Ulster Business November 2025

Thelatestnewsandexclusivesfromacross Norther nIrelandbusinessandbeyond

Coverstory

DanskeBankonhowit’shelpingshapethe nextgenerationofbusiness 22

InFocus

NOWGroup’sMaeveMonaghanonfunding challengesandbustingmythsarounddisability

FormercabinetmemberLordDebenonwhy Chinaisleadingthewayonclimateinvestment

Orwriteto:IPSO,c/oHaltonHouse, 20-23Holborn,LondonEC1N2JD 35 53

We lookattheNIfoodgoinginternational

Alookatsomeoftheexpansionsand announcementsfromourleadinglawfirms

Whycompaniesarepursuingperksand wellbeingtobringcolleaguestogether

UlsterBusiness looksatsomeoftheevents happeninghereoverthefestiveseason 77

Motoring

PatBurnstakeson acompactBMW powerhouseand afunandquirkyEV

Photocall

Alookatwhat’sbeenhappeningacross Norther nIrelandoverthelastfewweeks 92 Lifestyle

JohnMulgrewspendstimewithsomeofPatek Philippe’slatesthigh-end references

IsOpenAIwreckingthetecheconomyor becomingitsmostimportantbusiness?

UlsterBusinessis apartoftheIndependentPressStandardsOrganisation(IPSO).Ifyoubelieveyouhavebeenunfairlytreated,youcancontactIPSOinwritingviaitswebsiteforguidanceonwhattodo. Theserviceisfree. IPSOcan thenadviseonwhetherit’s likelyyouhavegroundsfor acomplaintandwhattodoaboutit. Thenormalprocedureisforthecomplainanttothencontactthepublication’seditordirectly.Ifnoagreementisreached,thecomplainant cangobacktoIPSOtolookforanadjudication,orforittotakeoverthecomplaint. Fulldetailsareavailableatwww.ipso.co.uk.Alternatively,emailcomplaints@ipso.co.uk,orinquiries@ipso.co.uk,ortelephone03001232220,ortheout-of-hoursemergencynumber: 07659152656.

EDITOR’S COMM EN TS

Pasturesnew forNI business chief

ThedevelopmentofBelfastGrand Centralstationwas aproject yearsintheplanning.

It’s beingintegratedintothecity,witha new connecting roadsetto opensoon,followed bywiderpublic realmwork,to completethe infrastructurepicture

Andwhilesomethingofthissizeandscale isalwaysgoingtohaveitsstumblingblocks, orcritics,overthelengthylifecycleofits development,it remainsanimpressivepiece ofpublicinfrastructure,andsomething mostofuswilluseintheyearsanddecades tocometo reachasmanypartsofthis islandaspossible.

It’scertainlysomethingofalegacyproject whichChrisConwaycantakewithhimas

heannounceshe’ssteppingdownfromhis roleas Translink’schief,after adecadein the role.

Chrishasbeen aprominentandfrontfacingfigureforboththepublictransport operator, andthewiderbusiness community

He’softenbeingaccessible,from amedia pointofview,aswellasbeingheavily involvedin arangeoforganisationsand causes,includinghistimeaschairmanof BusinessintheCommunityNI,amongother roles.

IwishChrisluckinhisfutureventures, asthesearchbeginstofindhissuccessor whowilltakeupthe reinsofgroupchief executiveinspringnextyear

WelcometotheNovembereditionof Ulster Business.It’shardtobelieveI’vebeen writingaboutChristmasinthismagazine, butasI’msureyou’vealreadynoticedin theshopsandsupermarkets,it’salready makingitsmark,despiteHalloweenbeing justbehindus.

OurcoverstoryfeaturesDanskeBankthis month,lookingatitsdigitalevolutionand helpingtransformthefutureofbusinessin NorthernIreland.

IalsospeaktoMaeveMonaghanofNOW Groupaboutthechallengesfacing asocial enterprise,whilePavelBarterexaminesNI’s topfoodexports,andwhatworkplacesare doingtobooststaffwellbeing. ■

JohnMulgrew

Publisher UlsterBusiness c/oMediahuisUKLtd Belfast TelegraphHouse,33ClarendonRoad, ClarendonDock,BelfastBT13BG

Printer W&GBaird GreystonePress,CaulsideDrive, AntrimBT412RS www.wgbaird.com

Editor JohnMulgrew,john.mulgrew@mediahuis.co.uk

Advertising JudithMartin,j.martin@mediahuis.co.uk

Graphicdesign SusanMcClean,MediahuisIrelandDesignStudio

Coverphoto ElaineHill

@ulsterbusiness www.ulsterbusiness.com

Amonth innumbers

£98m

Thepre-taxprofitsof poultrygiantPilgrim’s Europe,accordingto itslatestaccounts.

1,600

Thenumberofletters receivedaspartofa newconsultationinto aCoTyronegoldmine.

400 Thenumberof seasonaljobsbeing createdherebyM&S intherun-upto Christmas.

8%

Thepercentageof wagegrowthin

Norther nIrelandover thelastyear.

MaeveMonaghan, chiefexecutive, NOWGroup

‘Funding notsecure’for NIsocialenterprise

JohnMulgrew

Asocialenterprisehelpingthose withlearningdisabilitiesenter theworkplacesaysit’snotclear whetheritskeyfundingwillbeinplace nextyear.

MaeveMonaghan,chiefexecutiveofthe NOWGroup,saystheorganisationgenerates partofitsincomethroughitsbusiness ventures,aswellas receivingaround£2mof funding.

Butshesays“wearenotsureifthatwillbe therenextyear”.

“Idon’tcareaboutthemechanismtobe honest,weneed abitofcertainty,”shesays.

“There’ssuch afocusonproductivityand movingpeopleintowork.NOWGrouponits ownis[getting]400peopleintopaidjobsthis year… Ineedtogetondoingthat,andit’snot timetolobby.

“Therehastobethefunding,asit’san employmentinitiative. We willneverdrivethat levelofbusiness[throughourowncashflow].

“Themostlikelythingtohappenisdo arollover,aone-yearextension –wehave alreadyhavehadone.There’snoclarityon that.”

MsMonaghansays aStormonttaskforce isunderway,lookingatmappingandthe abilitytoscalesupportstructurestohelpsocial enterprisesscale,andwinmorecontracts.

Shesaysshehasnoissuesfindingpurpose inherworklife,giventhe responsibilityshehas inher roleaschiefof asocialenterpriseand charityhelpinghundredsofpeopleeachyear.

“Ispeaktosomanypeoplewhoarebrilliant attheirjobs,”shesays.“Buttheproblemis theyneed apurposeinlife,andsaytheyare fedupmakingmoneyforshareholders.

“Genuinely,Icouldneversaythat.The purposeisthebestjobtohave.Whatyoudo haveisthechallenge –it’smorelike astart-up, than alargerorganisation.

“It’sconstantlyworking,nothavingbudget or[significant]back-officesupport…notbeing abletodoprojectionswhicharerelianton governmentmoney.Beingabletoforecastis achallenge. We wanttooperatelikethebest scalingstart-up,butwedon’thavethesalaries. We haveanamazingteam,butwedon’thave atechnology,ordatateam –weare trying tomulti-task.Behindthesceneseveryoneis runningat100mph.”

Readthefullinterviewonpage22-24

NI ‘must turn disadvantagesinto positives’ asit tackles climatechange

LordDebenspeaking atSustainX

Norther nIrelandshouldtur nits competitivedisadvantagesinto positivesasitjoinsthe restofthe worldindealingwithclimatechangeand sustainability,aformerseniorcabinet ministerhassaid.

LordDeben,whois aformerchairmanof theUK’sClimateChangeCommitteeand ministerunderbothMargaretThatcherand JohnMajor,wasspeakingduringthe recent Sustain XconferenceinBelfast.

“Whatdealingwithclimatechangeisabout isthinkingaboutourownbusinessesandthe waywerunthings,becausethat’sthewaythe worldwillchange –andaboveall,that’sthe waywegetourbusinessesahead,”hesaid.

“And Ican’tthinkofanywherewhereit ismoreimportantthaninNorther nIreland, becausehereinNorther nIrelandyouhave particularproblems.

“You’vegot arealcompetitivedisadvantage, andthatmeanstryingtofindthewaysto makeanadvantage –andtheonlywaytodo thatisactuallytostepuponallthethingsthat matter.”

Hesaidthatincluded“geographic problems,historicproblems –andtheissues ofinternationaldisagreements,whichhavehit thispartoftheUnitedKingdommoretoughly thananywhereelse”.

“You’vegottoexport. You’vegotthe problemsof adifferentpowerandstructure fromotherpeople. Youhavethedifficultiesas wellastheadvantagesofbeing asmallarea, andyouhavetowinthrough.”

Hesaidpeopleshouldstartwith“small things”theyseearoundthem,inordertoplay theirpartintacklingclimatechange.

“Iknowthisplace –theICCBelfast –was doingtherightthingby averysimplefact… thereisn’tabottleofwateranywhere.There’s waterin ajug readyforyoutouseit.Whaton

eartharewedoingcarryingbottledflatwater roundtheworldfornogood reasonatall?

“WhydowehaveontheLondon Undergroundpeopletellingyouthatwhenit’s hot,it’sagoodideatocarry abottleofwater withyou?What aloadofoldrubbish.

“Thefactofthematteris,it’sthefashion, andit’safashionwhichcostsus avast amountofmoney.It’smuchcheaperforthem toput ajugonhereandyoutopouroutthe water.

“ThewaterinNorther nIrelandisperfectly drinkable. You’requitesafetodrinkit.

“Andwhathappenstothosebottles? Thosebottles,intheend, averyhigh proportionofthemgetoutthereintothe sea.Andthathasmeantthatglobalwarming hasincreasedgreatly,becausetheoceans nolongertakedownwhattheyshouldbe taking.” Readthefullfeatureonpage32-33

JohnMulgrew

ControversialCoTyronegoldmineprobe ‘delayed

until2026’ after1,600 letters received

Along-overduepublicprobeintoa controversialCo Tyronegoldhas beendelayedfurthertospring 2026after1,600letterswerereceived following afreshconsultation.

Following aswatheofdelays,theinquiry intoDalradian’splansintheSperrinswillnow notresumeuntilApril13nextyear.

Some1,600lettershavebeen received in relationto along-delayedinquiryinto themine.Thatcameafter aprobewas postponedafteritfoundtheDepartmentfor Infrastructure(DfI)failedtoproperlyconsult on‘transboundary’issues relatingtothe proposals.

Now,thePlanningAppealsCommission (PAC)saysfollowing aconsultationaroundthat issue,some“1,600lettersof representation whichweresubmittedtoDfIandsubsequently passedtotheCommissiontobeconsideredat thepublicinquiry”.

ApublicinquiryintoDalradian’splansfor agoldmineintheSperrinswasbroughttoa haltinJanuary –justtwodaysafteritbeganin Omagh.ItwasthenadjourneduntilMarch26.

TheDepartmentforInfrastructurethensaid atheconsultationperiodwillrununtilApril 23thisyearandthat“thereisnoreasonable prospectoftheinquiryproceedinguntil sometimeafterthatdate”.

Dalradian’splansfor amajormineat

Quotes

of the month

Curraghinaltwerefirstsubmittedplansin 2017.

Now,inaletter,the PAChasoutlined detailsofwhentheinquirywill restart.“An addendumhasbeenaddedtotheprocedures documenttoaddresstheexceptional circumstancesarisingduetotheintroduction oftransboundarypartiesafterthepublic inquiryhadcommencedandtheirabilityto viewthestatementsofcaseand rebuttalsthat havebeensubmittedtotheinquirytodate.

“Thecommissionisnowin aposition tosetoutthe revisedarrangementsandis notifyingyouasanexistingparticipantthat thecommissionwill reconvenethepublic

“I don’tcareaboutthe mechanism to behonest,we need abit of certaint y.”

MaeveMonaghanofNOW Groupspeakinginthis editionaboutuncertainty overitsfunding.

“Individualswhohavemade representationsatthetransboundarystage willbeinvitedtoparticipateinthepublic inquiry.Iftheywishto relyontheiroriginal letterof representation,nofurtheractionis required.”

Following arecentvisittothesiteoftheCo Tyronemineearlierthisyear, Belfast Telegraph journalistSamMcBrideheardaround£250m hassofarbeenspenttodate,withthose behinditsayingitcouldbeworthmorethan $20bn.

“Peopleare nice here –comingfrombusycities likeSeoul,Sydney, and Singapore,peopleare so friendly, andeasy totalk to.”

JaeShonofSeoulStreet FoodandStudio.

StephenKellyof ManufacturingNIspeaking aboutNorther nIreland’s foodproducers. localinquiresat10.30amonMonday,April 13,2026.Thesewillbeheldinpersonatthe StruleArtsCentre,Omagh.

“Wehavetheabilit yto identifyamarketdepending on what thatmarketprefers.”

InsideDalradian’s Curraghinaltmine

JohnMulgrew

Lunn’s becomes JAM

Card friendly

FamilyfirmLunn’sJewellershas partneredwithsocialenterprise NOWGroupwithitsJAMCard initiative.

PeterLunn,withNOW Group’s MaeveMonaghan, andJohnLunn

ByembracingtheJAMCard,Lunn’sthe Jewellersis reinforcingitscommitmentto ensuringthateverycustomerfeelsvalued andunderstood –showingthatinclusion andaccessibilityareattheheartofNorthern Ireland’sbest-knownfamily-ownedluxury brand.

Lunn’sJewellers recentlyunveiled amajor £5.5minvestmentinitsnewRolexwatch boutiquefortheheartofBelfastcitycentre.

Thatnewstoreoperatesalongsideits retail boutique,andseparateboutiquesforOmega, Breitling, Tudor,Montblanc,Gucci,and Tudor.

In2018,Lunn’sopeneditsownservicing workshopwith aRolex-trained Watchmaker andin2019,Lunn’sandRolexpartneredon theopeningof anewRolexshowroomat Queen’sArcade.In2024,italsoopenedfirst standalone Tudorwatchboutiqueinthecity centre.

ThecollaborationmarksLunn’sJewellersas thelatestmajor retailertobecomeJAMCard Friendly,helpingtocreate amoreinclusive shoppingexperienceforcustomerswith hiddendisabilitiesorcommunicationbarriers.

NIannualearnings postlargest increasein twodecades

AnnualearningsinNorther nIreland havegrownby arecord8%inthe lastyear,passing£31,000forthe firsttime,aneconomisthassaid.

Takingintoaccountbothpublicandprivate sectorworkers,andthoseworkingbothparttimeandfull-time,RichardRamseysaidthe lastthreeyearshavebeenthelargestrisesin Norther nIrelandearningsintwodecades. Hesaidtheriseshavecomeaboutas employers respondtohikesintheNational Living Wage,andto aperiod ofstronginflation.

MrRamsey,professorofpracticein economicsandpolicyatQueen’sBusiness School,spokeastheAnnualSurveyofHours andEarnings(ASHE)showedthataverage weeklypayforfull-timeworkersherehasnow hit£713.

ButtheNorther nIrelandStatistics& ResearchAgency(NISRA),whichproducedthe report,saidmenhereare stillearningmore

thanwomen –forevery£1earnedbymen, womenearned£0.93.

Andforpeopleworkinginthepublicsector, weeklyearningsare20%higher,particularly sincenewpaysettlementshavebeen reached.

MrRamseysaidthatfull-timeannualwages werenowabove£37,000forthefirsttime, withpart-timewagespassing£14,000.

Andhesaidthatafteradjustingforinflation, NI’smedianearningsincreasedby3.8% yearonyear,withfull-timeandpart-time employeesenjoyingrisesof3.9%and5.1% respectively.

“These representthebiggest realterms increasesinannualearningsin adecade,”he said.

“Itisworth rememberingthatboth Norther nIrelandandtheUKexperiencedan extendedperiodofstagnationin realwages followingtheglobalfinancialcrisis/Great Recession.”

Hesaid realearningsonly returnedto2008 levelsatthestartofthepandemic,before falteringagainin2022and2023.

Newmulti-yeardealsinthepublicsector hadobtainedgood resultsforitsworkers,he said.

“Thepublicsectorenjoyedaninflation busting13.3%yearonyearincreaseinannual earnings,takingthemediansalaryto£36,490 perannum.Afteradjustingforinflationthis representedan8.8%risein realearnings.”

Incomparison, realearningsgrowthwas moremodestintheprivatesector,risingin real termsby0.9%to£28,814inApril2025.

Buthesaidthefiguresshouldnotinspiretoo muchexcitement.“Norther nIrelandannual earningsmayhavepostedtheirlargestincrease inatleast26years.

“Butitismoreinsightfultolookatthe longer-termwagetrends,particularlywage levelsasopposedtogrowthrates.”

Pilgrim’s Europe seesprofitssurge to almost £100m

PoultrygiantPilgrims’sEuropehaspostedsurgingprofits approaching£100m.

Thefirm,whichincludestheprimaryMoyParkchicken business,postedprofitsof£98.1m –uparound34%basedonthe previousyear.

Thecompany,whichemploysmorethan9,300peopleacrossitssites here,andacrossthe restoftheUKandIreland,andEurope,alsosawits turnoverfallslightlyto£1.96bn.

Thelatest resultsforMoyPark(Europe)Limitedduringtheperiod endingDecember2024,comefollowing arestructuringofthebusiness, withanintegrationofPilgrim’sUKandPilgrim’sFoodMasters.

“MoyParkmadesignificantprogressin2024byfocusingondriving operationalimprovementsandsecuringcontractswithkeycustomers,” thefirmsaid.

“MoyPark’stradingmodelsandcustomernegotiations,together

M&S

recruiting

400 NI roles forChristmas

Marks &Spencerhasannounced morethan400seasonaljob opportunitiesacrossits22stores inNorthern Ireland.

Theretailersaid roleswillbeavailableacross food,fashion,homeandbeauty,warehouse operationsandhospitality.

The retailerlauncheditsChristmas sandwiches recently, anditsChristmasFoodto Orderservicelastmonth.

Itsaidtherewere56,000orderswereplaced onthefirstday –up7%year-on-year.

RyanLemon, regionalmanagerforM&S inNorther nIreland,said:“Ourcolleagues arewhatmakeM&Ssospecial –especiallyat Christmas.

“Everyyear,teamsacrossNorther nIreland

withcommoditydeflationtowardstheendof2024offsethigherlabour costs.”

Thefirmsaysdirectorswere“remuneratedbyparententities”.

Itsaidthehighestpaiddirectoronbehalfofthegroup receivedan “apportionedelementofsalarywhichequatedto£935,000”.

Pilgrim’sEuropeisthenewnameforthefirm’soperationshere–replacingtheoldMoyParkbranding –anditfollows restructureofthe businessoverthelastcoupleofyears.

Thefirmtoppedthisyear’s UlsterBusiness Top100Norther nIreland Companies,inassociationwithKPMG.

goaboveandbeyond,fromhelpingcustomers findtheperfectoutfittoensuringChristmas dinnersarereadytoenjoy.

“Thisyear,we’reinvestingevenmore inservice –recruitingadditionalcustomer assistantsandgivingcolleaguesmoretimeto deliverexceptionalexperiences.inanyother

industry.”

Aswellas22company-ownedstores,M&S alsohasfourfranchisedstoresinpartnership withSSPandApplegreen.

Itsmost recentopeningwas afranchised storeatBelfast’sGrandCentralStation,which openedlastyear.

JustinColemanof Pilgrim’sEurope

Restaurant chain eyeingNIagain aftershutting Belfastlocation

AScottishItalian restaurantchainis settingitssightsontheNorthern Irelandmarketagainaftershutting itsBelfastlocationlastyear.

TonyMacaroniisnowseeking“experienced operatorsandentrepreneurs”inNorthern Irelandasfranchisees.

“TonyMacaroniisopentoexploring opportunitiesinNorther nIreland,”thefirm said.

“Weare primarilyfocusedoncarefully selectingtherightlocationsandtheright franchisepartnerstobringthebrandtolocal communities.

“Ourfranchisemodelprovides comprehensivetraining,operationalguidance, andmarketingsupporttoensurelong-term success.”

Itcomesafter TonyMacaronishuttered itsBelfast restaurantin2024,with aformer locationat VictoriaSquareinBelfastcity centre.

“The VictoriaSquarerestaurantinBelfast wascompanyownedandhassinceclosed,” thefirmsaid.“Ourcurrentfranchiseexpansion strategyisdeliberatelyfocusedonidentifying thebestlocationsandtherightfranchise partnerstoensuresustainable,longterm growth.”

Itcurrentlyoperates13 restaurantsin Scotland.

Thecompanysaysthelatestannouncement isthe“nextphaseofitsUKexpansion through arefreshedfranchisegrowthplan, strengtheningitspositionasoneofthe country’smost recognisablecasualdining brands”.

Partofthe VivaItaliaGroup, TonyMacaroni employsover300people,withseveralnew sitesinthepipeline.

“TonyMacaroniisnowinvitingexperienced operatorsandentrepreneurstojoinitsnext chapterofexpansionthroughoutScotland, England, WalesandNorther nIreland,”itsays.

SepMarini,founderandmanagingdirector, SepMarini,said:“TonyMacaronihasalways beenaboutgreatfood,warmhospitalityand delivering realvalue. We havebuilt aloyal followingovertheyears,andnowweare readytotakethatsuccesstothenextlevel.

“Ourfranchisemodelgivesentrepreneurs achancetojoin aprovenbrandwithstrong digitalfoundations,anawardwinningmenu andthefullsupportofourexperiencedteam.”

Thecompanysaysitsgrowthplan

“reflectsthechain’scommitmenttoongoing innovation”.

“Thecompanyhas rolledoutits Tony MacaroniRewardsApp,offeringexclusive loyaltyoffersandpromotions,alongside aclick andcollectsystemanddeliverypartnerships withDeliveroo,JustEatandUberEats.”

Meanwhile,MowgliStreetFoodisopening itsfirst restaurantinNorther nIrelandat VictoriaSquare.

TheIndianstreetfoodbusinessownedby NishaKatonaMBE,servingup awiderange ofdishes –fromtiffinboxestoGoanfishcurry andthe‘MowgliChipButty’.

It’snowplanningtotakeontwocombined unitsontheuppergroundfloorof Victoria Square,andhasappliedfor arestaurantdrinks licencefortheunits.

MowgliStreetFoodhasmorethantwo dozenlocationsacrosstheUK,butstartedoff lifewithitsfirst restaurantatBoldStreetin Liverpoolbackin2014.

OwnerNishaKatonaleftbehind acareeras achildprotectionbarrister –aroleshehadfor 20years –beforestartingupherbusinessin 2014. ■

JohnMulgrew

TonyMacaroniformerlyoperated arestaurantatVictoriaSquare

Whygettingculturerightisstill ahugeadvantageforemployers

InworkplacesacrosstheUKoverthepastfewweeks,The Celebrity Traitorshasbeen ahottopicofwhatusedtobe called‘watercooler’conversations.

Somehavebeensurprisedbythesuccessofthe realityTVshow, inwhichfamousfaceslikeAlanCarr,StephenFry,CharlotteChurch andPalomaFaithstayin ahousetogetherandaresplitintoFaithfuls and Traitors –withthe Traitorstryingtostayundetectedbytheothers throughthegameasFaithfulsareeliminatedonebyone.

Thepremiseis,onpaper,prettysilly,butitisdesignedthroughtasks andcuratedinteractionstohighlighthowpeopleformopinionsofone another,formalliances,buildtrust,tellliesandtur nagainstoneanother.

Watchinghowthesepeoplegetoninclosequartersisnot amillion milesfromwatchinghowpeoplewithdifferentpersonalitiesand charactersin aworkforceinteractandfindwaystoworktogetherand succeed –ornot(minusthesingers,comediansandTVpresentersof course).

Building astrongworkplacecultureisoneofthebiggestchallenges fororganisationsofallsizes.Getitrightandpeoplewillwanttowork foryoulonger.Getitwrongandyouwon’tholdontothemforlong.

InHays’2025SalaryandRecruiting TrendsGuide,seniorleaders identifiedstaffretentionasoneoftopareasforHRinvestment,with overhalf(53%)sayingitis akeyareaoffocus.

While retentioncanposechallengesfororganisationsofallsizes,it canoftenprovetobemoreofastruggleforSMEleaderscompeting againstlargercorporateswithsubstantial recruitmentbudgets.

Fostering acommunicativeworkplacecultureissomethingSMEscan domoreeasilythanlargercorporations.InSMEs,witheveryoneworking morecloselytogether,seniorandjuniorstaffare oftenon afirst-name basis,fostering acollaborativeatmosphere.

It’scrucialto rememberthatemployeesoftenleavemanagers,not organisations.SMEscanbenefitfromgreatpeoplemanagerswho motivatetheirteamsandareabletocommunicatemorefrequentlyand informally,asopposedtosolelyviaannual review.

Peoplemanagersshouldpraisetheirstaffbutalsobeunafraidto offerconstructiveguidancewhennecessary.Strong,approachable andcommunicativemanagers retaintheirstaff,makingthis apriceless attributeforSMEs.

CulturalfitshouldalsobeanimportantconsiderationforSMEleaders whenhiring.Besure togiveapplicantsanaccurate representationof yourorganisationanditsculture,asour researchfoundthatmorethan half(57%)ofprofessionalshaveleft ajobinthepastbecauseitdidn’t matchtheexpectationstheygainedduringtheapplicationandinterview process.

Employeeswhodon’tfitinwiththevaluesandethosof abusiness

canhave ahugelynegativeimpactonteammorale,somatchingyour recruitmentstrategytoyourculture–hiringforculturalfit,aswellas skills –canimprovestaffretentionacrossthewholeteam.

Work-lifebalanceis apriorityformanyemployees,butthisdoesn’t meanyouneedtospend afortunegivingoutfreegymmembershipsor installingnappodsintheoffice. Work-lifebalancecanalsobemanaged throughhybridworkingorflexiblehours.

Work-lifebalanceisoftendeeply rootedinanorganisation’sculture. Ifseniormanagementsettheprecedentofworkingandsendingemails duringtheireveningsandweekends,thisbehaviourcantrickledown, creating acultureofpresenteeism.

Finally,acultureofdevelopmentis reallyimportantforstaffretention, andalso agoodwaytoaddressskillsgaps.Mentoringfromseniorstaff oropportunitiestoshadowhigh-performersarecost-freewaystohelp junioremployeesdevelop.Whendoneright,thisengagementcreatesa cultureoflifelonglearningthatemployeeswanttobepartof.

Gettingthisrightmeansyouaremorelikelytohaveemployees whoarekeentochattotheirworkmatesaboutThe Traitorsthanstaff plottingoneanother’sdownfall. ■

Mark Wade,director, HaysNorthernIreland

Restructuringand insolvency: turning challenge into opportunity

Restructuringandinsolvency –two wordsthatcarryenormousweight yetareoftenmisunderstood.

Formanybusinesses,theydon’tmarkthe end,butratherthefirststeptowardrecovery.

