Ambition July/August 2022

AMBITION MAGAZINE OF NORTHERN IRELAND CHAMBER OF COMMERCE AND INDUSTRY

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JULY/AUGUST 2022

REFRESH & RENEW New NI Chamber President Gillian McAuley on NI Chamber’s vision for the future.

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Contents

32 Equality, the Job in Question Managing Editor: Christopher Morrow Interviews: Emma Deighan Publisher: Chris Sherry Advertising Managers: Lorraine Gill & Gerry Waddell Editorial Assistant: Joanne Harkness Email addresses: Christopher.Morrow@northernirelandchamber. com/ lorraine.gill@ulsterjournals.com / gerry.waddell@ulstertatler.com Websites: www.northernirelandchamber.com / www. ulstertatler.com Publisher: Ulster Tatler Group, 39 Boucher Road, Belfast, BT12 6UT Tel: 028 9066 3311 Printed by: W&G Baird, Antrim. Front Cover by: Khara Pringle.

NI CHAMBER PATRONS

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At a Glance

COLUMNISTS: 08 Jane Shaw 12 Peter Russell 40 Professor Geoff Simmons 67 John Ferris 76 Jonie Graham 98 Aoife McDowell 100 Mark Owens 104 John Campbell

NI CHAMBER: 41 Chamber Chief’s Update 42 NI Chamber Social Events 44 NI Chamber President's Lunch 46 NI Chamber News 50 Quarterly Economic Survey 54 New Names on NI Chamber Council

FEATURES: 10 My Ambition is to...

14 Stairway To Seven 24 The Stamp of Approval 28 Carson McDowell Grows With New Appointments 32 Equality, the Job in Question 36 Tailoring Financial Futures 58 The Talent Retainer Protecting Staff Wellbeing 60 District Focus: Ards and North Down

An Educational Journey The Health and Wealth of NI Supply Trailblazers An Aggregated Approach to Smarter, Simpler Operations Danske Bank Helps Wilsons Auctions Foyle Port Supporting Positive Mental Health

72 78

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80 86

APPOINTMENTS: 88 Caitroina McCusker Appointed Regional Market Leader

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LIFESTYLE: 92 Business Class Motoring James Stinson 102 Fashion - Joanne Harkness 103 Dine & Wine - Gavin Murphy

44 18 Cover Story

AMBITION MAGAZINE OF NORTHERN IRELAND CHAMBER OF COMMERCE AND INDUSTRY

JULY/AUGUST 2022

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ISSUE 53 £2.95

CIPR PRIDE AWARDS 2017 - BEST PUBLICATION

NEWS: 06 Deli Lites Lands £500k Deal With Musgrave 90 BT and Ericsson Sign Multi-Million-Pound Partnership 99 Royal Seal of Approval for Ulster Carpets

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REFRESH & RENEW New NI Chamber President Gillian McAuley on NI Chamber’s vision for the future.

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Front Cover Issue 53 Options.indd 3

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07/07/2022 09:45

EDITORIAL

President’s Perspective

New Beginnings

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ast month, I had the great privilege of becoming the 176th president of NI Chamber. It is a personal and professional honour to take up a position which has been held by some of the region’s most eminent businesspeople since 1783.

While I am excited about the year to come, I do not underestimate the scale of challenge facing our members during my tenure. From soaring costs, labour and skills shortages, to supply chain issues and uncertainty around the Protocol, the resilience of our businesses is being tested like never before.

Right now, two months after the Assembly election, we should be in the optimistic early days of a new administration; discussing a Programme for Government, a multi-year budget that prioritises the economy whilst transforming health and education and reaching an agreement on the NI Protocol – ironing out its problems and maximising its potential.

Instead, politics here is once again in abeyance.

NI Chamber is here to support our members in addressing these challenges and helping businesses to grow. This is essential for NI, as a growing economy which provides good employment will strengthen the communities where we live and work.

In all of this, engagement with members and collaboration between industry and policy makers will be key. And of course, success relies to a very significant extent on the establishment of institutions at Stormont.

More than ever, NI Chamber has an important role to play and as president, I will do everything I can to support members and the economy.

I conclude by reiterating our call to elected representatives from all parties to seize the chance to stand together in partnership with business and form a stable, fully functioning Assembly and Executive without further delay.

Gillian McAuley, President, Northern Ireland Chamber of Commerce and Industry

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we create trusted connections with communities across Northern Ireland.

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NEWS

Ridgeway Bags Deal With French Offshore Wind Farm Belfast-based Ridgeway has secured a contract with its first French client to use Kyowa Filter Units, known as Rockbags in the UK and Europe. Saint Nazaire is a 480MW offshore wind farm being developed in the Loire-Atlantique region of France. It will deploy the sustainable Rockbags for protecting and stabilising sections of cable.

DELI LITES Lands £500k Deal with Musgrave Local food-to-go producer DELI LITES has landed a deal with Musgrave NI to supply its new Planet Café brand to Centra, SuperValu and Mace stores across Northern Ireland.

With an expected deal value of £500,000, the range has been piloted at McGoveran’s Centra in the Cathedral Quarter, Belfast and will be rolled out in stores across NI over the next six months.

Musgrave NI Trading Manager Michelle McDonnell (left) and DELI-LITES National Account Manager Barbara Hawkins.

Planet Café is a heat-to-eat range designed to be cooked in its packaging, with products inspired by tastes from across the world.

Randox Announces New High Street Clinics Randox Laboratories is increasing its number of high street clinics in Northern Ireland to deliver a new range of preventative healthcare. The move is part of a national programme of investment which will see up to 20 Randox health clinics operating in Northern Ireland, Ireland and across the UK by the end of the year. They will provide easy access for millions to a new Randox range of diagnostic tests, including for vitamin deficiencies, hormone imbalances, allergies and key health concerns including heart, liver and kidney conditions. The latest clinics to open are based on the Lisburn Road in Belfast and Strand Road in DerryLondonderry.

MJM awarded Marella Cruises contract Newry-based cruise ship outfitter MJM Marine has been awarded a multi-millionpound contract with Marella Cruises, for significant refurbishment work on board Marella Discovery.

Engaging MJM to deliver the project, Discovery will undergo the multi-millionpound outfitting of its cabins and suites, with works scheduled to take place in November 2022 whilst in drydock in Cádiz, Spain.

PropertyPal’s Lana Richardson and Regan McFarland.

PropertyPal Launches its First Property Awards in Northern Ireland

PropertyPal has announced the launch of its inaugural ‘PropertyPal Awards’.

Taking place in November at the Ulster Transport Museum, the event will showcase and celebrate industry excellence from across the Northern Ireland property sector.

Award submissions are currently open across several business areas including corporate social responsibility, green initiatives, property development, sales and lettings agents, and many more.

The submissions will be analysed by an independent expert panel of judges from the property sector. Entries will close on Thursday 29th September. To find out more and enter the awards, visit www.propertypalawards.com.

Hinch Distillery Celebrates £500,000 Maturation Warehouse Hinch Distillery has received funding from Tourism NI to support the construction of the final element of its visitors’ experience – a maturation warehouse.

The £500,000 warehouse will conclude the tour of the distillery which already incorporates the individual steps of the distilling process; from the ingredients room, mash house, still house, spectrum room and a sampling room. As a result of the new funding, Hinch, which produces a range of Hinch Irish Whiskeys as well as its own Ninth Wave Irish Gin, will be able to expand its tour and conclude with the maturation process.

William Stafford (head distiller at Hinch Distillery); David Roberts (director of strategic development at Tourism NI); and Dr Terry Cross OBE (chairman at Hinch Distillery).

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It’s none of your business.

That’s why we share the business news that matters most.

To stay up to date, pick up the Business Telegraph every Tuesday.

Columnist Jane Shaw The Elmfield Institute

Psychological Safety in the Workplace A

t the recent Trauma Summit at the ICC in Belfast, many of the presentations mentioned the importance of psychological safety when recovering from traumatic experiences. Researchers of the advanced trauma recovery models have been saying for years that to find regulation in the nervous system after an overwhelming event has occurred, one of the first steps is to find safety in the body. When a tiger is chasing you, it seems obvious that you need to find a safe place so as not to be eaten.

When a bomb goes off, your survival depends on finding somewhere that is safe and out of the danger zone.

As humans, our need to seek safety continues psychologically long after the danger has gone. It is of course a little more complex than this, but essentially psychological safety is the key to recovery and to thriving.

This may seem irrelevant to the business environment, however, the same theory applies when creating the best learning and work environment for a workforce. Stephen Porges, a wellknown psychiatrist who developed the leading theory on psychological safety, the Polyvagal Theory, sums up his life’s work in a recent paper saying, “humans, as social mammals, are on an enduring lifelong quest to feel safe” (Porges, 2022). Many leading companies have identified psychological safety as one of the most important factors in unlocking team potential.

The Polyvagal Theory is a useful framework to understand our stress response and how to mitigate unnecessary anxiety states. It is in the safe neurophysiological state when we can be present, be creative, bond and cooperate with others, and be able to voice our thoughts and needs more easily. Our autonomic nervous

system is regulated when in the safe state. In other words, our automatic response in any given situation is more regulated and appropriate. We don’t get irrationally anxious or irritated.

