ensuring safe workplaces and environments in the months ahead.” ■

IT & TECHNOLOGY

The Belfast team helping lead the way in global music licensing It’s a US-based global music rights giant, but it’s now on course to boast a team of 100 here, with more than 32 staff already, leading Songtradr’s software development in just the space of 10 months. John Mulgrew speaks to David Jamison, vicepresident of software development and site lead, about a business that appears to have sprung up under the radar amid the global pandemic

Y

ou may be surprised to know that the software arm of a growing US tech firm, which is now the largest music licensing marketplace in the world,

Songtradr, based in Santa Monica in Los Angeles, says it is continuing to see a dramatic increase when it comes to participation from artists on its platform.

is based in Belfast.

Songtradr has grown to a team of 32 here, with plans of tripling that to around 100 over the next three years or so, according to the man heading the company up here.

It’s been something of a sleeping success story.

Introduced to these shores through economic development agency Invest NI, it’s grown into the tech end of the business in the space of just 10 months or so.

“We started the first week of February this year. I was employee number one and started our centre of excellence in Belfast,” David Jamison, site lead here in Northern Ireland, told Ulster Business.

“We have aggressively built the team out and we have hired 32 people this year, the majority in the last six months.”

It boasts around 500,000 artists which use the platform’s services for music licensing, distribution, and rights management.

The company had been working out of the Scottish Provident Building in Belfast city centre, but has since moved to remoteworking amid the ongoing pandemic.

But David says it wants to find a new permanent home in the city, and has its sights set on further expanding its team here.

The Belfast operation includes a range of roles, including engineering teams, UX (user experience), product, business intelligence and data science.

“Things took a slight turn with the global pandemic kicking in,” David says. That included a quick move to homeworking.

“We will be expanding the team next year… we are on track to hit 36 (staff) this year.

“Next year we are going to double the company again in Belfast, with greater engineering bandwidth capacity and new additional teams – mobile experience and feature development team,

52

expanding other areas such as data science along with the leadership and product management team.”

David says the headcount could grow further still to around 100 staff in the next three or four years.

“We’re the largest paid-for licence music business in world,” David adds. He says it is aiming to become the largest businessto-business license music marketplace. “(Technology) is at the heart of all this,” he said.

That growth and expansion will include improving the mobile experience, moving towards business-to-business and additional products. David says the company is revolutionising the process of how music rights are exchanged.

He says the company already boasts a very strong team and that Belfast’s position continues to grow as a software hub with a “great talent pool”, experienced engineers and two world-class universities.

“We do hope to have a permanent office in Belfast. Somewhere to call home.”

David has worked across a range of tech firms, and spent the majority of his career with burgeoning global – but Belfast-headquartered – technology giant Kainos.

He says the strength of Songtradr in attracting people to work for it is the brand. “It carries some weight,” he said. “Engineers are looking for technically challenging projects – it’s a real challenge for them. ■

IT & TECHNOLOGY

Leaf expands reach across Ireland

L

eaf has expanded its datacentre presence across the island of Ireland with capacity now in Belfast, Coleraine and Dublin.

The Leaf Cloud delivers resilience, security and compliance, reducing downtime and safeguarding against any data loss or power outage.

“We have seen a rise in businesses taking the step to move their operations away from the old fashioned office servers into a hosted datacentre environment where IT is accessible regardless of whether you are at home or in the office.

“We expect this to continue post pandemic.

We’re excited about the capabilities this brings to further enable clients to build a modern workplace with the enablement of secure home working.”

All businesses have the opportunity to lower their own personal carbon footprint by relocating their in office servers and eliminating the need for the electricity to power them. This in turn can free up office space to allow for business expansion and other utilisation of that space.

Client data is continuously replicated in Leaf Cloud, meaning zero downtime should servers go down. This delivers to customers a true disaster recovery as a service.

“The current pandemic has clearly accelerated the pace of digital transformation as well as the demand of moving IT to the cloud,” chief technical officer, Darryl Heanen, says.

Leaf’s IT services are the building blocks of their lifecycle approach, allowing clients to future proof technology investments and build IT systems that are robust, productive

DECEMBER 2020

Colin Patton, service delivery manager and Darryl Heanen, chief technical officer

and cost effective.

Every service provided is based on delivering tangible results, where IT investments can be matched to business successes. ■ To find out more visit www.leaf-it.com

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EU EXIT

Is your business ready for the end of the EU exit transition period on December 31?

W

ith the end of the transition period less than a month away we are encouraging businesses to prepare as best they can.

tailored report which will highlight those areas in which a business may need to take action and signposting to potential other sources of support and guidance.

There continues to be a large volume of new government guidance for businesses to deal with. While Northern Ireland specific information has started to come through, many issues still remain outstanding.

Invest Northern Ireland’s dedicated pages on Prepare for EU Exit house frequently asked questions, and a calendar of free webinars, online advice clinics and workshops. There are also a lot of practical steps that businesses can take now.

Invest Northern Ireland’s free information and advice resource nibusinessinfo.co.uk provides a gateway to information and support through its EU Exit: Support for your business section.

It hosts all of the latest information and is updated as soon as new guidance is published.

This includes guidance on the new rules that will apply to local businesses, an EU exit readiness checklist, plus access to the latest support and events.

We are also encouraging businesses to complete Invest Northern Ireland’s EU Exit Resilience Tool to assess where they might need to make changes. The tool is free and available to all businesses. It covers seven critical areas to address contingency and long term competitiveness – business strategy, operations, innovation, sales and marketing, finance, people and management, and legal and regulatory compliance.

Completion of the tool generates a personally

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From the new year, there will be changes to the rules on goods moving from GB to NI. By registering for the Trader Support Service, businesses can get free training and support including help with registering for an EORI number, understanding Incoterms and in making declarations for goods moving from GB to NI. You can register online: www. export.org.uk/mpage/trp If you buy from/sell to GB, you will need to know the commodity codes for the goods you purchase and sell. For goods you purchase, you should speak to your supplier, who may be able to tell you the code or use www.gov.uk/ trade-tariff to check the code.

If you move goods to or from GB, ask your haulier what information they will need from you. If your goods routinely move via Ireland, there will be different processes.

Ask your suppliers what preparation they

have made. If your supplier is in GB find out if the Incoterms (the terms which define the responsibilities of buyers and sellers) will remain the same and who will be responsible for declaring goods to customs. You should also suggest that your supplier registers for the Trader Support Service.

Check whether your goods must meet EU standards and how these goods are approved for the EU market currently. Ask your supplier whether they will continue to ensure the products meet the requirements for the EU market.

Make a list of all the data flows into and out of your business. If you receive personal data from the EU, you may need to take action.

If you or one of your staff is an EEA national (excluding Ireland), you or they will need to apply to the EU Settled Status Scheme. Your employees risk not being able to continue living or working in the UK if they do not apply to the scheme.

If you wish to hire foreign nationals (EU and non-EU, excluding Irish nationals) you will be required to apply for a sponsorship licence from the Home Office.

Invest NI’s dedicated pages on Prepare for EU Exit house frequently asked questions, along with a calendar of free webinars, online advice clinics and workshops which are open to all businesses. ■

STEM

The push to retrain and reskill From government intervention at Stormont, to a raft of initiatives and courses across our universities and further education colleges, Northern Ireland is eyeing up how to train and reskill a generation in expanding sectors across STEM amid one of the most difficult periods in our jobs market, writes Emma Deighan

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here has been no bigger push to reskill the NI workforce than now, during the current global pandemic – an event that has put NI unemployment at its highest level in eight years and exposed the fragility of specific sectors.

and reduced output and it has prompted a campaign to re-skill our workforce for future-proof careers in STEM roles (science, technology, engineering, and mathematics) – a sector that has been under skilled but also a sector that has proven its value in a drastically digitalised world.

Unemployment now sits at 3.7% in Northern Ireland – an increase of 1.2% on March and a quarterly rise not seen since 2012.

Developing the future of STEM industries has long been on the agenda for some of NI’s biggest firms, which have taken the task on in-house, but external activity in recent months has increased with the brawn of the Executive behind it.

In total 9,600 redundancies were proposed up to the end of October – double the previous 12 months.

These statistics are born from the closure of many businesses, the downscaling of services

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In March, the Department for the Economy (DfE) invested £6.3m in a Skills Intervention Support Package, which offers up to 5,000

free raining places in further education colleges and universities.

The aim is to improve the employment opportunities for those facing job insecurity, as a result of Covid-19. The skills interventions will provide the opportunity for people to secure fully accredited qualifications up to postgraduate level. “This is particularly important for those considering moving into new sectors,” a spokesman for DfE said.

These skills span industries that are the among the giants of the future for employment potential.

DfE breaks them down into digital skills, green technologies, healthcare and life sciences and

STEM

leadership and management.

Among the universities delivering the qualifications are Ulster University and Queen’s University.

Ulster University is on its second intake of students for courses that include programming and cloud modules – a three-week postgraduate course that can be completed digitally and has room for up to 50 students.

Further business courses have also been added to the list, including business recovery, digital transformation and more.

DECEMBER 2020

At Queen’s, courses including advanced composites and polymers, energy management and green technology, professional software development, artificial intelligence and biomedical engineering are among the offering.

At Belfast Metropolitan College, more than 18 STEM-related courses are part of the funded offering. Its courses include everything from digital marketing to cyber-security essentials and analysing data with Microsoft Power BI. Northern Regional College availed of funding for seven STEM courses while North West Regional College has over 45 courses spanning green technology, digital, healthcare and more.

At the South West College five courses are on offer while schemes with the Open University aim to further support those who are seeking a career change as a result of Covid-19.

“In addition, the Assured Skills preemployment programme has continued throughout the pandemic,” DfE said.

“It quickly responded to the needs of business and working closely with both further education colleges and universities, transitioned from classroom teaching to online delivery of academies from the start of lockdown in March.”

It said since April, 203 people have been upskilled with 192 of those gaining >

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STEM

Diane Dodds

employment in areas such as financial services, business consultancy and data analytics.