Whencompaniesfacefinancialpressure, headlinesarerarelykind.Lastyear,305firms inNorther nIrelandenteredsomeformof insolvencyprocess,andearly2025figures suggest asimilartrendthisyear.

Risingcosts,higherinterestrates,and lingeringpost-pandemicdisruptionshave created aperfectstormforsectorsincluding retail,hospitality,andmanufacturing. Respondingtothesechallenges,Mills Selig’sRestructuringandInsolvencyteamis helpingcompanies,creditors,andinsolvency practitionersnavigateuncertaintywithclarity andconfidence,transformingcomplexityinto strategyandcrisisintoopportunity.

Forover30years,MillsSelighasadvised clientsacrossNorther nIrelandonevery aspectof restructuringandinsolvency.From administrationsandcorporate restructurings to receiverships,voluntaryarrangements,debt settlements,anddistressedbusinesssales, theteambringslegalexpertise,commercial understanding,andpracticalproblem-solving toeverycase.WhattrulysetsMillsSeligapart isitscollaborative,outcome-drivenapproach combiningtechnicalexcellencewithstrategic insight.

SeniorpartnerJohnKearnsbrings decadesofexperienceincorporatelawand restructuring,guidingmulti-millionpound administrations,cross-borderacquisitions,and complexcorporatefinancematters.

RichardCraig,partnerandheadof restructuringandinsolvency,pairsdeep insolvencyknowledgewithpragmaticstrategy, regularly representingclientsintheHigh Courtandadvisingonadministrationsand contentiousinsolvencyproceedings.

AssociateKathrynMcIvorcontributesstrong

commercialinsightandtechnicalprecision, ensuringcomplexcasesarehandledefficiently andeffectively.Together,theyform acohesive, expertteamcapableofmanagingeverything fromsensitiveadministrationstointricate liquidations.

“Insolvencyisoftenviewedsolelythrough anegativelens,”saysRichardCraig.“But inmostcases,itshouldbeseenasthe beginningof arecoveryjourney.Ourjobisto guidebusinessesandstakeholdersthrough uncertaintywithconfidence,protecting operations,securingemployment,andfinding aclearpathforward.That’swhatmakesMills Seligunique:wedon’tjustadvise;wenavigate theprocessalongsideourclients.”

Today’seconomicclimatemakesthat guidancemorecriticalthanever.Businesses acrossNorther nIrelandfacemountingpressure frominflation,energycosts,tightercredit conditions,andsupplychaindisruption.Some strugglewithsuddencash-flowcrises,others withlegacydebtsorcontractualchallenges. Inthesesituations,MillsSelig’steamworks

closelywithinsolvencypractitioners(IPs), directors,andcreditorstoexploreearly interventionstrategies, restructureoperations, renegotiatedebt,andidentifyformal rescue procedureswhereappropriate.

Theteamprovidespractical,clearguidance ondirectors’dutiesandpotentialpersonal liabilities,whileensuringcreditorsunderstand howtosafeguardandmaximisetheirinterests. Byblendingcommercialinsightwithlegal expertise,theteamisproficientinfinding solutionseveninthemostchallenging environments.Theirgoalissimple:toturn complexityintoopportunity.“Earlyintervention iskey,”Richardsays.“Whethertheyare creditoror adebtor,everybusinesswillhave moreoptionsavailabletothemiftheyseek professionaladviceattheearlieststage possible.” ■

Ifyourbusinessorbusinessesyoutradewithare facingfinancialuncertainty, getintouchwith MillsSelig’s RestructuringandInsolvencyteam. Visitwww.millsselig.comtolearnmore.

MillsSelig’s RestructuringandInsolvencyteamJohnKearns,seniorpartner,KathrynMcIvor,associateandRichardCraig

Bankingonthe future: Danske Bankon shapingthe next generationofbusiness

DanskeBank mayhavemarked200yearsinNorthernIreland,butitsfocusis firmlyonwhatcomesnext. Withdigitaltransformationaccelerating,customer expectationsshifting,andtheeconomyevolving,thebankspeaksto Ulster Business abouthowit’susingtechnology,localexpertiseandinnovationtosupport businessesofallsizesindrivinggrowth

Thepastfewyearshavemarked somethingof aturningpointfor manyNorther nIrelandbusinesses.

“Comingoutofthepandemic,andwith ongoinguncertainty,wesaw alotoffirms stepbackfromlongterminvestment,”Geoff Sharpe,DanskeBank’sheadofcorporate, says.“Butoverthelastyearorsothat’s really changed.Businessesareinvestingagain, they’regrowingbothlocallyandinternationally andthey’relookingforsupport.”

Danske’sreachinthecorporatemarket remainssignificant,holding relationships witharoundhalfofNI’slocallymanaged corporatecompanies.ButGeoffsaysthefocus iscontinuallyonhowthebankcanaddvalue beyondtraditionalfinance.

“Providingaccesstofinancetosupport investment,growthanddaytodaybanking

willalwaysbe acoreservice,”hesays.“But increasingly,it’saboutaddingvalue,helping businessessolvechallengesandidentify opportunities. We providesolutionsacross exporting,cashmanagement,treasury,and sustainability,andwe’rebringingourown experienceinareaslikediversityandinclusion tohelpourcustomersonthosejourneystoo.”

Danskeisalsobackingmajorinfrastructure investmentthatwillshapethe region’s economiclandscape.“‘We’veseenmajor infrastructureinvestmentplansannounced fromBelfastInternationalAirport,BelfastCity AirportandBelfastHarbour,whichbodeswell forimprovedconnectivity,andtheeconomy here,”Geoffsays.“Andthisyearwe’ve providedmorethan£200mtothesocial housingsector.”

Thebankisalsoworkingwith ahostof

SMEsandmicrobusinesses –blendinghightechtoolswith apersonalandhands-on approach.

“Atthesmallerendofthemarket, customersandadviserstellustheystillwant thatlocalconnection,”says RyanMawhinney, headofsmallbusiness.

“We’vemade aconsciousdecisiontodo thingsdifferentlyfrompurelydigitalbanks. We’vegotbusinessadvisersbasedinbranches acrossNorther nIreland,withlocalpeoplewho knowtheircommunities.”

Thatpersonalapproachissupportedbythe bank’saward-winningBusinessDirectcontact centre,andspecialistsinareaslikeasset finance,invoicefinance,foreignexchangeand sustainability,givingsmallerfirmsthesame accesstolocalexpertisethattheBank’slarger customersenjoy.

It’salsoaboutinvestingintechnologythat worksforcustomers.

Digitaltransformationsitsatthecentreof Danske’sfuturestrategy,butit’snotchange foritsownsake.JulieSkelly,headofbusiness bankingproducts,saysthefocusisalwayson howtheDanske’spropositionsandtechnology canimprovethecustomerexperience.

“Ourstrategyisverymuchaboutbeing fitforthefuture,”shesays.“Thatmeans understandingmarketdynamics,being agileandcombiningourlocalexpertisewith investmentindigitalsolutionsthatmakelife easierforcustomers.”

Juliepointstonewself-servicefunctionality asanexample.“Customerstoldusthey wantedtobeabletodomoreintheirown time –thingslikeopeninganaccountor requestinganoverdraft –sowe’vebuiltthat capabilityintoouronlineplatforms.It’sabout reducingfrictionandspeedingupdecision times.”

Danskehasbeeninvestinginautomation andAItostreamlineoperationsandimprove efficiency.Juliesaysthathas adirectbenefit forcustomers.

“We’vesimplifiedandautomated alotof ourprocesses,”shesays.“Thatmeansopening abusinesscurrentaccountcannowtakejusta fewdays. We’refasterandmoreefficient,but we’realsofreeingupourpeopletofocuson relationshipsandaddedvalue.”

GeoffSharpe,Julie Skelly,andRyan Mawhinney

Ryansaysdigital remainscentraltohow Danskeoperates.“Weknowconvenience matters,sowe’veinvestedheavilyinouronline services.Itmeanscustomerscanmanage everydaybankingdigitally,buttheyalsohave peopleonthegroundtotalktoabouttheir futureplans.”

Arecentcampaignhashelpedthebank attractmorethan1,400newsmallbusinesses thisyear.“Thatpartofthemarketisgrowing fastforus,” Ryansays.“Thosearethe businessesthatwilldevelopwiththebankinto thenextstageoftheirjourney.”

Danske’sscalegivesit astrongplatformto supportNorther nIreland’swidereconomy. Ryanhighlightsthebank’scommunity partnershipsaspartofthatmission.“We workcloselywithBelfastCityCouncilonthe ‘Belfast’s YoungEntrepreneursto Watch’ programme.”

Thatcelebratesemergingbusinessesand helpsusconnectwithyoungfounders.

“We’re alsoinvolvedwithinitiativeslike SistersIN,supportingfemaleleadersofthe future,and YoungEnterprise,whereour peoplementorstudentsandsharetheir businessexperience.”

Geoffsaysthatthebank’sinternalexpertise isincreasinglybeingsharedexternally.“We’re runningprogrammeslike Your Work, Your

Life, YourDanskeBank,whereourpersonal bankingteamsvisitbusinesscustomersto engagewiththeirstaffontopicslikefinancial wellbeing,mortgagesandfraudprevention,” hesays.“It’saboutstrengthening relationships andhelpingbusinessessupporttheirown people.”

Thebankalsohasstrong relationshipswith ahostofbusinessorganisationsandgroups, throughwhichtheyprovideaccessforthe widerbusinesscommunitytoinsightsand expertiseon awiderangeoftopics.

JuliesaysthatDanske’sclose relationship withitscustomersandcommunityis adefining strength.“Weleverageourlocalexpertiseand shareknowledgeacrosssectors,”shesays.

“That’ssomethingcustomers reallyvalue. We consistentlyscorehighlyincustomer satisfactionsurveysacrossallbusiness segments,whichtellsuswe’regetting alot right.Butwe’realwayslookingtodomoreand dobetter.”

Whileoptimismisgrowing,challenges remain.Inflation,globalinstabilityandthe costofdoingbusinesscontinuetodominate conversations.ButGeoffbelievesbusiness resiliencewillagainprovevital.

“It’sstill achallengingenvironment,and uncertaintyis aconstant,”hesays.“But Norther nIrelandbusinessesareincredibly

resilient.What’sencouragingisthatdiscussions areshiftingfromshort-termchallengesto long-termgrowth –investmentinskills, sustainabilityanddigitisationareallbigfocus areas.”

Ryanseesthesamepatter natthesmall businesslevel.“Manyofourcustomersare lookingathowtheycanusetechnology,such asAI,tobecomemoreefficient,”hesays. “Andwhereexpansionisharderduetocosts, we’rehelpingwithworkingcapitalsolutionsor guidanceonnewwaysofdoingthings.”

ForDanskeBank,thefutureisabout evolution –combiningtechnologicalprogress withthetrustandpersonalservicethathave underpinneditssuccessforgenerations.

“We’reafull-servicebank,andwe’ll continuetobe,”Juliesays.“Customerscan stillcomeinto abranchandtalktous,butthey canalsodomostoftheirbankingonlineifthey wantto.Thepointischoice –andmakingsure thatwhateverwaypeoplewanttoengage withus,it’ssimple,quickandeffective.”

Geoffagreesthatthisbalancewilldefine thenextchapter.“We’vebeenpartofthe Norther nIrelandbusinesslandscapein Norther nIrelandfor200years,”hesays.“But we’refocusedfirmlyonthefuture–helping businessesofeverysizegrow,innovateand succeed.” ■

RyanMawhinney,JulieSkelly,andGeoffSharpe

Luxury Belfasthotel planningswimmingpool and 50 newbedrooms

OneofNorther nIreland’stophotels isplanning amajor11-storey extensiontoaddmorethan50 bedroomsaswellas agymandswimming pool.

Thefive-starFitzwilliamHotel,located onthecornerofGreat VictoriaStreetand theGrosvenorRoadinBelfastcitycentre, saysplanswouldseeitexpandfroma 148-bedroomhoteltoonewith200,withan 11-storeyextension.

Itsayswithhighoccupancyratesandthe hotelbeing“regularlyfull”,thatitcould “growthebusinessandcouldselladditional roomsiftheywereavailable”.

“As afivestarhotel,thehotelhasidentified ademandforadditionallargerbedroomsand suitestocomplementitsexistingrangeof roomsavailable,”freshplanssay.

“Thehotelhasseveralsmallermeeting roomsbutnoconferenceorfunction room thatcouldcaterforweddingsorbusiness conferenceswithupto150guests.The provisionofsuchfacilitieswassetasan objectiveinthehoteldevelopmentplanto

enhancethefacilitiesthatthehotelisable toofferatthehotelandtopromotegrowth inthebedroomsandbarand restaurants spaces.”

Thatcouldalsoinclude alargergymbeing built,alongside aspa,andswimmingpool,if plansareapproved.

“Staffandadministrationfacilitiesare currentlylocatedinvariouspartsofthe hotel.Anincreaseinsizeofthehoteland theprovisionofadditionalbedroomsand facilitieswillgenerateemploymentand require additionalstaff.Itisconsidereddesirableto amalgamatethestaffandadministration facilitiesintoonemainareaofthefirstfloor.

“Thiswillprovidebetterfacilitiesand amore streamlinedoperationofthehotel.”

Itpreviouslysubmittedplanstoextendthe hotelby30bedroomsandtoextendgymand spafacilities.Thatwasthenapprovedin2016.

However,atthetimethehoteldidnotown thecarparkatthegableendofthehotel, wherethenewlargerextensionwillbebuilt.

Thenewapplicationhasbeensubmittedby GraffanPropertiesLimited,alongside Turley andNoonanMoranArchitecture.

Meanwhile,Belfast’snewesthotelissetto

openitsdoorsearlynextyear.

TheBedfordHotelattheScottishMutual BuildingonBedfordStreet,behindBelfastCity Hall,isthefirsthospitalityventurefromMartin PropertyGroup.

TheScottishMutualBuildingwasbuilt to adesignbyHenrySeaverin1904asthe headquartersofScottish TemperanceSociety, laterScottishMutual.Inmorerecentyears,its groundfloorbecame abranchofNationwide BuildingSociety.

SpeakingtotheBelfast Telegraph recently, thehotel’sgeneralmanager,MikeGatt,said: “We’reopeningitas aboutiquehotelinthe firstinstance,andthenwewillfine-tuneallof ourserviceaspects.Thenat alaterdatewe’ll applyfor agrading.

“We’reveryalignedwith TourismNIand they’reverymuch astakeholderinwhatwe’re doing,andAAis aqualitygradingsystem. Whenwe’reconfident,wewilllikely reachout tobothforfive-starratings.” ■

Thepenthouseatthe FitzwilliamHotel

JohnMulgrew

WhatthenewFitzwilliamHotelextensioncould looklikewhencompleted

‘Weare bustingthe mythsabout the abilityofpeople with disabilitiesin theworkplace’

NOW Groupisworkingtoplacepeoplewithlearning disabilitiesintotheworkplace,helpingthemgrow, and helpingfirmsintheirownjourney.Chiefexecutive MaeveMonaghan speaksto JohnMulgrew about running asocialenterprise,‘bustingthemyth’around thecapabilitiesofpeoplewithlearningdisabilitiesin work,andfacingfundingchallenges

ForMaeveMonaghan,someofthe trulyinspirationalstorieswhich emergefromtheworkdoneby NOWGroup“bustthemyth”ofthe capabilityofpeoplewithlearning disabilities.

Theindividualstorieswhichemergefrom theworkdonebythesocialenterprisedon’t alwayscometothefore.

Takeonecasefortheorganisation –which supportspeoplewithlearningdifficulties, autism,andneurodiversity,intotheworkplace.

“Oneof[ourpeople]startedwith Wrightbus,”chiefexecutive,Maeve Monaghan,tellsme.

“Hecamein,wasveryskilled,butcouldn’t getemployment.Heendedupdoing aPhD. It reallybuststhemythoftheabilityofpeople withdisabilities.”

NOWGroupis asocialenterprise,and registeredcharity,whichoperatesitsmain basehereinNorther nIreland,buthasgrowing reachintheRepublic –with aDublinoffice, andcafé.

“Wehavearound2,000peopleonour

books,”shesays.“It’saboutsupportingpeople indifferentways –toaccesspaidemployment across arangeofsectors.It’snotjustcatering andhospitality,butbusinessadministration, retail,dataanalytics,cyber-security,production, andanentryintomanufacturing.

“Wehavetwocharities,twoboards,and twobusinesses,supportingpeoplewith autism,neurodiversity,andlearningdifficulties, intojobswith afuture.

“Employershavetalentgaps,soit’sabout havingtolookdifferentlyatthings.”

NOWGroupoperatesseveralofitsLoaf Cafes,includingoneinDublin,alongwithits cateringbusiness,itsLoafPotterybusiness,and JAMCardinitiative.

Itgeneratespartofitsincomethroughits businessventures,aswellas receivingaround £2minfunding.

ButMaevesays“wearenotsureifthatwill betherenextyear”.

“Idon’tcareaboutthemechanismtobe honest,weneed abitofcertainty,”shesays.

“There’ssuch afocusonproductivityand movingpeopleintowork.NOWGrouponits

ownis[getting]400peopleintopaidjobsthis year… Ineedtogetondoingthat,andit’snot timetolobby.

“Therehastobethefunding,asit’san employmentinitiative. We willneverdrivethat levelofbusiness[throughourowncashflow].

“Themostlikelythingtohappenisdo arollover,aone-yearextension –wehave alreadyhadone.

“There’snoclarityonthat.”

MaevesaysbusinessesworkingwithNOW Groupcanboosttheirowncredentialsand improvethesocialvalueoftheirsupplychain.

MaeveMonaghan

“LoafPotteryinCrawfordsbur nworkswith businessesaroundcorporategifting.”shesays.

Thatincludesworkingwithmajorclients suchasApple,Spotify,andDeloitte –inmany cases,creatinghandmade,brandedpottery gifts.

Theoverallgroupisnowaround160staff, witharound80%ofthoseinNorther nIreland, andthe restintheRepublic.

“Partofwhatwecandoisraiseawareness ofthepotentialofsocialenterprise,”Maeve says.“Weare focusedonworld-classcustomer service…wehave aroletodo areallygood

job,andcreateopportunitiesaroundthat.

“Itisgrowing.Recent researchthatnumber ofsocialenterpriseshasgrown.Theyarestill smallinNorther nIreland,andvery relianton governmentfunding.”

Shesays aStormonttaskforceisunderway, lookingatmappingandtheabilitytoscale supportstructurestohelpsocialenterprises scale,andwinmorecontracts.

Maevesaysshehasnoissuesfinding purposeinherworklife,giventhe responsibilityshehasinher roleaschiefofa socialenterpriseandcharityhelpinghundreds

ofpeopleeachyear.

“Ispeaktosomanypeoplewhoarebrilliant attheirjobs,”shesays.

“Buttheproblemistheyneed apurposein life,andsaytheyarefedupmakingmoneyfor shareholders.

“Genuinely,Icouldneversaythat.The purposeisthebestjobtohave.

“Whatyoudohaveisthechallenge –it’s morelike astart-up,than alargerorganisation.

“It’sconstantlyworking,nothavingbudget or[significant]backofficesupport…notbeing abletodoprojectionswhicharerelianton>

governmentmoney.

“Beingabletoforecastis achallenge. We wanttooperatelikethebestscaling start-up,butwedon’thavethesalaries. We haveanamazingteam,butwedon’thave atechnology,ordatateam –weare trying tomulti-task.Behindthesceneseveryoneis runningat100mph.

“Itkeepsitexciting,butit’shardtoretain goodpeopleifyoudon’thave a[clear budget].”

Theorganisation’sabilitytotrain,mentor, andplacepeopleintoworkplacesisseemingly working.

“Wehave a93% retentionratesixmonths afterplacement,”Maevesays.

“Wenowhave15staffinDublinand arestartingtodeliver anewPeaceplus programme.There’sdefinitely agapinthe marketintheRepublic. We havetodiversify outofNorther nIrelandtomakeourselves sustainable.”

MaevesayswhileNorther nIrelandhasthe highestlevelofunemploymentforthosewith disabilitiesintheUK,intheRepublic,it’sthe highestinEurope.

“That’satargetforusbothinNorthern IrelandandtheRepublic –there’splentyof worktogoaround,”shesays.

“We willbeanall-islandorganisation… andintothe restoftheUK,anywherethere is agapinhemarket,tohelppeoplewith disabilitiestogetintowork.”

NOWGrouphasalsoopeneditslatestcafé attheEwartbuildingonBedfordStreet–hometoDeloitteandCatalyst’snewhub.

AndforMaeve,muchoftheproofisinthe individualstorieswhichemergefromthose workingwiththeorganisation.

“Wehaveoneparticipantwhohascome throughtheacademy,andnowworksfor MovieHouseCinemas,andishelpingtotell peopletheyshouldstarttowork.

“There’sthefeedbackfromcinemahow importantsheisIt’snot atokenjob,it’san actualjob.”

Maevesayscompanies,suchasDanske Bank,nowhavesevenNOWGroup participantsin arangeof rolesacrossthe organisation.

“Musgravehasbeenfantasticandhave offeredus25jobs,andwewillfillthose.”

Intheworldofhospitality,Maevesaysthe GalgormCollectionhassome14participants, workinginvarious rolessuchasfrontofhouse, andbusinessadministration.

“TheJaqGrouphavearoundeightofour guys.Theywantedtoincludepeoplewith

disabilitiesandarelookingatbecomingJAM Cardfriendly,astheyscale,andwanttodo moreandbeinclusive.”

TheJAMCardisanotherkeystrandtothe NOWGroupjourney.It’sacardforpeoplewith hiddendisabilities.

Maevesaysthereare nowsome200,000 JAMCardusers,andit’ssupportedsome3,000 businesses.

“TheypaytobecomeJAMCardfriendly, andtheprofitsgobackintodrivingthe mission,”shesays.

“There’sneverbeen abettertimetodo businesswithbusiness.Insteadofaskingthem togiveusmoney,dobusinesswiththem. WhatwedohavehelpthemwiththeirESG (environmental,social,andgovernance)and socialvalue.Ithelpsustobe amorevibrant economy.”

Lookingahead,MaevesaystheJAMCard hasseenthebiggestareaofgrowth,andthe organisationas awholeinaimingtodrive morebusiness.

“That’sakeystrategicfocusforus.It’s abouttheemploymentdeliveryserviceright acrossIreland,andfocusingonthestrategic partnerships.

“It’smutuallybeneficialwithbusinesses,as theyaregettingasmuchoutofitasweare.”

IrishBudget: wrongmessaging or thewrong budget?

Thetoughestsellfor PaschalDonohoe and Jack Chambers ontheBudgetwasexplaininghowbad thingswerewithoutmentioningwhohadmadethem sobad, writes RichardCurran

Thebarrageoftoughpost-budget questionsforPaschalandJackfrom thepublicon RTÉradiotolditsown story.

Inevitablytherewillbepeoplewhoare unhappywithwhatisinanybudget,butit wasclearthiswaseitherthewrongbudget messagingorthewrongbudget.

Bothministers –forfinancePaschal Donohoe –andpublicexpenditureJack Chambers,madesalientpointsintryingto explainthethinkingbehindthechoicesin Budget2026,butsomanyofthemfailedto land.

Youhavetostartwithwhatwasrightabout thebudget.ItwashightimetheGovernment gotridofthebonanzaoffreemoneyto everybody regardlessofcircumstances,that hadcharacterisedtheone-offcost-of-living supportsofthepreviousthreebudgets.

Thatmadnesshadtostopandtheywere alwaysgoingtotakeflakforit.Afterall,over €8bninone-offpaymentshadbeenhanded out,including afewbillionlastyearwhen inflationwasrunningatonly1%.

Justasincomedy,timingiseverything.The

Governmentfounditselfhavingtoplugout thatparticular ATMmachinejustdaysbefore theCSOannouncedthattheincreaseinthe costoflivinghadshotupto2.7%intheyear toSeptember.

Theproblemherewas afailuretoarticulate exactlywhythathadtobedone.

Iftheywentintotoomuchdetailabout themassiveincreasesinpublicexpenditurein recentyearsandfuturerisks,theycouldsound liketheywerecritiquingtheirownstewardship ofthepublicfinancessince2023.

Awell-articulatedargumentforwhythis hadtobedonewouldalsohaveundermined therationale(insofarastherewasone)for handingoutthosekindsofsumsinsuchan untargetedwayinthefirstplace.

The€1.3bnintax-cutmeasureswere dominatedbythe VATcutfor restaurant ownersandapartmentdevelopers.Thebudget became a“BattleofHamburgerHill”asit emergedthatmajorcorporationsalready makingbigprofitssellingfastfoodwillbethe bigbeneficiaries.

Targetedspendingmeasuressuchas highersocialwelfareandpensionpayments

Moststriking ofallis howa€9.4bnbudget didn’t reallyfeeldramatic orsignificant.Suchisthe risein thecostof running thecountry,that a6% increaseinspending wentpractically unnoticed by thepublic

suggestedsomepurposeinthebudget,but theywerenevergoingtobeenoughtocut throughtheconfusedmessagingaround everythingelse.

Therewas adistinctlackofimagination and adearthofnewideas.Thepost-budget debatehighlightedthelargeswatheofpeople whofelttheydidn’tgetanythingfromit,yet genuinelyfeeltheyneeded ahand.

Thereweresomebusinessmeasuresbut nothinginnovativeorsignificant.

Newinvestmentsineducationandsupports aroundchildcarewerepromised,butnot really delivered.

The€500increasetocollegefeescameata

verybadtimeformanypeople.

Moststrikingofallishow a€9.4bnbudget didn’treallyfeeldramaticorsignificant.Such istheriseinthecostofrunningthecountry, that a6%increaseinspendingwentpractically unnoticedbythepublic.This remainsa sizeableinjectionofnewstatecashintoan overheatingeconomy.

Around€3bnofthatissimplythehigher costofstandingstillwithexistingservices becauseofwagescosts,higherpurchasecosts andanageingpopulation.

Darkclouds remainonthehorizonwhenit comesto realthreatstoourexistingeconomic prosperityandexchequersurplus.

Thestartingpointforallofthese numbersshouldbetheactualdeficitweare runningifweextractthewindfallnature ofcorporationtax receipts,whichsome estimatessuggestcouldbeashighas€15bn ayear.

Economistswantthatpointemphasised. Thepublicwantsitsshareofthemoney thatisthere.HowcantheGovernment gettheeconomicriskmessageacross whileexplainingthatbothpartieswerein government,orsupportingit,whenwetook in€133bnincorporationtax receiptssince 2018 –butonlystashed€24bnofittoget through apossiblefuturecrisis? ■

Paschal Donohoe

‘Vast’Stormont contract worthupto £1.7bnfor temporaryagencyworkers

TheGovernmentisseeking a“vast” contractworthupto£1.7bntohire temporaryagencyworkers.