Porges (2022) emphasises that our need to feel safe influences “our mental and physical health, social relationships, cognitive processes, behavioural repertoire, and serving as a neurophysiological substrate upon which societal institutions dependent on cooperation and trust function are based.” Understanding our emotional responses to different situations can give us more choice over how to behave, which helps to promote overall mental health and wellbeing.

In the therapeutic trauma recovery field, trauma is commonly defined as any experience or series of experiences that overwhelm our nervous system (Levine, 2010), hindering an appropriate response. By this definition we all carry some degree of trauma history – most of us have been overwhelmed at some point in our lives. Understanding our own responses to stressful situations can help us to gain control of our emotions in difficult circumstances.

Learning how to develop psychological safety for ourselves can be enormously empowering.

Underpinning the Polyvagal Theory is our social engagement system, which is the interaction of a group of cranial nerves in the brain that affect how we breathe, vocalise, listen and make eye contact – how we socially interact with others. If we can employ techniques to engage these nerves, we can change the inner state of our social engagement system and therefore change our level of psychological safety.

What does this look like in practice?

A simple tip I often offer clients who

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are anxious when public speaking, is to speak slowly in long phrases. This engages not only the nerves involved in the vocal cords, but also those innervating our breathing mechanism by elongating the exhalation. Long exhalations combined with voice activation serves to increase vagal tone and thus an inner sense of safety, reducing feelings of anxiety and stress.

Singing can have the same effect.

An interesting side benefit is that speaking slowly in long phrases, with expression in your voice, affects how others listen to you. They tend to be more engaged too! It is a win–win situation for everyone. I employ this technique time after time, always with a positive outcome. Next time you are anxious at having to give a presentation, start speaking slowly with expression in your voice and notice how quickly your nerves subside.

Another useful tip to enhance psychological safety given to me by Stephen Porges, is to stand or sit with my back against the wall when feeling anxious. With one half of my body safely against a wall, my nervous system only needs to scan 180 degrees for danger.

Therefore, the danger signalling is dialled down considerably allowing me to focus only on those in front of me, instead of what might happen behind me.

There are many techniques to support psychological safety, but importantly, self-awareness of our physical and emotional state allows us to have more choice over what we say and how we behave. Nervous system regulation, and therefore improved inner safety, will help both ourselves and our work community.

Deborah Archer and Alan Connell (Managing Partner).

Deborah Archer appointed as a new Banking & Finance Partner

Business success you can Bank on We continue to grow our offering to not only support but to stay ahead of your business needs. Deborah Archer joins our Banking & Finance team as a Partner in our Belfast office, bolstering our full service capabilities on the island of Ireland – and beyond.

Client Commitment. Innovative Solutions. Global Service.

eversheds-sutherland.ie © Eversheds Sutherland LLP 2022. All rights reserved.

FEATURE

MY AMBITION IS TO...

Cara McCartney, Development and Creative Engagement Manager at the Millennium Forum

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n original ‘Derry Girl’, I have worked in the city all of my life (with the exception of a year in Washington DC as part of my undergraduate degree course). We have a thriving arts community in the city and I am very proud to be a key part of developing the Millennium Forum’s mission in providing “arts to all’. Now, more than ever, having access to the arts is vitally important for the health and well-being of individuals and the economic growth of local towns and cities like Derry/Londonderry.

The Forum opened in 2001 and is nestled within the famous Derry walls.

It is the North West’s leading theatre and conference centre, attracting over 320,000 people every year to a vibrant programme of world-class shows such as ballet, comedy, pantomime, West End musicals and top-quality drama. It is also a registered charity, which is something that most people aren’t aware of.

I have worked with the Forum for the past 18 years in the role of sponsorship and development officer and, since April 2022, as the new development and creative engagement manager.

Graduating from Ulster University, Magee with a BA in Business, I continued my studies throughout my career with an advanced Management Diploma, a CIM certificate in Digital Marketing & Strategy and lots of other interesting courses in between. I love learning, meeting new people and trying new experiences; working with the Millennium Forum offers great opportunities to do all of this.

The sponsorship and development officer role was initially based in the theatre’s marketing department. It involved generating income via client relationship and project management, securing and managing new corporate sponsors and strategic partners (for example, principal partnerships, pantomime sponsorships, corporate, education and award-winning outreach

Photo credit: Catherine Ming. projects). I thoroughly enjoyed this role as it enabled me to develop my business networks as well as igniting my creativity in marketing, advertising, fundraising and project management.

In 2018, I was delighted to be awarded the Cultural Fundraiser Of The Year award at the NI Allianz Arts and Business Awards.

This accolade was in recognition of the arts and business projects I helped create over the years, all of which have given me great experience and business/creative contacts as I embark on my new role.

My ambition for the future as the Millennium Forum’s new development and creative engagement manager is to create and deliver an ambitious fundraising and creative development programme that will reinforce the Millennium Forum’s mission and enhance its future growth strategies.

I am already working on exciting new collaborations and introducing a range of new funders, businesses and trusts to our theatre that will bring our projects and events to the local community.

I also want to reinforce the message that the Millennium Forum is a great

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place to do business in terms of client entertainment, branding, networking and rewarding staff. I particularly want to extend our reach into the community as I believe everyone, regardless of their circumstances or background, should be able to experience the magic of theatre as a participant or audience member. As I embark on my new professional journey, I want to keep learning and will work hard to provide supportive leadership to my new team, and I invite any companies who want to get involved with the Millennium Forum to get in touch.

Outside of the Millennium Forum, I am vice chair of Stage Beyond, an awardwinning theatre company for adults with learning disabilities. I also help run a family business (Silver Fox Entertainment) and I am currently assisting my daughter with starting her own marketing business! I am always trying to be an example for my three girls who are aged 21, 17 and 8. In my spare time, I enjoy fitness classes at my local gym and I am also a keen runner (I have completed the Derry Marathon and numerous half marathons).

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Columnist Peter Russell Managing Director Ireland of Telefónica Tech UK&I

Modern Workplace Collaboration C

ollaboration is the cornerstone of a modern workplace, and traditionally the office was the central hub for this. The NI Executive recently removed the ‘work from home where you can’ advice, but hybrid working is the new norm and here to stay. So how do we generate sustained collaboration and idea sharing in this environment? To ensure the success of hybrid working and maintain the kind of cloud-based collaboration that breeds positive engagement, there are three core pillars to address: connectivity, cyber security, and digital inclusion.

Connectivity At a basic level, high-speed internet access means that a vast amount of the working population can now work from anywhere successfully. However, a remote connection does not always allow for seamless working conditions.

Without a reliable connection, and the right communications platforms, software and hardware, collaboration is significantly limited.

Fortunately, with technology enhancements like the rollout of fibre optic to NI homes and the increasing coverage of both 4G and 5G, IT teams now have more techniques for ensuring remote workers can be supported with reliable connectivity.

For many, meetings serve as one of the main vehicles for collaboration.

It’s where ideas can bounce between participants and key decisions are made.

But with some employees working from home, and some from offices, businesses need to pay close attention to how video conferencing software interacts with physical meeting rooms.

At Telefónica Tech UK&I we have supported businesses by equipping

meeting rooms with HD microphones, speakers, monitors and 360° video. This really helps remote workers feel more connected to those in physical meeting rooms. In addition, meeting participants may need to adapt their style to ensure all colleagues feel included.

Cyber Security Combatting cyber threats continues to be one of the highest priority items on board-level agendas. Recent research found that 52% of executives said employees are the biggest threat to their operational security. With this in mind, it is essential that employers are raising awareness of, and training employees in security at all levels.

Executives, CISOs and security leaders need to ensure effective awareness campaigns are being driven with a clear message to the remote workers. It is also vital that training is not seen as a one-time project, but as an ongoing education programme.

In addition to encouraging onthe-ground defence throughout your organisation, having the right technology and skills is key. With the cyber threat landscape changing at a rapid pace, modern up-to-date protection tools for remote working scenarios are essential.

The legacy products from major vendors that have been used in the past do not cut it today. Instead, businesses should be investing in technology that protects against zero-day attacks.

To remove the ongoing skills and technology challenges, many businesses are finding that external support from expert managed security services suppliers is an effective way to remain firmly in control. For example, we work with a number of customers using our state-of-the-art Security Operations

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Centre (SOC) in Belfast. This model allows ongoing security support with minimal involvement from internal IT departments.

Digital Inclusion Exclusion is the enemy of a collaborative workforce. Diversity of people and skills exist at the heart of modern business. However, if issues with security and connectivity persist, employees can feel excluded from the cut and thrust of working life. The rise of remote and hybrid working should be an opportunity for a variety of people and social groups, across different geographic locations, to lead fulfilling, balanced careers. For that reason, care needs to be taken so that employees are allowed to flourish wherever they choose to work.

Ensuring that inclusion comes from both technological and holistic solutions is important. If a member of staff who does much of their work from a remote location is regularly having connection issues, they can quickly feel isolated from their teams. So, it falls to both IT and HR departments to prevent this from happening, monitoring situations carefully from both a business and pastoral point of view.

There are so many innovative technology solutions available which can enable employers to make hybrid working a real success.

With the correct implementation and ongoing analysis, technology can help to foster collaboration and inclusion within the modern workplace, wherever employees may be based.