Engineering and IT, particularly software development, have been some of the most popular higher level apprenticeship programmes in recent years, it added.

Complementing the free courses is an Apprenticeship Recovery Package. The package includes short-term interventions which are intended to minimise apprenticeship job losses, maintain and grow the supply of apprenticeship opportunities and support apprentices who have been displaced and lost their apprenticeship.

These Ezine-format resources follow themes emerging from the Skills Barometer and the department’s Economic Recovery Plan, and include key growth sectors.

It’s a move that has been welcomed by some of the most successful STEM companies in NI. Insurance firm Liberty IT, which is set to recruit up to 150 new members to its teams here and in Dublin over the next nine months, has been working alongside the universities here to protect its pipeline of talent.

It has also recently taken on its biggest haul of recruits, with 90 people set to join its graduate and intern programme in 2021.

It says the Careers Service offers a “range of employability interventions including providing up to date advice on current vacancies, help with job searching, skills assessment, CV compilation, online interview techniques, and advice on education and training options”.

Willie Hamilton, managing director, said: “That indirect support of growing skills is much needed and various departments have been proactive and we endorse recent steps but what we need to remember is that this is a long-term game and it’s not going to be completely supported by a Covid-related programme. We need many years of support.

Doing it ourselves has been challenging and lots of companies say the same. These recent actions are most welcome and overdue.”

The Careers Service Occupational Information Unit (COIU) also produces regular Northern Ireland sector-focussed information resources.

Ellie Francis, managing director, Nepturnal, an employer branding agency, said IT firms often have to compete fiercely to attract talent, and

The department’s Careers Service is also offering support to those made redundant and facing redundancy or unemployment as a result of the pandemic.

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hopes such moves from the DfE will widen the talent pool.

“Talent in the tech sector is most definitely in short supply. However, this is much more of an issue when recruiting more specialist or experienced hires,” she said.

“As the skills required for these roles are specific and not quick to train, it means that recruitment can be extremely competitive. In addition to this, we are starting to see many global organisations offer remote opportunities which may dilute the talent pool here in Northern Ireland.

“It is very much an employees’ market and they are interviewing employers just as much as they are being interviewed for the role.

Candidates are approaching the recruitment process in a measured and sophisticated way and therefore it’s essential that employers can stand out from the crowd when they are communicating with their talent market.”

For some, it may be too little too late, but for others it’s a welcome move. The amount of in-house apprenticeship programmes already on offer at STEM businesses is testament that regardless of Executive support, businesses are proactive when it comes to protecting their talent pipeline. ■

TRANSPORT

Face coverings have been mandatory on Translink services amid Covid-19

Translink: stepping stones to recovery

Translink has been a core essential service throughout the Covid-19 pandemic, taking the necessary steps to ensure the safety of both customers and staff. Here, chief executive Chris Conway looks at the next steps in the recovery process

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s we continue to deal with Covid-19, Translink has a key role in helping the region build back responsibly, getting more people back to the workplace and education and ensuring that Northern Ireland’s recovery from the crisis is sustainable and environmentally sound; this reflects the fact that climate change is still the most pressing existential crisis facing us all globally.

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Translink provides a comprehensive public transport network for Northern Ireland, including school buses and rural networks, as well as urban and commuter services. These services are essential to sustaining vital jobs in all sectors across the economy and have been maintained during the Covid-19 pandemic.

It is imperative that looking forward, we maintain and expand a comprehensive

Chris Conway

TRANSPORT

One of Translink’s new hydrogen buses

difference as we build back responsibly.

Before Covid-19, the UK became the first major economy to legislate for net-zero emissions by 2050, something Translink is committed to bettering with our plans to move to net zero transport in Belfast and Derry~Londonderry by 2030, and across Northern Ireland by 2040.

network to help Northern Ireland recover from the current crisis and deliver a sustainable recovery that tackles climate change and improves air quality while supporting economic growth.

What everyone can be certain of is that Translink will continue to ensure that local public transport is safe – we are deploying ground-breaking electro-static cleaning measures to deep clean all surfaces, in addition to already robust cleaning practices.

We’ll continue monitoring numbers using our services and will maintain our ‘no change’ policy, as well as encouraging contactless

DECEMBER 2020

payment options wherever possible. Face coverings and social distancing are compulsory on all services and in stations.

The Urban Transport Group suggests that if wider city regions like Northern Ireland are to make faster progress on inclusive growth, then it is time for more consideration to be given to how public transport can help them to thrive.

There is also a great opportunity to promote active and sustainable travel, making roads and streets more accessible for cyclists and pedestrians, as well as public transport.

Public transport is well placed to help build a green recovery – it is now largely accepted that global climate and air quality enjoyed a significant temporary boost during lockdown as much private transport activity ceased.

As we move out of Covid-19, Translink stands ready to continue adapting to our ‘new normal’ and to raise the profile of bus and rail travel as fundamental to supporting a healthy, sustainable, inclusive and responsible recovery in the period ahead.

This happened while public transport continued to operate and must be maintained.

Before lockdown, Belfast was listed as the UK’s 11th most congested city and the opportunity is there to focus on public transport and other sustainable modes, making a positive

There is no doubt that public transport underpins Northern Ireland’s ability to build back responsibly, enhancing our economy and addressing climate change, and we look forward to working with a wide range of stakeholders to advance the case. ■

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CHARITY

Christmas, Covid-19 and homelessness Simon Community NI’s chief executive Jim Dennison reflects on a challenging and eye-opening year and looks ahead to the issues facing some of the most vulnerable in our society as a result of the ongoing Covid pandemic

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Jim Dennison

his year was one like no other. It has been a year in which a safe place to call home and a connection to loved ones has never been so important.

But, what for those individuals and families who didn’t – and still don’t – have a safe and secure home to turn to during Covid-19 and Christmas?

For individuals experiencing homelessness or at risk of it, 2020 wasn’t filled with working from home, Zoom quizzes or TikTok dance videos.

Christmas isn’t looking like much fun either.

As existing feelings of anxiety and worry are heightened, vulnerable people are being asked again to further isolate from society, remain stuck on housing waiting lists for longer and manage already limited budgets differently.

Commenting on the impact of Covid-19 on homelessness, Jim Dennison, chief executive at Simon Community, said: “There was a period this year when people listening to the news could have been mistaken in to believing that homelessness had ended in Northern Ireland.

“While a lot of excellent work had taken place in protecting private rental tenants and moving street sleepers into homelessness services and B&Bs, there were still too many people and families who spent 2020 without a safe and secure abode. When many were stocking up on tinned tomatoes, pasta and hand sanitiser, there were stressed parents without the financial means to buy the most basic of essentials.”

Explaining the important role businesses have played to the success of the charity during Covid-19, Mr Dennison, said: “Thankfully, Simon Community was able to remain in operation during this difficult time to support

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people who needed our help.

“We redeployed staff, we increased recruitment opportunities and we partnered with colleagues across the sector to ensure our services stayed open, all while adhering strictly to the public health advice.

“One development that we did not foresee was the huge and invaluable support from small and large businesses who provided gifts of food, hygiene products, PPE and financial donations to help us adapt so effortlessly during the pandemic.”

Reflecting on the continued support at Christmas, Mr Dennison said he was extremely grateful towards the generosity received from businesses and their employees.

“By supporting Simon Community, businesses

across the region are helping those in fuel poverty, those with nothing to eat, and those who just need support to stay safe during the pandemic and beyond. Our goal is to end homelessness, especially at Christmas time, and it couldn’t be done without the wrap around support made possible thanks to corporate kindness.

“More than any other year before, I send each supporter a special thanks and Christmas well wish on behalf of Simon Community and every client who we have been able to support this year. Your selflessness and kindness this season will help provide comfort and dignity to some of our society’s most marginalised people.” ■ To discuss Charity of the Year opportunities for 2021 and beyond, please contact Joanne McCallister on 028 9023 2882 or email joannemccallister@simoncommunity.org

CROSS-BORDER TRADE

Micheál Martin: ‘untapped potential and benefits of all-island economy’

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ealising the “untapped potential and inherent benefits of the allisland economy” will be central to supporting economic recovery and growth for Ireland, north and south, according to Taoiseach Micheál Martin.

The Taoiseach was addressing business bosses through video link at a virtual event, attended

by Northern Ireland’s Top 100 companies, hosted by corporate law firm A&L Goodbody and Ulster Business magazine.

Each year, the event celebrates the achievements and economic impact of the Top 100 companies, according to the rankings published annually by Ulster Business.

Mr Martin told attendees that the Irish Government will work with the Northern Ireland Executive through the North South Ministerial Council to deal with strategic challenges facing Ireland, north and south, in the years ahead. These include overcoming the Covid-19 pandemic together, tackling climate breakdown and maximising economic opportunity for the people across the island.

“This Government is putting a major focus on shared island and building consensus around a shared future,” he said.

“We will advance cross-border infrastructure initiatives, including enhanced road and rail connectivity, and seek an all-island approach to long-term planning.

“We will also work to develop research and innovation capability on an all-island basis to provide critical additional scale and capacity that can realise new, sustainable and shared economic priorities.”

Together with A&L Goodbody partners and representatives from Ulster Business, the Top

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100 bosses also heard from the Taoiseach on Brexit. While acknowledging that progress has been made in Brexit negotiations, he warned that significant gaps remain, including in the areas of fisheries, level playing field provisions and governance.

“Brexit involves change for all of us, but the protocol also brings the advantage to Northern Ireland of guaranteed access to the European Union single market. It should work for the businesses and people of Northern Ireland, and for the all-island economy in as smooth a manner as possible,” he said.

Michael Neill, head of A&L Goodbody’s Belfast office, said: “As an international law firm with offices in Dublin, Belfast, London and the US, we work with a wide range of indigenous and international companies that see this island as one economy. It’s no surprise to us that many of those companies feature in the Ulster Business Top 100.