TheDepartmentofFinance(DoF)has published afreshcontractfortemporary workersacross arangeofdisciplines, departmentsandlevelsacrosstheCivilService, agenciesandothernon-departmentalbodies.

Thetotalvalueofthecontractisestimated tobe£1.73bn,including VAT.

TheDoFsaysthepotentialcontractisan “estimatedvalue”:“Thisvalue reflectsthe potentialscaleofthecontractandtakesinto accountpotentialoptionalextensionperiods andtheuptakeofpotentialoptionalservicesas detailedinthetenderdocuments.”

Anestimated£1.2bnofthatincludes DepartmentforCommunities(DfC) administration rolesandcorporatefunctions.

Thetender,whichhasbeenpublishedbythe DoF,saysthecontractisestimatedtobeginin January2026andrununtilMarch2029,with thepossibilityofextensiontoApril2034.

MatthewO’Toole,SDLPMLAandfinance committeechairman,toldthecommitteelast month:“Weneedtohave asenseofhow

muchthesenumbershavegoneup.”

MrO’Toolewasquerying abreakdown ofthe“drivers”behindthecost,including apotentialgeneralincreaseinwagesand salaries.

“Ithinkweneedtounderstandhowthis haschangedovertime…Howmuchmorethe valueisofthisversus2021,andwhatother changeshavehappenedandwhatisdriving this.

“Isitsimplythecostoflabour,orother things?ThebiggestfunctionisDfC,in relation toDepartmentfor WorkandPensions(DWP) work…

“Itwouldbegoodtoget asenseifthis numberhasballoonedsignificantly.

“I’mnotsayingit’sthewrongthingtodo, butitisunderstandingwhyit’ssovastandwhy ithasincreased.”

TheDUP’sBrianKingstonsaid:“[It’smy] generalviewthat Iprefertoseepeople employedinbettertermsandconditionsand permanentpostsifpossible.

“It’snotsatisfactoryifthisisincreasing…the figureisaneye-openingamount.”

Theenquirydeadlineforthecontractis November4,whilethetendersubmissiondate

endsonNovember13.

Itpreviouslypublished atenderin2021fora contractfortemporaryagencyworkers,worth £425m,whichwassubsequentlyawarded.

AspokespersonfortheDepartmentof Financesaid:“Thecontractcurrentlyinplace tosupplyagencyworkerstotheNorthern IrelandCivilService(NICS)isnowinitsfifth andfinalyearwith apublishedvalueof £425m.

“Thenew2026contractwillcovera potentialeight-yeardurationandincludesin theestimatedvalueallowanceforincreases inDepartmentfor WorkandPensions(DWP) contractexpecteddemand,ConsumerPrice Index,NationalLiving WageandNICSAnnual Pay Awards.

“Theprojectedvalueforthe2026Agency WorkerContractis£1.44bn[figureexcluding VAT].Thisfigureisindicative,anupperthresholdestimateonlyanddoesnot represent committedexpenditure.

“£1bnofthisprojectedvalueisestimated expenditureforthedeliveryofDepartmentfor Communities(DfC)workwhichincludesthe deliveryofservicesbyDfConbehalfofthe DWP.” ■

JohnMulgrew

ParliamentBuildingsatStormont

Whenwemovedhere,wewere stillworkingSingapore hours, JaeShontellsme.

ShemadetheleaptoNorther nIreland alongsideherhusband,Norther nIrelandnative DamienMarkey,whilebothkepttheirhighflyingcorporatebusinessjobs –includingtheir workinghours.

“Wewereworkingmidnightto8am,and sleepingduringtheday –itwasnolife.”

Jaeisopeningherfirst restaurant –Seoul FoodandStudio –ontheOrmeauRoadin southBelfast.

“Peopleare nicehere,”shesays.“Coming frombusycitieslikeSeoul,Sydney,and Singapore,peoplearesofriendly,andeasyto talkto.”

Jae,whohailsfromSeoul,SouthKorea, alongwithherhusbandDamien,havespent thelast12yearsworkingincorporate rolesfor biginternationalfirmsinSingapore.

“We’ddonethatlife –weneversaweach other,”shesaid.“Myhusbandmighthave beeninNew Yorkand Imighthavebeenin thePhilippines.Itwastimetomoveanddo somethingbetter.”

Whenshefirstarrivedhere,thepair continuedworkingintopcorporate roles –all whilestillonSingaporehours.

Butafter ayearorso,she realisedthatwas nolongersustainable.“Ineeded anormal life,”shesays.

Following astintworkingfor alarge manufacturerbasedinBelfast,Jaebegan formulatingplansforhernew restaurantand culturehub.

“Ihadanideawhichwasalwayslingering withme –isthereanopportunityforKorean cuisineor[developing]Koreanculturehere,” shesays.

“So Iquit,andbeganplanningthisnew venture.”

Jaesayswhilethenew restaurantwill bringpopulardishessuchasfriedchicken andkimbap,shewillalsointroducemore traditionalstaples,favouredbyKoreans.

She’salsoplanningtorunKoreancooking classesaspartof ahostofculturalevents.

“Atfirst,foodwillbethemainfocus becauseit’saneasyentrypointforpeople,but therewillbemorehappeningaswegrow.”

Shesaysherown researchshowsthere

‘I want my new restaurant to be abridge betweenNorthern Irelandand Korea’

JaeShonandherhusbandleftbehind acorporatelife inSingaporetosetup anew Koreanrestaurantand culturalspaceinsouthBelfast,writes JohnMulgrew

remainsjust averysmallpopulationofKoreans livinghereinNorther nIreland,andshewants toshowcaseboththecountry’scuisine,andits widerculture.

“IwanttointroducecultureKoreanculture, which IthinkisverysimilartoIrishculturein termsofhistory,andintermsofcharacter.It couldbeverymodern,ormorehistorical.”

Andthenthere’sthespaceitself.It’s

beendesignedwithKoreancoloursand motifsinspiredbytraditionalfurnitureand architecture.

JaewantsSeoulFoodandStudiotobemore thanjust arestaurant,instead,feelinglikea culturalbridge.

That relationshipbetweenKoreaand Norther nIrelandbeganwithworkdesigning andbuildingthe restaurantitself.

TheinteriordesignwasledbySeungmi Parkof Verde,basedinSeoul,whilethefit-out wascompletedbyP&CRenovation,furniture createdby WoodnmetalfabinBelfast,and companybrandidentitydesignedbyLittle ForestDesignStudio.

“Duringtheweek,we’llopenforlunchand dinner,andonweekends,we’llofferKorean

brunchanddinner,”shesays.

“InKorea,cafésandbrunchcultureare huge…everybuildinghas acoffeeshop.

“Livingoverseasforsolong,youhaveto find awaytocookwithingredientsyoucan find.InAustraliayearsago,itwashardtoeven findtherightcabbageformakingkimchi.

“Here,it’sstilldifficulttogetauthentic

Koreansauces,sosome Iimportdirectlythat Ican’tfindhere. Ialsoengagewithlocal suppliers,especiallyfreshones –it’slocallysourced.”

Jaewasintheprocessofbringingchefs overfromKorea.Butshesaysthatfellthrough amidgovernmentchangestoimmigration legislation.

ButJaehasmanagedtolandtoplocal chefMichaelHartnett,whoseCVincludes NiallMcKenna’sWatermanandthe recentlyshutteredFontanainHolywood.

“I’veveryluckytohaveMichael,”shesays. “He’slocal,buthas agreatinterestinAsian cooking.”

Thenewbusinesswillhave atotalof11 staff,includingJae –bothfull-timeandparttime.

“Iwantmybusinesstobe abridgebetween Norther nIrelandandKorea,”Jaesays.

“It’saboutbuildingsomethingdifferent–that’smygoal. Iwantmorepeopletoknow aboutKorea.

“Foodhastohavestories…thespacehas tohavestories –that’show Iapproachthis business.” ■

SeoulFoodand Studio’sNicole Large,Michael Hartnett,and MonicaKim

TheSustainXconference playedhosttorobustand livelydiscussionabout howbusinessesand individualscanplaytheir partintacklingclimate change. Thatincluded former Torycabinet ministerandmemberof theHouseofLords,Lord Deben,whosayswemust turnourdisadvantages intopositives,writes John Mulgrew

Norther nIrelandshouldtur nits competitivedisadvantagesinto positivesasitjoinsthe restofthe worldindealingwithclimatechangeand sustainability,aformerseniorcabinet ministerhassaid.

LordDeben,whois aformerchairmanof theUK’sClimateChangeCommitteeand

‘Chinais doingmoreto tackle climate change than anywhere in theworld’

ministerunderbothMargaretThatcherand JohnMajor,wasspeakingduringthe recent Sustain XconferenceinBelfast.

“Whatdealingwithclimatechangeisabout isthinkingaboutourownbusinessesandthe waywerunthings,becausethat’sthewaythe worldwillchange –andaboveall,that’sthe waywegetourbusinessesahead,”hesaid.

“And Ican’tthinkofanywherewhereit ismoreimportantthaninNorther nIreland, becausehereinNorther nIrelandyouhave particularproblems –geographicproblems, historicproblems –andtheissuesof internationaldisagreements,whichhavehit thispartoftheUnitedKingdommoretoughly thananywhereelse.

“You’vegot arealcompetitivedisadvantage, andthatmeanstryingtofindthewaysto makeanadvantage –andtheonlywaytodo thatisactuallytostepuponallthethingsthat matter.

“Instinctively,youknowyou’vegottobe betterthanotherpeople,becauseyoudon’t startoffbybeingrightattheheartland. You’ve gottoexport. You’vegottheproblemsof adifferentpowerandstructurefromother people. Youhavethedifficultiesaswellasthe advantagesofbeing asmallarea,andyou havetowinthrough.”

LordDeben,formerlyJohnSelwynGummer, alsosaidChinais“doingmore aboutclimate changethananyothercountryintheworld”, despitecontraryclaimsfrompoliticianshere andintheUS.

“Lastyear,itsinvestmentin renewableswas

more thanthe restoftheworldputtogether,” hesaid.

“Chinaisweaponisingclimatechange. It’ssensibleenoughtosayclimatechange ishappening.Ifit’shappening,peoplewill discoverit’shappening,andoncethey knowit’shappening,thenthey’llhavetodo somethingaboutit.

“Ofcourse,theymaytakesometimeto knowthat,andinthemeantime,we’regoing tomakeourselvestheworld’sproducers ofphotovoltaiccells. We’regoingtomake ourselvestheworld’smosteffectiveproducers ofelectricmotorcars,because,forbusiness reasons,weknowthatthat’swhatpeoplewill want.

“Sowhat aconceptitistohearthisisbad enoughsayingthat,becauseChinaisdoing this,thatandtheother,weshouldstopdoing itasifweshouldbeinside,goingbacktothe oldsystem.”

“…it’squiteinteresting.Ifyougoback200 years,[some]peopledidn’twanttherailways.

“Whatdidtheysay?Theysaid,it’svery expensivetohaverailways.”

AndonUSPresidentDonald Trump,Lord Debensaid:“IfyougetworriedaboutMr

Trump,just remember,he’swrong,andinthe end,thetruthwillcomeout.

“Youcanonlyholduptruth,asMrs Thatcherwouldsay,for ashortperiodoftime. Truththatthemarketactuallyemerges.”

Hesaidpeopleshouldstartwith“small things”theyseearoundthem,inordertoplay theirpartintacklingclimatechange.

“Iknowthisplace –theICCBelfast –was doingtherightthingby averysimplefact… thereisn’tabottleofwateranywhere.

“There’swaterin ajug readyforyoutouse it.Whatoneartharewedoingcarryingbottled flatwater roundtheworldfornogood reason atall?

“WhydowehaveontheLondon Underground,peopletellingyouthatwhenit’s hot,it’sagoodideatocarry abottleofwater withyou?What aloadofoldrubbish.

“Thefactofthematteris,it’sthefashion, andit’safashionwhichcostsus avastamount ofmoney.It’smuchcheaperforthemtoputa jugonhereandyoutopouroutthewater.

“ThewaterinNorther nIrelandisperfectly drinkable. You’requitesafetodrinkit.

“Andwhathappenstothosebottles?Those bottles,intheend, averyhighproportion

ofthemgetoutthereintothesea.Andthat hasmeantthatglobalwarminghasincreased greatly,becausetheoceansnolongertake downwhattheyshouldbetaking.”

TheeventattheICCBelfastwashostedDr TaraShine –anenvironmentalscientist,policy adviserandsciencecommunicator.

Sustain Xisorganisedandrunbythe ManagementLeadershipNetwork(MLN).

FormerPresidentofIreland,MaryRobinson, alsoaddressedguests remotely.Shesaiditwas worryingthatnowsevenofthenineplanet boundaries –whichdeterminewhetherEarth willbehabitable –are nowbreached.

Butshepointedtotheozonelayerbeing oneofthoseboundarieswhichhas recovered.

TheeventalsoheardfromDanskeBank’s chiefexecutive, VickyDavies.MsDaviessaid, referringto aquotefromtheHarvardBusiness Review,saidthatthequestionisnotwhether sustainabilitywillmatteragain,butwhetheran organisationis readywhenitdoes.

Otherspeakersincludedbroadcasterand entrepreneurMickKelly,whofoundedGrow it Yourself –anorganisationwhichsaysithas supportedsomesixmillionpeopletogrow theirownfood,andProfessorDavidRooney. ■

LordDebenspeaking atSustainX

‘Peoplewantthehands-on experienceinstore’

Alocalhomefragrancefirmhas opened anewcitycentrestore intherun-uptotheChristmas shoppingrush.

OliviaBurnsfoundedhercandleandhome fragrancebusinessOlivia’sHavenamid Covid, aftertakingvoluntaryredundancyfromher role at alocalmedicaltechnologycompany

Andwhilestartingoff asanonlineonly business,she’snowopened anewbricksand mortarstoreatAnnStreetintheheartof Belfast,creatingaroundsevenjobs

Itfollowstheopeningofshopsinhernative Coleraine,withanotherontheBelmontRoad ineastBelfast.

Andwhilethestore islikelytobe a temporarylocation,shesays apermanentstore isonthecardsfornextyear

“It’satemporarylocation,butweplanto go fromheretosomethingmorepermanent inthe spring,”shesaid.

“ThislocationcameupintimeforChristmas,

wetook alook,andmadeitpossible.”

Oliviasaystheteamturnedaroundthe fitted-outshopinjusttwoweeks.Shesecured thelocation,whichisownedbyhotelgroup Beannchor,alongsidecommercialproperty agentEamonnMurphy.

“We’llbeinthislocationuntilspring2026,” shesays.Then,thefirmplanstomovestraight into apermanentlocationinthecitycentre.

Shesaysdespitestartingoffanonline business,thereremainsstrongdemandforits productsinstore,withcustomersabletosmell andexperiencetherange.

“Wewantedtostandoutandbedifferent,” shesaid.“Peopleoftengodownthewholesale routewiththesetypesofproducts.Butwe wantedtobedirecttothecustomer,andwe wantthemtohavethatexperience.

“It’sabouthowyoufeelinourstores.This helpsusstandoutandbe abitdifferent.

“Peopleloveit. Youcancomeinandhave asniffatthescentbarandseetheinnovation withtheproducts.

“Itallowsustointroducenewscents

eachweek,whichdrivesdemandandbrings somethingnewforourcustomers.”

Oliviaproducesherrangeofsoycandlesand homefragranceatthefirm’sbaseinColeraine.

“Businessis reallygoodandthisisan excitingdevelopmentforus,”shesaid.“We firststartedinCovidtime,allonline,andittook offfromthere,withmorestaff.

“Weinitiallywantedtobeonlineonly,but quickly realisedpeoplewantedtobeableto smelltheproducts,holdthem,andseethemin reallife.”

Olivia’sHavensellsitsproductsonits website,aswellasonlineon TikTok. Oliviarunsthebusinesswithherhusband, alongside ateamofaround20,basedacross itsstoresandworkshopinColeraine,where everythingishandmade.

Thebusinessalso recentlyjoinedforceswith ActionCancerforitslong-runningPortstewart BreastCancerCoffeeMorning.

Thecollaborationispartofthecharity’s BreastFriendscampaignduringBreastCancer AwarenessMonthinOctober. ■

EdenQuigley,OliviaBurns,JamesSinton,Beannchor,andAmberLooneypicturedoutsidethenewOlivia’sHavenstore

JohnMulgrew

EX PORTS& IN TERNAT

IONA

L BUSI NE SS

Growingon theglobal stage

Dairy,meat,drinks, and ahostoftopend NorthernIrelandfood producersareexporting producttomarkets acrosstheglobein2025, writes PavelBarter

FromAustraliatotheAmericas,the MiddleEasttoAsia,Norther nIrish foodproducersaretargetingevery regionoftheworldin2025.

Andthe reasonforNorther nIreland’s popularityas afoodproduceroverseas, accordingtothoseinbusiness,is agood reputation.ManufacturingNI’s2025 ManufacturingandtheNorther nIreland EconomyReportfoundthatfoodproducts

accountfor23%ofmanufacturingexports andwhenbundledinwithbeveragesand tobaccomakeup20.2%oftheoverallNI economy.

AccordingtotheDepartmentforBusiness and Trade(DBT),theEU remainsNorthern Ireland’slargestexportdestination,accounting for75%offoodanddrinksales.TheUSis anothergrowingmarket,particularlyforIrish whiskeyandpremiumdairyproducts.In2024,

Norther nIrelandexported£1.68bningoodsto theUSandbeveragesandfoodproductsmade up asignificantportion.

TheGCC region –includingtheUAE,Saudi ArabiaandQatar –is“provingincreasingly lucrative”,accordingto aDBTspokesperson. In2023,NIexported£22.4mworthoffood anddrinktotheGCC.LatinAmericaisalso beckoningwithcountrieslikeMexicoshowing risinginterestinpremiumgroceryitems.

“FrompremiumIrishwhiskeytoheritagerichmeatanddairyproducts,Northern Ireland’sworldclassfoodanddrinksector ismakingitsmarkglobally,”theDBT spokespersonsaid.

StephenKelly,chiefexecutive, ManufacturingNI,believesNorthern Ireland’sprovenanceisglobally-renowned. “Internationalconsumersarelookingfor thequalitythatcomeswiththe reallygood

ThePrincessof Walesand PrinceWilliam,Princeof Wales,make apotato andapplecakeatLong MeadowCiderduring arecentvisittofood producershere

producethatwehavehereinNorther nIreland. Foodprovenanceiscriticaltowhatwesell. We areregardedas averygoodfoodproducer becauseofthequalityofourlandandour farming. We tendnottoovermedicatethings. It’sgood,freshproducethathas ataste.The foodispartofwhoweareandthatcarriesthe Norther nIrelandbadgewithit.”

Localfoodproducersagreethatmuchofthe successoftheirfoodproductsoverseasistheir portoforigin.“You’regivingpeopleinanother country aflavour,atasteoftheplace,”says AlastairBell,managingdirectorofIrishBlack Butter.“Ourstoryandheritage resonateswith peoplearoundtheworld. We cangetthatkind ofthingwith Titanicandotherheritagesites. I’mtryingto resonatewiththosepeopleacross theworldin asimilarway.”

Inthepost-Brexitenvironmentof2025,NI foodproducershaveanadvantageoverlocal competitorsbecausetheycanshapeshift identitiesdependingonthetargetmarket. “Wehavetheabilitytoidentify amarket dependingonwhatthatmarketprefers,”says Stephen.“Somepartsoftheworldhave ahigh regardforBritishcultureandfood. We are perceivedasBritishproducersinthosemarkets. Inothermarkets,weareconsideredIrish producers.ClosertohomeweareNorthern Irishproduce. We havetherighttohaveeither orbothidentities –andsodoesthefood.”

ManufacturingNIhasseenthesuccessof localbusinesseslikesandwichmakerswho onceonlysupplied retailontheislandof Irelandbutnowequipairlines.Inthepastit wasdifficultforthesefoodproducerstoexport compositeproducts(fooditemsmadeupof multipleproducts)intotheEUmarketplace duetocustomsandveterinarychecks.Current trading relations removedthose restrictions, allowingthe region’sfoodexporterstocater for avarietyofexportmarkets.

Norther nIrelandis renownedforitsdairy products(particularlymilkpowder,which isexportedtoAsiaandelsewhere).Artisan cheeseproducerssuchasDartMountain Cheese,basedinClaudy,hasbenefitted accordingly.IrishBlackButter,basedin Portrush,beganproducingitssweetand savourysauce(createdwithArmaghBramley apples)in2017.Fromthebeginning,>

oneofthegoalsofAlastairBellwastoget “somethingpositiveandgoodandauthentic fromthisislandtopeoplefurtherafield. We’re sendingthem atasteofIreland.It’sjustas goodastheblackstuff[Guinness]. We have theblackstuff thatpeoplecaneat.”

Thebrand’sreputationbeganspreadingvia tradeshowsinEnglandandScotlandandthen throughwordofmouthtoBostonintheUS. FromthereAlastairbegansupplying retailers inNew York,Arizonaand Texas.In2024,he attendedtheSpecialtyFoodAssociationW inter FancyFoodShowinLas Vegaswheremore interestwasdrummedup. Trumptariffshave yettoimpactthebusiness,Alastairsays.“The companyinNew Yorkthat’sbringinginthe arrangementgetanexportprice. We shipit totheirconsolidatorinEnglandandafterthat everythingisuptothem. Timewilltell.”

Likemanyartisanfoodproducersinthe north,IrishBlackButtersellsthroughstores intheRepublicofIreland.Alastairhopes “tomakeinroadsintotheAsianmarket–Singapore,Japan –consumerswith agood GDPandcountriesthatappreciatepremium productsfromtheUKandIreland.”TheMiddle Eastisalso atarget.“IrishBlackButterismade withbrandyandcider,butwehaveanalcoholfreeversion.”

Alongsidedairy,Norther nIrelandis

renownedforitspork,beefandpoultry.“Our beefisgloballyacceptedasbeingprobably oneofthebest,”StephenKellysays.InAugust 2025,twoplantsinNorther nIrelandwere givenapprovaltoexportporktoMexicountil 2027.BurrenBalsamicsofRichhill,CoArmagh, whoseproductsinclude aculinaryvinegar maturedinBushmillsIrishWhiskeycasks,has alsofound ahomeinCentralAmerica.

“Mexicohasbeen afantasticnewmarket forBurrenBalsamics,”saysBobMcDonald, directorofthebusiness.“Withgrowing demandforpremium,sustainablysourced products,ourrangehas really resonatedwith localbuyers.”

Foodexportsareshelflifedependent.Local bread,forexample,willhavefewopportunities intheMiddleEastorGulfstates.“Soittends tobethestuffthatismorevalueaddedand moreexpensivethatexports,”statesStephen. IrishBlackButterforexample, recently received productiondatedthroughuntilSeptember 2028:almosttwoyearsofshelflife.

Localfoodproducersexploringexport avenuescan receiveassistancethroughInvest NI,whichopensupaccesstomarkets,runs tradeeventsandmeet-the-buyerevents. IrishBlackButter,throughthiseconomic developmentagency,haslaunchedsales intoAustraliawhereaccordingtoAlastair

Bellconsumersareusingtheproductfor barbecues.

DBT,meanwhile,offerslocalproducersa widerangeofsupport:fromtailoredadvice throughitsLear ntoExportplatformtodirect assistancethroughtheExportDigitalEnquiry service.DBTalsohosts regular‘meetthe buyer’andmarketinsightsessions.ForBurren Balsamics,supportfromDBT,“especially throughmarketinsightsessionsandtrade events,hasbeeninstrumentalinhelpingus understandconsumerpreferencesandbuild therightconnections[inMexico].“Latin Americaisfullofopportunity,andwe’re excitedtokeepgrowingthere.”

Whiskeyis acurrentdarlingofNIexports. “Newdistillerieshaveopenedupacross Norther nIrelandwhicharesellingstuff globally,”saysStephenKelly.“

“AlotofthemtargettheAmericanmarket becauseit’saparticularlystrongwhisky consumer.”

AspartofInternational Tradeweekin November,DBTisholding anumberofonline eventstospotlightglobalopportunities, includinginsightsintoexportingalcoholto theUAE,emergingtrendsinMalaysiaand Thailand, Taiwan’sappetiteforUKspirits, exportingtoSweden,andFoodandDrug AdministrationcompliancefortheUSmarket. DBTisalsoleadinganIndiaspiritsandwine missiontoNewDelhiandMumbai.

ADBTspokespersontold UlsterBusiness: “Ourtradestrategysetsoutourplantoback businessesthroughourPlanforChangeand wehavealreadyslashedtariffsoniconic productslikewhiskythroughourFreeTrade AgreementwithIndia.” ■

AlastairBellofIrish BlackButter

StephenKelly

Is Passivhaus arealbusiness opportunity forNorthernIreland?

ThePassivhausstandardoffersa robustqualityassuranceprocessthat deliverslow energy, climate resilient, healthybuildingsthatare apleasure to liveandworkin.

Millionsofpoundsarebeinginvestedacross NorthernIrelandtodeliverPassivhauscertified buildings.Large-scalePassivhausprojects includethe Weavers’HallPassivhausstudent accommodationinBelfast,currentlyunder constructionforQueen’s UniversityBelfast,and a£160m redevelopmentoftwoCollegeof Agriculture,FoodandRuralEnterprise(CAFRE) campusestothePassivhausPremiumstandard.

Fermanagh &OmaghDistrictCouncil’s LakelandForum redevelopmentinEnniskillen, willbethefirstPassivhausleisurecentreonthe islandofIreland.NorthernIrishhousebuilders FraserMillarhavedemonstratedthatthe Passivhausmethodologycanbe rolledout atscale,withitsLancasterPark219-home developmentinBelfasttargetingthePassive HouseInstituteLowEnergyBuilding(PHILEB) standard

We’realsoseeingotherlarge-scale housebuildersadoptingPassivhausacrossthe UKandIreland,whichwillalsobe afocusof theBelfastPassivhausconference.AsCaroline AsheBrady,chairpersonof PassiveHouse AssociationofIreland,said:“TohavelargescalehousebuildersadoptingPassivhausat scale,includingIreland’sCairnHomesandthe UK’s BarrattLondon,is atotalgamechanger.”

Ann-MarieFallon,co-directoroftheUKPassivhaus Trust,saysPassivhauscertifiedbuildingsareboth goingmainstream,andcouldbegoodforNorthern Irelandbusiness

Withmajorhousebuildersonboard,itisclear thatPassivhausisstartingtogomainstream. ThePassivhaussupplychaininNorthernIreland isgrowingbytheday.EcologicalBuilding Systemsisonecompanythatisaheadofthe curve.

AsDeclanLoane,technicalspecification adviser,said:“As acompanyoperatingin bothIrelandandtheUK,weareseeing unprecedenteddemandforlowercarbon insulationandairtightnessproductstohelp meetPassivhaus requirementsinbothnew build and retrofit.”