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FEATURE

Stairway to Seven Tracey McNally Managing Director Ecohog Ltd My seven steps for business success Tracey McNally is the managing director of Ecohog Ltd, a familydriven business designing and manufacturing innovative equipment for scrap metal and waste processing/recycling industries globally. Highly experienced in operational and financial management, teamed with corporate governance expertise from a number of roles and boards, Tracey has overseen the development and growth of the business to date which has included R&D investment, building the brand, recruiting and building talent, securing business finance and a recent expansion of production facilities at Ecohog’s base in Carrickmore, Co. Tyrone.

1. EMBRACE THE RISKS – YOU HAVE TO SPECULATE TO ACCUMULATE Starting and growing a business is not for the faint-hearted; it’s challenging and risky and requires belief. From the outset be driven by a huge vision of what can be achieved, and set small incremental goals to get there – let that drive you and your team. Most of our risks have eventually paid off and those that haven’t we have learnt from so they’ve been worth taking.

2: YOU ARE ONLY AS GOOD AS THE PEOPLE AROUND YOU Build a good team and let them know they are appreciated. Source motivated people with similar values who believe in your vision, who you build trust with and who will navigate the business journey together. Invest in skills development and let your people develop and grow with the company. Outside of your employees, don’t be afraid to seek help and guidance – utilise support agencies and good mentors to bounce off, guide and challenge. The advice and support of mentors has greatly influenced our business over the years.

Finally in terms of ‘good people around you’, develop positive partnerships and collaborations with your key suppliers and

sales agents/ distributors – this has been key to mutual growth and ongoing successes.

3: DEVELOP A GOOD PRODUCT THAT YOU BELIEVE IN A business is nothing without sales; a good product offering eventually sells itself.

Invest time in researching your markets and customer needs. Listen to customer feedback and continually improve based on it – customers are your greatest point of learning. Ecohog products are continually developing, innovating and evolving in response to market drivers and industry feedback – this has been key to our growth.

4: BUILD YOUR BRAND Ecohog firmly believes in the power of branding. From the outset we have focused and invested in branding, trademarks and online presence. We have punched above our weight with our brand, strapline and e-marketing – as a result Ecohog is now recognised globally in our target sectors. We have never let our small rural base in Tyrone be a barrier to the global marketplace and it’s paid dividends.

5: DON’T LET A SET-BACK SET YOU BACK & NEVER GIVE UP Business is full of challenges; if it was going to be easy everyone would be doing it. You have to learn to roll with the punches and take it in your stride as part of the journey – this means being resilient, being agile, being resourceful and navigating through the setbacks because you believe in your business. If you do you will never give up, and if you never give up, you may adjust but you won’t fail.

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6: GET PROPER GROWTH FINANCE / INVESTMENT One of the main stresses in business and challenges to growth is adequate cash-flow/cash-flow facilities, so don’t avoid looking at this when you consider your growth trajectory as the lack of access to finance can hamper the growth opportunity. Also, identifying and securing the best facilities for your business can take a significant amount of work and time – it’s crucial to effective operations and success so don’t avoid or make do; dedicate the proper focus to it and it will make the journey easier.

7: BE KIND TO YOURSELF & DON’T FORGET HOW FAR YOU’VE COME Ecohog is a family business but we’ve had to learn to separate work from family and personal time, and now do this easily – weekends and evenings are sacred and work is not discussed. It is very important to us to have balance: work to live not live to work. We also promote this within the business – we are family friendly and there is no expectation or desire for people to stress or burn themselves out – that’s not good for employees or business in the long run. As well as family balance, health and well-being is also critically important – building daily or regular exercise and guiltfree relaxation into life helps us manage ourselves and the business better. Finally, it’s important, especially in the sometimes challenging days, to reflect on all that has been achieved and how far you’ve come – this is a great stabiliser; re-affirming when new challenges are faced and a reason to always celebrate.

Titanic Hotel Belfast Your Future Venue In a Heritage Location Make your next event a memorable one by hosting it at Titanic Hotel Belfast, four times winner of ‘Northern Ireland’s Leading Hotel’ at the World Travel Awards!

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Columnist Kate Marshall Coach Speaker, Author, Facilitator

A Life of Climb I

’m fortunate to be a chair of a number of boards and two peer advisory boards – I’ve been a chair with Vistage for nearly ten years now and the experience of helping growthminded individuals focus their energy to work on their business alongside a high-quality group of fellow business owners and entrepreneurs is extraordinarily rewarding for all involved.

In peer advisory groups, the focus is very much on making better decisions in both your business and your life. Continuous improvement and a commitment to “a life of climb”, which is a guide to a path forged by top-performing business leaders and athletes, it requires a compelling vision and clear goals, a daily climb, constant rigour and a lifelong commitment.

As I have experienced over the past ten years, this journey is well worth the effort: it will bring you to peaks you never thought were possible. I’ve outlined below the seven fundamental principles and truths to follow to take your business, and your life, to a new level, travelling more quickly towards the summit.

1. Reject shortcuts to growth Great leaders pursue leadership excellence with the commitment of a world-class athlete. They know it’s a challenging, continuous climb that requires hard work and determined attention. They reject shortcuts and take ownership of their development.

They bring rigour and grit, working hard to hone their expertise and committing their whole selves to continual improvement. They push themselves to learn more, grow further and reach ever-higher elevations. Leaders bear a responsibility to challenge the status quo and add value by developing themselves.

2. Create space to work on the business The climb can be a struggle – and some days you’ll feel like you’re losing

ground. Butif you want to make it to the summit, you can’t operate in reaction mode. You need toroutinely carve out time and space away from the business to reflect, acquire new knowledge and focus on strategy. Peak performers use this technique to gain the clarity and perspective they need to navigate the day-to-day challenges while keeping their company on course for long-term success. They fight the instinct to always be on the go, forcing themselves to slow down so they can make better decisions.

3. Challenge your thinking with fresh perspectives You don’t have to climb alone. Travel with others on a similar journey. Peak performers, high achievers and worldclass leaders seek diverse perspectives on important decisions from trusted peers. They actively work to combat insular thinking and confirmation bias.

They find other CEOs and business leaders who’ve tackled similar issues but in different industries. These peers understand the nuances and challenges of the role but bring fresh perspectives, unhampered by institutional knowledge.

When a group of diverse leaders gather in the same room, this effect is amplified – especially if the environment is safe for open dialogue and candid feedback.

4. Stoke curiosity World-class business leaders are high on curiosity and low on ego. They are inquisitive, welcome new ideas from trusted sources, and are eager to explore.

Vulnerability is viewed as an asset, and they are the first to admit they don’t have all the answers. They ask questions to seek input and pressure-test their assumptions so they can come to the best decision for the business – not to prove their own point. What separates top CEOs from the rest is how much they question, probe and then process what they are experiencing.

5. Apply discipline to decision-making Peak performers are disciplined. They

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follow a proven approach to decisionmaking. They use a systematic process that takes into account their instincts; judgment based on experience and data; and perspectives from peers, mentors and employees. Applying this rigour helps them make more accurate decisions in less time…consistently.

6. Find a trusted guide Successful leaders view a coach or mentor as a critical component to leadership excellence. I meet with many leaders each month to challenge their assumptions, help identify their blind spots and hold them accountable. The most effective coaches and mentors approach the CEO as a whole person, not just the leader. Leaders who take a comprehensive approach to development that includes feedback from trusted peers, effective mentoring and insights from subject-matter experts, thrive.

7. Rise by helping others Great leaders aren’t just focused on their own growth. They help others develop and grow. By helping others make better decisions, a CEO or business owner also creates a positive impact on other companies and their communities. These high-integrity leaders leave a lasting legacy that is far reaching and long lasting.

I believe great leaders give more, ask great questions, are kinder than expected, are generous with their time and refrain from judging others; rather they use their judgment to make good strategic decisions. They don’t shy away from conflict, they create a culture where candid, honest conversation leads to greater clarity and understanding. And they truly live “a life of climb”.

FEATURE

Refresh and Renew Gillian McAuley was recently appointed the 176th President of NI Chamber. She will be supported in the role by new Vice-President, Cathal Geoghegan, working closely with the Chief Executive Ann McGregor. In her first interview as President, Gillian speaks to Ambition Magazine about NI Chamber’s vision for the future and how the roll-out of a new strategy is preparing the organisation and its members for growth.

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FEATURE

Ann McGregor, Gillian McAuley and Cathal Geoghegan.

Photo by Khara Pringle.

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FEATURE

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“

t is a personal and professional honour to take up a position which has been held by some of the region’s most eminent businesspeople since 1783. And while I am excited about the year to come, I do not underestimate the scale of challenge facing our members during my tenure. The resilience of our businesses is being tested like never before, so right now NI Chamber has a really important role to play and as president, I will do everything I can to support members and the economy,” she says.

Enabling growth in challenging economic circumstances requires an agile approach and like the businesses it represents, NI Chamber cannot stand still. Behind the scenes, over the past six months, significant research and development has gone into the planning of a new business strategy, now aptly called ‘Refresh and Renew’.

Gillian explains: “Whilst the past two years have been incredibly challenging for everyone both professionally and personally, supporting businesses has been part of NI Chamber’s DNA for almost 240 years now.

“Similar to our member businesses, NI Chamber has had to adapt in the post-pandemic world, taking a look at how we best support their growth aspirations. Part of this has been the development of our new strategic plan.

Gillian continues: “We commissioned independent customer research, analysed the data on member engagement and studied the results of various policy surveys. The feedback was good. It recommended that we continue our work providing opportunities for networking, promoting, influencing, learning and exporting. It highlighted that members value the fact that we are Northern Ireland-wide and have businesses of all sizes and sectors involved.