“Despite the challenges posed by Covid-19 and Brexit, Northern Irish businesses continue to adapt and maximise on the opportunities that exist on these islands. It will be those

companies who can adapt in a sustainable way that contribute the most to our economy and society.”

According to John Mulgrew, editor of Ulster Business, the resilience of the Top 100 Companies will be critical as businesses embrace the dual challenges of Brexit and Covid-19 in the months ahead.

“There’s no doubt that the last few months have been extremely difficult for business, and the economy in general,” he said. “But this year’s Ulster Business Top 100 Companies list with A&L Goodbody highlights the success stories we have across the sectors here, with profits and turnover up by around 10% yearon-year.

“The next few months and beyond will likely prove difficult for many firms, adjusting to an economy in recovery and the end of the Brexit transition period. However, our biggest firms, our SMEs, our smaller companies and sole traders, have shown their strength and resilience before, and that will continue as we face a post-Covid landscape and build back.” ■

Outsourcing & facilities management

Sponsored by

OUTSOURCING & FACILITIES MANAGEMENT

Evolving to meet changing demands The demand for a range of outsourced services has grown considerably in the last few months, amid the pandemic. Ulster Business looks at the companies both working directly with firms amid the fightback, and those continuing to assist companies regardless of the environment around them  ILIMEX Just a few days after the announcement that two vaccines for Covid-19 were well under way, it was revealed that a Northern Ireland firm had developed a new system to kill almost all airborne pathogens, including coronavirus.

Ilimex could be the answer to co-existing with Covid-19, keeping public spaces and workplaces virus free while rebooting the economy, it says. The technology kills 99.9999% of pathogens in the air. It’s already been rolled out to the The Salthouse Hotel in Ballycastle.

The Ilimex UV-C Air Steriliser, which completed a second phase of testing at Ulster University, has been proven to uniquely kill viruses and bacteria, as well as improving air quality in the environment in which it is installed.

Air sterilisation has more recently become a major concern, following studies that suggest it is now considered the dominant method of transmission for Covid-19. No product on the market is dealing with this transmission method as effectively as the Ilimex air sterilisation unit, according to the firm.

“The Ilimex UV-C Air Steriliser is a revolutionary product that will make places where we work, play and live safer,” chief technical officer, Richard McCauley, said.

We have created a range of devices that will

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Richard McCauley and Gerry Corrigan, Ilimex, Dr Patrick Dunlop, Ulster University and Dr Vicky Kell, Invest NI

suit different areas and help clean the air in places where people feel they are most at risk, for example, nursing homes, dentists and offices. This product will have application across all sectors including hospitality, transport, education and healthcare.”

The contract, for an initial three-year term, starting last month, will involve the provision of planned and reactive maintenance services, with the support of locally-based, specialist supply chain partners.

 GRAHAM As one of Northern Ireland’s largest construction firms, Co Down’s Graham is also a major operator within facilities management.

“We are delighted to have secured this contract with such a prestigious client in Grant Thornton,” Gordon Richardson, Graham senior contracts manager, said.

And the firm has also just been been appointed by Grant Thornton to deliver hard facilities management services at the professional services firm’s Belfast headquarters.

“Over the next three years and beyond, we look forward to forging a strong, mutually beneficial partnership that will support and enhance the delivery of Grant Thornton’s Belfast operations. This is a strategic

OUTSOURCING & FACILITIES MANAGEMENT

(IoT) sensor technology to remotely monitor environmental comfort such as humidity, carbon dioxide and asset tracking

 MERCURY As the prospect of reopening many of our businesses began earlier this summer, the roll out of everything from hand sanitising stations, to cleaning projects and fresh signage became a burgeoning area of business.

And temperature checks are also something many companies turned to in a bid to battle Covid-19.

Lisburn-based security company Mercury Security & Facilities Management invested heavily in thermal screening technology that will detect if someone is suffering from a fever in around a second.

Graham senior contracts manager Gordon Richardson

addition to the Graham facilities management portfolio, and it adds to our growing list of blue-chip clients in Northern Ireland, and across the UK as a whole.”

Currently, Graham is delivering a range of facilities management services throughout Belfast city centre, including at 9 Lanyon Place, the Bar Library, and for Allen & Overy at its flagship headquarters at Donegall Quay.

 BLUEZONE TECHNOLOGIES As part of a major £685,000 investment, Newry-based built environment software firm Bluezone Technologies has launched its latest innovation, developed at the company’s innovation hub, to facilitate round-the-clock monitoring and control of Legionella and waterborne bacteria.

Bluezone Technologies says it has a reputation for creating operational efficiencies through its software and well-established Bluezone24 platform for managing the organisational, contractor and compliance requirements of buildings and assets.

This includes an existing Legionella management module with mobile application and utilises the latest internet of things

The company’s latest discovery is a camera that produces thermal images to enable the speedy detection of a high body temperature which may indicate the presence of a fever – one of the first vital symptoms displayed by carriers of coronavirus.

The Mercury TC-1 camera can detect an elevated temperature in just under a second, allowing large numbers of people to be screened at one time. Subjects can simply walk through the field of view together and the camera will scan them without impeding their passage in any way.

Adrian Byrne and Pat McDonald of Bluezone Technologies

The ‘no touch’ Legionella management system consisting of BluezoneTemp and BluezoneFlo, which sit on the company’s internet of things platform Bluezone24, incorporates sensor technology to remotely monitor water temperatures and provide real time intelligent analysis to the devices of those responsible for their occupants’ health and wellbeing through Bluezone24, all without human interaction.

DECEMBER 2020

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OUTSOURCING & FACILITIES MANAGEMENT

Darragh McCarthy

 FINTRU Darragh McCarthy’s near-shoring financial services operation has become one of the fastest growing companies in Northern Ireland – heading towards the 1,000 staff mark, with offices in Belfast, Derry and a new spot in New York.

It works with some of the world’s largest tier one investment banks, and carries out a range of services including compliance, legal, operational and technological support.

And as the company headed in to remoteworking this year, it experienced its busiest period in April.

As for its expansion to launch a New York office, Stuart Marks, FinTrU head of business development, will be relocating from Belfast to set up operations in the US. “My role will be focused on the building out of our existing and new client relationships, while setting up our New York operations,” he said.

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“FinTrU has experienced undisrupted client delivery during this period with eight new client contracts secured and two additional investment banks clients added to our portfolio.”

And Darragh McCarthy said: “This is a very exciting time for FinTrU and despite the pandemic, we have had a growth rate of 75% in 2020 driven by operational excellence. This global expansion by FinTrU demonstrates our commitment to continued growth across the company.”

 DATA AND THE CLOUD With remote-working now part of working life for many, the idea of storing data, not only in hard copy, but in the cloud, has become more and more important.

Among those at the forefront of digital services at the moment is Kainos. The technology firm, which is working almost entirely remotely itself, is helping in the fightback against Covid-19 – growing and

expanding the work it’s doing with the NHS. It also works with HM Passport Office in the digitalisation of that process.

And in today’s increasingly digital world, with high-speed file servers, cloud storage and huge data capacity, many companies now have no need to keep hard copies of their files, and going paperless.

Morgan Document Security is one of the firms helping firms achieve that. Its routes are within secure and reliable storage and archiving for businesses of all shapes and sizes.

But it’s expanded significantly into the world of digital, particular in helping firms move from hard copy to digital, and cloud storage.

The firm allows companies to scan and record paper records to reduce clutter, free up office space and a provide you with a safe, reliable record of everything held. ■

THE YEAR AHEAD

Political stability needed to ensure we get through this David Fry of the Construction Employers Federation looks ahead to 2021 and what’s around the corner for us, and the construction sector as a whole, after 10 months we’d rather forget

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f you’d been writing this piece a year ago, you would have forecast that the greatest challenges and opportunities facing the construction sector would in large part be comprised from the outworking’s of the re-establishment of the Northern Ireland Executive and the Brexit transition period.

With the onset of the Covid-19 pandemic however, much greater challenges emerged.

As the crisis took hold, the construction industry responded.

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The federation is immensely proud of its members, their employees and supply chains who did so much throughout 2020 to put in place the infrastructure that enabled our health and wider public services across these islands to meet the challenges of the pandemic head on.

Ours is an industry which, not for the first time, has shown its capacity to adapt and innovate – something clearly shown in our work with industry and Government to make public sector construction sites Covid-secure so that the majority of work could recommence

in May. However, we are now moving into a more uncertain phase.

Much like in the financial crash of 2007/08, the construction sector often feels a lag in terms of the direct impact on it from economic crises. Indeed, in that context, the worst point for job losses and company insolvencies turned out to be 2012.

What will be needed the most in 2021 is therefore a rebuilding of confidence – and this can come through a variety of means.

At the time this article is published, it is likely that the Northern Ireland Executive will be consulting on its 2021/22 Budget. Through no fault of the Executive’s making, this will not be the multi-year budget that was promised in ‘New Decade, New Approach’. However, it must begin to chart a new path for how we

THE YEAR AHEAD

● Introducing and passing the legislation that is likely required to create a new Infrastructure Commission for Northern Ireland. ● Delivering on the recommendations of the Public Accounts Committee report into the delivery of major capital projects so that we have a commissioning, procurement and delivery system for significant public sector infrastructure projects that is world class. ● Work to establish procurement models across Government, through a newly constituted Procurement Board, that actively incentivise contractors and seek to share risk more equitably. ● Look again at the potential impact of financial transactions capital in terms of the Executive supporting private sector development that is otherwise unable to proceed. ● Build further on the Department for the Economy’s Apprenticeship Recovery Package to ensure the industry skills needs are future proofed.

prioritise and spend the public sector capital budget.

clients priorities within the Department for Infrastructure alone.

In concert with industry, the Executive must utilise this opportunity to put in place the foundations for multi-year budgets for areas like road maintenance and new build social housing but also open up an honest and frank discussion about the Block Grant and its limitations.

Therefore, we need 2021 to finally be the year when strategic governance and funding challenges facing Northern Ireland Water and, indeed, the Northern Ireland Housing Executive are prioritised and dealt with.