Passivhaustrainingisnowfreeacrossthe islandofIreland,includingbothPassivhaus tradespersonanddesignercourses,thanks totheGreenAcceleratorSkillsProgramme initiative. Iwouldencourageeveryoneinthe constructionindustrybothnorthandsouthof thebordertotakeadvantageofthisfantastic opportunity

Thecurrentsurgeinlarge-scalePassivhaus projectsinNorthernIrelandcanonlybefor thegoodintermsofhelpingupskillNI’s constructionindustryand reinvigoratingnew skillsandnewgenerationsintotheconstruction trades, avitallyimportantpartofdelivering buildingstoPassivhausqualitylevels.

AndrewHaley,chairperson,Ministerial AdvisoryGroupforArchitectureandthe BuiltEnvironmentinNorthernIreland,said: “Passivhausisrightlydrawingtheattention ofdevelopers,socialhousing,Executive departments,andlocalauthorities,aswell aspolicymakers.Itoffershugeopportunities forNorthernIreland,intermsoftacklingfuel povertyandachievingclimategoals.”

TheBelfastPassivhausConferencehas helpedshine alightonmanyoftheseinspiring projects.Findouthowyourbusinesscanhelp meetNorthernIreland’sgrowingPassivhaus demand. ■

Ann-MarieFallon

TheSunningdaleGardenssocialhousingschemein BelfastwhichwasdesignedtoPassivhausstandard

AI future leaving halfof workforce behindis adystopia that we mustdefeat

With70%ofautomation-vulnerablejobsheldby womenthethreatfromtheriseofAIleavesthemmore atriskthananyothersetofworkers,accordingto GeoffMcGimpsey of Foundry MarketingPartners

There’shugeexcitementaboutAI.

Thebusinesscalendarispacked fullofAI-themedeventsandevery weekthere’sgovernmentannouncements talkingupitspositiveeffectsonthe economy.

But areportcameout recentlywitha statisticthatdemandswestopandthink.The stat?Upto70%ofourmostautomationvulnerablejobsareheldbywomen.

IntheUS,thatfigureismorelike80%. ThatmeansAIishaving –andwillhave –a disproportionateimpactonwomeninthe workforce.

Oneconomicinvestment,InvestNI followedtheirbriefandbroughtin alotof FDIcompanies.Asaresult,morethan1,500 multinationalcompaniesnowoperatehere.

Buttheautomationproblemiswrapped upinsidethesetoo.Theback-office roles whichFDIshaveparkedinNorther nIrelandsit squarelyinthesweetspotofAIautomation.

Thejobswe’vecreatedarepreciselythe typesofjobsartificialintelligencewilleliminate first –andtheuncomfortabletruthisthat womenoccupysevenoutofevery10ofthem.

We’renolongerhypothesisingabouta distantfuture.Theautomationwaveisn’t coming,it’shere...andit’sbreakingunevenly.

At agloballevel,UN researchfoundthat

jobsconsideredtobeatthehighestriskof AI-driventaskautomationaccountfor9.6% offemaleemployment –nearlythreetimesthe shareformen.

Yethere’swheretheproblemdeepens.Just 22%oftheUK’sAIworkforceisfemale;and inNorther nIreland,only24%ofwomenhold STEM-relatedjobs.

Soifyour rolehasbeen‘displaced’,isthe femaleprofessionallikelytotransitioninto high-demand,well-paid rolesinthenew AIeconomy?Orwillthenewtechsimply entrencholdbias?

TheMatrixPanel’srecentFutureofWork reportwasthelatesttospellouttheissue.It won’tberevelatorytomanyofthefemaleledorganisationsadvocatingforchange,just anotherstarkwarningtoaddtoallthe rest.

Norther nIreland’sAIsectorisprojectedto trebleinsize –movingfromgenerating£82m inGVAtodaytopotentially£272mby2028. That’sgrowthweshouldcelebrate.

Butthatgrowthtrajectoryrunsparallelto thepotentialdisplacementofthousandsof womenfromadministrative, retail,healthcare support,andcustomerservice roles.Doesn’t thatput adampeneronthecelebrations?

Lotsoforganisationshavebeenworking onthisforyears. AwakenHub,forexample, hasbeen removingbarrierstofunding

andfosteringgenderequityinthestartup ecosystemforsometime.

Ashaveotherslike WomeninSTEM. Iserve ontheboardofSTEMcharitySentinusandwe havebeenadvocatingthesecareerstofemale pupilsfor alongtimenow.

Butwhathappenswhenmenandwomenin thesameenvironmentareexposedtoAItools? WomenadoptAItoolsatrates20-25%lower thanmen,oftenduetoethicalconcernsand uneasebeingperceivedascheating.

Thismeansmengainproductivity advantagesfromAIaugmentationmore quickly,wideningexistingdisparitiesinskills, opportunities,andpay.

Asweallmarchtowardsthesunnyupwards ofourAIworkforceoftomorrow,wereally shouldbecircumspectandmorebalanced aboutwhatitallmeans.Ofcourse,thereare significantupsides.

TheWorldEconomicForumsaysAIwill displace92millionjobsgloballyby2030,but willcreate170millionnewones.

Thosenetgainsconcentratein roles requiringcreativity,empathy,andcomplex problem-solving –preciselythestrengths thatcan’tbeautomated,andwherefemale professionalsthrive.

Opportunitiesarethere,andwiththeright leadershipchangewilloccur.Butthisharks backtopre-technologysocietalissuesaround genderbias.

Womenareunderrepresentedinleadership anddecision-making rolesinacrossalmost everysectorinNorther nIreland.Thisisn’ta technologyadoptionproblem,it’sfarmore deep-seatedthanthis.

AIwilltransformtheworldofwork.The challengewefaceiswhetherwecanmitigate thenegativeandunequaleffectsofitsarrival.

WhenAIsystemseliminate roles disproportionatelyheldbywomen,that’snot just apolicyissueforgovernmentoradvocacy groupstoaddress.It’safundamentalquestion aboutwhatkindofeconomywe’rebuilding andwhogetstoparticipateinit.

Astheoldcommunicationsmaximgoes, insideeverycrisisliesanopportunity.Northern Irelandcantake aleadondeveloping AIgovernancewhichallowsforboth technologicaladvancementandgender equality.

Onedoesnotneedtoproceedatthe expenseoftheother.Governanceisnota blockertoAI rollout –itactsasanaccelerant. Governancecreatestherightframework forquickAIdeployment,andforittobe deployedintherightway.TheMatrix report’s recommendationsarevaluableandimportant. Organisationslike AwakenHuband Women

inSTEMhavedoneyearsofworkidentifying anddocumentingthechallengewhilstbuilding practicalsolutions.

Whatmightbenefitthemnowiscontinued investment,wider recognitionoftheproblem, andmoreurgentandsustainedsupport.

Thismaynot requireradicallynewthinking frompolicymakers.Whynotscaleout programmesthatcurrentlyengage1,000 womensothatthey reach10,000?

Technologywilladvance regardless.But willweshapethatadvancementcarefullyand deliberately?Ifwedo,weensurethathalfof theworkforcecurrentlymostatriskbecomes centraltothesolution.

Orwillweallowdrift?Ifwedo,many femaleprofessionalsmaysoonbewondering whywedidn’tsupporttheorganisationsthat sawthiscoming,andwhywedidn’tlisten whentheyprovidedtheanswers. ■

FormerIreland rugbystar joins UK privateequity firm

JohnnySextonhastaken up anewadvisoryrole with aprivateequityfirm

TheformerIrishrugbycaptain JohnnySextonhasbeenappointed as asenioradviserto aUKprivate equityfirm.

Exponent,establishedinLondonin2004 butnowwithofficesinDublin,hasinvested inover40businessesacrossEurope,with enterprisevaluesrangingfrom€150mto €500m.

ItsmostnotablepurchasewasofChanelle Pharma,Ireland’s largestindigenous manufacturerofgenericpharmaceuticals,last year.In2016itpaid£150mtobuytheRacing Post.

Sexton,who retiredfromrugbyafterthe WorldCupin2023,becamechiefofstaffat ArdaghGlassthefollowingJanuary.However, lastsummerhestooddownfromthe rolein ordertoacceptanofferfromAndyFarrellto be acoachontheLionstourofAustralia.

FromAugust1,hetookupafull-time coachingpostwiththeIrishRugbyFootball Union.

Makingtheannouncementofhis

appointmentasanadviser,Exponentsaidhe wouldbesupportingitsportfolio-company leaders ontheir“individualandteam performance”,andwillworkatanindividual andteamleveltomentorstaffontheir development.

DavidMcGovern, apartneratExponent, said:“Hebringsuniqueexperience, alongsidepracticalperspectivesonleadership andperformancewhichwillbenefitthe managementteamsweworkwith,aswellas ourcolleaguesatExponent.

“Hispassionforgettingthebestout ofpeopleandhisholisticapproachto performanceare complementarytoour ambitiontobe athoughtfulandinnovative partnertoourportfolioandprovide a supportiveenvironmentforourcolleagues.”

ExponentappointedJacquelineFlynntolead its Dublinofficein2023,aftershejoinedfrom Blackrock,whereshehadbeenchiefoperating officerforIreland.

BythenExponenthadmade12investments inIrish-ownedorIrish-basedbusinesses,to a

valueof€1bn,includinginH&MVEngineering, basedinCastletroy,Limerick.

In2024,thefundboughtNorther nIreland’s biggestprivatehospitalgroup,Kingsbridge, basedinsouthBelfast.ItwasExponent’sfirst investmentintoNorther nIrelandand,atwith a valueof£300m, representedoneofthebiggest privateequitydealsthereinrecentyears.

ThepurchaseofChanellecost€300m, andExponenthassinceinvestedinEthos Engineering, aDublinbaseddesignerofdata centres.

LastJulytheprivate-equityfirmclosedits fifthfund,raisingjustover€1bn,toinvestin “high-qualitymid-marketbusinesses”.Investors includedAIBandtheIrelandStrategicInvestment Fund(ISIF).

Exponentsaiditsinvestmentstrategywasto supportcorporate,familyandfounder-owned businesses,whicharealreadyestablishedleaders intheirmarkets.

InhisstatementSextonsaidExponent’sfocus onpeopleandondoingthingsin adifferent, moresustainablewayhadstoodoutforhim. ■

CORPOR AT EL AW

MMillarMcCall Wylieappoints sixnewsolicitors

New trainees appointed by ArthurCox

LawfromArthurCoxNorthern Irelandhasannouncedthe appointmentofsixnewtrainee solicitors.

ThetraineesjoiningthefirmareOliviaBerry, AvaCleary-McGuffin,BethHillis, RyanIrvine, CalebMooreandCiaraO’Hagan.

LynseyMallon,managingpartneratArthur CoxNorther nIreland,said:“Supporting theprofessionalgrowthofemerginglegal professionalsis aresponsibilitywetake extremelyseriously.

“Eachnewintakebringsfreshperspectives andenergytothefirm,andweareexcitedto seethecontributionthisgroupwillmakeas theyembarkontheirtrainingwithArthurCox NI.

“Theappointmentofthesenewtrainees underlinesArthurCox’sfocusonmentorship, progression,andopportunity,ensuringour

illarMcCallWyliehasappointed sixnewly-qualifiedsolicitors aspartofitsongoingpeople developmentandbusinessgrowthplan.

PicturedarenewlyqualifiedsolicitorsatMillarMcCall Wylie TiernanCanavan,TaraMurphy,JoshGraham, EimhearBell,JamesMcCleanandEmmaEwing

securedfulltimepositionswiththefirm.

Theappointments reflectthefirm’songoing investmentinpeople,helpingbuild apipeline ofsuccessfulcareersinthelegalsector.

“Thecontinuedsuccessofourfirmliesin thehandsofthenextgenerationoftalent,” ChristopherMcCandless,chiefexecutive,Millar McCallWylie,said.

“Year-on-year,wefocusonattractingand retainingthebestpeopletobepartofour growthjourney –whilealsosettingthemoff onthestartof acareerthatwillbe rewarding, fulfillinganduniquelyshapedtosuittheir individualskillsandinterests.

“WeextendourcongratulationstoEmma, Josh,James,Eimhear,Taraand Tiernanontheir recentqualification.

“Ihavenodoubtthesesixtalentedlawyers willbeinstrumentalinshapingthefutureof ourfirm,asweareproudtoplayourpartin helpingshapetheirs.”

RyanIrvine,CiaraO’Hagan,CalebMoore,OliviaBerry,AvaCleary-McGuffinandBethHillis,with LynseyMallon, managingpartner,andDavidBlack,partneratArthurCoxNI

ThatincludesEmmaEwing(corporate),Josh Graham(employmentlaw),JamesMcClean andEimhearBell(residentialproperty), Tara Murphy(familyandmatrimoniallaw)and TiernanCanavan(litigation),whohaveall lawyersareequippedtodeliverexceptional legalserviceswhileshapingthefutureofthe profession.”

Traineesworkalongsidepartnersacross eachofthefirm’scorepracticeareas,including corporate,finance,dispute resolution,

property,andemployment.

Inaddition,thefirm’sinternationalfootprint allowstraineestobenefitfromtheexpertiseof colleaguesinLondon,New York,SanFrancisco, andDublin,providing aglobaloutlookthat furtherenhancestheirdevelopment.

NeilLogan,MariaConway,EmmaSmyth,Christopher Mason,GordonMcElroy,andDavidMcAlinden

MKBannounces additions to senior team

A&LGoodbody renews Ulster Rugby sponsorshipdeal

A&LGoodbodyhas renewedits partnershipwithUlsterRugbyas theofficialsponsoroftheA&L GoodbodyLoungeattheAffideaStadium forthenextthreeyears.

TheA&LGoodbodyLoungeis afocalpoint forcorporatehospitality,accommodatingup to500guestsonmatchnights.Beyondrugby, theloungeservesas apremiumvenuefor conferences,exhibitions,corporatedinners, drinks receptionsandclubevents.

“We’re delightedtocontinueour partnershipwithUlsterRugbyfor afurther threeyears,”PeterStafford,partneratA&L Goodbody,said.

“Thiscollaboration reflectsourcommitment tosupportinglocalsport,artsandculture, whilealsocreatingopportunitiesforthe businesscommunitytoconnectandbuild

MKBLawhasannouncedkey newadditionstoitssenior managementteam.

SolicitorsEmmaSmythandChristopher Masonhavebeenpromotedtodirector, withconsultantNeilLoganalsocominginas director.

TheyjoincurrentdirectorsGordonMcElroy,

TomStewart,PeterStafford,HughMcCaughey,Nick Timoney, GlendaWillett,andJamesMcNabney

MariaConwayandDavidMcAlindentoforma six-strongleadershipteam.Thisannouncement reflectsMKBLaw’slong-termprojectto maintainitscommercialfocusandexpandits presenceintheRepublicofIrelandandacross Englandand Wales.

Theannouncementcoincideswiththe launchof arecruitmentprogrammeaimedat increasingthefirm’steamsizeby20%overthe nexttwoyears.

GordonMcElroy,MKBLawco-founderand director,said:“Withmanylocalfirmshaving beenacquiredbynationalpractices,we’re proudto retainourindependenceandto continuegrowingonourownterms.

“TheadditionofEmma,Christopherand Neiltothedirectorteamstrengthensour leadershipin ameaningfulway –eachbrings valuableexperience,freshperspective,anda strongalignmentwithourvaluesandvisionfor thefuture.TheseareexcitingtimesforMKB Law.”

Foundedin2003,MKBLawis aleading commerciallawfirms,advisingbusiness owners,seniorexecutivesandhigh-net-worth individuals.

relationships.

“TheAffideaStadiumismorethanthe homeofrugbyinUlster,it’saspacewhere peoplecometogetherthroughsharedpassions andwe’reproudthattheA&LGoodbody Loungeplayssuch acentral roleinthat experience.”

UlsterRugbychiefexecutive,Hugh

McCaughey,said:“Thisextendedpartnership allowsustobuildonthelounge’sreputationas atop-tiervenueforbothmatchdayhospitality andwiderbusinessandcommunityevents. We aredelightedtocontinueourcollaboration withA&LGoodbody,whosesupportplaysa key roleinthegrowthandsuccessofUlster Rugby.”

Shoppingcentre assetsare in fashion… andthat’s goodnews forthe retailsector

Injust24months,we’veseenindigenousbuyers purchasingassetsacrossNI,including Forestside andtheAbbeycentreandactivityintheshopping centremarket,writes NeilMcShane

of Lambert SmithHampton

Acoupleofyearsago, Iwrotean articleaskingifthetidehad turnedforshoppingcentres.Itwas writtenjustasprominentNorther nIreland shoppingcentresForestsideandFoyleside werepurchasedbynewowners.

Myviewatthetimewasthatthedeals signalledthesetypesofassetswerecoming backintofavourwithinvestors,asthere wasanacknowledgementthatvalueshad bottomedoutforprimeshoppingcentre assets.

Fastforwardtotodayandit’scleartosee thetrendarguablystartedbythoseacquisitions hascontinued.LSH’sInvestment Transactions Norther nIreland reportforthefirsthalfofthe year recordedinvestmentvolumesof£131.1m, morethanthevalueofdealsforthewholeof 2024.

Thisjumpwasdrivenby£88.9mof retail investmentinthefirstsixmonthsofthisyear, afigure34%abovethefive-yearaverageand headlinedbytheHerbertGroup’s£58.8m acquisitionofAbbeycentrefromNewRiver REIT– thelargest retailtransactionsince2017. Sincethen,ErnesideinEnniskillenhasalsohit themarket.

However,thesectorhasn’talwaysbeenthis healthy.Whileshoppingcentreswereprize

assetsforalltypesofinvestorsintheearly 2000s,theglobalfinancialcrisisof2008saw valuesandliquidityofeventhemosthighprofileofassetsdropsharply,sparkingswift andforcedsell-offs.Thiscoincidedwitha highnumberof retailerinsolvenciesandthe structuralchangecreatedthroughthegrowth ofe-commerceandonlineshopping.

Anewbuyerpoolemergedandassets tradedatsignificantlydiscountedprices,which fellfurtherinmanyinstancespost-pandemic, intherisinginterestrateenvironment, resulting in anumberofinvestorsdecidingtoselltheir shoppingcentreassets.

The rebasedvaluesandattractive returns resultedin renewedinterestfromlocal investorsandinjust24months,we’veseen indigenousbuyerspurchasingForestside inBelfast,AbbeycentreinNewtownabbey, RushmereinCraigavon,BloomfieldinBangor, FairhillinBallymenaandFoylesideinDerry/ Londonderry.

Itappearsthatin2025,shoppingcentresare stillindemandandinvestors –includinglocal buyers –remain readytodeploycapitalfor goodqualityassetswithstrongfundamentals, whicharefairlypriced. Withsomeshopping centrescomingtothemarketat afractionof theirhistoricvalue,investorshavebeenable toinjectmoreequityandtakeonlessdebt, thereby reducingloan-to-valueexposureand risk.

Thereisalsoanunderstandingthateven with astrong retailoffering,shoppingcentre ownersarehavingtoworkhardtodrive

Neil McShane

footfalltotheirschemeswhilecompetingwith thewell-establishedandconvenientonline experience.

ThenewownersofsomeofNI’sflagship shoppingcentresare investingheavilyinthe assets –forexample,thedevelopmentof newfoodoutletsinLesleyForestside,Herbert Grouppledgingmajorexpansionplansin LesleyBloomfield, amulti-million-pound refurbishmentatFairhillaheadofPrimark openinglaterthisyearandmanyother schemesintroducingentertainmentandleisure activitiestoattractfootfall.

Thistrendhasbeendrivenbyattractive returns,whichareatalevelwhereitmakes senseforlocalinvestorswithhealthycashflow toinvestintheassets.Asforwherethemarket goesnext,theactivityofthepastfewyears meansthereare nottoomanyofNorthern Ireland’sprimeshoppingcentreassetsleftto changehands.

Ofcourse,manyshoppingcentresacross theUKdidn’tsurvivethestormandhavemade wayformixed-useor residentialdevelopments. Inthesameperiodoftime,wesaw arisein demandfor retailparks.

The relativestabilityoftheshoppingcentre marketisundoubtedly agoodthingforthe overall retaillandscapeinNorther nIrelandat atimewhenconsumerconfidence remains fragileandrisingcostshaveput asqueezeon discretionaryspending.

From aretailer’sperspective,shopping centreshave,inmanycases,heldupbetter thanthehighstreetinprovincialtownsand brandshavemoreconfidencegoingintoa thrivingschemewithother recognisablenames aroundthem.

Inthepastyear,we’veseenLego,Astrid &MiyuandCrewClothingopenin Victoria Square,Popeyesopenitsthen-firstNIoutlet inForestside, VanillaopeninginCastleCourt

andRitualsexpandingintoErnesideand Buttercrane.Therehavebeennotablesuccess storiesonthehighstreettooofcourse, particularlyinBelfast,butthere’snodoubt shoppingcentresstilloffer adegreeofcomfort forbrands.

Footfallfiguresatthemajorschemesin Norther nIrelandhaveheldupcomparatively wellwithoverallUKfigures,similarly suggestingpeoplehereare stillinterestedin shoppingin reallife(thequeuesattheLego storeattheendofAugustwereproofofthat).

Thechallenge,whichlocalownersare relishing,istocontinueimprovingand enhancingtheirassetsthroughproactiveasset managementtogiveshoppers reasonstokeep comingbacktotheircentreson aregularbasis. WithinourownBelfastoffice,wehavean extensiveshoppingcentreportfolioandour ongoingmandatesgiveusconfidencethat theywillcontinuetodeliver. ■

PROP ERTY

LesleyForestsideShoppingCentreinsouthBelfast

‘Significantflaws’ inStormont energyplans

An AuditOfficereporthasfoundthat a£107m Stormontstrategyhassignificantflaws,whileit’s barelymadein-roadsinonekeyenergy-saving metric,writes LiamTunney

Thereare ‘significantflaws’in a £107mStormontstrategywhichhas madejust1%ofprogresstowards akeyenergy-savingmetricinthelastfive years, aNorthernIrelandAuditOffice (NIAO) reporthasfound.

TheEnergyStrategy,launchedbythe DepartmentfortheEconomyinDecember 2021,setsout along-termvisionofnetcarbon emissionsandaffordableenergyforNorthern Ireland.

Itincludedthreemaintargetsforcompletion

by2030,buttheNIAO reporthas revealed progresstowardsthosetargetshas“lagged considerably”.

Against atargettosave atotalof8,000GwH (Gigawatthours),only apaltry90GWhhad been reportedasofMarch2025.Thatfigure representsjust1%oftheoveralltarget.

Thestrategyalsoincludes atargettomeet atleast80%ofelectricityconsumptionusing renewablesources,withthe report revealing thatfiguretobejust45%inMarchthisyear, ashortfallofsome35%.Thatfigurehassince

fallen,withfreshfigures.

Some£107mhasbeenspentbythe DepartmentontheEnergyStrategyand initiativessince2020,including£85mon specificenergy-relatedprojects,butthereport has revealedsignificantflawsinhowthe Strategyhasbeenimplemented.

Itfound a“fundamentalflaw”inthedesign ofannualactionplanslinkedtothestrategy “Until2025,theactionslistedintheESAPs (energystrategyactionplans)werenot outcomefocusednorweretheyalignedtothe threekeytargets,”itsaid.

“Duetothislackofprecision,itisunclear whatcontributioneachofthecitedactionswas intendedtomaketowardstheachievementof thekeytargetsandwhetherall requiredactions wereincluded.”

Thereportidentifiedinstanceswhere incompleteactionswere notcarriedonto thefollowingyear’splan,andcouldnotfind evidencethatdecisionsnottoprogresssome actionshadbeenapprovedbyanoversight group.

ItwasalsonotedthattheEnergyStrategy OversightGroup,whichwastaskedwith monitoringthetargets,onlymetforthefirst timeinSeptember2024,almostthreeyears afterthepublicationofthestrategy

Intotal,the reportmadefive recommendations,orderingtheDepartment toundertake astrategicassessmentofhowits actionswilldeliverprogressandurging arobust feasibilitystudyalongsidepublicconsultation.

TheDepartmentmustalsocommission a reviewofthe effectivenessofgovernance

andperformance reportingarrangements andensureallenergy-relatedadvicefrom theCommitteeonClimateChange(CCC)is examinedindecisionmaking.

TheNIAOalso recommended afive-year strategicupdate reviewofthestrategyshould bepublished.

NIComptrollerandAuditorGeneralDorinnia CarvilleurgedtheDepartmenttoimplement the recommendations.

“TheEnergyStrategyhas apivotal rolein ensuringNorthernIrelandmeetsitsambitions andobligationsin relationtonetzero,energy efficiencyandtacklingclimatechange,”she said.

“Successfulimplementation requiresgood governanceandeffectiveoversight,andthis reporthighlightsconcerningshortcomingsin

theseareas.

“Ithasbeendifficulttoassesswhether thesignificantexpenditureincurredtodate representsvalueformoney,andthereisa risk thatkeytargetswillnotbemet.

“Wewelcomemorerecentchangestothe Department’sreportingarrangements,which willhelpprovidegreaterclarity.TheDepartment committedtocarryingout astrategicupdate reviewoftheEnergyStrategyin2025.

“Itisvitalthatthis reviewiscarriedout and IwouldurgetheDepartmenttoaction this report’srecommendationstoimprove implementationofNorthernIreland’sEnergy Strategyoverthenextfiveyears.”

FriendsoftheEarthcampaignerDeclan Allisonsaidthe reportexposed a“catalogueof failure,missedtargetsandunderperformance”

“Climatebreakdownisthesinglemost importantissueofourtime,anditappearsthe Executiveisn’ttakingitseriously,”hesaid

“Energy relatedgreenhousegasemissions mustbe reducedmushfasteranddeeper

“Insteadof relyingonbigbusinesstoexpand thegasnetworkthroughhydrogenandbiogas anddevelopanaerobicdigestion,energy policyshouldbefocusedonenergyefficiency, demandmanagement,andlocal,community owned renewables.

“Energy relatedemissionsaren’t fallingfast enough.TheExecutiveneedstoempowerlocal communitiesandindividualstodemocratise theenergynetwork.Thatmeansenergycooperatives, rooftopsolarpanels,andcommunity ownedenergyprojects.

“Wecan’tcontinuetoditherand procrastinate.”

ADepartmentfortheEconomyspokesperson said:“TheDepartmentacknowledgesthe NorthernIrelandAuditOffice’s reporton theapproachandimplementationoftheNI EnergyStrategyandwillendeavourtoswiftly implementits recommendations

“TheDepartment’smid-term reviewofthe Strategyisongoingandaimstobepublishedby theendof2025.This reviewwillhighlightthe significantprogressachievedtodateandset outfurtherdeliverymilestonesupto2030.The Department remainscommittedtoachieving thetargetswithintheEnergyStrategytodeliver anetzeroenergysystempoweredbylocal renewables,smartinfrastructure,andshapedby thepeoplewholiveandworkhere.” ■

Appleperformsa factory resetandmakes iPhone worthtradingupfor

KurtisReid takes alook atApple’siPhone17Pro toseewhattheminor tweakshavemeanttothe hands-onuserexperience

Isorangethenewblack?That’sthebet Applehasmadewith,themuchhyped, much-talked-aboutiPhone17Pro.And it’sabetwhichhaspaidoff.