They also value the influence that we have and trust us to present a balanced and researched view in our wider engagement.

“Therefore the strategy has been refreshed and renewed rather than radically changed. We’ve moved swiftly and many of the out-workings are already in place. We have updated the website to improve customer service; the team has been realigned to ensure that everything is data driven, especially member engagement, and we have strengthened our public affairs team so that we have the in-house expertise to amplify your voice to influence positive change.”

The work has been a collaborative effort delivered by NI Chamber’s Senior Management Team, alongside its Board and Board member Peter Russell, managing director Ireland of Telefónica Tech UK&I. “Peter’s experience has been invaluable, and under his expert direction the team employed an agile business growth model to the development of this plan. That’s a very fast-moving methodology whereby the business is reviewed through five key lenses in five sprints lasting a couple of weeks. Agile isn’t merely a phrase here – it’s a living, breathing approach which is reflected in all of our services and approaches to supporting members in a fast-moving climate. It reflects the fact that we are ready and willing to pivot in response to member needs and economic drivers.”

Born in Northern Ireland, Gillian grew up in Canada where she worked as a barrister and solicitor specialising in employment law prior to returning to Northern Ireland in 2001.

“I came back to Northern Ireland from Canada 21 years ago, following the Good Friday Agreement,” continues Gillian.

“It has been my strong conviction since returning that the business community are the true leaders in Northern Ireland. The commitment, imagination and determination to drive the economy forward were evident during the pandemic and still are now, even as we strive to work within the parameters of whatever the political system throws at us, locally and nationally.

“Right now, almost two months after the Assembly election, we should be in the optimistic early days of a new administration, with discussions around a Programme for Government and informed debate about a future, multi-year budget. We should be working in partnership with the political parties on the Protocol to iron out its problems and to maximise its potential.

“It is the businesses of Northern Ireland, large and small, who are the drivers

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“I came back to Northern Ireland from Canada 21 years ago following the Good Friday Agreement. It has been my strong conviction since returning, that the business community are the true leaders in Northern Ireland.”

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of the economy, the employers and the investors. We know the impact of political policy and we know the damage being done by soaring costs, labour and skills shortages, supply chain issues and ongoing uncertainty around the Protocol. We know too about the range of other issues that have dominated us for too long - our lower than average productivity levels, economic inactivity and levels of poverty.

“However, even in the face of ongoing political instability, NI Chamber is ambitious about economic growth for our region; we believe in Northern Ireland and we believe that real growth is achievable. Growth that is meaningful, sustainable and inclusive.”

Gillian explains how NI Chamber has committed to supporting that growth by prioritising three distinct areas.

“We have identified three pillars for growth on which an NI Executive and businesses could collaborate with immediate effect in order to build a better future for everyone. The first is international and regional growth – unlocking Northern Ireland’s potential in the UK, Europe and around the world. We believe in the potential of skilled, inclusive growth and will therefore prioritise skilling up for a green, digital and inclusive economy.

Sustainable growth is key, so our final pillar is about just that, securing a clean and green future.

Concluding, she says: “For the best possible outcomes in these challenging times, we need our political parties to seize the chance to stand together in partnership with business and deliver on these priorities. That is not the case at the moment and that is to the detriment of all the people who live here.”

In spite of the challenges, Gillian is ambitious about what can be achieved and is looking forward to rolling out some ambitious plans: “Our renewed vision is to become the UK’s number one regional business organisation, creating opportunity for NI business and driving the growth and prosperity of the NI economy.

This reflects member needs and expectations, as well as our own ambition.

“It is a great privilege to be president of an organisation that is committed to a successful future and provides businesses with so much support.”

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The Refresh & Renew Process Tanya Anderson Head of Business Support and International, NI Chamber

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he business environment has undoubtedly changed due to the post-covid environment, new international trading arrangements and a further range of economic challenges such as inflation and skills and labour shortages.

In light of this, NI Chamber has spent the past six months carrying out a strategic review of its services to ensure the organisation continues to successfully support the growth of local businesses and the Northern Ireland economy. This has resulted in the publishing of ‘Refresh & Renew’ – NI Chamber’s new strategic plan for the next three years.

The Process The Chief Executive, Board and SMT worked closely with fellow Board member, Peter Russell, who alongside myself, facilitated the review using the Agile Business Growth approach to strategic planning. This is a fast-moving methodology whereby the business is reviewed through five key lenses in five sprints lasting two to three weeks: - Customer focus - Leadership, people and culture - Value proposition - Sales and marketing - KPIs and performance

“The refreshed strategy seeks to build on this success and drive engagement across all of the membership.”

“It was clear from feedback that members valued NI Chamber’s local autonomy, longstanding track record and diversity of membership in terms of business size, sector and location.”

The output has been a number of short, sharp summaries of the new vision, a key strategy statement, stretch targets, business enablers and six execution plans that will deliver the strategy on a phased basis over the ensuing 12 months. This is a dynamic set of documents that will be subject to ongoing revision and updating as market conditions evolve and the needs of members change.

Feedback from members As a core part of this process, NI Chamber engaged an independent consultant to ask its members, Board and team about their perception and experience of NI Chamber. We wanted to know what was valued, what support was needed, what we could do better and how we could evolve.

It was clear from feedback that members valued: • NI Chamber’s local autonomy, longstanding track record and diversity of membership in terms of business size, sector and location.

• They valued the vast choice of networking opportunities, the

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promotion channels available to members, the organisation’s professionalism and its flagship events.

In terms of developments, it was suggested that there is a requirement from members for more targeted communication and members’ desire for a stronger lobbying voice on their behalf. As NI Chamber adopts a more date driven approach, both of these areas have been addressed with a new website, email system and the appointment of a newly created Public Affairs department.

Focus for the future We know from feedback that highly engaged members view NI Chamber as a highly professional, approachable, responsive and knowledgeable organisation. This leads many to trust and respect NI Chamber and view NI Chamber as the organisation for businesses in Northern Ireland. The refreshed strategy seeks to build on this success and drive engagement across all of the membership and grow a diverse and engaged membership whose growth we actively support and, in doing so, benefit the wider local economy.

“They also valued the vast choice of networking opportunities, the promotion channels available to members, the organisation’s professionalism and its flagship events.”

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FEATURE

The Stamp of Approval SGS, a global certification firm, uses the tagline ‘when you need to be sure’.

Andrew Parmenter, the company’s head of sales and marketing, talks to Ambition about why business verification in an ever-changing world of regulations is more than ticking a box.

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GS is the world’s leading inspection, verification, testing and certification company. It is recognised in its markets as the benchmark for quality and integrity with a team of 93,000 including a focused Northern Ireland contingent.

Its history goes back almost 150 years, during which time it has evolved from an agri inspection service to a comprehensive service provider covering areas including health and well-being to environmental accreditations and dairy farming.

“There are more standards and more common standards changes than ever before,” Andrew, the company’s head of sales and marketing, begins.

“They’re growing, driving all the time to follow the trends of business and they’re also relevant for the overhaul of the economy. I’ve been with SGS just two years and already that growth is evident.”

With a £5bn turnover, SGS is a multinational powerhouse but it’s unique in that it has a network of provincial bases that offer a more tailored personal service.

Andrew looks after certification lines, managing processes correctly. That segment of the business represents one-fifth of the company’s mammoth turnover.

“The business is so big because it is so diverse. We test or inspect anything,” he continues.

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“For example Arla, the largest dairy in the UK, we go out and audit their farms.

It means sticking the wellies on and ensuring processes are being followed.

“We might also go out and test PPE in manufacturing, ensuring those businesses are following processes too.”

The company’s sophisticated labs in England are one of its many assets, having played a role in the AstraZeneca story during the pandemic, as well as supporting the drive to eradicate Ebola.

PCR testing also featured at its labs.

“The diversity of what we do is very interesting,” says Andrew. “We test oils on major rigs and ships, even airplanes, and we can tell from those tests what the deviation level of the engine is.”

Closer to home, in the corporate world, an influx of new certifications has allowed SGS to experience an upturn, despite the economic climate.

Andrew says: “What anyone wants during a pandemic or a period of uncertainty is reassurance that supply chains are running right and reliable systems are in place.”

He says that referencing a high demand for ISO 27001, a specification for an information security management system.

SGS says that specific certification allows businesses to demonstrate to existing and potential customers, suppliers and shareholders the integrity of their data and systems as well as a commitment to information security.

“It can also lead to new business opportunities with security-conscious customers; it can improve employee ethics and strengthen the notion of confidentiality throughout the workplace.”

The biggest growth areas in auditing and certification, Andrew says, are the environment and people.

“That drive to net zero by 2030 has created an urgency for businesses and we can understand where they are in terms of greenhouse gases and understand their emissions and how to work with that and put it out there to the marketplace what they’re doing.

“It’s about making sure you have the stamp and that has to be done independently. You can’t go out there and claim to be net zero unless you have been independently audited.”

greenhouse gas (GHG) emissions and other environmental impacts.

Another area of focus for businesses in the wake of the pandemic is ISO 45003 certification, Andrew says.

It is a relatively new certification and gives businesses guidance on managing psychological health in the workplace with an occupational health and safety management system.