If we take the articulated funding need of Northern Ireland Water alone over the coming PC21 period, it is perfectly possible that it could be completely funded out of the Block Grant.

We expect the first six months of the new year to see a raft of Executive strategies being published and consulted on. The construction industry will of course play its part in the development of these, but we must also not lose focus on an array of other confidence building measures that are before us:

That though would require the Executive roughly doubling its current annual investment in the go-co and come, almost certainly, at significant detriment to the other

● Maximising the opportunities of the upcoming review of the implementation of the 2011 Planning Act so to ensure that we have a two-tier planning system that is fit for purpose

DECEMBER 2020

On Brexit, we believe it right that the ambition must remain a comprehensive, tariff free, free trade deal between the UK and EU be agreed by the end of 2020. This notwithstanding, we will closely monitor the success of the Trader Support Service, the challenges of the new points-based immigration system and the implementation of any new public procurement frameworks come the new year.

It is though worth remembering that the further we push into 2021, the 2022 Assembly election will come onto the horizon. With vaccines and therapeutics likely to gradually weaken the pandemic as the year progresses, what we can ill-afford is another period of political destabilisation in 12-18 months’ time.

Recent experience has told us that we probably now only have a window until the autumn in order to put in place the confidence building measures that are needed to incentivise development and create jobs.

Our chief concern is that this opportunity will not be taken as election politics takes hold. We sincerely hope we are wrong. ■

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PODCAST

The Ulster Business

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with

Fergal McFerran, from Stonewall, said an unintentional consequence of letting staff work from home could mean those from the LGBT people feeling less secure or safe, and separated from a strong network within their workplace.

Podcast The Ulster Business Podcast with Bank of Ireland UK has now marked more than 30 episodes, after launching earlier this year. We take a look back at some of the recent highlights EPISODE 28 – FERGAL MCFERRAN

orthern Ireland’s LGBT community may be suffering a greater negative impact amid the ongoing coronavirus restrictions, a campaigner has warned.

Here, it works in partnership with The Rainbow Project to shape inclusive workplaces for lesbian, gay, bi and trans people in Northern Ireland.

“LGBT people had already been experiencing higher levels of different forms of isolation,” he said.

“The restrictions that we have all experienced in recent months, while absolutely necessary, will have had a disproportionate effect on specific groups of people, one of which being LGBT people.”

Mr McFerran said it is important for businesses and organisations to understand the negative impact that lockdown, or working from home, could have on some of its workers.

He added: “I think it’s important to recognise that for specific groups, like LGBT people, there will be a nuance as to how the current situation will have impacted upon them.

“Being at home might not be the most affirming and safe place for some LGBT people… they may be living with family or housemates who are not supportive or affirming of who they are.

“It may be removing people from some of the social support that maybe was in the workplace, whether through staff network groups, or other forums.

“For me, the things that are really important are having senior leaders really bought into the importance… providing explicit visibility to staff, have strong and unambiguous policies that protect LGBT

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PODCAST

“They are high value roles and the median salary is about £40,000,” she said. “It’s a good place for opportunity and from a cost of living perspective.”

Looking towards the changing working environment, with many people still continuing to work from home, she said there will be a “new way of working” post this crisis.

“In tech sectors themselves, the agility with some of those rapidly evolving companies, there certainly is a value in terms of the room and having those daily stand ups.

“I think it will be a blend and a mixture (of home and office work). I think it will be different working patterns and operations that we will all embrace. I think that will be of great value.

EPISODE 29 – JAYNE BRADY

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mbitious targets could see 46,000 additional jobs being created in Belfast over the next 15 years, it’s been claimed.

“The tech sector in Belfast and Northern Ireland was very vibrant, and if you look towards the greatest challenge that sector had, it was the availability of labour.”

Jayne Brady, digital innovation commissioner with Belfast City Council, also says that our working habits and patterns will change as a result of Covid-19, but that reskilling remains key across age groups.

She said a study showed around 80% of firms here said acquiring the right people was their greatest challenge.

staff from discrimination and harassment, as well as the training behind that,” Mr McFerran said.

He said that around 20-25% of people still conceal their sexual orientation or gender identity, according to UK wide figures, for fear of receiving a negative response.

In some cases, people feel doing such would have an impact on their future career progression, he added.

And while there are many firms helping lead the way here, and engagement is increasing, Mr McFerran says anecdotally, Northern Ireland is behind in both the workplace and, in general, when it comes to inclusivity and LGBT issues.

DECEMBER 2020

“Here we are, coming in to a labour market compression, with significant constraints, especially those under 25,” she said. A greater number of younger people found themselves out of work than others, due to the impact of Covid-19.

“Looking towards that, it’s an opportunity to build the skills pipeline that we need for the future.”

According to Ms Brady. Around 23% of jobs available in Northern Ireland have been within the tech sector. That puts it ahead of other locations such as London and Bristol.

“I think towards that inclusion piece that brings in different and broader parties of people you can engage in terms of that sector – ultimately for Northern Ireland, that is better.”

She says the target remains adding a further 46,000 jobs, many within tech, in Belfast, over the next 15 years.

And as far as reskilling goes, while the focus is on a younger generation, she said opportunities exist to retrain those from across the skillsets and age groups.

“I think what we have seen is addressing new labour market entrants. We need to develop strategies and bring the whole workforce with us. That’s in terms of our labour rich sectors.

Look at manufacturing, for example.

“There are significant opportunities to reskill.

Northern Ireland, and Belfast – a city of engineers and makers – so we have a really rich DNA in those sectors, but reskilling those through the expertise they have to meet the next challenge that is facing that sector.”

Listen to the podcast at www.ulsterbusiness.com/interview, on Spotify, SoundCloud and iTunes

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The column with an ear for experience...

How did you start out in your business?

I’ve always had an entrepreneurial spark and had set myself the challenge of owning my own business before I was 45. Back in 2006 I was working for Yell and helping SMEs find new business opportunities. In 2009 I started my own consultancy business and the first thing I did was buy into a proven methodology for growing companies called The Alchemy Network. This provided me with the foundation from where I could work with companies as a consultant and identify opportunities to help them develop.

What have you found the most challenging during your years of business, so far?

It’s hard to pinpoint one thing, as a business owner you are constantly ‘spinning the plates’ to keep everything running as smoothly as possible. Externally we strive to be the best at what we do so we can continue to move forward and help our clients. Personally, I set myself challenges to make the business better. As the business grows there is the challenge of staying on top of HR and the strategic development as well as ensuring we secure more business to cover our increasing operating costs.

How would you describe your management style?

I operate an open-door policy and I consider my style to be fair, firm and flexible. I lead from the front and pull others along as we move forward. It is important to me that my team is happy, motivated and feel they can approach me to talk about any issues. I am a people person with a hands-on approach to the business and I want to see all of our people excel.

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Name: Tom Verner Position: Managing director, Momentum Group What would you change if you could go back and do it all again?

I have thought long and hard about this and I can honestly say there is nothing that I would go back and do differently. Don’t get me wrong, there have been setbacks along the way, but I prefer to learn from these and move forward. Someone recently said to me they wish we could go back to 2019 but I would rather go forward to 2021 having learned from the experiences of 2020.

Have you done it all on your own?

Absolutely not. No business can be successfully built by just one person. I may have control of the steering wheel, but the staff are the engine room. I greatly value all our people who all bring something different to the table. Recruiting the right people is extremely important and I make sure anyone joining the Momentum Group is a good fit and has the right skill set. I also have a number of business associates I can use as sounding boards and it’s vital to have mentors from outside the business who can provide impartial and objective advice.

Going back to my time with the Alchemy Network, I enjoyed a weekly mentoring Skype call with Richard Starkey and it was during

one of these calls that he suggested I should get involved in R&D tax credits. He helped me spot an opportunity and since then we have evolved to become one of the UK and Ireland’s leading business consultancy practices that specialises in securing financial benefits for our clients through R&D tax credits.

How would you like your business to be remembered?

An honest and ethical business where everyone worked extremely hard to achieve the best outcome and exceptional value for clients. I would like the Momentum Group to also be remembered as being the best at what we do.

What piece of advice would you give to a 20-year-old you?

During a recent talk to up-and-coming entrepreneurs the advice I gave them was to really figure out what it is they want to do, look at the competition and then work what they are doing, and make sure you can do it better. To do that you need experience, and I would advise my 20 year-old self to get as much experience as possible because where you start out is rarely where you will end up. ■

Motoring

By Pat Burns

MOTORING

Giulia and Stelvio Quadrifoglio get update

F

or sheer adrenalin inducing excitement, there is nothing like the Alfa Romeo Giulia Quadrifoglio that doesn’t have a six-figure price range.

The Giulia, along with the Stelvio Quadrifoglio SUV are a showcase for Alfa Romeo excellence with their combination of sophisticated technical equipment and high performance in vehicles that embody Italian design. Revised models are available to order now priced from £67,195 for the Giulia Quadrifoglio and £73,195 for the Stelvio Quadrifoglio.

Outside, the new Giulia and Stelvio Quadrifoglio adds new LED rear light clusters with dark lenses and a new glossy black finish adorns the front and rear badges.

Inside, the centre console has been adapted to offer greater tactile and visual impact, while also providing more storage space, a new leather trimmed steering wheel and gear stick are standard and customers can now choose to option red or green seat belts over the classic black version. New perforated upholstery will also be available on the Quadrifoglio models, fitted with electric leather and Alcantara sports seats as standard and available with optional carbon shell Sparco seats.

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With the new Giulia and Stelvio Quadrifoglio the HMI has evolved into a system which is simple, user-friendly and intuitive. The 8.8inch central display is now touchscreen and adopts an all-new layout with widgets which can be dragged and dropped to create a fully customisable homepage, in which each of the vehicle’s functions becomes an app. Horizontal scrolling calls up the access screens for Alfa DNA, radio, media, smartphone, navigation, climate control along with connected services.