To beblunt,Applehasdonesomethingit hasn’tmanagedinyears –made aphonethat feelsgenuinely,frustratingly,refreshinglynew. Afternearlythreeweekswithitinmy

pocket,bag,andoneverysurfaceinthe house, Istillfindmyself reachingforitjustto marvelatthedesign,thefeel,and,yes,that boldnewcolourway(whichIlove)anddespite dailyuse,there’snot ascratchonit.

We allknowatthisstagehowaniPhone works,andApplehasalwaysbeengoodat refinement.Smalltweaks,polishedupdates,a

newcameralenshere, aprocessorbumpthere.

ButtheiPhone17Prodoesn’tjustfeellike refinement –itfeelslike areset.

Thebuildqualityisthefirstthingyounotice: lighterinthehand,butsturdierthananything thatcamebeforeit.

Themattefinish resistsfingerprints beautifully,andtheneworangeshade managestobebothplayfulandpremium,a reminderthatApplestillknowshowtoset trendsratherthanchasethem.

Thenthere’sthenewiOS,whichbreathes freshlifeintowhatcouldhavebeena predictableupgradecycle.

Itfeelsmore fluid,moreintuitive,and farmorepersonal.The redesignedwidgets, smarternotifications,andseamlessintegration withMacandiPadfinallymakeApple’s ecosystemfeellike atrueecosystem,rather

thanjust agroupofproductsthathappento workwelltogether.

There’sasubtlefrustrationinusingittoo: thatsenseof“whydidn’ttheythinkofthis sooner?”.But,it’sthegoodkindoffrustration –theonethatmeansthechangesareobvious, clever,andoverdue.

Performanceis,asyou’dexpect,blazing –appslaunchinstantly,multitaskingfeels effortless,andeventhemostdemanding gamesglidealongwithout ahiccup.

ThenewA19Prochipdoesn’tjustmake everythingfaster,itmakesitcooler –literally. Gonearethedayswhenextendedvideo recordingorgamingwouldmakethephone uncomfortablyhot.The17Prokeepsitscool, andsodoyou.

Speakingofvideo,thenewcamerasystem iswherethemagic reallyhappens.Applehas

doubleddownonwhatmakestheiPhonethe cameraofchoiceforsomanycreators,andthe resultsareastonishing.

Thenew6xtelephotolensdeliverscrisp detailwithoutthedigitalfuzz,andlow-light performanceisbetterthanever.Nightshots havemoretexture,morelife,andfarlessnoise.

Theimprovedcinematicvideomodeis whereAppletrulyflexes –professional-level footagestraightfromyourpocket.Shootingin 4KHDRfeelsalmostindulgent,butonceyou seethe results,it’shardtogoback.

I’veusedtheiPhone17Protofilm everythingfromfamilygatheringstoquickcity walks,andthe resultsneverfailtoimpress. Stabilisationisbutterysmooth,colourspop withoutlookingover-processed,andtheaudio captureissharpandclear.

Foranyonewhotakestheircontent creationseriously,thisisn’tjust aphone –it’sa productiontool.

Batterylifehasquietlyimprovedtoo –but justby atad.Applepromisesanextrahouror two,andindailyuseitdoesfeellikethat,but Idoalwaysnote Iusemyphoneforwork,and haveabout600constantnotificationsfrom pushesandemailsforwork,so Idon’texactly ‘lightly’usemyphone.

But Ihavecomfortablymadeitthroughlong daysofheavyuse –shootingvideo,navigating maps,andendlesslyscrolling –without scramblingfor acharger.

Whenitdoesneed atop-up,thefaster chargingfinallymakes anoticeabledifference (thankfully).

Ofcourse,noiPhoneisperfect,butthisis theclosestApplehascomeinyears.

It’sexpensive,yes,butitfeelslikeyou’re payingforprogressratherthanpolish,butnot tosoundtoogrand,theiPhone17Proisn’t just anewphone –it’sanewstatementfrom Applethattheycanstillsurpriseus,stilllead theconversation,andstillmakeusfallinlove withtheideaof aphonealloveragain.

Afternearlythreeweeks,I’vestopped treatingitwithkidgloves.It’sbeeninmyjeans, tossedin abackpack,evenleftscreen-downon adesk,anditstilllooksaspristineasdayone.

Thatdurabilityalonefeelslikeanupgrade. Butmorethanthat,theiPhone17Prohas donesomethingfewgadgetsmanagethese days:itfeelsexciting.

ApplehasmadetheiPhonefeelnewagain. Andthat,in2025,isnosmallfeat. ■

Word FROMTHE Wise

Thecolumnwithan earforexperience...

Howdidyoustartyourbusiness?

Itallbeganquitebyaccident.DuringtheCeltic Tigeryears, IwasworkingacrossIrelandfor variousbuildingcontractorsandhadbuilta strongteamofskilledfixersandloyalclients. Then,anopportunityarosetotakeon aproject inCannes,andwedecidedtogoforit.Not longafter,thecrashhitIrelandandworkat homebecamescarce.Aroundthesametime, LondonwaspreparingfortheOlympicGames, andopportunitiestherewereplentiful.So,we packedup,caughttheboaton aSunday,and arrivedinLondononMondaymorning,and we’vebeenworkingtherealmosteveryweek since.

Whathaveyoufoundmostchallenging duringyouryearsinbusiness?

Thebiggestchallengehasprobablybeen growingalongsidethebusinessitself. Ididn’t leaveschoolwithmanyqualifications,so I’vehadtolear nandadaptasthecompany expanded.Everystageofgrowthhasbrought newlessonsfrommanagingpeopleand projectstounderstandingthebusinesssideof thingsthatyoucanonly reallylear nthrough experience.

Howwouldyoudescribeyour managementstyle?

Ibelieveinleadingbyexampleratherthan bytitle.I’veneverviewedmyselfas‘the boss’. Iseemyselfasverymuchpartofthe team.Mygoalistocreateanenvironment whereeveryonefeelsvalued,supported,and respected,because Iknowfirsthandhow demandingthisindustrycanbe.Managing differentpersonalitiesisalways abalancingact, butI’vefoundthatlistening,stayingfair,and beingapproachablego alongway.I’mvery

Peter

Trainor TrainorStone &Tile

protectiveofthepeople IworkwithbecauseI knowhowmuchtheygiveofthemselves.

Whatwouldyouchangeifyoucouldgo backanddoitallagain?

Intruth, Idon’tthinkI’dchangemuch. Everychallengeandmistakehavetaughtme somethingimportant.However,Idowish I’dfound abetterbalancebetweenwork andfamilyearlierinmycareer.Whenyou’re building abusiness,it’seasytogetcaughtup inthemomentumandlosetrackoftime.

Haveyoudoneitallonyourown?

Notatall.Fromdayone,I’vebeenfortunate toworkwith aloyal,hardworkingteamwho sharethesamevaluesandcommitment. Loyaltymeanseverythingtome: Istandby anyonewhohasstoodbyme.Everyoneplays theirpart,andthatsenseoftrustandshared purposeiswhatkeepsthebusinessstrong.It’s thededicationandintegrityoftheteamthat driveoursuccess.Forme,leadershipisabout standingtogether,throughthegooddays andthetoughones,andneverforgettingthe

peoplewhohelpedyougetthere.

Howwouldyoulikeyourbusinesstobe remembered?

I’dlikethebusinesstobe rememberedfor thequalityofourworkandtheintegrityof ourpeople.Our reputationhasbeenbuilton honesty,reliability,andprideinwhatwedo. Whenpeopleworkwithus, Iwantthemto knowthey’regetting ateamthatgenuinely caresaboutthejob,abouteachother,and aboutdoingthingstherightway.Aboveall,I’d likeournametostandfortrustandloyalty.

Whatpieceofadvicewouldyougiveto your20-year-oldself?

I’dtellmyyoungerselftoslowdown:there’s noneedtobeinsuch arush.Thingstendto fallintoplacewhenyoustaypatientandkeep puttingintheeffort.I’dalsosaytohavemore confidence,lessself-doubt,andtotrustyour instincts.I’vealwaysbeenquiteprivate,but I’dencouragemyyoungerselftoopenup more,tosharethejourneyratherthancarry everythingalone. ■

STAF F&WOR KPLACE

Letmeentertainyou

F&WOR KP LACE

Whycompaniesarepursuingentertainmentperksand well-beingbenefitstobringcolleaguestogetherina disconnectedworkplace,writes PavelBarter

When1,000employeesofAllstate NIconvenedintheICCBelfast recently,whattranspiredwas more likeanartsandtechnologyfestival than acorporateevent.

ProfessorBrianCoxdelivered apresentation oncosmology,comedianShane Todd entertainedthemasses,JoelMawhinney treatedthemtomagictricks,andOlympic championDameKellyHolmesexplainedthe secretsofhersportingglories.Beyondthe mainstage,there wasfood,drink,VRheadset experiences,8K resolutionphotobooths,a DeLoreanautomobile,andeven acinema space.StephenMcKeown,managingdirector oftheinternationalinsurancefirm,described theeventas ameanstomaintaincollaboration in ahybrid-workingworld.

Allstateisnotalone.Themovetoward hybridworkinghasincreasedtheneedfor workplaceperksandteambondingevents, accordingto recruiters.“Yearsagoyouwould

haveorganisedtogooutfordrinkson aFriday nightwithyourteammates,”CaraMarks, a seniorbusinessdirectoratHaysRecruitment, says.“Therewasthatkindofcamaraderie. Butthatdoesn’tnecessarilyhappenaseasily anymore. We areinaskillsshortageandif you’vegotgoodtalent,youwanttoholdonto themandyouwanttohave ahappystaff.”

“Youwillnever replicate ahandshake, a hug,or ahighfiveonline,”RossMoffett, salesdirectoratICCBelfast,says.“Peoplewill alwaysstriveforthat. Withtheintroduction ofAIandevery-thingbeingautomated,you can’ttrustwhatyou’relookingatsometimes. Largecorporatecompaniesunderstandthat anemailoreven arecordedmessagefromthe chiefexecutive,doesn’thavethesameimpact aswhenyouhearitlive.They’renotonly hopingtopassoninformation,theywantto getpeopletobuyintothemessaging.Theonly wayyoucandothatistomakepeoplebelieve it.Andthebestwaytodothatisliveandin person.”

Recruitmentfirmsbelievethatwhilehybrid workinghasfacilitatedconvenienceandcut commutertimes,ithasalsodisconnected workcolleaguesfromoneanother.The2025 Working Well reportfromHaysdrewinsight fromover3,600employeesandemployers acrosstheUK.Itdefinesworkplacewell-being as acombinationofmental,financialand social.While84%ofprofessionals reportedan improvementintheirwell-beingthroughhybrid

STAF

CaraMarks

working,54%feelstressedand39%left arole duetoinadequatewell-beingsupport Thesolution,companiesbelieve,isgreater in-personconnectivity. “Businessesare increasinglytryingtogetpeople intothe office,”Carasays.“Theymighthavedays wherethere’s afreelunchorcoffeesor eveningswherethere isentertainment. We are seeinglotsofbusinessesdoingmoreevents. Thereisa bigdemandforfacetofaceinpersonevents.”

Somebusinessesfacilitatefamilyevents drivenbyemployee resourcegroups(ERGs): cinemadays,barbeques,quizevents,and themedparties.“At athemedpartythere mightbe aphotobooth,entertainment,music, adisco,food,”Carasays.“Thesearebecoming common.BeforeCovid,ifyougottogetherfor dinneryouwerelucky.”Perksmightinclude a high-endcoffeemachineintheoffice,orcereal barsforsnacking.

ICCBelfasthasnoticed ashiftinthe

needsofitscorporateclients(whichinclude businessesfrommanufacturing,financial servicesandITsectors).“Corporatesare movingawayfromthetraditionalsit-down formalmeal,followedby apresentationfrom thestage,”Rosssays.Nowtheeventsare multi-layeredandmorelikegaladinners.“The sessionsaremoreinteractive. We areseeing thingslikestreetfoodandfunfoodwrapped upin retroarcadegamesorheritagemusic.It’s animmersiveexperience.” > StephenMcKeown speakingtoguestsat theICCBelfastaspart ofitsActivateevent

STAF F&WOR KP LACE

Escaperooms,trivianights,scavengerhunts andoutdoorpursuitsareamongthepopular corporateactivitiesinNorther nIreland. Within itswalls,ICCBelfastoffersmurdermystery events,bingoevents,comedyandmusic entertainment.Themurdermysteryevents, Rosssays,“are funbecausetheygetpeople workingtogether.Wehaveaneventhouse thatsourcesfrommultiple suppliersandthird parties:retroarcadegames,forexample. We alsodojointventureswitheventmanagement companies.”

Bondingexercisesneednotjustbeforthe largecorporations.SMEscanalsotakepart. RossusestheexampleofasmallITcompany fromNorthern IrelandwhichusestheICCfor regularcatch-upsandconferences.“Asthey grow,theygrowwithinourspace.Theymight startinameeting room,developinto ahall, thenintotheauditorium.”

WhilelargercompanieslikeAllstateoffer in-houseperks(subsidisedgymmembership, men-talhealthsupport,freechildcarseats), thirdpartyservices(TheAccess Groupand Sonder, forexample)canofferemployers a platformforsimilarbenefits

Nomatterwhatthespecificeventmightbe, ortheamountitcoststoputiton,in-person communicationisthemostimportantfactor ofall.“It’saboutconnection,”saysCara.

“Sometimesmoreintimate,smallereventsare better.AtHayswehave aluncheverythree months –agettogetherfor asmallgroupof 10to12people.Thereare lotsofdifferent waysitcanincentiviseperformanceand become astapleofyourwell-beingoffering. Thenitcanbeusedforconnectionand retentionandasanattractionfortoptalent.”

Accordingto recruitmentfirms,jobseekers continuetoseek remoteworkbutalsowant tomaintainin-personconnectionswith otheremployees.EventslikeAllstate’sgala areawayofdoingthat.“Wellbeingisno longersomethingthatisjustnicetohave –it’sabusiness-criticalpriority,”Carasays. “Candidatesareaskingaboutwell-being policiesduringinterviews,andemployerswho can’tdemonstrate aclearapproacharelosing outontoptalent.It’snotjustaboutoffering moreperks,it’saboutcreatingenvironments wherepeoplefeelsupported,valuedandable tothrive.”

AccordingtoHays’ Working Well report, onlyhalfofemployeesfeeltheirorganisation’s well-beingstrategyiseffective.“Thefuture ofworkisn’taboutisolatedperksit’sabout embeddingwell-beingintothefabricof theorganisation,”Carasays.“Thatmeans understandingyourworkforce’sneeds,offering expertsupport,andmakingwell-beingvisible

inrecruitmentandleadership.It’sastrategic imperative,not abox-tickingexercise.”

Improvingwell-beingandofferingteam buildingactivitiesandentertainmentperks arebelievedtoimproveemployeemorale and retention –andincreaseproductivity andprofitability.“Organisationsthatembed well-beingintotheirculturethroughflexible working,mentalhealthsupport,financial education,andinclusiveleadershipareseeing stronger retention,higherengagement,and betterperformance,”Carasays.

“You’remorelikelytopickupthephone andasksomebodyforhelp,oraskthem tocollaborateonsomethingwithyou,if youknowthem alittlebit.Keepingthose relationshipsgoingandbuildingconnections andnetworksissoimportant.”

RossMoffetthasseentheevidencefirst handviathecorporatecompaniesholding eventsatICC:“Ahappyworkforceis awork forcethatisnotgoinganywhere.Theyfeelpart ofsome-thing.Productivityandprofitability shouldskyrocket. Alotoftheseteamsare maybeworking remotelywithoneanother everysingledaybutdon’tgettheopportunity tomeet.It’sabrilliantwaytobringthose peopletogetherandcreatebondbetween them,sothatwhentheydisperse remotely again,theyfeelpartofsomething.” ■

RossMoffettofICCBelfast

Empowering peopleto drivebusinesssuccess

MusgraveNI looks athowit’scultivating aworkplaceculture thatfuelsgrowthand innovation –uncovering thestrategiesbehinda people-firstapproach

StaceySmythleadstheHRfunction atMusgraveNI, akeydivision ofIreland’sleadingfood retail, wholesale,andfoodservicecompany.

Withover2,100employeesacrossmultiple locationsincludingBelfast,Derry/Londonderry, and43 retailstores,MusgraveNIisa cornerstoneofthelocaleconomy.

“Ourpurposeistogrowgoodbusiness–thatissustainable,profitable,andbeneficialto ourpeopleandcommunities,”Staceyshares. “Ourvalues –honesty,workinghard,longtermstable relationships,notbeinggreedy,and achievement –guideeverythingwedo.”

Theseprincipleshavebeenembeddedin Musgrave’sDNAsinceitsfoundingnearly 150yearsagoinCork. Today,thecompany continuestoprioritiseitspeople,fosteringa cultureofpurposeandinclusivity.

“Supportingourcolleaguesateverystageof

theircareerisessentialtoachievingourgrowth goals,”Staceysays.“Weare committedto providing aworkplacewhereindividualsfeel inspiredandempowered.”

Musgrave’scommitmenttodiversity isevidentinitspartnershipsandinternal initiatives.Thecompanywasthefirstin Norther nIreland’sretailandwholesalesector tocollaboratewithSistersIn,promotinggender equityandleadership.

Ithasjustannounceditssecondyearof support,withmanyoflastyear’smentors returningtosupportthenewcohortof mentees,aswellaswelcomingnewmentors totheprogramme.Musgravealsojoinedthe ‘30%Club’toadvocateforincreasedfemale representationinsenior roles.

“Ouremployee resourcegroupshave beeninstrumentalinshapingourinclusivity strategy,”Staceysays.“Thesegroupsare employee-ledandhelpdrivemeaningful changeacrosstheorganisation.”

Professionaldevelopmentisanother cornerstoneofMusgrave’semployee experience.ThroughtheMusgraveInstitute, staffhaveaccesstothousandsoftraining modulestailoredtotheirneeds.Thedigital platformusesAItocreatepersonalised

learningpaths,enablingcontinuousgrowth.

“Ifyouhavethewill,we’lldeveloptheskill,” Staceysays.“We’recommittedtohelpingour people reachtheirfullpotential.”

Musgrave’ssuccessistestamentto itsdedicatedworkforce.From retailand wholesaleoperationstodigitalinnovationand supplychainmanagement,employeesbring invaluableexpertisetothetable.

InJanuary,MusgraveNIcelebratedits inauguralPeople Awards, recognising individualswhoexemplifythecompany’svalues andcontributesignificantlytoitssuccess.The secondeventhasjustbeenannounced.

“Westrivetobemorethanjust agreat placetowork –wewanttobethebestplace towork,”Staceysays.

Beyonditsinternalachievements,Musgrave NIismaking asubstantialimpactonthe broadereconomy.Arecenteconomicand socialimpact report revealed a£1.2bnannual contributiontoNorther nIreland’seconomy.

“Ourinvestmentsinnewstores, sustainability,localsourcing,andcharitable initiatives reflectourcommitmenttothe region,”Staceysays.“We’reproudtobea positiveforceinNorther nIreland’seconomic landscape.” ■

Musgrave’sSistersINmentors StaceySmyth,MusgraveNI’sheadofHR

Meet thefather of sixopeninga newindependent shopin Newry

AnthonyReavey,themanbehind anew bookshopintheheartofNewry,speaksto Clodagh Traynor aboutwhyheopenedthe independentoutlet,andthechallengesitfaces

Onlinestoresanddigitalcopiesmay nowdominatethebookmarket, but amortgageadvisorturned booksellerisputtinghisfaithinwhat hebelievesis arevivalofindependent bookshops.

Father-daughterduoAnthonyandNiamh Reaveyhaveopenedtheirveryownbookshop afterdrawinginspirationfromstoresin differentcornersoftheworld.

TheBookshelf,basedonMonaghanStreet inthecitycentre,openeditsdoorslastweek.

Anthony,who’s47,alsoownsReavey FinancialServices,basedjustaroundthecorner fromthenewpremisesinNewry.

Heisnowtryinghishandatbook-selling alongsidehisestablishedfinancialfirm,which hefoundedin2013.Sincethen,thecompany hasgrownintoanaward-winningbusinessand oneofthe region’sleadingmortgagebrokers, with ateamoperatingacrosstwooffices.

Thefamily,fromWhitecrossinCoArmagh, decidedtostartthenewbusinessattheendof Augustandhadtheshop readytolaunchby October10 –lessthantwomonthsfromidea toopening.

Anthony,afatherofsix,saysthebusiness was asnapdecisionafter returningfroma holidayinFrancewithhiswife.Hehadtoldhis eldestdaughter,Niamh,aboutthebookshops hehadseenwhileawayandcommentedon howtherewerenoindependentbookshopsin theNewryandArmagharea.

Andhisdaughtersuggestedtheytake mattersintotheirownhands.

Withnoexperienceinbook-selling, thefamilyhavenowopenedtheirown independentstore,adding afreshchapterto Newry’shighstreet.

“Iwastalkingtomydaughterabouta beautifulbookshopwe’dbeeninoverthere. Itwassonice,and Isaid,‘It’sapitythere’s nothinglikethatinNewry.’Andshesaid,‘why don’twesetupsomethinglikethatinNewry?’ Soshesortoftookthe reinsfromthereand halfforcedmeintodoingit.

“Withinhourswe’dfound aMonaghan StreetpremisesonlineanddroveintoNewry toviewit.Whenwegotthere,wespotted anotherunitwith a‘forlet’signthatwasn’t listed. Twodayslater,Ihadthedealdonewith thelandlordandthepremisessecured.

“Nobodyinmyfamilyhadexperienceora backgroundinbookselling.It’sjustsomething Idecidedtotry,anditallcamearoundquickly.

“Wesetthedateforopeningfor[last month]because Iwantedtobeopeningood timefortheChristmasshoppingseason.

“Thereare literallypeopleoutChristmas shoppingaswespeak,and Ididn’twant toleaveittoolateintheyeartogetsetup becauseit’sabigtimeforbookshops.

“It’sanotionwehavetaken achance with,andIt’sbeen asteeplearningcurve.I’ve beenflatout researchingandlookinginto everything Ipossiblycan.

“I’vebeenworkingnightanddaythese lastfewweekstogetitall ready.We’ve beenflatout registeringwiththeBooksellers Association,settingupwithwholesalersand

distributors,gettingthetradesmenin,and sortingthebankaccountandaccountant–everythingthatcomeswithsettingupshop.

“I’vebeenworkingnightanddaythese lastfewweekstogetitall ready.We’ve beenflatout registeringwiththeBooksellers Association,settingupwithwholesalersand distributors,gettingthetradesmenin,and sortingthebankaccountandaccountant–everythingthatcomeswithsettingupshop.

“I’mstillworkingfull-timeas afinancial adviser.Niamh,who’s26,isworkinginthe shopfull-timeandsheisthemainperson runningit.I’mjustgettingitupandgoing.It’s thedefinitionof afamily-runbusiness.”

Thebusinessownerbelievesindependent bookshopsareenjoying arevival,andhehopes itwilldrawpeoplebacktobrowsingin-store

insteadofshoppingonline.“Everybody hasbeenenthusiasticabouttheideaofan independentbookshop.

“Therewasn’tasingleoneinthecountyof Armaghanymore,beforewedecidedtodo this.

“Bookshopsseemtobemakinga comeback.Anindependentshopopenedin Warrenpointjust acoupleofmonthsago,and in recentyearsmorestoreshavebeenpopping upacrossthecountry.

“Ithinkpeoplehavemissedbeingableto gointo aplace,takeyourcoatoff,sitdown, grab acoupleofbooksoffashelfandbrowse throughthem.It’sdecoratedbeautifullyand designedtobe aniceexperienceforpeople. I’mhopingthatfeelingofbeingphysicallyinstorewilltrumpsittingonyourphoneclicking

toget abookthatarrivesinthepost.

“Whenyou’rein-store,youmightfind somethingyou’dmissonline.Ifyougoonline, you’retypinginkeywords,andthereare millionsofbooksavailable.Butwhenyou’re walkingaround ashop,youreyemightbe caughtbysomethingunexpected.I’mbanking onthattodrawpeoplethroughthedoorand Ithinkitwill

“Ofcourseitis arisk.Everybodyknowsyou canorder abookonline;itistheeasiestthing intheworld.

“I’mawarethere’sareasontherearen’t otherbookshopslocally,itcanbe atough industry.There’snot ahugemark-up,soyou needtobesellinggoodnumberstokeepa decentturnover.Hopefully ayearfromnow we’llbemoresettledandexperienced.>

AnthonyReavey

AnthonyReaveypicturedathis newbookshop,TheBookshelf onMonaghanStreetinNewry

“Becauseit’sanewbusiness, Idon’teven knowwhat Idon’tknowaboutbook-selling yet.

“Thistimenextyear,hopefullywewillbe afullyestablished,successfulbusiness,I’ll havelearnedfromourmistakes,andwe’llbe gearingupforoursecondChristmas.”

Thebusinessmansaidhehopesitsposition amonglong-establishedtradersononeof Newry’s busiesthighstreetswillhelpattract customers.

Locatednextdoortocoffeehotspot Grounded,hesaidthathehopesthetwowill “complementeachother”.

“Alotofpeoplesuggested Idocoffeeas well,but Isaidnoway.

“Groundedarethecoffeeexperts,I’m notgoingtotrytocompetewiththem.Let themdothecoffee,we’lldothebooks,and hopefullythetwoofuswillbenefitfromeach other.”

Whenitcametonamingthebookshop,

theownersaidthefocuswason“keepingit simple.”

“Wehadsomanydifferentnamesbefore wedecidedontheone. Ifiguredpeople wouldnever rememberanairy-fairyname.The Bookshelfsaysexactlywhatwesell.

“Ifwe’dgonewithsomethingcomplicated, peoplewouldjustsay‘thatbookshoponthe topofMonaghanStreet,’andwedidn’twant that.TheBookshelfissimpleandeasyto remember.”

Anthonysaysthefamilyaimedtocreate a“welcomingandcomfortablefeelfor everyone”,andthatthefamilyput afocuson the“finerdetails.”

“We’veput alotofthoughtintothelayout, thefurniture,andtheoverallatmosphere

“We’vegot abigchildren’sbooksection. I’vetaken alotofadviceonthis,andthe feedbackwastomakesureweinvestedin that.

“Alotofbooksalesarechildren’sbooks,

andwe’vemadesuretohaveplentyofwee chairsandbitstokeepthemoccupied.Ifthe kidsaresittingdownandhappy,mumanddad can relaxandbrowsearoundtheshop.

Headds:“I’vealwayslovedbookshopsand I’m agood reader,sowhenwewerestarting tostocktheshop, Ihad afairideaofwhatto getinandwhatnotto.”