It is intended to complement the ISO 45001 which was introduced to the industry in 2018.

Meanwhile in the social and sustainability arena, the company offers everything from the SA 8000 Certification for social accountability — one of the world’s most recognised in the area — to the ISO 55001 certification and training services to improve asset management systems and demonstrate the ability to meet stakeholder requirements and expectations.

“It’s about making sure you have the stamp and that has to be done independently. You can’t go out there and claim to be net zero unless you have been independently audited.”

The ISO 50001 is helping organisations to establish processes to improve energy performance. Implementation allows them to reduce their energy costs,

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Certifications such as the ISO 22301 – Business Continuity Management – will help improve the way any business manages crises. It ensures a planned effective business continuity management (BCM) system is in place, enabling them to respond effectively to any disruption.

“Some certifications are mandatory and they ensure a business adheres to standards but others make for really good management systems – they help business to become more efficient, more attractive and robust and while they cost, that cost is far outweighed by the benefits,” explains Andrew.

“In a changing and very protective world, if I was running a business I would begin with the standard ISO 14001. This Environmental Management System (EMS) supports your aims and objectives by documenting the processes, procedures and responsibilities for achieving effective policies and objectives.

“That’s the bread and butter of certificates and while we’re all moving towards a different working environment, a much more hybrid one, we need to consider health and safety and the ISO 4001 and 4003. They are the very key to showing how you value people. And while they are not mandatory now, I expect they will be.”

For those firms interested in elevating their certification hall of fame, SGS has a dedicated team here in Northern Ireland to support just that.

Andrew concludes: “We’ve a good reputation in Northern Ireland where we service and support our great clients.

“We are looked after and we look after our clients with that local support and while we have that big global reputation, the difference between us and other international bodies is we have local people employed in your region, looking after your business and sharing knowledge which is a really useful tool.”

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FEATURE

Carson McDowell Grows with the Appointment of Four new Partners in Belfast and Dublin 28

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Carson McDowell partners (L–R) Richard Dickson, Hilary Griffith, Neasa Quigley, Roger McMillan, Kathleen Byrne and Damian McElholm.

As it embarks on its latest growth phase, Belfast law firm Carson McDowell is more focused than ever on ensuring it remains a great place to work.

The firm is Northern Ireland’s largest independent law firm, with 120 solicitors and more leading individuals and topranked practice areas than any other local firm in respected industry guides Chambers and The Legal 500.

It has continued its recent expansion with the addition of four new partners

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in Belfast and Dublin over the past few months.

Hilary Griffith has joined as a corporate partner, Richard Dickson has become a partner in its real estate division, Damian McElholm joined as a partner in its banking & finance team and Kathleen Byrne has become a partner in

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its healthcare team, based in the firm’s Dublin office.

“The growth of the firm remains closely aligned to the growth of our clients and at the moment it is a very active market,” explains Neasa Quigley, senior partner at Carson McDowell.

“We are fortunate to represent a large number of commercially sophisticated local businesses, high-profile international clients and prestigious organisations in education and the public sector.”

Carson McDowell achieved the ‘Band one’ rating in 21 out of 25 practice areas ranked in the 2022 Chambers guide and had 13 partners given the top accolade on an individual basis, more than any other Northern Irish law firm. It also had 11 practice areas ranked as tier 1 in the 2022 edition of The Legal 500 guide, also higher than any other local firm.

But in the wake of the pandemic, Managing Partner Roger McMillan explained that it is staff wellbeing which is very much at the top of the list for the firm’s senior team.

“As an employer of 200 people, the wellbeing of our colleagues is of utmost importance and striving to make this a great place to work is a major focus for us. Carson McDowell has a strong track record of attracting and developing the best talent and retaining that talent is key as we look to the future.”

Carson McDowell was recently awarded the Bronze Diversity Mark and has signed up to the Charter on Mindful Business, which commits it to respecting boundaries between work and leisure time and holidays.

Internally, the firm has launched a staff wellbeing hub to ensure its team has a range of resources available to help with managing mental health and wellbeing and has trained a number of wellbeing ambassadors.

Roger added, “It’s important we have high levels of satisfaction if we want to have high retention. A lot of time has been spent looking at how we keep making this a better place to work and how we look after our colleagues. We’re listening closely to the team and see this as the start of the journey.”

EXPANSION As it announced the continued growth of its team in Belfast, Carson McDowell also confirmed that it will shortly move to bigger premises in Dublin in order to accommodate the expansion of its healthcare team.

“As we look forward, it’s clear that many areas of the economy that were constrained during the pandemic are coming back stronger.”

The new partners in Belfast and Dublin bring a range of experience with them to add to Carson McDowell’s existing capabilities.

New corporate partner Hilary Griffith was formerly a partner in another Northern Ireland commercial law practice. Her main areas of practice are in corporate, corporate finance and equity investment with particular experience in the manufacturing and technology sectors.

She has advised a range of leading local SMEs, national and international businesses, private equity funds, international investors and public sector organisations on a full range of corporate finance matters.

Damian McElholm joined Carson McDowell’s banking & finance department from an international law firm operating in the local market where he led its recently established banking offering in Northern Ireland.

Damian has developed considerable experience across a number of prominent sectors such as renewable energy, social housing and real estate from a banking and finance perspective. He regularly acts for a variety of key stakeholders in large value and complex real estate finance, leveraged finance, project finance and general corporate lending matters.

Richard Dickson joined the firm as a partner in the real estate team having previously been a partner of a longestablished Belfast firm. Richard has considerable experience in dealing with all aspects of property law transactions and continues to act for a wide range of clients in relation to property acquisition, disposal, landlord and tenant as well as commercial, residential and mixed use property development. He regularly

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advises retail tenants and commercial property landlords and has overseen key residential, commercial and mixed use property developments in recent years from site acquisition through to disposal.

In Dublin, Kathleen Byrne has joined Carson McDowell’s healthcare team, specialising in medical malpractice and healthcare law.

Kathleen joined the firm from Clyde & Co LLP in London. She is an experienced healthcare lawyer with a proven track record in defending complex and high value claims. Kathleen has acted on behalf of multiple NHS Trusts, the largest medical defence organisations in the world and healthcare insurers.

Kathleen is also an experienced advocate, having represented clients before multiple Coroners and Masters of the High Court. She has also acted on behalf of clinicians at Fitness to Practise Inquiries before the Irish Medical Council and the Dental Council.

Roger McMillan, managing partner, said: “I’m delighted to welcome four new partners to the firm who add significant experience and expertise to a marketleading team that remains as focused as ever on delivering for our clients and helping them to take advantage of opportunities for growth.

“As well as continued growth in Northern Ireland it is fantastic to see the further expansion of Carson McDowell’s specialist healthcare team in Dublin. We now have a team of 12 with two wellregarded partners in Dublin and there continues to be significant demand for our services.”

The firm recognises that its clients face a range of challenges in the current environment, not least the significant impact that rising costs are having on the operations of many businesses.

Concerns around the lack of a functioning executive, skills shortages and a planning system that is not fit for purpose all serve to exacerbate the situation.

Neasa Quigley, senior partner, adds: “As we look forward, it’s clear that many areas of the economy that were constrained during the pandemic are coming back stronger and the publication of the energy strategy should translate into enhanced investment in renewable energy and the hydrogen economy. We continue to see plenty of interest in NI businesses from private equity and trade buyers in sectors such as life and health sciences, ICT, and financial services. We are looking at the rest of the year with cautious optimism.”

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FEATURE

Equality, the Job in Question Hollie Cregan has been appointed head of Inclusion, Fairness and Respect at construction giant Graham. She talks to Emma Deighan about why the creation of the role will make the company a leader in marrying diversity initiatives with everyday business.

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rior to joining Graham, the Hillsborough-headquartered building and civil engineering firm, Hollie Cregan worked at Dutch firm VolkerWessels, a contractor that delivers engineering solutions across the civil engineering and construction sectors.

A quantity surveyor in a male-heavy sector, she progressed into a project management role, delivering high-profile rail projects all while working on separate CSR projects to drive initiatives to narrow the gender gap in the business as well as challenging stereotypes.

Her hard efforts saw her spend four years as the company’s head of Equality, Diversity and Inclusion (EDI).

Today Hollie is Graham’s first ever head of Inclusion, Fairness and Respect, a post that sees the company lead the way here in important inclusion matters.

“When I joined the company there was no-one doing this role. It didn’t exist. We had certain individuals doing it as part of their day jobs – everyone was doing their bit – however, it was the foresight of our civil engineering managing director, Leo Martin, who thought if we’re going to drive this forward we need to appoint someone to lead that,” she begins.

EDI is a passion for Hollie. Her goal to make the workplace a more diverse environment stretches outside of GRAHAM where she is also a Network Rail Diversity and Inclusion champion, STEM and FIR ambassador and sits on the Board of Governors at her local primary school – a position that fits perfectly with her passion to inspire future generations, particularly girls, into the construction industry.

Graham has more than 2,500 employees and a presence in 17 UK

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Hollie Cregan.

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locations. That widespread geographic presence sees Hollie carry out bespoke research and plans for each location.

She continues: “We have to tailor our approach as not every place is as diverse as the next. We make sure that we’re representative of the communities that we’re working in, wherever we’re working.

“We will have carried out research on where we work even prior to the tender stage and we also focus on communities and what they need.”

She says there is no one main priority area for her and her colleagues but rather a group of priorities.