The driver can choose between the updated rotary knob or the touchscreen to control the new infotainment system.

Exclusively available on the Quadrifoglio models, the new performance pages show the temperatures of the main mechanical components, torque delivery, turbo pressure and power used, as well as digital chronometers to measure acceleration and maximum speed, allowing the driver to view performance levels and vehicle status in real time.

Their class-leading performance is guaranteed by the powerful, aluminum, 2.9-litre V6 Biturbo engine capable of unleashing 510hp and 600Nm torque at 2,500rpm. Delivery to the

wheels is the responsibility of the Alfa Active Torque Vectoring system, assisted in the Stelvio Quadrifoglio by the innovative Q4 all-wheeldrive system.

The Quadrifoglio models feature an eightspeed ZF automatic transmission, calibrated to optimise fluidity and comfort so the vehicles can easily be driven on all terrains. The transmission also features a lock-up clutch to give the driver a powerful feeling of in-gear acceleration once the gear is engaged.

Depending on the mode chosen with the AlfaTM DNA Pro, the automatic transmission optimises the ride and handling. The Giulia and Stelvio Quadrifoglio models are also incredibly efficient in terms of emission and fuel consumption, thanks to the electronically controlled cylinder deactivation system and the “sailing” function, available in Advanced Efficiency driving mode. In Race mode the cars express their full potential with lightning-fast gear changes in only 150 milliseconds.

The Stelvio Quadrifoglio can accelerate from zero to 62mph in just 3.8 seconds, going on to a top speed of 176mph, while the Giulia Quadrifoglio reaches 62mph in just 3.9 seconds and goes on to 190mph. ■

MOTORING

Sunny in Sorento T

he Sorento is the largest vehicle in Kia’s SUV line-up and the all new model has gone high tech. When the full range comes online, it will offer, petrol, diesel, self-charging hybrid and plug-in hybrid models. This fourth generation seven seat model offers every possible permutation of power and traction.

The Sorento’s exterior design is now sharper looking and the all new interior now has more space for the occupants as well as a much more premium feel. The Sorento is the first vehicle to be based on Kia’s new-generation midsize SUV platform. Paired with a larger body to maximise luggage space, the platform ensures the Sorento is one of the most versatile and spacious three-row SUVs on the road.

It can offer all this while accommodating Kia’s new ‘Smartstream’ electrified powertrains – the first time that hybrid power has featured in the Sorento line-up. As a result, the new model offers greater fuel efficiency, lower emissions, and higher performance than its predecessors.

This is Kia’s most high-tech car, thanks to its connectivity, driver assistance and infotainment

DECEMBER 2020

technologies. It also gives a more assured, comfortable ride and more enjoyable driving character than its predecessor, aided by heavily revised fully-independent suspension.

Engineers have sought to reduce the effect that road surface imperfections have on the body, and to reduce noise and vibrations through the suspension, while also improving body control and steering responses under cornering.

All models in the line-up, including the Sorento ‘2’, feature LED technology for the headlights and rear combination lights, as well as for the daytime running lights, front and rear fog lights and high mounted brake light.

The Sorento Hybrid is powered by a new ‘Smartstream’ electrified powertrain, pairing a 1.6-litre T-GDi (turbocharged gasoline direct injection) with a 1.49kWh lithium-ion polymer battery pack and 44.2kW (59bhp) electric motor.

Producing 226bhp and 350Nm torque, this electrified powertrain combines low CO2 emissions with high levels of performance driving through a six speed automatic ‘box.

The Sorento’s new four-cylinder 2.2-litre ‘Smartstream’ diesel engine is also available, producing 199bhp and 440Nm torque and is paired with Kia’s new eight-speed automatic gearbox.

A range of safety systems features on the Sorento, with seven airbags that incorporates a front centre airbag, in addition to the usual driver and front passenger, twin curtain and pair of front side airbags. Forward collision avoidance Assist (FCA) incorporates city, pedestrian, cyclist and junction detection, the latter detects an oncoming car from the other side of the road when turning at a junction and, if a collision appears likely, applies the brakes to stop the car.

The system relies on the front camera and radar and it is dependent upon the indicators being operated, as doing so allows the system to understand the driver’s intent to turn across the traffic.

Prices for the new Sorento range start at £38,845 and comes with Kia’s seven year, 100,000 mile warranty. ■

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MOTORING

Hyundai takes on the competition

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yundai is one of Northern Ireland’s best selling manufacturers, with its Tuscon SUV model regularly sitting in the top five best sellers here. The Korean manufacturer has just announced a new i30 model aimed at the Ford Focus sector of the market.

The new i30 range features updated external styling, with new lights front and rear, bumpers and alloy wheels. The new range also has an all electrified powertrain line up, with a 120PS 1.0 turbocharged GDi 48 Volt Hybrid engine or a 136PS 1.6 CRDi 48 Volt Hybrid engine available with either a six-speed manual or seven-speed auto. The motorsport inspired N Line model also offers suspension enhancements over the rest of the range as well as an exclusive 159PS 1.5 turbocharged GDi 48 Volt Hybrid engine.

The i30 comes with all the state of the art advanced safety technology, with standard lane keep assist (LKA), autonomous

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emergency braking (AEB) with front collisionavoidance assist (FCA) and tyre pressure monitoring system (TPMS). Across the range, the standard eCall feature automatically contacts emergency services in the event that the airbag sensors are triggered.

Starting from £20,695, the SE Connect model offers exterior equipment including 16 inch alloy wheels, automatic headlamps with integrated LED daytime running lamps, front fog lamps and electric folding door mirrors.

Enhanced interior equipment includes an eight-inch touchscreen display audio with subscription free Apple CarPlay, Android Auto, Bluetooth with voice recognition, front and rear electric windows, air conditioning and rear parking sensors. Available as a five door Hatchback or Tourer, the new i30 SE Connect is available in either engine format.

Starting at £24,695, the range topping i30 N Line trim features a number of external changes over the rest of the i30 range with its N Line body kit and 18 inch alloy wheels.

Additional exterior equipment includes LED headlamps, LED tail lamps, and privacy glass, whilst interior specification includes a seven inch supervision instrument cluster, a 10.25 inch touchscreen navigation system with upgraded Hyundai’s Bluelink telematics system, automatic windscreen de-fog system, automatic air conditioning with dual zone climate control, N Line cloth trim with black headliner and N design leather steering wheel and gear lever. The new i30 N Line model is available as either a Hatchback or Fastback.

The 10.25 inch touchscreen featured in Premium and N Line models features the latest version of Hyundai’s Bluelink telematics system which carries a free of charge five year subscription. The new i30 is the first Hyundai model to introduce the upgraded Bluelink telematics system and features a new user interface which offers a choice between three colour schemes and an enhanced dark night mode. It also displays a range of GPS-based information to aid drivers, including the current speed of the vehicle and information about traffic density. ■

MOTORING

New car sales rise 5.6% in NI

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ew car sales in Northern Ireland have risen by 5.6%, figures have shown.

The Society of Motor Manufacturers and Traders (SMMT) said there were 3,344 new cars sold here in October – an increase of 176 vehicles compared to 3,168 in October last year.

Across the year so far, there were 31,533 cars sold – which was a decrease of 31.9% on the first 10 months of 2019. That has given Northern Ireland the weakest performing new car sales market of the four UK regions, though only by a small margin.

The Volkswagen Golf was Northern Ireland’s best-selling new car during October, with 112 sold. In the number two position was the Hyundai Tucson, with 94 sold, followed by the Ford Focus at number three, selling 88.

The Focus’ smaller sister car, the Ford Fiesta, was October’s 10th best-selling car, with 69 sold.

But, the Focus and Fiestas have been the two

top sellers in Northern Ireland during the year so far. There have been 909 Ford Focus sold over 2020, and 902 Fiestas.

Yuile Magee, group managing director at NI car dealership Agnew Group, said: “The lockdown in spring did create pent up demand which was reflected in sales during the summer months. For the Agnew Group sales in September and October remained strong.

“In October, premium registrations were up 22% on the previous year, which is positive as this is the main sector that we operate in. In terms of specific models, the Audi e-Tron has performed strongly in this time period.

“Overall, there is still uncertainty in the marketplace and the car retail sector, with pent up demand tailing off. However, the Agnew Group registration performance is ahead of the local NI market and our market share position has increased from 19.5% in 2019 to 22% in 2020, year to date.”

Across the UK market, car sales are down so far this year by 31%. Car showrooms

were shut during the spring lockdown, but reopened here on June 8.

Car showrooms in Northern Ireland have remained open as recent coronavirus restrictions have not affected non-essential retail. Sales of new cars are seen as an important barometer of consumer confidence.

SMMT boss Mike Hawes said: “When showrooms shut, demand drops, so there is a real danger that with England entering a second lockdown, both dealers and manufacturers could face temporary closure.

“What is not in doubt, however, is that the entire industry now faces an even tougher end to the year as businesses desperately try to manage resources, stock, production and cashflow in the penultimate month before the inevitable upheaval of Brexit.”

Meanwhile, a consumer confidence report

by Danske Bank found people in Northern Ireland were feeling less confident about their finances due to a combination of the prospect of Brexit, the continued impact of coronavirus and general economic conditions. ■

INTERVIEW

I

t took author, public speaking coach and lawyer Joanna Denton, to have two work related burnouts to realise an imbalance towards work in her life was becoming a danger to her health.

Fast-forward six years, two TEDx talks and a book, and she’s back home to prevent NI’s business leaders from falling prey to the same fate.

Joanna was born and bred in Ballymoney.

She left her hometown to become a nanny in Switzerland in 1991. A long journey of travel and study followed after which “on the face of it, I became some definition of success”, she says.

A degree in English and French law at Essex University and a year working in Strasbourg preceded a Masters in European Business Law in the Netherlands.

She then went to law school in York after which she took up a position at now-defunct accountancy firm Arthur Andersen in Leeds.