“Niamhand Ispentanentiredayatthe wholesalersinDublin afewweeksago personallyselectingbooksforourcustomers. We spentinandaround10grandallinone dayonbooks.

“Buyingthestockwasstraightforwardbut choosingittooktime. We wentwithourgut, didour research,andmadesurewegotthe bestsellersandnew releases,andthebooks peopleareactivelylookingfor.

“We’vetransformedthepremises dramaticallytomatchourvisionandhave thrown afewpoundatthissowe’re determinedtomakeit asuccess,”hesays. ■

Howdidyougetstartedinthe industry?

IstartedintheNIBusinessand InnovationCentre,managingEU projectsthatsupportedcompanies togrowandinternationalise.This developedmynetwork. Working withstart-upsandSMEs, Isawthe challengestheyfacedandthelimitsof programme-basedsupport.

Typically,whoareyourclientsor customers?

At AwakenHuband AwakenAngels, wedon’trefertopeopleasclientsor customersbecausewe’rebuildinga community.

OurcommunitycomprisesIrishconnectedwomenwithglobal ambitionswhowanttoscaletheir businessesandexpandtheirimpact.They comefromallwalksoflifebutshareapassion forchangingthelandscapeforwomenfoundedbusinessesthroughactiveinvestment, mentorship,andadvocacy.Together,we’re creating athriving,supportiveecosystemfor ambitiouswomenfoundersthatislocally rootedandgloballyconnected.

Entrepreneur Month OFTHE

themmostin atimelymanner,whenthe traditionalsystemsofsupportoftendon’t reachthem?’

This regionalimbalancelimitsthepotentialof foundersinunderservedareasandis amissed opportunityfortheall-islandeconomy.

Doyouenjoywhatyoudo,andwhatin particular?

Igenuinelylovewhat Ido. Ithriveon agood challenge.Whatdrivesmeisthebeliefthat ifeveryonecontributes,eveninsmallways, itcancreatea rippleeffectand real,lasting change.

Workingcloselywithourteamand founders, Igettosupportincrediblewomen astheyscaletheirbusinessesandgrow personally.Helpingpeoplebringideastolife and reachthat‘aha’momentiswherethe magichappens.

Whatisthemostdifficultpartofyourjob?

Making abigimpacton asmallbudget. Stretchinglimited resourcesfarenoughto createmeaningful,lastingchangeisdifficult, especiallyin aspacewheretheneedisgreat. Attheheartofitallisthischallenge:‘Howdo wegettheright resources,capital,knowledge, andconnectionstothefounderswhoneed

We knowtheimpactwomenfounderscan have,butwithouttargetedinvestmentand inclusiveinfrastructure,toomanypromising businessesstallbeforetheyevergetthechance toscale.

Whatarethechallengesfacingyoursector andtheeconomyingeneral?

Workingcloselywithwomenfounders,I seethesystemicchallengestheyface.While progresshasbeenmade,barrierspersist.

Accesstocapital remainsoneofthe biggestissues. Women-ledstart-upsinIreland continuetoraiselessfundingthantheirmale ormixed-teamcounterparts,andevenwhen theydo,dealsizesaresmallerdespitestrong innovationandscalability.That’swhywe’re focusedoneducatingmorewomeninangel investingandincreasingthenumberofwomen angelsdeployingcapitalintowomen-ledIrish start-ups.

Locationisanotherfactor.OutsideofDublin andBelfast,accesstomentors,networks, investors,andtailoredsupportbecomesharder.

The‘Invisiblelabour’ofcaregivingalsostill fallsdisproportionatelyonwomen,andthey remainunderrepresentedininvestornetworks. Womenfoundersoftenfacebiasandadded scrutinywhenpitching.It’snot alevelplaying field.Thathas realconsequences.

Visibilityisanotherchallenge. Representationmattersnotjustforinspiration, butforbuildingcredibilityandnetworksfuture founderscantapinto.

Whilethereare severalexcellentsupport programmesforfemaleentrepreneurs,they’re notalways reachingeverysectorequally.Most ofthesearefocusedonearly-stagefounders andareprogramme-basedandtimebound. We believefoundersneedtohaveconsistent supportateverystageoftheirjourney.

Ifwe’reseriousaboutbuildinganinclusive, thrivingeconomy,wemustaddressthese structuralgapsnotjustforthebenefitof womenentrepreneurs,butforthewider economicandsocialvaluetheygenerate. It’snotjust agenderissue;it’saneconomic imperative. ■

ClareMcGee AwakenHub

Kainos ‘takingonfourfloors’ ofit £40mofcescheme

Kainoswillonlytakeonfourfloors ofitsmajornew£40mofficeinthe heartofBelfastcitycentre.

NItechgiantKainosplchaslaunchedits long-awaited£40mofficedevelopmenton Belfast’sDublinRoad.

BankmoreInvestments, asubsidiaryof Kainos,saidOneBankmoreontheformersite of aMovieHousecinemawouldbethefirst newgrade AofficeinBelfastsince2023.

Thetechfirmisnowseekingtenantsforthe 12-storeydevelopment.It’sduetotakeonfour ofthetopfloors.

ThesitewasfirstboughtbyKainosplc,the onlyNIfirmontheFTSE250,inFebruary2019.

Theschemewillopenin2027,with 11floorsforoffices,alongwithcafeand restaurantspace.

Kainoswillbethemainoccupierofthe site,takingfourupperfloorsforitsglobal headquarters,withthe remainingsevenfloors availabletootherorganisations.

AspokespersonforBankmoreInvestments saidthesitewas“ideallylocated”inthecity centrebetweentheLinenQuarterandQueen’s Quarter.

Theyaddedthatitsignalled“aconfident newchapter”forthecity.

BrendanMooney,chiefexecutiveofKainos, said:“From asmallstart-upto aFTSE250 technologycompany,ourjourneyhasalways

beenpoweredbyourpeople –theirtalent, innovationandambition.

“OneBankmoreisaclearstatementof intent –aninvestmentinBelfast’sfutureanda headquartersdesignedtosupportinnovation fordecadestocome.

Thisisaboutconfidence,collaborationand beliefinwhatBelfastcanachieve.”

Theentrancelobbyopensoutintocasual meetingareasand acoffeebar/restaurant, alongwith a“conversationpit,”mezzanine libraryand roomswhichcanbe reserved.

BankmoreInvestmentssaidthedesignofthe buildingaimedtopromotewellbeing,witha moder ngymandstudio, roofterracesand72 cyclespaces,alongwithshowersandchanging facilities.

LauraMcCarthy,globalheadofproperty atKainos,said:“OneBankmoreismore thananoffice –it’saworkplaceshapedby ourexperienceasbothownerandoccupier, designedtobringpeopletogetherandsupport howtheyworkbest.

“Fromdayonewe’vedesignedforflexibility, wellbeingandconnection –offering asocial, activegroundfloorwith aquieteralternative forthosewhopreferit.

“There’salso ahigh-endgymand roof terraces,withtechnologythatmakes sustainabilitypartofeverydayworkinglife.

“Theplanningjourney –completedinunder

Whatthenewdevelopmentcouldlooklikewhen completed

fourmonths –reflectedtruecollaborationand asharedambitionforBelfast.”

Constructedhasstartedonthebuilding, withHeronBrosappointedmaincontractor.

CompletionisscheduledforJune2027,with Kainosduetomoveinthatsummer.

Aspokespersonsaidthefloorsnotoccupied byKainoswerenowopenfor“leasing discussions”.

Italsohassmartsystemsincludingtouchless smartphoneaccess, atenantengagementapp, smartliftoptimisationand real-timeenergy/ wastemonitoring.Theschemeisalsotargeting BREEAMOutstandingclassificationby includingair-sourceheatpumps,heat-recovery ventilationandlow-energyLEDlighting. Floorplatesare“optimisedfornaturallightand views”. ■

JulieMcCaffertyandLauraMcCarthy

TheChristmasMarketwill soonreturntoBelfastCityHall

UlsterBusiness takes alookatsomeoftheevents, hospitalityofferingsandshows,onofferthisChristmas, andintherun-uptothefestiveseason

✱StepIntoChristmas

TheUlsterHallinBelfastwillhost‘Step IntoChristmas’onDecember11 –afeel-good showloadedwithfestivetunes, alive band, sing-alongsandvisualspectacle.Featuring favouriteChristmasanthemsandwarm-hearted ballads,thisisthekindofconcerttokick off theseasonwithfriendsorfamily

✱ChristmasattheCathedral2025

OnFriday,December12,2025(7.30pm), theStAnne’sCathedralinBelfastwelcomes ‘ChristmasattheCathedral2025’,produced byPeterCorryandspecialguests.Expect traditionalcarols,orchestratedsoundandthe eleganceof acathedralsetting–idealfora morereflectivefestiveevening.

✱UlsterOrchestra:TheMagicof Christmas

OnDecember21,attheWaterfront Hall inBelfast,theUlsterOrchestrapresentsits

festiveconcert‘TheMagicofChristmas’. With conductorAlfonsoCasado Trigoatthehelm, thiseventpromises awinter-wonderland ambience,liveorchestralperformanceof holidayclassicsforallages,and achanceto enjoytheseasoninmusicalstyle.

✱AMagicalChristmasExperience

BetweenNovember28andDecember23, TitanicBelfasthoststhisimmersiveseasonal experience:childrenmeetMrsClaus,writeto SantaatthePostOffice,exploreatoy-shop setting,andhavethechancetomeetFather Christmas.Acharmingfamilyeventfittingfor a festiveouting.

✱ChristmasatKingfisher TheKingfisherCountryEstatein Templepatrickishosting arangeofChristmas events.ThatincludesChristmasPartyNights, FestiveSantaSundayCarveries,Dine &Stay Breaks,and aGrandFestiveCarveryon

ChristmasDay.Atwo-nightChristmasBreak arrivingDecember24ispricedat£310per adult(childrenfrom£100)includingstayand breakfast.

✱BelfastChristmasMarket

Over100internationalandtraders offeringartisangifts,crafts,foodanddrink, a largeoutdoorfoodcourtwithcuisinesfrom aroundtheworld,family-friendlyattractions like avintagehelter-skelterandSantagrotto; festiveatmospherehighlightedbytheCityHall backdrop.IttakesplacebetweenNovember15 andDecember22.

Asnow

✱GalgormResortandSpa

DuringDecember2025,GalgormResort & Spa,locatedoutsideBallymena,isofferingan arrayoffestivediningand retreatexperiences, includingathree-courseChristmasdinnerat CastleKitchenandBar,festiveafternoontea fromNovember28,and‘WeekendswithSanta’ (SaturdayandSundaysthroughoutDecember) withadultsfrom£47andchildren£29.95.

✱DunadryHotelandGardens

LocatedjustoutsideAntrim,Dunadry HotelandGardenshasa variedfestiveseason programmeincludingSantaSundayCarvery

(Nov30,Dec7,14and21)forfamilies,Boxing DayCarvery,and‘TwixmasCarvery’onSunday, December28.

✱TheLodgeHotel

SituatedonNorthernIreland’sNorthCoast, TheLodgeHotelinColeraineoffersseveral ChristmasPartyNights:SaturdayDecember6, 1213,19,andDecember20.Eachfeaturesa four-coursecarveryandlivemusic.

✱TheEuropaHotel

ThroughoutDecember2025(Fridaysand Saturdays),theEuropaHotelinBelfastoffers

livelyChristmasPartyNights –withfour-course festivefeasts,livemusic,dancingandDJsets. Idealforbusinessesplanningstaffnightsoutor groupslookingtocelebratetheseasoninstyle.

✱ChristmasbyCandlelight

OnDecember16,2025,attheUlsterHall inBelfast,‘ChristmasbyCandlelight’presents asereneandatmosphericconcertexperience withlivemusic,candle-litsettingandfestive ambience

✱TheBigChristmasBucketCollection

YoucanjointhecharityeventbyCancer FocusNorthernIrelandinBelfastcitycentreon December19(10am-4pm). Volunteersgather tosupportthefestivedrive,withlivechoirs performingin VictoriaSquare–anuplifting chancetocombinevolunteeringandfestive spirit.

CH RI ST MA SP LA NN ER

Newpadelfacility opensinColeraine

Anewindoorpadelfacilityhas openedinanoldJJBSports warehouseinColeraineaspartof a£50,000investment.

PowerhousePadelhaslaunchedat HanoverPlaceinColerainewiththesupport ofInvestmentFundforNorther nIreland, managedbyWhiterock.

Theoldwarehousewasconvertedintofive indoorpadelcourtsbyfoundersElliottMcKew andSimonMoutray.

Aracketgame,padelisoneoftheworld’s fastestgrowingsports,provingparticularly popularwithstudentsandyoungprofessionals.

PowerhousePadelisthefirstdedicated padelfacilityintheCausewayareaandwill providecourt rentalbythehour,sevendaysa week.

Itwillalsohostpadeltournaments,social nights,coachingsessions,andkids’camps duringtheschoolholidays.Thefacilitywill alsoprovideequipment rental,withplansfora shopsellingequipment.

OperatedbytheBritishBusinessBankand

managedbyWhiterock,the£70mInvestment FundforNorther nIrelandoffersdebtfinance andequityinvestmenttobusinessesat differentgrowthstages.Thedebtfundoffers loansof£25,000upto£2m.

“We’rethrilledtoopenPowerhousePadelin theheartofColeraine,”MrMcKewsaid.“The padelcentrefeaturesfivepremiumindoor courtsandwillbe avibranthubforthelocal community,offeringopportunitiesforpeople ofallagesandabilitiestoenjoyoneofthe world’sfastestgrowingsports.

“Fromtournamentsandcoachingsessions tokidscampsandsocialnights,Powerhouse Padelissettobringsomethingtrulyspecial tothetown. We’reincrediblygratefulforthe supportofWhiterock,whosefundinghas helpedbringthisvisiontolife.”

Una Warnock,investmentdirectorat Whiterock,said:“We’reproudtosupport PowerhousePadel’sexcitingnewvenuein ColerainethroughtheInvestmentFundfor Norther nIreland.

“Thismarks asignificantmomentforthe

northwest,bringing anewandexcitingsport tothe regionandwebelievethatElliottand Simonhavespotted auniqueopportunity creatingtheonlypadelcourtsintheCauseway area.”

Meanwhile,theformerhomeof alifestyle magazinecouldbeturnedinto amajornew padelclubinBelfastaspartof a£1.5m investment.

Feat4isplanningitsfirstpadelclubin Norther nIreland,andsaysithastheintention “toexpandtootherlocations”here.

Andit’seyeingupthesiteoftheformer Ulster TatlerheadquartersontheBoucherRoad foritsfirstmajorclub.TheUlster Tatlerhas sincemovedelsewheretonewoffices.

Theplanscouldseethecurrentoffice buildingrazedtomakewayfor afacility,which willincludefivecourts, agym,proshop,and café.

“Thisapplicationisbroughtforwardtooffer anewleisureopportunitytoBoucherRoadon asitewhichwasformerlyoccupiedbyUlster Tatlerformorethan40years,”planssay. ■

ElliottMcKew,Powerhouse Padel,Una Warnock, Whiterock,andSimon Moutray,PowerhousePadel

PaddyO’Hagan,chiefexecutive ofInstil,EconomyMinisterDr CaoimheArchibald,andRichard Christie,directoroftechnology andservicesatInvestNI

Softwarefirm creating 100new jobs

Asoftwareengineeringfirmin Belfasthasannounceditiscreating 100newjobsaspartof a£6m investment.

Instilhasalreadyhired21peopleaspart of apushtocreate100jobsintotal,andis recruitingpositionssuchasseniorsoftware engineers,techmanagersandcommercial salesexecutives.

Theconsultancy,whichalsospecialisesin cyber-security,wasfounded20yearsagoand providesproductdevelopmentservicesfor clientsacrosstheUKandUS.

EconomyMinisterDrCaoimheArchibald visitedInstil’sofficesinBelfastcitycentre,to announcethecompany’sambitiontotriple turnoverbytheendof2028.

“Growingourdigitalsectoris akeypriority ofmine,”theministersaid.Thisinvestmentis atransformativestepforInstiland asignificant boostforourworld-renownedITandcybersecuritysector.”

Shesaidthenewjobswouldbe“high

quality” rolesandwouldbecreatedwiththe supportofeconomicdevelopmentagency InvestNI.

“RoleswillbeonoffertoITprofessionals andgraduates;helpingpeopleatallstagesof theircareerjourney.

“Iwaspleasedtohearhowthecompany iscommittedtoenvironmentalsustainability withitsgreenactionplanhelpingitto reduce carbonemissions.”

Aspartofitsplans,thecompanyisalso intendingto relocatetolargerpremisesin Belfastat alaterdate.

“Thisinvestmentsupportsourambitious growthstrategytowinnewcustomersacross theUKandUSinsectorssuchasfintechand regulatedmarkets,”PaddyO’Hagan,chief executiveofInstil,said.

“With abiggerteam,wewillbe readyto scalerapidlyandhelpmoretechnologybrands transformandinnovatewithsecure,categorydefiningsoftware.

“Wehavealready recruited21ofthenew

positionsandhopetohaveallpositionsfilled by2027.

“Weare veryexcitedforthefutureand gratefulforthesupportofInvestNIinhelping ustotakethisnextstepinourgrowth journey.”

InvestNIhasoffered£600,000towards thecreationofthe100newjobs.Ithasalso offered£120,000tosupportthecompany’s operationalefficiencieswhenitmovestoits newpremises.

RichardChristie,directoroftechnology andservicesatInvestNIsaid:“Today’s announcementwillensurethatInstilisbest placedtogrowitsturnoverand reachnew markets.

“Ultimatelythisinvestmentwillprovidethe companywiththeteam,skillsandpremises neededtoscalerapidly.

“Italsounderscoresourprioritytowork withestablishedcompaniesinNorthern Irelandtodeepenourclientbaseandboost investmenttodriveourlocaleconomy.” ■

This fieryFrench peppercornfillet steakistheperfect specialoccasiondish

JohnMulgrew takes alookattheclassicsteakau poivre,andwhyitremains astalwartamongtop-end restaurantsaroundtheworld

Filletsteakgets abadrapamong carnivores.

It’snotonlythemostexpensivecut –giventhetendernessandhowlittleofthe muscleisontheanimal –butitalsoarguably hastheleastintenseanddeepflavour.

That’sinpartduetohowleanitis.But there’scertainly atimeandplaceforthis criteria.

Ifyou’resplashingouton apricey,dry-aged, bone-inribeye,thenkeepingitsimplewill letthatbovinecharacterandrichfatshine. There’slittlepointdousingitwith awhackof additionaldairyfatandotherstrongflavours.

Butifyouwantutterlytendermeatwhich has roomtotakethoseboldadditions,anda heftysauce,thenfilletworksforthosespecial occasions.

ThistakeontheclassicFrenchstaplesteak aupoivreisa lessoninheft,gluttony,andthe bigandbold.It’sthesortofthingthatstill makesthemenusoftheverybeststeakhouses andtop-end restaurants,butisalsosomething whichiseasytomakeathomefor adinner partyorspecialoccasion.

It’srelativelysimple,and reliesongood ingredientsandjustthatlittlebitoftechnique andfinessetopulloff.

Pepperisobviouslythekeyhere.Startwith yourfilletsteaks.Thethickerand rounderthe better.Takelotsofblackpeppercorns,anda fewpinkpeppercorns,andtoastin adrypan for afewminuteson alowtomediumheat, ensuringtheydon’tburn.Thiswilllettheoils emergeandbringsignificantlymoreflavour anddepththanbefore.

Crushin apestleandmortaruntilbroken upwell,butnotoverlyfine.Nowseasonyour steakswellwithsaltandpepper,ensuring theysticktotheoutside.Thisisbothgiving yoursteaks aquickdry-brineandalso allowingthemtopickupthatfierypepper characteristic.

Whenyou’rereadytocook,dryoffyour steaksand removeasmuchofthepepper asyoucan,especiallyfromthesideswhich willbehittingthehotpan.Some recipescall forcookingthesteakwith athickcoatingof pepperstillonthemeat,butyou’relikelyto bur ntheexteriorandendwithanunwanted bittercharacter.

Addto ahotheavy-bottomedpanwitha touchofoil,orbeeffat. You’llneed alittlefat hereasthecutissolean.

Searoneachside,andtur naroundtoget somegoodcolourontheedges.Cookuntil

yourpreferreddoneness.I’d recommendnot morethanmediumrare,ormediumat apush, asfilletcandryoutifcookedfurther.Ilike mineasrareaspossible(withthiscut,butnot all).

Setasideto restandprepareyoursauce. Add afewknobsofbuttertoyourpanand sweatoffacoupleofshallotsfor afew minutes,avoidinggettingany realcolour.Then addin acloveofgarlicandcookfor aminute orso,beforeaddingyourtoastedpeppercorns. Add alot.

Now,it’sinwith agoodglugofcognac,

This take on the classic Frenchstaple steakaupoivreisa lessoninheft, gluttony, and thebigandbold

orwhiskey.Thismayflameup,sobecareful. Youcanflambethistocookoffsomeofthe alcohol. Tryandscrapeoffanyofthefond fromthebottomofthepanalongtheway. Addingoodbeefstockandcookdown for afewminutesuntilyouhave athinsauce. Now,addsomesinglecream.Thiswillallow youtocontroltheconsistencybetter,asdouble creamcancausethingstobecometoothick, tooquickly.Reduce alittleuntilyouhavelots ofsauce,nottoothick.Thisissomethingyou’ll wantplentyoftoaccompanyyoursteak. Anadditionwhichcanliftthesauceisa

handfulofgreenpeppercornsinbrine,butit’s allpersonalpreference.Checkyourseasoning andaddsaltifneeded.

Withplating,youcanservethesteakas onewholepiece,orslice. Ioptforslicing acrossthesteakforvisualappeal(andthe reasonwhyminelooksparticularlyrareas it’sessentiallytheeyeofthemeatondisplay whichhashadtheleastamountofheat gettingtoit).

Plateitontopoflotsoftherich,creamy sauce,andservealongsidesomebeeffat fries. ■

Steakaupoivrewith beeffatchips

Ayearon andprogresson Department’s economicplan hasbeen underwhelming

Theenthusiasticrhetoricthataccompaniedthelaunchoftheplantodriveregional balanceintheeconomyhasfadedsomewhat,writes ColinLewis,formerdeputy permanentsecretaryattheDepartmentfortheEconomy

InOctober2024,ConorMurphy,the thenEconomyMinister,publishedhis department’sSub-RegionalEconomic Plan.Itdescribedactionstohelpaddress onecornerstoneofhiseconomicvision–topromote regionalbalance.

Heconfidentlypronouncedthatit represented“anewstrategicapproachto

economicdevelopment,[one]thatislocallyled andplaces regionalbalanceatitsheart”.

Hepointedtodisparitiesinemployment, productivityandlivingstandards,particularly highlightingthedifferencesbetweenBelfast andDerryandStrabane.

Further,hesoughttoaddressperceptions thatInvestNIpurposelyfavoursBelfastinits

businessdevelopmentactivity.

Newstrategiestaketimetodeliver outcomes.However,giventheintensive promotionoftheobjectivebyministers, ayear on,onewouldexpectthatsignificantprogress hasbeenmadetoputinplacethestructures andprocessesnecessarytodelivertheplan.

Theplancontainsthreeelements:

creatinglocaleconomicpartnerships(LEPs); restructuringInvestNI;andadopting anew approachfortheDepartmentfortheEconomy (DfE)tomainstream regionalbalancein everythingthatitdoes.

The11councilswereinvitedtoestablish LEPstopromoteinvolvementoflocal stakeholdersinordertoencourageinvestment leadingtothecreationofhigh-qualityjobsfor localpeople.

A£45mRegionalBalanceFundwould supportthisoverthreeyears.Flexibilityin approachandstructurewasencouraged, togetherwithanassuranceofongoingsupport fromInvestNI.

WhileallLEPsarenowestablished,nota pennyoffundhasbeenallocated.Allocations willonlybemadebyDfEon receiptof acceptableactionplans,whichwilloutline performancetargets.Nonehavebeen submitted.

With respecttoInvestNI,theplan

committedto anewoperational regional structurebyApril2025.

Thestructurewouldbeevidencedby threeinitiatives:enhancingthepresenceand functionsinits regionalofficesbyincreasing thenumberofofficesfromfourtofive,and staffby40% –committingto atargetto increasethepercentageofitsinvestments outsidetheBelfastMetropolitanArea(BMA) from56%to65%bytheendof2026/27;and by aregionalpropertyprogrammetofacilitate higherlevelsofbusinessinvestmentacrossthe regions.

When Iasked,DfEwasunabletoadvise onprogresstocreateanadditionaloffice. However,itconfirmedthat arecruitment processinunderwayforfivenewsenior managersforthe regionaloffices.

In2024/25,InvestNIdidincreaseits percentageofinvestmentsoutsidethe BMAto58.5%.Thisledtothepromiseof anadditional193jobsoveranabovethe 2023/24achievement(1,226).Itwasassisted byincreasingtheaverageleveloffinancial assistanceperinvestmentfrom£34,600to £42,700,or23%.

Aregionalpropertyprogramme2024-2034 hasbeenpreparedwiththeambitiontodeliver between300and400acresofnewindustrial landacrossNIoverthenext10years.

Inordertoensurethateconomicdisparities atsub-regionallevelareconsideredwhen developingmacro-policyinterventions,theplan indicatedthat anewdepartmental regional balanceunitwouldbeestablished.

Theunithasbeensetupandcontains10 membersofstaff.

Insummary,progresshasbeen underwhelming.Theenthusiasticrhetoricthat accompaniedthelaunchoftheplanhasfaded somewhat.

AsnoLEPactionplanshavebeensubmitted forassessment,collectiveinvestmentand jobtargets remainunknown.Itistherefore impossibletoaccessifthefundhasthe potentialtooffergoodvalueformoney.

Further,InvestNIhasfallenshortinputting inplaceitsnewoperationalstructurebyApril 2025.This remainswork-in-progress.

Ontheplusside,thereissomeevidence of ageographicalshiftinInvestNIactivityin favourofareasoutsidetheBMA.However, aninvestments-madetargetonitsownisof

limitedvalue.Asanillustration,inthefive yearsended2024/25,whilstthepercentageof investmentsmadeoutsidetheBMAwas57%, ‘investmentvalue’and‘jobstobecreated’ achievementsweremuchlower,at45%and 42% respectively.

Althoughpoliticallychallenging,theplan couldhaveshownmoreambitionbyadopting theambitious regionaltargetsthatare outlined intheInvestNIBusinessStrategy2024/27, includingthoseforincreasedinvestmentvalue andjobs. To dosowouldhaveshown real intentandcommitment.

Buttotake astepback,in realitythe Sub-RegionalEconomicPlan representsonly aminorpartofwhatis requiredtotackle imbalance.