“To drive the equality agenda the company will celebrate four key events every year covering gender, race/culture, disability and LGBT.”

“What we do find is some areas are really diverse and some are not so we want to be representative of the areas we represent and we always look at those locations with an inclusion lens.”

On the gender subject, she says the firm is looking at its recruitment process, seeing who applies, who makes it to the interview and who gets offered the role.

“It’s about that whole life cycle and we’re driven by data.”

Contrary to common opinion, Hollie says there is a greater volume of female applications into the industry than ever before. “People think women don’t apply but they do.

“We’re always bettering what we do.

We’re looking at UK averages and working with those figures rather than targets.”

Selling construction as a career choice to the younger generation is another priority for Hollie and her team.

She talks of an ageing workforce and how fewer people are choosing construction as a career pathway and

“You only need to look at universities to see that they have all these networks for race, LGBT and disability and more, and those graduates expect to see that replicated in the workplace.”

To drive the equality agenda the company will celebrate four key events every year covering gender, race/culture, disability and LGBT. “We could do more but we picked four and we do them very well,” Hollie says.

Culture Week, Disability Week and Pride are among the events that bring colour and cultural intelligence into Graham’s locations.

She explains: “High-level focus originally was about gender and we are looking at how underrepresented women are in construction.

“That conversation in gender opened up conversations in disability too. So we look at those areas in terms of UK averages and that applies to LGBT and race too. We look at the averages in those communities within which we are based and how that reflects in our various UK locations.

was amazed by how many were asking what we were doing around diversity and inclusion.

To ensure its efforts are paying off, the company is in the process of gaining external accreditation from the National Centre for Diversity. adds: “Construction is less attractive than the likes of digital so we look at how we sell it, how do we make our processes slicker, how do we attract people into our ageing workforce; it’s a whole retention piece.”

Having Hollie in her role will play a part in the attraction of new workers. It will help the company drive its equality agenda, a corporate responsibility that not just clients but new talent is demanding.

“We want to be an ethical organisation and our employees and incoming talent want that too and ultimately clients are asking can we support them with that.

The government is asking for it and it’s more important than ever for all parts of the business.

“Historically tenders were about the cost of a project and when you can deliver. Now clients want to know what you’re doing to give back and what you’re doing to improve the cultural diversity of the industry.

“We see it too, first hand when interviewing potential staff. For example, in a recent graduate recruitment process, without me saying what my role was, I

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“They will come into the business, look at what we’ve identified and help us survey staff,” Hollie says. “They then come back a year later and review our work and if we’re doing well and the surveys are good we will be awarded.”

She says the company has progressed halfway through that accreditation with the interim review due later this year.

“One of the best things about this is you get to ask staff, ask our people if they think Graham is an inclusive place to work and that provides us with really rich data.”

As Ambition went to print, GRAHAM was placed 41st in the Top 100 Most Inclusive Workplaces Index 2022.

The National Centre For Diversity (NCFD) placed the company following its intensive efforts to promote inclusion, fairness and respect throughout the business.

Hollie concludes: “We started with our leadership, embarked on training programmes about inclusivity from the MD down and then we worked out what we do next. We have a lot of FIR ambassadors and we will bring the two together so inclusivity is business as usual, rather than a bolt on.”

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Tailoring Financial Futures Wealth management firm Investec’s new associate financial planning director in its Belfast office, Patricia Newell, explains how her role can help add value to every aspect of your financial future.

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lobal banking and wealth management company, Investec, has a strong history in Northern Ireland.

Their office has a heritage dating back to the early 1900s, born out of the traditional partnerships in the city of Belfast.

The company has been growing quickly here, with six new recruits joining various areas of the business recently, including financial planning, investment management, compliance and risk, and marketing.

Ambition recently spoke with Patricia Newell, who joined Investec’s financial planning team in January.

Patricia began her working life in economics but soon realised wealth management – advising people on how to protect, invest and manage their wealth – was her passion and her forte. She has held significant financial planning roles with independent financial advice firms and a FTSE 100 company before joining Investec.

Patricia provides each client, whether private or corporate, with a bespoke financial roadmap.

She tells us: “Our department’s services include retirement planning, inheritance tax planning, and providing highly specialised investment recommendations.

Our services always centre around the client’s financial plan and roadmap, taking into account their goals and priorities and helping them to achieve their financial ambitions.”

Patricia says while the offering is robust and wide-ranging, every client’s wealth management solution looks different.

That’s because it’s bespoke to suit their needs, goals, attitude and risk tolerance.

Her approach is to use an intensive process and one that harks back to that of the zebra – the monochrome mascot that graces the window of its Bedford Street office and every other Investec office across the world.

“The thing about a zebra,” Patricia explains, “is that, while from a distance they all appear the same, they’re not.

Their stripes are individual like a thumb print.”

Patricia has a particular interest in later life planning and is currently an associate member of SOLLA, the Society of Later Life Advisers.

“Our department’s services include retirement planning, inheritance tax planning, and providing highly specialised investment recommendations.

Our services always centre around the client’s financial plan and roadmap, taking into account their goals and priorities and helping them to achieve their financial ambitions.”

“When it comes to retirement, we help people plan for what type of retirement suits them best, whether it be simple or complex. I have a special interest in estate planning and intergenerational planning which is a growing area, and I enjoy helping clients ensure as much of their wealth can pass to the next generation as possible.

“We put the clients at the heart of what we do,” she adds.

It is intensive conversations with clients that allow Investec financial planners to craft such customised solutions for each and every client.

Among those tailored solutions is maximising tax relief. This includes making full use of ISAs for tax efficiencies, planning succession of assets and managing inheritance tax (IHT), and maximising the benefits of pensions contributions.

“And business is buoyant despite the volatility in the market,” Patricia says.

If anything, there’s a heightened awareness to safeguard wealth.

“There’s that old adage: it’s the time in the market rather than the timing of

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the market,” Patricia continues. “It’s very important that clients look at the fiveyear plus investment timeline because that allows for investments to recover, should there be volatility.

“What we’re seeing trending right now is early retirement or business exits. I think people have become more aware now and are preparing for the future by exiting right.

“We’ve also seen a lot of intergenerational wealth planning, when older people in their 70s and 80s would come to us with their children as a family unit to prepare for passing on their wealth.”

She says such is the demand for the company’s services, the Belfast office has set its sights on even more growth in the coming months and years.

“The Belfast team is a really cohesive, exciting team. Leigh Yeaman, divisional director for Northern Ireland, is very focused on taking Belfast forward. We’re going to grow, and I believe that growth is going to move on quite quickly over the next number of years.”

She says the company’s Chief Executive Officer Fani Titi’s amazing backstory – one of poverty, apartheid and concluding in success – lays down the core values at the business.

“It sets an excellent culture. An allinclusive, flat structure that empowers people,” she concludes.

When Nelson Mandela opened the new Investec building in Johannesburg in 1998, he praised its vision and stature in the wealth management sector. His words set a tone for the future of the business and it’s living up to it.

He said: “Here is a company which stands head and shoulders above its peers – not merely because of its phenomenal growth or its sound management of assets, but because it is a trendsetter.”

Disclaimer: The contents of this article do not constitute a personal recommendation and the investments and services referred to may not be suitable for all investors. The value of investments can go down as well as up and you may not get back the full amount invested.

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Columnist Professor Geoff Simmons Ulster University

Transforming Skills and Knowledge P

rofessor Geoff Simmons, course director at Ulster University Business School (UUBS), discusses how Ulster University is providing sector-specific support to the local food and drink sector.

Food and drink is a £5 billion industry in Northern Ireland and is the region’s largest manufacturer. It is deemed a priority sector by government and a major future economic driver.

Safeguarding the agri-food sector against challenges such as Brexit, and supporting opportunities for economic growth and innovation is critical, as noted in the Department for the Economy’s Rebuilding a Stronger Economy paper.

The most recent strategic plan for the food industry Going for Growth – Investing in Success emphasised a programme of measures to ensure higher levels of market-led innovation, sales growth outside Northern Ireland, especially to new markets in the USA, Europe, Asia and the Middle East, and a significant improvement in skills.

Crucially, skills development was positioned as a key requirement across the wider food and drink supply chain.

Given the challenges surrounding the availability of managerial and commercial skills, Ulster University Business School is helping industry address skills shortfalls across all levels of the local food and drink sector, from food producer to food retailer, through the development of a postgraduate qualification.

The MSc Food Design and Innovation programme will provide learners with the key skills and commercial awareness demanded by the food industry at managerial level. It will equip both people wanting to enter the industry, and those working within the sector, with the core business, marketing and innovation skills needed for commercial success - helping future leaders respond to significant opportunities and challenges faced by the industry.

Students will develop transferable business-focused skills across core commercial areas, such as food marketing, consumer behaviour, new media and new product development.

This focus will allow students, on completion of the course, to pursue careers in functional management positions with food producers and across a range of retail management opportunities.

Commencing in September 2022, teaching for the new course will be delivered on Ulster University’s Belfast campus, with students having the flexibility of studying part time over two years.

The development of Northern Ireland’s food and drink sector is a key strategic aim for UUBS and over the last number of years this has been demonstrated through multi-million pound investments in state-of-the-art facilities.

The Food and Drink Business Development Centre, a centre of excellence, was established to provide sector-specific support to Northern

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Ireland’s local food and drink industry in research and business education.