Her next job was at Deloitte where she took a secondment to Luxembourg for what was meant to be 12 months. She spent 15 years there. “I loved it so much. In the first year I was a junior manager dealing with international clients. I learnt so much and I decided at the end of that year that I wanted to stay because I made some really great friends and the work possibilities were huge and I could speak French all the time,” Joanna says. She was specialising in tax law at the time.

A role at PwC in 2012, also in Luxembourg, followed her stint at Deloitte and two years later, while enduring a burnout and after a poignant moment of realisation after losing a friend to suicide, Joanna made a decision to change both her work and personal life.

“The World Health Organization defines a burnout as work related chronic stress not being managed alongside feelings of exhaustion, increased mental distance from work. I describe it as walking through

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‘I was in a dangerous cycle… it was time to change things’ Lawyer, business coach and author Joanna Denton talks to Emma Deighan about the danger of burn-out, the sudden death of a colleague and turning her to writing and helping others

molasses. All the laugh, joy and colour had been sucked dry out of my life. I didn’t want to eat, go out and I sure as hell didn’t want to tell anyone how I was feeling. I was the one who fixed other people,” Joanna says.

some sleep. I also had to find a bloody good therapist and unpack the stories I had about how life was meant to be and how I defined success and although I’d an amazing career, I didn’t want to do it anymore.

It was the death of a colleague by suicide that

“The OCD (obsessive compulsive disorder)

was her very own wakeup call. While sitting outside the crematorium of her friend’s funeral she made the decision to talk to a friend. It was the first step that would change her life and initiate a career in preventing others from falling victim to burnout.

behaviour, heart palpitations, they hadn’t been enough to wake me up, but my friend’s death did.”

“I listened to them talk at the funeral service about how my friend had enjoyed a great weekend before passing and how, if he’d only spoken to them, they would have stopped it from happening. That really hit home with me.

In 2016, Joanne set up her own business as a consultant, mentoring business leaders at conferences and in-house events. She has since hosted two TEDx talks; one in French and another in English, discussing the topic of burnout and the power of choices. She has also used her knowledge of how to prevent and beat burnout to publish a book.

“My friend dropped everything to come and see me and the first thing I did was to get

“A Different Truth: Reject the Truths That Are Killing Your Career, and Learn to Make Choices

INTERVIEW

Joanna Denton

That Are Better for You, was written to shine a light on the stories we tell ourselves that then feel like the truth, like me not wanting to ask for help. Serving others shouldn’t come at a cost of own health,” she says.

Elements of cognitive behavioural therapy (CBT) are also intertwined among the passages of experience and advice in the book. Joanna has three go-to points for those in business who are struggling with workplace stress.

and that’s something we should aspire to,” Joanne says.

“Moving towards better mental health in the workplace and a better balance is not about striving for less excellence than before but it’s about striving for the best but knowing that doesn’t mean working until midnight and excluding everything else in your life.

Joanna, who now lives in Drumbeg, has coined a programme called ‘Burnout Buster’ for leaders who need guidance “to see what it would be like if they had more headspace and control in their lives”.

“With Covid-19 there is a lot more pressure on business leaders. We are trying to navigate these difficult times and make decisions on small bits of information, changing business models, working from home and boundaries between work and home are becoming blurred.

“You know there is a lot out there about mental health but the notion has been synonymous with bad mental health, there’s little branding around positive mental health

“Women especially are taking a lot of the pressures during Covid,” adds Joanna who advises leaders to look for signs of burnout in their teams. She says it can manifest itself as

DECEMBER 2020

“a lack of motivation, high performers making mistakes and complaints among the team, they’re all good indicators”.

“If you see someone going through this, the most important thing is to listen, not try to fix it. Just spend the time understanding what they’re going through, but know they can’t put it into words. I didn’t know I was going through burnout but when I look back, I was a floating head turning up to meetings and events.

“It’s very conceivable that employers see signs in staff that they don’t see in themselves. We have this work ethic to suck it up so I think in that respect you need to really look out for the signs.” ■ If you are affected by any of the issues raised in this article, contact the Samaritans on 116 123, or Lifeline 080 8808 8000

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APPOINTMENTS

Carson McDowell has appointed Sinead Keavey as the new head of its Dublin office as part of an ongoing expansion of its specialist legal healthcare team in the city.

Nicola Donnelly has been promoted to the position of associate at Hamilton Architects. She has been with the practice for five years and has worked on many prestigious projects during that time.

Michael Hewitt has recently been appointed as a director at Corvus. He has nine years’ experience in the recruitment industry.

Harrison Ash has been appointed as sales manager with Hagan Homes. He will act as a post-handover liaison point that ensures the aftercare of buying a home.

Eimear McCracken has been appointed operations manager of Belfast One. She works with agencies in Belfast to create a cleaner and safer environment for businesses and visitors.

BGF has further strengthened its investment team for central Scotland and Northern Ireland after appointing Fiona Dornan to support with ongoing business growth in both regions.

Joanna Walsh has been appointed marketing and events manager of Belfast One. She is responsible for developing and managing marketing communications and events activity to raise the profile of Belfast One. Gareth Brown joins LK Communications as client director, bringing 10 years of knowledge and experience from his previous communications roles in Edinburgh and London.

Alex Devenney has been promoted to the role of marketing manager at Corvus. Ms Devenney has four years’ experience in marketing and joined Corvus in 2017.

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1 PHOTOCALL

1. Toni Forrester, Letterkenny Chamber, Redmond McFadden, Derry Chamber, Jimmy Stafford, Letterkenny Chamber and Paul Clancy, Derry Chamber pictured as a survey says 81% of firms in the border area are not planning to hire in the next year.

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2. Former Great British Bake Off winner Nadiya Hussain has been unveiled as a guest speaker at the IoD Women’s Leadership Conference 2021. Pictured is Gordon Milligan, Kirsty McManus and Lisa McLaughlin.

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3. Northern Ireland company, Alpha PH, has launched a new rapid swab test for Covid-19 that gives test results within 15 minutes. Pictured is director, Kevin Sweeney.

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4. The Maxol Group has announced a new carbon emissions offsetting programme.

Pictured are Kausalya Gibson, TCV Tree Nursery, Brian Donaldson, Maxol Group with Casey and Freya Turnbull.

5. Agriculture Minister Edwin Poots has opened a £117,000 redevelopment project on the Larchfield Estate outside Lisburn.

He’s pictured with owners Sarah and Gavin Mackie.

6 PHOTOCALL

6. A group of 11 from greater Belfast and beyond have competed in a 410-mile cycling challenge to help raise funds for the My Name’s Doddie Foundation which supports research into Motor Neurone Disease.

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7. Danske Bank chief executive Kevin Kingston and Gavin Adams, Extern NI. More than 230 Danske Bank colleagues took part in a virtual marathon in aid of its charity partner, Extern NI.

DECEMBER 2020

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8. Marketing strategy experts Denise Hamill, Christine Watson and Lydia McClelland have qualified as SOSTAC Certified Planners.

9. Interior fit-out specialist, Portview, has again won an SBID International Design Award in the retail design category for its project, Samsung KX. Pictured is managing director of Portview, Simon Campbell.

10. The Ards and North Down ‘In Bloom’ Painting Competition winners have been announced with Bangor’s Anna Purce and Donaghadee’s Maddie Cubberley securing the spoils. They are pictured with Lord Mayor Trevor Cummings.

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11 PHOTOCALL

11. Armagh specialist construction supply company, SDG, has announced over £6m in sales for the year, against a challenging backdrop of the Covid-19 pandemic.

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12. Dietitian Gillian Killiner has partnered with Dale Farm in a bid to highlight the role that dairy plays in good nutrition at all stages of life. She is pictured with Caroline Martin.

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13. Aisling Ryan, Guinness innovation brewer, pictured at the launch of Guinness 0.0, which is the brewing giant’s new alcohol free Irish dry stout.

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14. Ladbrokes was confirmed as the sponsor of Down Royal’s festival of racing, which took place at the end of October.

Pictured are Emma Meehan, chief executive of Down Royal and Nicola McGeady, head of PR at Ladbrokes.

15. Bank of Ireland UK has opened its new flagship Belfast city branch at the bank’s prominent corner site at Donegall Square South. Pictured are William Thompson and Michael Pucci.

16 PHOTOCALL

16. Social enterprise incredABLE will operate the new cafe and a suite of hospitality services at the South Lake Leisure Centre in Craigavon. Pictured are Lord Mayor Kevin Savage, Paul Coleman, Jordan Willis, Samantha McCartney and Nigel Hampton.

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17. BT and Belfast Harbour have announced a new partnership to build a new 5G ecosystem within the port. Pictured are Paul Murnaghan, BT and Belfast Harbour’s Joe O’Neill.

DECEMBER 2020

18. Leeann Monk Ozgul, Elemental co-founder, Patrick McAliskey, and Jennifer Neff, Elemental co-founder as it announced Mr McAliskey has been appointed as non-executive chairman of the company.

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19. Shed Bistro is preparing to reopen its newly expanded restaurant on Belfast’s Ormeau Road. Pictured are husband and wife duo, Jonny and Christina Taylor, on site at the newly expanded restaurant.

20. Rodney Paul and Jasmine McIlroy GES Group with David Moore, director Girona Energy.

The £7.5m research initiative is innovating the use of renewable energy by offering up to 100 households in the Coleraine area free renewable energy solutions.

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21 PHOTOCALL

21. Louise Cavanagh, Fiona McFlynn, Louise McNally, Clare Lenaghan and David Mitchell have all been promoted to associate level

by Northern Ireland law firm Millar McCall Wylie.

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22. Louise Warde Hunter, Belfast Metropolitan College, Lord Mayor of Belfast, Frank McCoubrey and Caroline Murdoch, B-Secur are pictured launching the new ‘Digital Futures’ work experience scheme.

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23. Mario Staron, Plaswire, Andrew Billingsley, chief executive of Plaswire with Agriculture Minister Edwin Poots during a visit to Plaswire Limited in Lurgan.