WhiletheproposedexpansionofMagee Collegeofferspotentialforthenorth-west,the biggestdriverslieindeliveringthefourCity &GrowthDeals, reducingthelevelofpeople whoareeconomicallyinactive,andlarge-scale investmentininfrastructure,particularlyin relationtowaterandconnectivity.

Itisdishearteningtosay,butthe incompetencyoftheExecutive,demonstrated sovisiblybythecontinuedfailuretodeliverthe A5 roadscheme,accesstolimited resources, andnow afocusonthenextAssembly election,suggeststhatthiswillbebeyondits capabilities.

In recentweeks,twoannouncements demonstratedcontrastingpositionsonthe subjectoftacklingimbalance.

However,theclaimthatInvestNIactivity discriminatesagainstthenorthwestgrossly exaggeratesInvestNI’scapabilities. ■ ThePeaceBridge

FirstwastheannouncementbytheBank ofAmericatocreate1,000jobsinBelfast in anewcentreofexcellenceforfinancial technologyandsecurityoperations,seemingly withouttheaidofgovernmentsubsidy.

Secondwasthe resignationofanInvestNI boardmembercitingthattheorganisation’s regionaldevelopmentactivitydiscriminates againstthenorth-west.

TheBankofAmericadecisionclearly demonstratesthattomakeanymeaningful, headwayintacklingimbalanceoutsideGreater Belfastwill requiresubstantialinvestmentin skillsandinfrastructureinordertominimise businessrisk.Thatisthe reality.Itisallabout theproduct.

Theseeasy chickenstock recipes will elevate yoursaucesand flavoursat home

JohnMulgrew takesalookathowaneasychicken wingstockcanboostandelevateyourhomecooking

Thereare somethingsworth spendingyourtimemakinginyour ownhomekitchen,andthere are thosewhicharebestpurchased,orleftto theprofessionals.

There’saneffort-to-rewardratio. Guacamole?Alwaysmakeitathome.There’s littleI’vehadthat’sshop-boughtwhichcomes close.Houmous? You’llfindbothgoodlocal producersmakingit,anddecentsupermarket options.

Whataboutstock?Stockpotsarea cupboardstapleinmyhome.They’veserved mewellonmanyoccasions,especiallywhen thereare manyothercomplexandcompeting flavoursbattlingforattention.

Butwhileit’stimeconsuming,make arich, brownchickenstock,canbe arelativelystressfreeandaffordablewaytoupyourflavour game,especiallywhenmakingsauces.Another advantageisbeingabletocontrolsaltlevels.

This recipemakesuseof aslowcookerto savecashandeffort.Chickenwingsareyou friendhere.Theyarecheap,havemeat,fat, andplentyofbones,withlotsofcollagento addbody.

Place akiloonto aflatoventrayand roast in a220Coven. Youwantthesetoget adeep, bronzecolour, more desiccatedthanifyou

wereeatingthem,soit’sworthgivingthema flipalongthewayifneeded.

Thiscantakeuptoanhour,sojustkeepan eyeonthings.Removeandthenscrapedown everysinglelittlebitoffondthat’sformedon thedish.

Now,inyourslowcookerpotonthehob,or anotherifyoucan’tremoveit,fryoffroughly choppedcarrot,celery,onion,and ahalf headofgarlic.Letthemcatchonthebottom andgetsomebrowning,butavoidburning. Whenyouhavesomecolour,addinyour chickenwingsandbrownedbits,alongwith afewpeppercorns,bayleaf, asprigofthyme, andanyotherstalkyherbsyoulike. Topup withwatersoit’sjustcoveringthemeatand vegetables.Cookthisonthelowsettingfor around8-10hours –overnightbeingoneway ofdoingit.

Whendone, removeyourmeatand vegetablesandstrain acoupleoftimes through afinesieve.Thiscanthenbefrozenor refrigeratedfor afewdays.Whenit’scooled, itshouldhave agelatinousquality,withthe fatrisingtothetopforeasyskimming.Thisis yourstockinitsbasicform.Fromhere,youcan reducetointensify,oruseas athebasisfora soupasis.Justseasonattheendwhenyou’ve achievedyourdesiredconsistency.

 Chickentarragonbeurremonte

There’sareasonwhy restaurantsaucestendto beconsiderablybetterthanwhatmanyofus makeathome.

Alotofthatisobviouslyduetotheskillsof themenandwomenattheothersideofthe pass,butit’salsobecauseofthetechniques employed.

Andemulsifying asaucewiththemagic ofcoldbutterwilltur nany reducedstockor infusedalcoholbaseintothemostluscious ofthingstoelevate aswatheofproteinsor vegetable.

Startwithyourchickenstock. Youcanspend timeclarifyingit,butaslongasit’sspent afew hoursinthefridge,thefatwillhaverisento thetop,andlargeimpuritieswithhavefallen

Chickenstockcanenliven aplethora ofdisheswhencookingathome

tothebottom.

Forthesauce,you’reessentially reducing downthestockuntilitbecomesintenseand concentrated. Takeitdownuntilit’sthickened abit,probablybyatleasthalf.Checkyour seasoningandaddadashof Worcestershire saucefor alittlemoredepth.Now,takesmall cubesoffridge-coldbutter.Youcaneither whiskthisinvigorously,oruse ahandblender.

After ashorttime,thesaucewillbecome emulsifiedandhavethatperfectconsistency–stablebutnotovertlythick.Finishwithsome freshtarragon,add atouchofblackpepper andanysalt,ifneeded.

Thisistheultimatesaucefor roastchicken, butwouldworkequallyaswellover apiece offish.

Consomméwithdumplings

Aperfectlyclearandshimmeringconsommé rarelymakesitontomenusthesedays,dueto bothitsseeminglyapparentsimplicity,andthe sheerefforttoproduceit.Butit’salovelyway toshowcasethatpurechicken,beef,oreven vegetableconcentrationofflavour.

Onceyouhaveyourchickenstockmade, youcanuse afewtechniquesto refine. Usingeggwhitesisonewayof removingthe impurities,astheysticktoitandyoucanskim everythingoff.

Butifyouarecookingthisathome,then I’dskimthefatoffthetopofyourchilledand gelatinousstock,andpassthrough afinesieve acoupleoftimes. Youcanusesomethinglike muslinor acoffeefilter,ifyouwant alittle

moreclarity,butitdoesn’thavetobeperfect.

Whenyou’rehappywiththeclarity,addto yourpanwith asplashofsherry,and reducea littleifneeded,checkingforseasoning.

Youcancertainlycookthedumplingsin theconsommé,butyou’lllosemostofthat clarifyingeffort. To makethem,combine self-raisingflourwitharoundhalftheweight ofbutter.Mixwithyourhandsuntilyouform adough,adding alittlewaterifneeded.Add atouchofsaltandpepper,alongwithsome freshherbs –basilortarragon,orboth,will workwell.

Formintotwo-inchballsandpoachin morestock.Stickon alidandcookfor20-30 minutes.Removeandaddtoyourshallow bowlofconsommé. ■

Constructiongiantposts£3m profit amid ‘verychallenging’ market

One of Nort hern Ir elan d’sb ig ge st construc tion firms ha sp oste d pr e-ta xp rofit sofmor et han £3md espite “ver yc hallengin g” market condit ions

Norths tone (N I) Limitedp os tedpre -t ax profits of £3.3mand turnover of £382.4m forthe year ending De cemb er 2024

Thegroup formerly haddivisions –Farrans Cons truction,N or thstoneMaterials and CubisSys tems

However,the Dunmurry-bas ed firm underwenta restructure, whichmeans Norths tone (N I) nowonlytradesasFarrans Cons truction

Earlierthismonth it wasrevealedFarrans wassoldtoI rish cons truction giantJ ohnSisk &S on

Farransisamajor Northern Ireland- based building andcivil engine eringcontrac tor, delivering projec ts in core se ctor sincluding aviation,water andrenewable energy in Irelandand theU K.

As part of that sale theFarrans business will continue to trad eund er it sown brand,

and allproje ct op erations will continue as normal

Farransisb eing sold by CR Hplc –one of Ireland’slargest firms

In thelates taccount sfor Norths tone (N I) Limited, thefirm says in May2023it“carried out ares truc turing programmew hereby the trad e, as sets,and liabilities of thematerials, materialstes ting,and Cubisdivisionwere distributedtothe company’simmediate parent”.

“T he tradingresults subs equent to this date relate to FarransConstructiononly.”

Thecompany also addedthat“market conditions continuedtobever ychallenging”.

“H owever,through themanagement of cost sinacompetitive environment, thecompany remained profitableduring thep erio dendingD ecember31, 2024, andtog etherw iths trongworking capital management,the financial position at De cemb er 31,2024remains healthy

Thefirm said “the outlookfor 2025 is similarto2024”

Lo okingatabreakdown of thefirm’s

JohnWilson,chiefof NorthstoneGroup,Dominic Lavery, managingdirector ofFarransConstruction andDarrenMcMillan, managingdirectorof NorthstoneMaterials

turnover, themajorit yofworkwas carried outinthe UK ,w ith£339m,w iththe remainderinthe Republic of Ireland, on £43.3m

St af fnumbers at thefirm satat655 during theaccountingp erio d, afallfrom more than 1,000 whentheprevious accounts also included tradingfromother business es

Sp eaking ab outt akingonFarrans Cons truction,Siskrecentlys aidthat“the coming to gether of thes et wo succes sful contractingbusines sesw ill unlo ck newopp or tunities fordeliveringmajor infrastruc ture projec ts across theUKand Ireland”

AndDominic Lavery,Farrans managing dire ctor,s aid: “T hisisap ositivedevelopment forFarrans,and we believethatSiskisthe rights trategic fit forour business as we lo ok to thefuture.

“We’re pleasedthatFarrans’p eople, culture, andbrand will be retained,and we lo ok forwardtoworking to gether to deliver forourclient sacros sthe UK andI reland.” ■

Motoring

PatBurns

BurninguptheM2

Whilemostmanufacturersare concentratingondeliveringa rangeofelectricvehicles,BMW isstillputtinginthetimeandeffortto developits MSeries rocketships.

ItisofcoursealsodevelopinganeverexpandingEVrange,butithasn’tforgotten thatmanymotoristswouldlovenothingbetter thananM-poweredBeemer.

ThisisthenewBMWM2CSanditsets anotherbenchmarkinthecompacthighperformancesportscarsegment.Arrivingas thelatestspecialeditionmodelfromBMWM GmbH,itoffersthrillingperformance,superior drivingdynamicswhilecontinuing aprestigious lineagethatbeganwiththelegendary2002 Turbooverhalf acenturyago.

Withanincreasedenginepoweroutput, model-specificchassistuningand alightweight construction –comprisinganarrayofcarbon fibrereinforcedplasticcomponents(CFRP)–thesecond-generationM2CSisasproficient ontheracetrackasitisonthe road.

Thesix-cylinderin-lineenginewithM TwinPowerTurbotechnologynowdeliversan

impressive530hp –a50hpincreaseoverthe current-generationmodel –and650Nmof torque.As aresult,thenewM2CSmatches theperformancecapabilitiesofboththeM3 CompetitionSaloonwith MxDriveandM4 Coupéwith MxDrivepoweringfrom restto62 mphinjust3.8seconds.

Arangeofmodel-specificdesignelements givetheM2CSanunmistakeable road presence.Mostprominentis aducktailspoiler whichhasbeenintegratedintothecarbon fibrebootlid,alongsideexclusiveforgedM light-alloywheelsfinishedinGoldenBronze,a uniquestripped-back Mkidneygrille, anewly designedcarbon reardiffuserand amatte blackfrontsplitter.

ThenewM2CSweighs30kglighterthan thestandardmodel.Thisweight reductionhas beenachievedthroughintelligentlightweight construction –utilisinganarrayofexterior andinteriorcomponentsmadefromCFRP–andstandard-fitforged Mlight-alloywheels. The resultisthelightestM2ofthecurrent generation.

Especiallynoticeableindynamicdriving

situations,theengine’sunmistakeable performancecharacteristicsaresharper,and powerdeliveryislinear,evenintothehigher revranges.

Theengine’smaximumpoweroutputis mobilisedat6,250rpmbeforeitreachesa 7,200-rpm redline.Performanceisfurther enhancedthroughmodel-specificaccelerator mappingacrossalldrivemodesselectablevia the MSetupmenu.

Powerisdeliveredthroughaneight-speed MSteptronictransmissionwithDrivelogicas standard. ADrivelogicbuttonisintegratedinto thegearselectorlever,makingitpossibleto alterthetransmission’sshiftcharacteristicswith achoiceofthreedistinctlevels.

Loweredbyeightmillimetres,thechassis benefitsfrommodel-specificadaptations, includingbespoketuningforthesprings, dampersandchassiscontrolsystems.In addition,thesettingsforthedynamicstability control(DSC)and MDynamicModehavebeen preciselyoptimisedtomeetthedemandsof drivingontrack.The MServotronicsteering, MSportdifferentialandintegratedbraking systemalso receivemodel-specifictuning.

ThenewBMWM2CSispricedfrom £86,800RRPandwillbeproducedin alimited runattheBMWplantinMexico. ■

Vauxhallonthe frontfoot

Motoristsof acertainagewill remembertheoriginalFrontera –aVauxhall4x4withIsuzu underpinings.

Inthestyleofmanyothermanufacturers, Vauxhallhasused anamefromthepaston a newEVinthehopeofbringingbackhappy memories.

TheFronteraEVwaslaunchedearlierthis yearand Vauxhallhasnowlaunchedan ExtendedRangeversion.Thisnewmodelnow features alarger54kWhbatteryproviding upto253milesofrangeonasinglecharge (WLTP).

Vauxhallplanstomakeelectricmobility accessibleandappealingwiththenewFrontera ElectricExtendedRange.Its£27,495listprice isbelowtheGovernmentElectricCarGrant threshold,whileitisalsopricedbelowthe luxurycartax(ExpensiveCarSupplement) threshold

TheExtendedRangejoinstheFrontera family,whichnowconsistsoftwobatteryelectricandtwohybridvariants,whichstart from£23,995and£24,255 respectively.The FronteraElectricwasthe firstcarintheUK

markettoofferlistpriceparitybetweenelectric and petrolhybridversions,andthe44kWh Designvariantisnowpricedlowerthanits hybridequivalent –eliminatingthelistprice premiumthatusuallyappliestoelectriccars.

TheExtendedRangevariantcomeswith AAA-ratedecotyres,finsaddedtothe rear spoilerandadditionstothelower rearbumper areaforimprovedaeroflowaswellas a differentalloywheeldesign.

Thelarger54kWhbatteryextendsdriving range byanadditional67milesoverthe standardFronteraElectric,whiletheelectric motorproduces113hpand125Nmoftorque, resultingin a0-62mphtimeof13seconds andan88mphtopspeed. With100kWDC chargingcapability,a 20-80%chargecanbe completedinaround28minutes.An11kWonboard chargeris fittedasstandard,enabling a 20-80%chargeinthreehours25minutesfrom an11kWACpublicchargepoint.

Alternatively,theFronteraElectricisavailable with a44kWhbatterywith arangeofupto 186miles(WLTP).Theelectricmotorproduces 113hpand125Nmoftorque(asinthe ExtendedRangeversion),allowingthenew

FronteraElectrictoacceleratefrom 0to62mph in12.8seconds.

Forcustomersnotyet readyfortheswitch tofullelectrification, Vauxhalloffersthenew FronteraHybridwith48-volttechnology.The compactsystemcombines a1.2-litrethreecylinderturbochargedpetrolengineand a 21kW(28hp)electricmotor,whichismatedto acleverandcost-effectiveelectrifiedsix-speed dualclutchtransmission.Thestandardversion produces74kW(100hp)and205Nmoftorque, while a100kW(136hp)versionwith230Nmof torqueisalsoavailable.

Whenacceleratingandstartingfrom a standstill,theelectricmotorsupportsthepetrol enginewith apowerandtorqueboost.Andat lowspeeds,italsoenablesfullyelectricdriving foruptoonekilometreatatimeorupto50 percentofthetimeinthecity –forexample whenmanoeuvring.

Likeall Vauxhallelectriccars,theFrontera ElectricExtendedRangeisavailablewiththe brand’sElectricAllInoffer.Customersbenefit fromeightyearsofcomprehensive roadside assistance,includingemergencycharging assistance. ■

Hyundai’slittlefunEV

Theproblemwithmanymodern carsisthattheylackpersonalityor charisma.

NotsotheHyundaiInster.Howeverthey’ve doneit,thislittleEVispackedfullofstyleand charm.

ThelastEVwithsuch asenseoffunwasthe Hondae,butunfortunatelyitisnolongerin production.

TheInsterhasalreadybeenhonouredwith thetitleof2025 WorldElectric Vehicle.This achievementmarksthefourthconsecutiveyear that amodelfromHyundaiMotorCompany hasledoneormorecategoriesinthe World Car Awards.

ThefirstsmallSUVEVinHyundai’selectric line-up,theInsterisnotonly apracticalchoice forurbandrivingbutcanalsodeliverstrong performanceonlongerdriveswith aheat pumpandbatteryheatingsystemasstandard.

Customerscanfurtherdifferentiatethecar’s appearancewithLEDprojectionheadlamps and atwo-toneexteriorwith acontrasting black roof.Either15-inchalloyor17-inch alloywheelswillbeoffereddependingon specification.

Inside,theInsterprovidesenhanced

technologyandconveniencewith a10.25-inch digitalcluster, a10.25-inch‘infotainment’ touchscreenwithnavigationand awireless chargingdockthatformspartof acompact centreconsole.Interiordesignalsofeatures customizableupperdoortrimgarnishesfor ownerstofurtherpersonalisetheirvehicle.All seatscanbefolded flat–includingthedriver’s seat –forincreasedflexibility.

TheInster’srapidchargingcapabilityenables a10-80%inaround30minutes,withthe49kWhlong-rangemodelproviding arangeof upto229miles.

ThissmallHyundaiexcelswithitsDC chargingspeedandrange,enablingcustomers tospendlesstimecharging,travelfurther andtakefulladvantageoftheenergyattheir disposal.Equippedwith a42kWhbatteryas standard,theInsterisalsoavailablewitha longrange49kWhbatteryasanoption.Both modelsarepoweredby asinglemotorthat delivers71.1kW(97PS)and84.5kW(115PS) intheLong-Rangecar.Bothversionsoffer147 Nmoftorque.

TheInstercomesequippedwithan11kW on-boardchargerasstandard,asdoesa batteryheatingsystemandhigh-efficiencyheat

pump,optimisingbothrangeandcharging times.

Italsooffersthemostcompletetechnology packageinthesegment,including comprehensiveadvanceddriverassistance system(ADAS)featuressuchasparking collision-avoidanceassist rearandforward collision-avoidanceassist.

TherangestartswiththeInster0142kWh 97PSpricedfrom£23,495.The01features comprehensiveequipmentincluding15-inch alloywheels,10.25-inchdigitalinstrument cluster,10.25-inchtouchscreendisplaywith navigation,AppleCarPlayandAndroidAuto, Bluelinkconnectedcarserviceswithover-theairupdates, rearparkingsensorswith rear viewcameraanddynamicparkingcontrol, smartcruisecontrolwithstop/go,automatic headlights,smartkeywithkeylessentryand start/stopbutton.

Comfortfeaturesincludeairconditioning withclimatecontrol,leathersteeringwheel withheightand reachadjustment,electrically adjustableandheateddoormirrors.The01 isalsoavailablewiththe49kWhbattery, increasingpowerto115PSandrangeto220 miles. ■

OnegiantLeap fromChina

Leapmotorhasmarkeditsarrivalin Irelandwiththelaunchofnotone, buttwokeenlypricedmodels.

TheChinesecargianthasteamedupwith Stellantis –theautomotiveumbrellagroup thatownsPeugeot,Opel,AlfaRomeo,Fiat andMaserati –forthisEuropeanforay.Itsnew modelswillbedistributedbyGowanAuto group.

Firstupisthemid-sizedSUVcalledtheC10, whichisavailableas afullEVand aRange Extender(REEV),whichisbasically aplug-in hybrid.

Theall-electricispoweredby a69.9kWh batterygenerating218bhpandhas aclaimed rangeofupto420km.

Moreinterestingly,theREEVcombinesa 1.5-litrepetrolengineandanelectricmotor poweredby a23kwhbatteryfor atotaloutput of215bhp.

AccordingtoLeapmotor,unlikeplug-in hybridsorself-charginghybrids,theengine

neveractuallydrivesthewheels,ensuringthe smootherperformanceandzero-emission drivingofanEV,whiledelivering acombined rangeofupto975km.

Brokendown,thatequatesto145kmof pureelectricdrivingand afurther830km courtesyofthegenerator –orenginetoyou andme.

Style-wise,theC10hastaken afewtipson aestheticsfromseveralluxurySUVbrandslike PorscheandRangeRover –especiallythefront and rear –whiletheflushdoorhandlesand subtlebadgingadd adollopofsophistication.

Theonestandoutfeaturehastobethe coast-to-coastLEDlightclusterthathasa pulsatingstrobethatdancesfromsidetoside likeKnightRider’sKitt.

Insideiswhereheartsandmindswillbe wonwith amagnificentcabinthatsimply enthralswithitscleanlinesandsimplicity.Even theDonald Trumptanfinishonourtestcar couldn’tspoiltheambience.

Thefirstthingthathitsyouisthevast amountofspaceonboardandhowcleanand unclutteredthecockpitis.

Thereisliterallynot abuttonorswitchin sightaseverythingiscontrolledbythe Teslalike14.6touchscreennestledinthemiddleof thefauxleather-claddash.

Thegraphicsarecrystalclear,easyto navigateandsuperquick,butifyouare notfamiliarwiththemenusitcanbevery distractingasyouscrambletodemistthe windscreen.Thereare smartbuttonstothe steeringforquickshortcuts,soprogramming thecartoyourneedsisvital.

TheC10comesintwotrimlines,Styleand Design,andtheentry-levelcarcomeswith 18-inchalloys,panoramicsunroof,electric seats,360-degreecolourcamera,over-theairsoftwareupdatesand asuiteof17safety systems.

There’sadecentboottoo,with435litresof luggagethatexpandsto1,410withthe rear seatsfoldedflat.

Drive-wise,theC10is remarkably refined withsmoothaccelerationanddecenthandling.

Thesteeringislightandthebrakesare super-responsive,butoverallsomeofitsrivals, namelytheSkodaEnyaqandKiaEV6,are moreengagingtodrive.

Theonlydownsideisthechargingcapacity, whichiscappedat6.6kWhACand84kWhon DC. ■

PhilipHedderman

Leapmotor’snewC10

APPOIN TM EN TS

MeganWrighthastakenuptheroleof revenueandsalesdirectoratGalgorm Collection.Shewilloverseerevenue managementandsalesstrategyacrossthe collection,ensuringstrongperformance andmaximisinggrowth.

VictoriaBrownhastakenupthepositionof marketingdirectoratGalgormCollection. Shewillberesponsibleforshapingand deliveringthecollection’smarketing strategyacrossitsportfolioofawardwinninghotels,spas,restaurants,andgolf facilities.

TiernanO’Reillyhasbeenpromotedtocity managerwithRegusNI,withresponsibility foroverseeingoperationsacrossall ReguscentresinNI,withplansforfuture expansionofIWG’sflexibleofficespace solutions.

FranCasement,whorecentlymarked sevenyearswithRegus,hassuccessfully progressedthroughtheStepUp Programmeandhasbeenpromotedto seniorcentremanager,continuingtheir growthofRegusGreat VictoriaStreet location.

RyanMcMahonisapproachinghisfirst yearascentremanagerofRegusForsyth Houseandhasalreadyadvancedthrough theStepUpProgramme,achieving promotiontoseniorcentremanager.

AnthonyPygramisnow aboardmember attheUtilityRegulator.Hebrings20years ofregulatoryexpertiseacrosscompetition, energy,water,paymentsystems, accountancyandlegalservices.

LeighHeggartyhasbeenappointed directorofbusinessdevelopmentwith GalgormCollection.Shebringsextensive experienceinhospitalityandtourismand willleadondevelopingnewpartnerships.

PaulMcGowanisnow aboardmember attheUtilityRegulator.Hewillutilise hiswealthofexperienceandknowledge tohelptheUtilityRegulatorfulfilits corporatestrategy2024-2029.

HistoricRoyalPalaceshasannounced theappointmentofCaroline Walkeras thenewheadofHillsboroughCastleand Gardens,effectiveJanuary2026.She joinsHistoricRoyalPalacesfromQueen’s UniversityBelfast.

1. LibertyIThaslaunched afreeSTEAM-focused workshopdesignedto encourageyoungpeopleto exploreanddeveloptheir techskills.

2. JamesStewart,Caroline McNally,KevinGallagherand Mark Ward havebeenappointed aslegaldirectorsatLewisSilkin Belfast.

3. JorisMinneand William OrbinsonKCatthelaunchofthe sixeditionofhisbook,Planning AppealsPrinciples.Ittookplaceat BelfastcitycentrerestaurantBeau.

4. CiaraKeenan,founderofForm Lagree,ispicturedattheopening ofIreland’sfirstLagreefitness studioontheLisbur nRoadin southBelfast.

5. TheUlsterFarmers’Unionhas hostedits WomeninAgriculture conferencewithUlsterBankas headlinesponsor.Picturedare MaryO’Neill,KayleighAshtonMeek, TraceyMcElroy,andDenise Kelso.

6. TheFarransandSacyr Joint Venturehastakenthe ‘Overall Award’forBelfast GrandCentralStationatthe 2025CEFExcellence Awards.

7. Coca-ColaHBCIrelandand Norther nIrelandisinvitingthe nextgenerationoftalenttoapply foritsnewly-launchedgraduate programme.PicturedareChloe McCannandJenniArdill.

8. LyricTheatreBelfasthas unveiled arefreshednewlook, inpartnershipwithBelfastbased globalaward-winningdesign studioCrownCreative.Pictured areR yanCrown,ClaireMurray, AdamSteele,andKate Tracey.

9. McKeeverHotelshasformed anewcharitypartnershipwith NIChestHeartandStrokeafter asuccessfulyearraising£20,000 fortheNIChildren’sHospice throughout2024.Picturedare EddieMcKeever,LindsayLutton, andBridgeneKeeley.

10. HistoricRoyalPalaceshas announcedtheappointment ofCaroline Walkerasthenew headofHillsboroughCastleand Gardens,effectiveJanuary2026.

11. BDONIhaswelcomed 15newtraineesthisautumn. Picturedwiththeintakeare BDONIpartnerandheadof auditLauraJackson(seated right),partnerandheadof tax,LorraineNelson(seated left)andseniorpartner,Nigel Harra.

12. Baker TillyMooneyMoorehas appointedLindseyBrushaspayroll managerandJulitaJasniewska aspayrolladministrator.Theyare picturedwithStephenMcConnell.

13. TheBalmoralHotelBelfast haslaunchedits‘WinYourDream Wedding’competition,giving oneluckycouplethechanceto celebratetheirbigdayinstyle. PicturedareCaoimheWylieand DamianGilvary.