Located on the university’s Belfast campus, the centre provides a unique range of support tools and expertise in key areas such a marketing and consumer behaviour, innovation management, supply chain management and food policy and sustainability to help businesses innovate and develop new product concepts.The centre also contains a Consumer Insight Lab, a virtual reality retail store that allows firms to trial new products, packaging and category management, with shoppers recruited from relevant market segments.

Moreover, The Food and Consumer Testing Suite (FACTS) at Ulster University’s Coleraine campus helps businesses create, develop, refine and improve food and drink products through development kitchens, sensory testing booths, consumer research facilities and a nutritional analysis laboratory. Through this suite, Ulster has partnered with leading experts from McDonalds, Marks and Spencer, Tesco and many local SME food firms to support product innovation and new product development in the region.

To find out more about the Food Design and Innovation MSc or if you would like to discuss our range of food and drink knowledge solutions contact engage@ulster.ac.uk

NI Chamber Chief’s

UPDATE Ann McGregor, Chief Executive, NI Chamber

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t has been a busy and exciting few months at NI Chamber, not least because of the launch of our new strategy, which you can read more about in the magazine’s cover story. ‘Refresh and Renew’ is an appropriate name for the strategy, which is about taking a fresh perspective on how we serve member businesses and best position them, and NI Chamber, for growth. The board and executive team are certainly energised by the changes we’ve implemented and we hope that you will be too.

This has been a particularly busy period on the public affairs front, with the Northern Ireland Protocol dominating much of the discussion and debate. In mid-June, we hosted a member briefing on the provisions of the NI Protocol Bill. At the meeting, members shared that an agreed outcome with the EU is a preferred and necessary outcome. We also heard that a careful balance has to be struck in protecting consumer facing supply chains, operating between GB and Northern Ireland and in protecting key agri-food sub-sectors and exporters. As convenor of the Business Brexit Working Group, NI Chamber’s head of public affairs, Stuart Anderson, has had a number of high-profile engagements in recent weeks, meeting directly with the EU Commission and the UK government, including with foreign secretary, Liz Truss. He has also chaired engagements between local industry and with UK Labour leader, Sir Keir Starmer, Taoiseach Michael Martin and the German Ambassador to the UK. In tandem with that, following engagement with the Board and Council, we have developed a new framework for policy development and engagement with local parties for the next Assembly mandate. Over the coming months, we will engage with elected representatives and our members around three key pillars for growth including international and regional growth, a skilled and inclusive workforce and creating a sustainable future. On the events side, last month we hosted one of the highlights of the business calendar; our President’s Annual Lunch. It was a fantastic celebration which

saw almost 500 guests gather in Belfast City Hall where they heard actor Adrian Dunbar in an interview with Tara Mills. It was wonderful to be back and we thank everyone who joined us, as well as the event sponsors BT, Cleaver Fulton Rankin, Fujitsu, GMcG Chartered Accountants and Dell Technology.

It is set to be followed by more flagship events coming up soon including our Annual Golf Day in Malone Golf Club on 9 September and the Festival of Business on 14 September in St George’s Market.

The Festival of Business (aka our Annual Networking Conference) is a fantastic networking opportunity for all members, which attracts over 800 people and more than 100 exhibitors. If you are interested in exhibiting I encourage you to secure your pitch soon as there has been great uptake on those already. I also want to draw your attention to our next Meet the Buyer, which returns to its in-person format on 28 September. This flagship annual event provides suppliers with the opportunity to meet potential customers, who include large companies with significant procurement needs. As well as scheduled meetings, suppliers have the opportunity to network with others from a host of industries. The team is currently accepting applications for suppliers from all business sectors, so do get in touch if that’s of interest. Over the coming weeks we will be announcing details of lots more networking and learning events, as well as details of new training courses happening during the second half of the year. There are some fantastic opportunities coming up – we hope to see you and your colleagues there.

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New Members • Aurient Ltd (The Regency) • ABPI Northern Ireland • Alchemists Forum • Atrom • Cavanagh Free Range Eggs • Cavanagh Kelly • Doherty Pension & Investment Consultancy • Expono Ltd • Fluid AV • Hardies Property & Construction Consultants • IQEQ • James Stelly Investments • Kukoon Rugs • NIHon Cyber Defence • RSC Group • Rumour Mill Creative Communications • Sysco Foods NI • The Growth Company • The MAC Belfast • Trade Mouldings • Viberoptix

* To become a member of NI Chamber join online at www.northernirelandchamber.com or phone the membership team on 028 9024 4113

EVENTS

NI Chamber Social

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1. Catriona Henry (business support manager at NI Chamber), Michael Morris (international sales director at Hinch Distillery), Naomi Waite (director of marketing at Tourism NI), Mark Cunningham (head of Regional Business Centres, Business Banking NI at Bank of Ireland) and Matt McRoberts (digital marketing manager at Hastings Hotels) pictured at the latest Business Breakfast Series, in partnership with Bank of Ireland.

2. Lynsey Foster (international trade manager at NI Chamber), Laura Gillespie (partner at Pinsent Masons), Gary Annett (CEO of MJM Marine), Peter Legge (tax partner at Grant Thornton) and Judith Millar (business development manager, Cyber Security Research Centre at Queen’s University Belfast) pictured at a recent Collaborative Forum which focused on cyber security.

3. Christopher Morrow (head of communications and engagement at NI Chamber), Natasha Sayee (head of external communications and engagement at SONI), Kieran Donnelly CB (comptroller and auditor general at the Northern Ireland Audit Office) and Stuart Anderson (head of public affairs at NI Chamber) pictured at the latest Energy Forum.

4. Gary McGhee (partner and head of the planning and environmental law team at Carson McDowell), Tamasin Fraser (UK director at ABO Wind) and Steven Agnew (head of RenewableNI) engaged in a panel discussion at the latest Energy Forum.

5. Pictured at the latest Grow with Danske Bank event are Catherine Crilly (business support manager at NI Chamber), Andrew Smith (UK & EU commercial manager at CK International), Oonagh Murtagh (head of South Business Centre at Danske Bank), Paul Conlon (founder and managing director of CK International), Alistair Cooke (director at ASM Chartered Accountants) and Adam Holland (CEO of Simple Scaling).

6. Catherine Toolan (managing director at Diageo Irish Brand Homes), Clare McAllister (commercial sales and service manager at Electric Ireland), Mark Simpson (journalist and broadcaster) and Mairead Mackle MBE (founder and CEO of Tarasis Enterprises) pictured at the latest Leadership LIVE event at Grand Opera House.

In Partnership With:

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EVENTS

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Pictured at the latest Driving Digital with Ulster Bank event are Conor McCooey (Group CIO at Re-Gen Waste), Terry Moore (founder and CEO at Outsource Group), Nigel Walsh (director, Commercial & Corporate Banking at Ulster Bank) and Catherine Crilly (business support manager at NI Chamber).

8. Stuart Anderson (head of public affairs at NI Chamber), Paul Murnaghan (NI regional director at BT Enterprise) and John Healy (vice president & managing director at Allstate Northern Ireland) pictured at NI Chamber’s recent Public Affairs Forum.

9. Pictured at the latest event in the NI Chamber and NIE Networks Regional Networking Series are Ann McGregor (chief executive of NI Chamber), Ian Hunter (commercial manager at NIE Networks) and Petrina McAuley (campaigns and events manager at NI Chamber).

10. Suzanne Keenan (director at Cleaver Fulton Rankin) welcomes members to the latest Employment Law Workshop.

11. Jonathan Forrester (managing director at Cleaver Fulton Rankin) and Jonathan Hill (practice manager at Hill Vellacott) pictured at the latest legal workshop, in partnership with Cleaver Fulton Rankin.

12. Rob Cullen (director of business development at Noel Recruitment) welcomes NI Chamber members to the latest event in the Regional Networking Series.

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EVENTS

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NI CHAMBER ANNUAL PRESIDENT’S LUNCH

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I Chamber hosted its Annual President’s Lunch on Friday 24 June at Belfast City Hall. Joining NI Chamber President Gillian McAuley was award-winning actor, director and writer, Adrian Dunbar who was interviewed by Tara Mills.The President’s lunch was sponsored by BT, along with supporting sponsors Cleaver Fulton Rankin, Fujitsu, GMcG Chartered Accountants and Dell Technology.

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The NI Chamber team with Adrian Dunbar.

Tara Mills and Gillian McAuley.

Adrian Dunbar, Ann McGregor and Mike Nesbitt.

Susan Dunlop, Adrian Dunbar and Gillian McAuley.

Adrian Dunbar and Paul Murnaghan.

Cathal Geoghegan, Gillian McAuley, Adrian Dunbar and Ann McGregor.

Jane Wells MBE, Judith Wylie, Ruth Mercer, NI Chamber President Gillian McAuley and Prof Gillian Armstrong.

Over 450 people attended the lunch at Belfast City Hall.

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Claire Hanna, Paul Moag, Rachel Guy and Beverley Copeland.

Karen Blair, Paul McBride, Kathryn Collie and Sir Nigel Hamilton.

Paul McBride, Adrian Dunbar and Gillian McAuley.

Helen Hughes, Jean Gardiner and Roberta Miura.

Sarah Sistern, Adrian Dunbar and Ann McGregor.

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Ronan Carey, Adrian Dunbar and Gillian McAuley.