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24. BGF has appointed a new investor, Fiona Dornan, to support its business in Northern Ireland. She is pictured alongside Paddy Graham who leads BGF’s investment team for central Scotland and Northern Ireland.

25. Agriculture Minister Edwin Poots and Health Minister Robin Swann have jointly launched Rural Support’s new Winter Programme 2020. They are pictured with Veronica Morris and John Thompson.

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26. The Braidwater Group is building around 3,000 new homes at The Cashel in Londonderry. Pictured are Patrick McGinnis, Joe McGinnis, Vincent Bradley, Mayor Brian Tierney and Dermot Mullan.

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27. Richard Moore, Children in Crossfire, pictured with Martin Tierney, director, Paragon Health.

Limavady company Paragon Health has launched a new fundraising partnership with the charity.

DECEMBER 2020

28. Arthur Cox managing partner Catriona Gibson, centre, welcomes four new trainee solicitors to the firm’s Belfast office, including Hannah Foulsham, David Greatorex, Patrick Loughridge, and Alannah McKeaveney.

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29. Heather Stewart from AIB is pictured with Tracy Smyth from the Alzheimer’s Society and Linda Robinson from Age NI. The charities have received £65,000 each from the auctioning of rare bank notes.

30. Northern Ireland’s economy can recover from Covid-19 and make the most of Brexit, the annual Northern Ireland Food and Drink Association (NIFDA) annual dinner has heard. Pictured is Michael Bell with Gillian Morris and Nick Whelan.

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ANALYSIS

Covid could be catalyst for a regional revival of Ireland’s firms Could the Covid crisis have an unintentional boon in boosting areas outside the big cities? Richard Curran takes a closer look

W

hat do these companies – Dunnes Stores, Fexco, Glen Dimplex Group, ABP Foods and Kingspan – all have in common?

Well, not only have they been among the most successful Irish businesses, they were all

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established in the area where their founder was from or was living.

The economic impact that these very large businesses have on specific, often small, towns is immense. When Dundalk man Martin Naughton decided to set up an electrical goods

maker, Glen Electric, he located it just north of his home town in Newry. When he expanded and bought the older Glen Dimplex firm, it was just south of his home town in Dunleer, where head office remains today.

The Murtagh family set up Kingspan in

ANALYSIS

Kingscourt. Larry Goodman built one of the largest beef processing businesses in Europe from his small head office on the main street of Ardee. The same applies to Brian McCarthy’s Kilorglin-based Fexco empire.

Ben Dunne senior is an interesting twist on this regular formula. Originally from Rostrevor in Co Down, he ended up working with Roches Stores in Cork, where he met his wife, and then set up their first store in 1944.

Ireland has punched above its weight at times with the quality and scale of our best indigenous enterprises but we have suffered from a major weakness. We don’t have enough entrepreneurs.

With so much talk about people moving down the country to become remote workers for multinationals or whoever, surely there is an opportunity for some of these returnees or newbies to rural Ireland to start up new businesses.

After the last crash Enda Kenny wanted to make Ireland “the best small country for business”, based on attracting entrepreneurs from abroad to set up here. In truth, it hasn’t really gained much traction and the steady stream of FDI fuelled the sizeable jobs recovery.

Now there is an opportunity, as more people consider moving away from cities to encourage new startups.

You need lots of startups to build multi-

A study in Denmark in 2011 on why

generational giants. Perhaps even the Covid-19 pandemic may result in at least one positive outcome.

entrepreneurs chose locations showed how deep roots or family connections to an area was still an enormous driving force.

Martin Naughton of Glen Dimplex Group with Professor Terri Scott

The study, ‘Home sweet home: Entrepreneurs’ location choices and the performance of their ventures’ by Michael S Dahl and Olav Sorenson concluded that the attraction of roots in an area, which includes living there for at least six years, trumps other advantages associated with setting up somewhere else.

“One possible consequence of this regional embeddedness is that entrepreneurs forgo opportunities for higher profit elsewhere,” the authors said.

“Because they derive satisfaction from spending time with family and friends, they may garner greater overall utility from living and working in a place that facilitates these interactions than in one that optimises expected income,” they added.

Sometimes people have to leave to make it work, like the Collison brothers who built Stripe from California rather than Tipperary.

John Power of Aerogen is a fascinating example. Born and raised in London by two Galway-born parents, he spent every childhood summer back in the West of Ireland. When it came to Britain, which was his home, his mother used to say to him, “we are only visiting this country”.

For Power the goal was to get to Galway – the place he saw as his real home. First chance

DECEMBER 2020

he had as an adult, he did. He set up an engineering business in the aerospace sector based in Knock Airport. After the failed GPA flotation in the early 1990s, he couldn’t secure new investment.

He then went to work for a medical devices company in Galway, and later built Aerogen, a medtech company based in Galway that builds aerosol drug delivery systems in ventilators. His products are used in 60 of the top 100 hospitals in the world.

Aerogen was already growing at 20% per year before Covid came along, but this year it is expected to hit a turnover of €100m.

Think of the value that firm will create in Galway on the back of parents telling their English-born son that they were all really just visiting Britain.

Another story that doesn’t quite fit the usual script is Global Shares, a Clonakilty-based fintech company. Founded by Tim Houstoun, who is from England, the firm provides a software platform for companies to manage employee shareholdings among other things. Its clients include the biggest private company in the world – Saudi Aramco which is also the biggest publicly-listed company.

Houstoun had no connections with Ireland until he married a Donegal woman. While on holidays in Clonakilty during a heatwave he felt West Cork was the place he wanted to set up his company.

Houstoun has huge ambition and is gaining new clients around the world. With a turnover that has increased fivefold in a few years to over €50m, he wants to build a billion-euro business in Clonakilty.

If he pulls it off, he will make millionaires of several of his employees in West Cork.

The best way to have more of these firms is to encourage more people to start them.

Only a small percentage will become global players.

There is an opportunity here for regional authorities, State agencies, and Government policy to say that a post-Covid exodus to the regions isn’t just about working from home but can be about creating employment in your home town. ■

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TRAVEL

The salt of the earth?

Martin Breen takes in one of the north coast’s newest and eco-friendly spots, The Salthouse Hotel, and discovers why the Co Antrim location has tongues wagging

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or many months now I have been hearing great things about Ballycastle’s Salthouse Hotel, praised as a top ‘staycation’ venue by travel expert Simon Calder on ITV’s This Morning.

Perched on a hillside overlooking the town and with breathtaking views of the Atlantic Ocean and Rathlin Island, this is a hotel which makes a real impact, both visually and in the experience it offers. It really is the perfect escape.

Run by husband and wife team Nigel and Joann McGarrity and their son and daughter Carl and Emma McGarrity, this eco-friendly hotel is one of the most sustainable and ‘smartest’ hotels across these islands and Europe as it solely operates on renewable energy.

Embracing sustainability at every level, solar and wind power, combined with air source

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heat pumps, are used throughout the hotel.

An on-site wind turbine and solar panels have become part of the design of the venue. Its carbon-neutral credentials and ‘smart’ rooms take the forward-thinking concept even further by employing the latest technology and allowing guests total control of all features, including the lighting and the heating.

As well as the main hotel, with its 24 luxurious bedrooms and suites, there are also six ecofriendly lodges within the grounds.

The rooms are quite spacious and very comfortable, with a superb king-size bed to allow for a perfect night’s sleep.

The TVs have apps such as Netflix and Amazon Prime already loaded, so you can catch up on the latest series you are binge-watching if you want to chill in your room for a while.

Before we arrived we booked a slot in the

hotel’s thermal suite which, in keeping with the rest of the venue, is completely powered by renewable energy. During our hour there we only glimpsed another two couples, so there was lots of room for social distancing.

The spa is an impressive space, with a steam room, sauna, three treatment rooms, two outdoor tubs and two seaweed baths. Sitting in an outdoor hot tub with panoramic views over Ballycastle and the sea and the rolling fields beside you is bliss. I defy anyone not to feel relaxed here, especially in these times of Covid-19 when outdoor spaces are safest.

Afterwards we chilled out on one of the heated daybeds.

I also enjoyed a brilliant back massage, which helped sort all those knots I had built up through working from home in a chair not quite as comfortable as my chair in work. All therapists at the spa have been trained by the organic beauty brand Voya, and they perform treatments using an array of Voya products to

TRAVEL

The Salthouse Hotel

complete a top-to-toe relaxation journey.

The hotel’s restaurant also offers stunning ocean views and an equally impressive food and drinks menu. Its list of creative cocktails is as good as any I have seen. My top tips would be to order the Red Lady or Shiraz Sour cocktails. The Red Lady is a mix of gin, triple sec, strawberry rosemary simple, lemon juice, dehydrated lime wheel, strawberry slice and strawberry dust. The other cocktail contains bourbon, egg white, lemon juice, apple and cinnamon syrup.

The restaurant embraces its seaside location by serving locally sourced produce, some of which boasts a zero-mile food journey. Offerings include freshly caught seafood direct from the pier.

Due to that fact, I decided to sample one of their seafood dishes, so for starters I chose the wonderfully buttery roast loin of cod with a brown shrimp and samphire risotto and pea foam. It was fantastic and showed real skill.

My other half equally enjoyed her crispy duck confit with a date puree, charred and

DECEMBER 2020

pickled carrots, wilted pak choi and a black cherry balsamic glaze. That was a real taste sensation.

My main was a perfectly cooked medium fillet of Irish beef with pomme anna, a wild mushroom puree, charred king oyster mushroom, artichoke, chantenay carrots, Madeira jus and mushroom dust. The flavours worked wonderfully together.

On the other side of the table, the panroasted breast of chicken with Clonakilty black pudding and pancetta sausage, truffled Savoy cabbage, a white onion puree and roast chicken tea also went down a treat.

For dessert, the rich chocolate and salted caramel tart, served with a white chocolate and cinnamon ice cream and chocolate soil, was also delicious. Love or hate the word, it was definitely the definition of ‘moreish’.