14. ActionCancer’sPaintthe TownPinkcampaignforBreast Cancer AwarenessMonthin partnershipwithPropertyNews andActionRenewables.Pictured areEmmaMcNally,LanaMoore, andMarkIrwin-Watson.

15. HastingsHotelsiscelebrating thesuccessof11employees whohavegraduatedfromits 2025ManagementAmbassador Programme,inpartnershipwith UlsterUniversity.PicturedareJoel Hutchinson,JamesMcGinn,and MichaelShaw.

16. MusgraveNIhas renewed itspartnershipwithlocal charitableorganisation SistersIN,continuingits commitmenttoinspiringthe nextgenerationoffemale leaders.

17. AsurveybyGCD Technologies inpartnershipwiththeInstitute ofDirectors(IOD) revealsthe extenttowhichcompanieshere areformallyusingAI.Pictured areHeatherWhiteandAndrew Gough.

18. InfrastructureMinisterLiz Kimminshasvisited a‘naturebasedsustainabledrainage (SuDS)’schemein anewhousing developmentatBelmontHallin Antrim.She’spicturedwithMark Spence,ConstructionEmployers Federation,andDavidMagee.

19. ArthurCoxhasmade newappointments,including RyanIrvine,CiaraO’Hagan, CalebMoore,OliviaBerry,Ava Cleary-McGuffinandBeth Hillis,alongside LynseyMallon, managingpartner,andDavid Black,partner.

20. TescoNorther nIrelandis servingupmorelocalflavour withthelaunchof31newbakery lines.PicturedareBenMcFadden, BakeryBuyingManagerat Tesco NIandBrianMcErlain,founderof Bertie’sBakery.

21. NIChamber’s2025 FutureWorkforceSummithas beencuratedtohelpshapea future-readyskillslandscape inNorther nIreland.Pictured areMargaretMcCabe, GordonParkes,PhilMurray, andRichardKirk.

22. HarryHeron,farmerDee HeronandGeoffreyMurphy (SaintfieldMart)havetogether raised£29,600forActionCancer.

23. In aspeechatCBINorthern Ireland’sAnnualBusiness Breakfast,chairBrianDonaldson toldover200businessleaders thattheirambitiontodrive forwardgrowthmustbematched bypoliticiansshiftinggearsto‘full throttleeconomicpolicydelivery’.

24. AlmacGrouphasannounced itscollaborationwith Young EnterpriseNIasanESGBusiness Backer,aspartoftheGroup’s talentoutreachprogramme.Alan ArmstrongispicturedwithCarol Fitzsimons.

25. Translinkhaslaunched WayfindingtheEveryday,anew artist-in-residenceprojectwith Belfast-basedpainterEdReynolds, inpartnershipwithDaisychain, BelfastSchoolofArt,andpartfundedbyArts &BusinessNI.

26. LaunchingtheAgeInclusive Workplaces research projectareProfessorMartin McCracken,UlsterUniversity BusinessSchool,DrLisa McIlvenna,Businessinthe Community,andDrRachael Singleton,UlsterUniversity BusinessSchool.

27. CommunitiesMinisterGordon LyonshasvisitedBangortosee theconstructionworkthatis underwayonthe£70mQueen’s Paradeproject.He’spicturedwith, DamianMitchell,BangorMarine, GillianMcCollum,Mayor,Ards& NorthDownBoroughCounciland AranBlackbourne.

28. Thecountdownisontothe Holiday WorldShowBelfastin associationwithBookitbyNI TravelNews,whichtakesplace inJanuary.PicturedareMaureen Ledwith,JonathanAdair,and DeborahHarris.

29. HNHPartnershasannounced ithasjoinedforceswithlocal charityFriendsoftheCancer Centretosupportimpacted families.PicturedareShelley Mooney,Ana Wilkinson,andPam Gilies.

30. DementiaNIis rollingout aseriesofawareness-raising eventsattheNICVAbuildingin Belfast,toraiseawarenessofThe HerbertProtocol,andhowitcan helptracemissingpeoplewith dementia.

31. Picturedarenewly qualifiedsolicitorsatMillar McCallWylie, Tiernan Canavan, TaraMurphy,Josh Graham,EimhearBell,James McCleanandEmmaEwing.

32. KinecxEnergyhasannounced itsofficial rebrandingand renewedstrategicfocus.Pictured areRichardRamsey,DrDavid Dobbin,NiallMartindale,andLucy Field.

33. TheNCD(Non-Communicable Disease)Allianceiscallingon theNIExecutivetointroduce legislationforminimumunit pricing(MUP)foralcoholhere. PicturedareDeniseMcAnena, HealthMinisterMikeNesbitt,and SheilaGilheany.

34. DamePrueLeithCBEwill headlinetheIoD’sWomen’s LeadershipConferenceinBelfast. PicturedareGerardaCampbell, HerbertSmithFreehillsKramer LLP,andHeatherWhite,IoD Norther nIreland.

35. LidlNorther nIrelandand AgeNIhavelaunched anew campaignas researchfinds twothirdsofolderpeoplefeel ‘invisible’.PicturedareGordon Cruikshanks,LindaRobinson,and IanMcElhinney.

36. Tourismindustryleaders havecometogetherforthe Norther nIreland Tourism Alliance(NITA)Annual Conference.PicturedareJoe O’Neill,FirstMinisterMichelle O’Neill,deputyFirstMinister EmmaLittle-Pengelly,and JoanneStuart.

37. CommunitiesMinisterGordon LyonspicturedwithScottJackson, USELchief,andDonna-Marie Gill,organisationaldevelopment manageratKainos,ashe outlinedhisplansfor adisability employmentstrategy.

38. TheMurdockHomeCentre hasofficiallyopenedatthe Junction,Antrim.PicturedarePaul Wilson,PearseGildernew,Martin Farrell,andPamelaLunn.

39. SorchaMacLaimhin,Thomas O’Hagan, Weev,andEmma Stockman,Departmentfor Infrastructure,with Weev’sfirst undergroundEVchargingpoint installationinNorther nIreland.

40. CatalystchiefexecutiveSteve Orr,NOWGroupchiefexecutive MaeveMonaghanandMarie Doyle,Deloitteofficesenior partnerforBelfast,picturedat theentrancetoCatalystBedford Street.

PatekPhilippe: from elevated tradition totechnological horologicaladvancements

PatekPhilippehasaddedsomeinterestingnewreferencestoitsclassic line-ups,includingelevating adresswatchclassic, aswellasemploying moremoderntechnologicalflair. JohnMulgrew paid avisittoLunn’s Jewellerstodiscoversomeofthenewreleases

Therehavebeensomeinteresting departuresintraditionalityamong Patek’s Philippe’sline-upinthelast coupleofyears.

Thebrand’sfirstnewsportsmodelinmore than20years,theCubitus,certainlypavedthe wayfor avarietyof references,alongsideuse ofmaterialssuchasdenimforstraps,including ontheiconicNautilus.

Butit’salso recentlyturneditsattentionto trulyfunction-forwardadvancements.

Takethenew5328G-001.Aneight-day powerreserve referencefeelslike adeparture forthebrand,butaninterestingdepartureall thesame.

It’sahandsomemanual-windpiece –in

whitegold –given Iimagineduetothe mechanics requiredtokeepsuch apower reserveticking.

Thestraphelpsbalancethatinformality, thankstothebluecalfskintoppedwith afabric pattern.

At41mmitwearstruetosizeifnot alittle smaller,andfeelslikesomethingwhichwould bothworkforwristsofmostdimensions,as wellasfittingunder acuffwithlittleissue, thankstothelackof rotor.

It’savery readabledial,thankstothelarge numerals,withthedatedialsittingatthesix positionandtheunobtrusivepower reserveat 12withthePateklogofloatingwithinit.

ThisparticularCalatrava’smanual-wound

movementisequippedwith aPulsomax escapementinSilinvar,whiletheentirerimof the roundwhitegoldcase-middleisadorned withPatekPhilippe’semblematicguilloché hobnailpattern.

Butanotherpiececertainlydrawingtheeye isoneofPatek’slatestgrandcomplications.

The6159G-001issomethingtobehold,and again,while retainingthatfamiliaraesthetic, employs amoremoder napproachtodesign.

It’sareinterpretationofitsperpetual calendar,with retrogradedatehandinthis whitegoldversion.

Butit’sthegreymetallisedsapphirecrystal dialwhich revealsthewatch’smechanical heart.

ThePatekPhilippe 6196P-001

ThePatekPhilippe 6159G-001

ThePatekPhilippe 5328G-001

Thedayandmonthsitinwindowsatthe9 and3,withthe retrogradedate.

Thebezelandthecasebackareenhancedby theguillochéhobnailpattern.

Patekalsonowhas releaseditsscaleddownCubitus –puttingitfirmlyinthesights aconsiderablywideraudience,with asmaller casesizeof40mm.

It’sessentially asmokedpieceofcrystal subtlyshowcasetheinnards,frompartsof themovementitself,tothecalendardaysand dates.

Anentirelytransparentcrystalwouldhave madethingscluttered,andultimatelytoobusy anddifficultto read.Butwhilethere’salot goingonwiththedial,it’sentirelybalanced.

Inthe rosegolditerationonbracelet,it evokesmoreoftheNautilusthanitsoriginal brother,andfeelsbalanced,bothdueto thedimensions,andthesoftwarmthofthe preciousmetal.

Butforthoseaftersomethingsubtler,that’ll scratchthedresswatchitch,flyunderthe radar(andthecuff),whilestillbeingutterly beguiling,thenthenew6196P-001isworth lookingat.

BenClymeractuallysaidhethinksit’sthe bestCalatravaPatekhas releasedduringhis timecoveringwatches,and Iunderstandthe sentiment.

It’sabeautifulthing.Theopaline rose-gilt dialplayshosttocharcoalgreyhourmarkers, dauphine-stylehands,and asecondssub-dial. Andthat’sit.

Themanual30-255PSmovementishoused in a38mmplatinumcase,andthankstothat lackof rotor,anddressstyleofthepiece,the comesinjust alittleover9mmthick.

On ashinychocolatebrownleatherstrap, without adeployant,asthisis adresswatch keepingbulkdown,itpops,whilenotshouting fromthe rooftops. ■

Ahistorictaste of twocitiesin EasternPoland

LovelyLublinandZamoscaretwiceasnice,

writes GemmaFullam

Before touchingdownatitsairport, myonlypriorknowledgeofthe easter nPolishcityofLublinwas fromJesseEisenberg’sARealPain,in whichJewish-AmericancousinsDavidand Benji(EisenbergandSuccession’sKieran Culkin)tracetheirlineagethroughPoland asanhomagetotheirlategrandmother.

Poland’s“JewishOxford”isasfive-staras themovieinwhichitfeatures,butouritinerary savedLublin’scharmsforthelatterhalfofour trip,choosingtofirstsendusanhour’s drive southtokickoffourPolishexplorationsinthe Renaissance-stylecityofZamosc.

Zamosc,likemyhometownofKilkenny, technicallyqualifiesas acity,butistootinyto beoneinanythingbutname.Notsointhe 16thcentury,though,whenitwas athriving huboftrade,scienceandculture,havingbeen plannedasan“idealcity”byItalianarchitect, BernardoMorando,atthebehestofItalianeducatedPolishnoblemanJanZamoyski.

Zamoscwasbuiltsmack-banginthe middleofPoland’speacefulgoldenage, when religiousfreedomwasguaranteedby law,cultureflourishedandnobles,including Zamoyski,hadpoweralmoston aparwith theking.Zamoyski’seducationinPadua hadexposedhimtothewondersofItalian architecture,inspiringhisvisionofa fortress citythatwouldfollowtheprinciplesof functionality,beautyandsafety,andalsoserve ashispowerbase.

Today,theduo’slegacyisstillverymuch inevidence. Agridsystemmakesgetting lostanimpossibility,whilethebeautifully

preservedoldtownis afeastfortheeyes,and thebelly.Gorgeousgrubiseasytofind,and alongsidetypicalPolishfareofpierogi(stuffed dumplings),thereisanabundanceofJewish food,suchascholent, ameaty,beanystew,on restaurantmenus.

In1939,Jewscomprised45%ofthecity’s population,buttheGermanoccupationsaw themalltransportedtodeathcamps,including toLublin-adjacentMajdanek,thesecondlargestconcentrationcampinEuropeafter Auchwitz. Today,fewerthan ahandfulofJews liveinZamosc.

TodayZamosc’spopulationispredominantly Polish,butthecity’sproximitytoUkraine, amere60kmaway,resultedin amassive influxof refugeesfleeingthewar –asmany as35,000onsomedaysinearly2022 –and whilemostmovedon,somesettledinthis historiccity,warmlywelcomedbylocals.

Ashortstrollfromourlodgingsbrought usto acentralpillarofthecityarchitect’s vision:theOld Town’sGreatMarketSquare. Morando’stownhalldominatestheexpansive plaza,alongwith arowofcolourful17thcenturyArmenianhousesthatarenowhome totheMuseumofZamosc(andinthecellar,an Armenian restaurant;theaward-winningnettle soupisparticularlygoodwhenwasheddown withglassesofcitrusylocalbeerZwierzyniec).

Zamoyski’scitystartedas asolelyCatholic enclave,buthequickly realisedother ethnicitieswerekeytoitsurvivingandthriving, andovertimeArmeniansbecameamongthe wealthiestandmostinfluentialofthosewho chosetosettle.

Nextmorning,ourguideMagdabrought uson aday-longwalkingtourofmyriad highlights,with amid-morningpitstopat Mazagran,wherebaristaandownerBrat whippedusupsomeexcellentcoffees.

Itwas apackedday.Wetookinthe panoramicviewsfromthetopofthetown hall’sclocktower,shot agrasscannonball inthe remainingbastionofthetown’s fortifications,learnedofthemanyinvasions andsiegesZamoschas repelledorendured, andvisitedthecity’sspectacularcathedral (againbyMorando)whichhousesZamoyski’s final restingplace(he’sinthecrypt)anda stunningsilver rococotabernacle.

Anorange Trabantparkedacrossfromour hotelsignalledthepresenceof atinybar,and itbeingourlastnightinthe“perfectcity”, wespent afewhoursminglingwiththe locals,whotreateduslike abunchofminor celebrities.Itwasprobablytheseveralshots

ofvodkathatledtousendingthenightina nearbykaraokebar.Cheers(Nazdrowie)to that.

Thenextmorning,withsoreheads,we headedbacktoLublin,thelargestcityin easter nPoland,situatedonthecountry’s longestriver,themighty Vistula.LikeZamosc, itis ahandsomecitywith atragicpast.

TheparklandbelowLublin’smedievalcastle wasoncethecity’sJewishneighbourhood, whichbythe20thcenturywashometo 43,000Jews,manydescendantsofthe AshkenaziandSephardicJewsexpelled fromSpaininthe16thcentury.Priortothe Second World War, Lublinwasanimportant centreofJewish religionandculture,witha world-famousrabbinicalhighschooland12 synagogues.

ThestoryofLublin’sJewishpopulationis toldwithcareandattentionintheatmospheric GrodskaGateNNTheatre, amuseumand researchcentre.

Ofparticularpoignancyisitscollectionof 2,700glassnegatives(discoveredbychance inanatticin2015)documentingthedaily livesofLublin’sJewsandPolesbetween1914 and1939.Countlessfacesstareoutfromthe photos,laughing,serious,deepinthought, playful –allfrozenintime,oblivioustothe unspeakablehorrorscomingdownthetrack.

Today,Lublinishometoabout40Jews, buttheirancestors’influenceandlegacyis everywhere,notleastinthefood.

HavingbreakfastedontraditionalJewish cebularz(onion flatbreads)atPiekarnia Kuzmuik(sofamous,the recipehasstate protection),welunchedatJewishheritage restaurantMandragora,thelocationfor AReal Pain’sclimaticdinnerscene.

ItoffersanincrediblemenuofJewishdishes, withliverfeaturingprominently –“Jewish caviar”ischopped,friedpoultryliverwith

onionsandanegg –and asunnycourtyardin whichtosavourit.

LublinisalsoknownastheCityofthe Goat,duetoitsinclusiononthecoatofarms fromthe14thcentury.Since2022,anever expandingtrailofminiaturebronzegoats markskeypointsandcharacters.

Unexpectedtreasurespopupeverywhere, although IgaveJezuickaStreet’sso-called “stoneofmisfortune”(basicallytouchitand you’retoast)andLublinCastle’s“devil’spaw” (ahandprintembeddedin atabletop) awide berth.

I’llbegoingback –there’sbucketsmoreI didn’tgettoseeordo,andthefoodalone wouldmakemehopon aplanein aheartbeat –butinthemeantime,I’llmakedowith rewatching ARealPainandmaybethenext timeI’mpassingDublin’sportal,it’llbelinked toitscounterpartonLitewskiSquareinlovely Lublin. ■

Asunsetoverthe PolishcityofLublin

OpenAIrecentlyannouncedplanstotake overeveryone’sdailysmartphoneusage,

writes Adrian Weckler

IsOpenAIwreckingthetecheconomyor becomingtheindustry’smostimportant company?

SamAltman’sAIgiantannouncedambitious planstotakeoverourdailysmartphoneusage. Butit’screating atrillion-dollarcirculartech bubbletofuelit.

Fromnowon,OpenAI revealed,someapps willnowworkfullyinsideChatGPT.Thefirst raftoftheseappsincludesSpotify,Booking. com,ExpediaandCanva.Thenextwave includesOpentable,UberandDoordash.

Inotherwords,the800millionpeople (includingatleast amillionIrishpeople)who currentlyuseChatGPTwillnolongerhaveto leavetheapptolistentotheirmusic,book arestaurant,order atakeawayorschedulea taxi.

OpenAI’sgoalisclear:takeoveriPhones andAndroiddevices,aswellasofficesand workplacesusingMicrosoftpartnerships.

Butifthat’stheambition,OpenAIismaking wild,unprecedentedfinancialsplurgestofund it.

Ithascommittedtospending$1tn(£745bn) –mostlyofotherpeople’smoney –inthe foreseeablefutureonbuyinginfrastructure, servicesandcomponents.

Theshoppinglistismassive.Itincludes $300bn(£224bn)ofdatacentreservicesfrom Oracle, a10%stakeinmajorchipfirmAMD,a possible$100bn(£74.5bn)forNvidiachipsas wellaslotsofotherstuff

Earlierthisyear,itslappeddownalmost $6bn(£4.47bn)tobuythefuturerightsto somethingthatformerAppledesignerJonyIve ismaking.

OpenAIhaslittlemoneyofitsowntopay foranyofthis.Itcurrentlygeneratesunder $10bn(£7.45bn) ayearin revenue –andis loss-making.Otherthanthe$40bn(£29.8bn) itraisedearlierthisyearfromentitiessuchas JapaneseinvestmentfirmSoftBank,it’s leading acirculareconomythat’sbasedonthepremise of anewfully-AIcomputingera.

Thisisspurringsometowar nofabubble –fromformerCentralBankGovernorPatrick Honohan,whowarnedof a“Wizardof

Oz”climatearoundAI,toAmazonfounder JeffBezos,whocautionedofan“industrial bubble”where“badideas”aregetting funded.

Bezos’sassertionmaybeborneoutbysome ofthe recentindustryfundingfigures.Inthe US,anestimated71%ofthe$80bn(£59.6bn) infirst-quarterUSventurecapitalwenttoAI companies.

Bezoswastalkingatthe recently-heldItalian techweek,whereGoldmanSachsCEODavid SolomoncomparedthecurrentAIexpansionto thedotcombubbleof1999.Healsowarned of afinancial“drawdown”tocomewithinthe nextonetotwoyears.

“JeffBezosisrighttopointoutthat we’reinaperiodofintenseexcitement,and excess,aroundAI,”saysJohnCallahan,chief technologyofficer,andpresidentofPartsol,a US-foundedAIfirmheadquarteredinDublin thatbuildsAIsystemsforlegal,financeand healthcaresectors.

“There’snoquestionthathugeamountsof capitalareflowingintothesector,andnotall ofitisgoingtosolidideas. We’veseenthis patter nbefore–duringthedotcomera,during theearlydaysofmobile,andarguablywith blockchaintoo.

“When atransformativetechnology emerges,capitaltendstoovercorrectinboth directions. Ashakeoutislikelyatsomepoint.”

He,unsurprisingly,doesn’tthinkit’salla wasteofmoney,though.

“What’sinflatedaresomeofthevaluations, notAI’slong-termvalue,”hesays.

BenedictEvans, arespectedtechnology commentator,alsothinksthattherecouldboth be abubbleand along-termindustryinthe making.

“ThehighlyspeculativeAIcapital expenditurenumbersthatpeoplearekicking aroundsay$3tn(£2.235tn)by2030orsoare dramatic,”hewrotethisweek.

“Butannualised,that’ssomethingoverhalf atrillion ayear,whereglobaltelecomsspend $300bnandoilandgasspends$600-$700bn. Ofcourse,thosearematureindustrieswith revenueandprofits.

“Inotherwords,[thestatementthat]trillions ofcapexforAI[equatestothestatementthat] AIwillcostwhatgiantglobalindustriescost, not[thestatementthat]AIisoutsidenormal capexexperience.”

IftheAIbubbledoesblowupthetech industry,evenpartially,couldIrelandbe exposed?

OpenAIhasitsEuropeanheadquartersin Dublin,withdozensofpeopleemployed. Anthropic,oneofOpenAI’smaincompetitors, alsohas agrowingofficehere.BothGoogle andMeta, responsiblefor10,000jobsin Dublin,areshiftingmoreoftheiroperations intoAI,orAI-adjacentfields.IBMisdoing likewise,withpromisesof800newhires.

Andthereisagrowinglistofsmallertech firmsthatarepinningbiggerchunksoftheir corecompetenceonAI –fromCalypsoand CrusoetohomegrownIntercom.

“ForIreland,thiscouldbeanopportunityas muchas arisk,”Partsol’sJohnCallahansays.

“Thecountry’sstrengthliesinapplied researchandenterprise-focusedAI,ratherthan speculativestart-ups.Ifglobalcapitalbecomes moreselective,thatmightactuallyfavourthe kindsofcompaniesdeveloping robust, realworldsystems –thosethattreatAIas atoolto createsustainablevalue,not astorytosell.”

That’sanoptimisticviewfromsomeone withinthesectorthatishopingthatharsher financialpredictionsdon’tcometopass.

Buttheunderlyingoptimismofthosewho parrotthislineisbasedontheunquestioned popularityofgenerativeAIapplicationsand usageamongordinarypeople.

ArecentGalluppollshowedthatuseofAI hasdoubledinUSworkplaces,withupto40% usingitmorethanseveraltimes amonthand almost10%usingitseveraltimesdaily.

At asimplelevel,ChatGPTis replacing Google.Googleknowsthis,whichiswhyit’s pouringsomuchofits resourcesintoGemini, itsownlargelanguagemodel(LLM).

Thetechindustrymaywellbeundergoing itsbiggestsingleupgradesincesmartphones. Ifso,whoeverbuildstheplatformthatbenefits mostcouldtaptrillionsin revenueandprofit overthecomingdecades.Inthatcontext, OpenAI’sbetoncapturingtheinfrastructure anddailyusageofordinarypeopleseems audaciousintheextreme,butmayhavea compellinglogictoit. ■

my day

ClaireMurray Headofdevelopment andmarketing, LyricTheatreBelfast

9am

Asheadofdevelopmentandmarketingatthe LyricTheatreBelfast,mydaysareawhirlwind ofcreativity, strategy,andcollaboration–especiallynow,aswepreparetolaunchour excitingnewseasonandlookaheadtoour 75thanniversaryin2026.Mydaykicksoff early,cupofteainhand,with ameetingto reviewthefinalelementsofourvisual rebrand withtheteamatCrownCreative.Thisnew lookblendsthe Lyric’srichheritagewitha boldfuture,perfectlysettingthestagefor ourupcomingseason. We’relaunchingthis alongsideournewseason,andit’sallabout makingsureeverythingisinplace.

10.30am

Next, ImeetwithJimmyFayourexecutive producerandprogrammingteamtofinalise marketingstrategiesforourupcoming productions. With aprogrammethatspans family-friendlyshowstocontemporarytheatre andboldnewworks,the Lyriccontinuesto inspire,challenge,andengageaudiences acrossNorther nIrelandandbeyond.The seasonincludesclassicslikeTheImportance ofBeingEarnestandcontemporaryworks

likeConsumedbyKarisKellyandour fantastictheatrecompanyin residenceRogue Encounters,ouraimistocraftcampaigns that resonatewithdifferentaudiences.Every productiongetsitsowntailoredapproach,and Ilovethechallengeofworkingwiththeteam toensureeachonestandsoutinitsownway.

12pm

Lunchisoftenatmydeskwhile Ireview proposalsfromcorporatepartners.These partnershipsarecrucialforsupporting the Lyric’sworkandtheupcoming75th anniversarycelebrations.Companiescan alignwithusthroughbespokehospitality experiences,brandedevents,andcommunitydrivencampaigns.It’sallaboutbuilding meaningful relationshipsthatbenefitboththe theatreandourpartners.

1pm

Afterlunch, Ifocusonpressandsocialmedia strategy.Weplanourcontentforplatforms likeInstagramandournewlookwebsite www.lyrictheatre.co.uk,ensuringwekeepour audienceengagedwitheverythingfromsneak peekstobehind-the-scenesfootage. Today,

we’refinalisingpromotionalmaterialsfor ConsumedbyKarisKelly,a boldcontemporary productionthat’sgoingtogenerate alotof buzz.

3pm

Asweapproach2026, Ispendtimewith ourteamandexternalpartnerstoshapethe 75thanniversarycelebrations.FromtheA HouseofPlay:75 Yearsofthe LyricTheatre Belfastexhibition,presentedinassociation withtheUlsterMuseum,UniversityofGalway LibraryArchives,andTheLinenHall,tospecial performances;theseeventswillbe ahuge partofthe Lyric’slegacy.It’sabigyearahead, andI’mexcitedtobepartofplanningsucha landmarkoccasion.

4.30pm

Theworkdaystartswindingdown,butthere’s stillmoretocome. Tonightispressnightfor oneofourproductionsandI’mgetting ready tohostjournalists,bloggers,andtheatrecritics withthesupportofourexternalPRpartner HarriottCommunications. Ibrieftheteamon last-minutedetails,ensuringeverythingfrom guestliststopresskitsisinplace.As Iheadout tothetheatre,theexcitementispalpable.

7.30pm

After aquickturnaroundathome, Iam backatthetheatre,anditisbuzzingwith anticipation. Imeetourguests,andthentake myseat,proudofallthehard workthatwent intothisproduction.Asthelightsdimand theperformancebegins, Ifeel adeepsense ofsatisfaction.Thisiswhy Idowhat Ido–creatingmomentsthatconnect,inspire,and celebratethepowerandmagicoftheatre. ■