You can see from the composition of these dishes that the Salthouse is a real foodie destination. Once restrictions allow it, make sure to even book in for lunch or dinner if you haven’t time to stay over.

However, you definitely won’t regret booking a stay and being able to just walk the short distance back to your room after enjoying the fantastic food and drink on offer.

If you fancy venturing out of the hotel during your stay to burn off some of those excess calories, there are some lovely walks, even from the hotel down the hill into Ballycastle.

Staff can help you arrange activities such as paddle boarding, kayaking, diving, fishing, golf and bird watching.

With the hotel being on the north coast, there are plenty of attractions a short distance away, including the Giant’s Causeway, Carrick-a-Rede Rope Bridge and Game of Thrones filming locations such as the Dark Hedges. No matter how many times you look at them, you never fail to be astounded. Just as you will be by your stay at the Salthouse. Check out this oasis of calm. ■ The Salthouse Hotel, 39 Dunamallaght Road, Ballycastle, Co Antrim, BT54 6PF Tel: 028 2051 0000 info@thesalthousehotel.com www.thesalthousehotel.com

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TECHNOLOGY

Interview: Facebook’s Nick Clegg Facebook’s Nick Clegg speaks to Adrian Weckler about why Europe needs to wake up on data laws or be left behind in tech by the US and China

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ick Clegg is sitting in a spacious home office in California with an intimidatingly large, fully stocked bookshelf behind him.

The core issue behind the Irish DPC order and the main European Court rulings that prompted it, is that the EU and the US do not agree on what an acceptable level of ‘security surveillance’ of citizens’ data is. American

“Don’t worry, I haven’t read a lot of them yet,” the former Deputy Prime Minister says when I apologise for my relatively spare, non-bookish Zoom backdrop.

authorities claim a national security right to monitor some communications, including that of EU citizens. European authorities say that this breaches EU fundamental privacy rights.

There can be few more interesting jobs at the intersection of tech, politics and society at the moment than Nick Clegg’s.

This has led to European courts and data protection agencies ruling that data transfers cannot proceed as normal anymore under the same legal cover of the widely-used ‘standard contractual clauses’. The problem that Facebook, and thousands of other firms, have is that they don’t appear to have a Plan B to this.

After a rollercoaster career in UK politics, where he led the Liberal Democrats into a coalition government with David Cameron’s Conservatives, Mr Clegg was approached by Mark Zuckerberg and Sheryl Sandberg two years ago to improve Facebook’s image and messaging, particularly in Europe.

Since then, Mr Clegg has been a lightning rod for the company as its head of global affairs, encouraging more openness on policy from the social media giant, especially from the famously introverted Mark Zuckerberg.

Recently, he weighed in on an issue happening in Ireland’s courts that could prove to be one of the deadliest regulatory icebergs that Facebook – and all big digital firms – have faced in Europe for years.

That issue is the Irish Data Protection Commissioner’s preliminary order to stop Facebook transferring users’ personal data to the US. This has the potential, Mr Clegg says, to “grind to a halt” data transfers in and out of Europe, putting millions of jobs at risk.

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“It’s still not obvious to us what the alternatives are [to standard clause contracts], nor do I think it’s obvious or to the thousands of companies that rely on them,” Mr Clegg said.

This line of argument caused controversy in the High Court in September, when it was interpreted as a warning that Facebook may pull out of Europe unless the regulatory situation changed.

At that time, Mr Clegg was quick to say that Facebook wouldn’t actually be pulling of Europe but that it simply didn’t know how to proceed.

Facebook is arguing in the Irish High Court that the Irish regulator has taken the decision prematurely and should wait for other political and regulatory processes at a European level to be given a chance first before such a doomsday scenario for digital transfers is made to stick.

Regulatory orders in Ireland, where Facebook’s Europe, Middle East and Africa operations are headquartered with some 4,000 employees, are not the only data transfer issue facing Mr Clegg and the company.

If the UK leaves the EU without a trade deal, that will create significant problems for data transfers between the UK and Ireland, as well as between the UK and the rest of Europe.

Asked about this, Mr Clegg says that the company is considering “contingency planning” but declined to elaborate.

The former Liberal Democrats leader follows political affairs closely in London and shakes his head when asked about the prospect of a ‘no deal’ Brexit.

He’s also not convinced that Boris Johnson’s administration fully knows what they’re doing on the digital consequences of ‘no deal’.

“I’m not entirely sure that the full knock on effects have been properly understood,” he says. “It would be tremendously grave. It would cause immense disruption.”

Mr Clegg also laments the language from London. “There’s a slightly artificial quality around the debate as if negotiations would never have to happen or could be avoided forever, particularly in the political rhetoric in London. If there is no deal, new arrangements will eventually have to be put in place, whether it’s how airplanes land or how data is transferred in and out of the UK. “So it’s not as if a ‘no deal’ absolves the UK of the need to enter into negotiated arrangements with its largest trading partners in the European

TECHNOLOGY

Union. It’s just going to be like trying to put Humpty Dumpty back together again.”

One of Mr Clegg’s trickiest jobs is trying to tackle European antipathy to large US tech companies. Facebook and Google, in particular, are often vilified among European politicians, media and regulators. Each of these constituencies sees some form of existential threat from Silicon Valley’s biggest exports. The issue is compounded by having few homegrown rivals to battle the American tech giants.

While being a former pro-European MEP, Mr Clegg says he concerned about rising digital protectionism in the EU. I ask him whether he believes there is an antiAmerican or anti-Facebook sentiment among European policy makers. “My concern is not to speculate, as you’re inviting me to, on the motives,” he says.

Whereas Ireland is industrially dependent on tech multinationals, France and Germany have very little skin in the game to counterbalance a feeling of losing cultural control to Californian decisions.

“But it’s more on what the effects are of this current approach that appears to be solidifying in Brussels and the EU institutions. A lot of this new regulation is not going to help Europe close the cap with Silicon Valley and with China. Regulations don’t close economic and technological gaps on their own, thriving, sizable markets do.”

Other than scathing editorials and hardening political rhetoric, the spirit of this antipathy may soon be solidified in a raft of new regulations across Europe that would tighten conditions for US tech companies operating here.

In October, the heated world of social platforms, politics and media collided noisily when both Twitter and Facebook stepped in to prevent a controversial and disputed New York Post story about Joe Biden’s son spreading in the normal way on their services.

DECEMBER 2020

US Republicans were enraged, as was the New York Post and some other media outlets. Is Facebook being drawn into a deeper, more sensitive editorial role with regard to media and politics?

“It’s a very fraught and difficult area,” he says.

“I will draw your attention to the significant qualitative difference between what we did and what Twitter did. Twitter basically just blocked it [the New York Post story] altogether.

They went even further than that at one point, they even took down pages. I think they blocked the Trump campaign’s Twitter account altogether.

“We didn’t stop people from finding that information from the New York Post. What we did was something subtly but importantly different, we just reduced the circulation of it to allow our network of independent fact checkers look at it.”

Next year looks set to be no calmer for Mr Clegg than 2020 has been. ■

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Uncovering the 9-5 NAME: Steven Agnew POSITION: Head of RenewableNI

7am Alarm… actually, it’s not that bad. I have a well tuned body clock that usually wakes me around 6.30am so the alarm wakes me out of a doze rather than a deep sleep. Shower, dressed and breakfast, usually with Radio Ulster playing to get a sense of the news. I have wholesome granola for breakfast. Admittedly, it contains not so wholesome dark chocolate pieces and probably as much sugar as a bowl of Frosties.

8am I work from home all week and have done since the first lockdown, one of the upsides has been starting earlier and the first hour of my day is a quick scan of new emails and a nod to the others that I’ll get to at some point. Prior to that I was only in the office two or three days a week anyway, so it wasn’t too big an adjustment and overall I probably prefer it.

call to work through the carb coma. I’d usually schedule a new or perspective member for this time to talk through the benefits of joining RenewableNI and how we work. I am a better talker than typer so calls during lag times are a good way for me to keep productive.

9am On my ideal day, I write in the morning and talk in the afternoon, but life doesn’t always work like that. If I have a project due, I’ll try to do it first thing. That may be drafting a consultation response, preparing a budget proposal, writing an article or putting together a presentation.

2.30pm Two days a week I go get my daughter from school. This gets me a bit of exercise and a much needed screen break. It’s also been good since the schools have been back to have those incidental conversations you get with other parents.

11am Despite my best efforts I’ll usually have a conference call at some point in the morning.

I probably average two or three a day. Our working group meetings would usually be in this slot.

3.30pm Another conference call maybe with colleagues in IWEA or RenewableUK, our parent organisations. In a way Covid has made me feel more part of the teams with most people connecting remotely.

12.30pm I tend to go for an early lunch because I find morning the hardest time not to snack Life has definitely gotten more sedentary the ‘Stormont stone’ has been replaced by the ‘covid curves’.

4.30pm Rewrite earlier work that I’ve sent out for feedback. If there’s a lot of feedback I wonder can it wait till the next morning.

1pm A good time for a conference call or phone

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5pm More emails. On a good day I’ll end with less unread than I had at the start of the day. Most

days I’m lucky if I break even, so when the number starts to creep up I’ll usually schedule some time to do a bit of an email blitz, usually at the back end of the week.

6pm I usually clock off, sometimes earlier if I have the kids (there’s a son as well but he largely takes care of himself if I feed him and wash his clothes). If I haven’t done the school walk I try to have a run or at least a walk before dinner.

7pm Dinner and bedtimes, or TV when the kids are at their mum’s. There’s an incredible amount of football on at the minute and I don’t mind watching other people running around for my entertainment. Otherwise I usually have a Netflix series on the go.

10pm These days I’m usually in bed by this stage. I’ll read for a bit. I seem to be on a run of reading mostly New York authors who identify as ‘culturally Jewish’: Joseph Heller, Philip Roth and comedians Woody Allen and Marc Maron.

I’ve even been watching Curb Your Enthusiasm and The Kominsky Method. This all has happened apparently coincidentally but there must be something I’m identifying with.