Ann McGregor, Adrian Dunbar and Emma Little-Pengelly.

Gillian McAuley and family.

David Clements, Adrian Dunbar and Gillian McAuley.

Adrian Dunbar interviewed by Tara Mills.

NEWS

Festival of Business Takes Flight Dublin Airport is set to be the headline sponsor of NI Chamber’s Festival of Business, which returns to St George’s Market on Wednesday 14 September 2022. It is also backed by supporting sponsors Amazon Web Services (AWS) and Belfast City Council.

The event, which is the largest of its kind in Northern Ireland, will see more than 700 businesspeople gather in the famous marketplace to network and learn from a huge variety of speakers and exhibitors in a single morning.

Ann McGregor (NI Chamber) and Vincent Harrison (Dublin Airport).

interest from a vast range of companies, all interested in securing a pitch on the day. It’s a really eclectic mix, which we are confident will make for a very interesting morning.”

As well as over 100 exhibitors, attendees will have the chance to hear from a stellar line-up on the main stage which includes Colin Hughes, chief executive of Four Star Pizza, and Fiona Simpson, head of Commercial NI at Amazon.

Vincent Harrison, managing director Dublin Airport added: “Dublin Airport is delighted to be the headline sponsor of the NI Chamber Annual Conference again this year. Dublin Airport is proud to provide vital international connectivity to the Northern Ireland market, and this conference provides a wonderful opportunity to further strengthen relations and engage with the business community. We look forward to a morning of networking, engagement and a great line-up of speakers and I wish the Northern Ireland Chamber team a successful event.”

Encouraging businesspeople in all sectors to get involved, Ann McGregor, chief executive NI Chamber, said: “The Festival of Business has always been one of the highlights of our calendar and this year, it’s set to be bigger and better than ever. The festival will be a true celebration of the diversity, energy and innovation of NI businesses. It’s the ideal opportunity to enjoy networking in a lively, interactive environment, with the added bonus of being able to learn from a line-up of exemplars from renowned local and global brands.

To book an exhibition stand at the Festival of Business please contact oonagh.diamond@northernirelandchamber.com.

“It’s also the perfect place for any business interested in showcasing products and services to a really engaged, in-person audience to exhibit. So much so that we’ve already had significant

Delegate registration is now open on the NI Chamber website.

The Festival of Business is free for NI Chamber members and costs £50 + VAT for non-members.

NI Chamber welcomes Grand Central Station progress Alan Thompson (Doherty Pension and Investment Consultancy), Ann McGregor (NI Chamber) and Terry Lappin (Doherty Pension and Investment Consultancy).

Tee up for NI Chamber Annual Golf Day NI Chamber is set to host its popular Annual Golf Day on Friday 9 September, in partnership with Doherty Pension and Investment Consultancy. Over 100 members of the business community will tee off at the renowned event, which is taking place at the prestigious Malone Golf Club.

The golf day is designed for NI Chamber members to build networks and make connections in a relaxed setting, whilst competing to win the coveted Golf Challenge Trophy. Last year, Paul Armstrong from Foods Connected lifted the trophy as the player with the highest individual score.

Translink recently welcomed representatives from NI Chamber on site to a briefing on Belfast Grand Central Station and the Weavers Cross development to view progress and learn more about the impact the major project will have on the city and regional economy.

Main works are now underway at the 8-hectare site in Belfast city centre, with the facility due to enter full operational service in 2025.

The Weavers Cross project is currently awaiting outline planning approval.

Belfast Grand Central Station is a flagship project prioritised by the Northern Ireland Executive and will deliver a modern, worldclass integrated transport hub to enhance local and international connectivity with bus, coach and rail links across Northern Ireland and beyond. It will deliver a high-class customer experience for up to 20m passenger journeys annually. With the added benefits of active travel options, it will also play a major part in tackling the climate emergency and reducing congestion and pollution.

The facility will sit at the heart of the new Weavers Cross city neighbourhood, a name which reflects the area’s rich industrial heritage. It is a transport-led regeneration and economic revitalisation project and will act as a destination not only for travel, but for working, shopping, employment and living.

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NEWS

Planning System Key to Successful Clean Energy Transition Speaking at the event, Natasha Sayee, head of External Communications and Engagement at SONI, said:

The planning system has a key role to play in facilitating Northern Ireland’s clean energy transition. That was the message delivered at the latest NI Chamber Energy Forum event, recently held at the MAC, Belfast. The Energy Forum series, hosted in partnership with SONI, the electricity system operator for Northern Ireland, brings together business representatives and industry experts to explore the issues of the day relating to energy matters and the decarbonisation of the Northern Ireland economy.

“At SONI we recently published the Shaping Our Electricity Future Roadmap, which sets the pathway to the decarbonisation of the power system in Northern Ireland. In preparing the roadmap we undertook our biggest public consultation ever, and we are now delivering on its outcomes by putting collaboration at the heart of our approach.

Comptroller and auditor general Kieran Donnelly CB was the keynote speaker at the event, providing over 100 attendees with an overview of the Northern Ireland Audit Office’s recent report into the planning system and its key recommendations. Industry leaders Tamasin Fraser (UK director, ABO Wind), Gary McGhee (partner, Carson McDowell) and Steven Agnew (head of Renewable NI) then participated in a panel discussion exploring the challenges and opportunities Christopher Morrow (NI Chamber), Natasha Sayee facing the (SONI), Kieran Donnelly CB (auditor general at the renewable Northern Ireland Audit Office) and Stuart Anderson energy sector.

(NI Chamber).

“We are delighted to continue our partnership with NI Chamber and its members creating a forum for informed debate focused on solutions and innovative thinking which will drive the energy transition.”

Stuart Anderson, head of Public Affairs at the Northern Ireland Chamber of Commerce and Industry, added: “It is clear from the event that the planning system is going to play a central role if Northern Ireland is to achieve its renewable electricity targets and achieve greater levels of clean, indigenous energy generation.

“This will be a priority focus for the Chamber and we will continue to work closely with our members as well as the Department for Infrastructure and local planning authorities to ensure we have a system that helps to facilitate development and attract investment in Northern Ireland’s renewable energy sector.

“This in turn will create employment opportunities and economic growth and is essential if we are to meet our climate change ambitions.”

Patrick Anderson, Translink’s chief financial officer, who hosted the meeting, said: “Belfast Grand Central Station and the associated Weavers Cross development will represent a new beginning for public transport. It will be a fully multimodal transport facility, a highly impressive gateway to the city with significantly increased passenger capacity and active travel options, encouraging a healthier, greener society.

“This development brings with it huge potential for the regional economy and is a huge vote of confidence in our postpandemic society. We are grateful for the support of our colleagues at the Northern Ireland Chamber of Commerce and Industry for the project, which will provide approximately 500 jobs and boost local training and apprenticeship opportunities.”

Ann McGregor, chief executive of NI Chamber, said: “We were delighted to receive an update on the progress of Belfast Grand Central Station and Weavers Cross, which has the potential to be a major boost to the regional economy.

“The project will provide huge opportunities for so many sectors in our economy, not only in jobs and training but in everything that comes afterwards; it is clear from other cities that transportled regeneration projects can drive investment, as well as shifts in habits in how people choose to move around cities and communities.

Olivia Stewart (NI Chamber), Christopher Morrow (NI Chamber), Duncan McAllister (Translink), Patrick Anderson (Translink) and Louise Sterritt (Translink).

“Construction and public transport act as drivers of our economy for the long term and it’s been great to get an update on a project that will not only transform Belfast city centre and help the host communities reach their full potential but act as an economic driver.”

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NEWS

NI Chamber Award Winners to be Announced on 5 September Entries to the 2022 Chamber Awards have now closed – with the Northern Ireland set of winners set to be announced on 5 September 2022.

Recognising and rewarding excellence in local business, the Chamber Business Awards is one of the UK’s most contested and prestigious business award programmes. This year, NI Chamber will announce local category winners who will go on to compete at the UK final later this year.

With eight categories, including three new awards recognising Commitment to People; Scale-up Business of the Year and Community Business of the Year, the awards were open to NI Chamber members in all sectors.

There were also categories to recognise ‘green’ businesses, export success, diversity & inclusion and diversification. One person will also win the ‘Game Changer Award,’ designed to single-out an outstanding entrepreneur of the year, which last year, was awarded to Alistair Brown, CEO of cleantech company Lumenstream.

National winners will then be unveiled online in October. Winners will be announced via Twitter on the morning of 5 September.

Olivia Stewart, Communications Manager, NI Chamber and Alistair Brown, CEO, Lumenstream and Winner of the 2021 Game Changer Award.

NI Chamber Achieves Cyber Essentials Certification NI Chamber is proud to announce that it has recently achieved certification under the government-backed Cyber Essentials scheme.

Certified by the IASME Consortium, Cyber Essentials helps businesses and organisations to guard against the most common cyber threats.

NI Chamber was assisted by its IT support, Zenith Networks, who worked with NI Chamber’s Head of Finance & Assurance, Stuart Hollinger, to upgrade the organisation’s hardware and software over the past 12 months.

Commenting on the certification, Stuart Hollinger said: “This certification demonstrates and provides assurance of NI Chamber’s commitment to cybersecurity.

We have worked to secure our hardware and network against cyberattacks and to ensure that we have the required cybersecurity measures in place. The process has also shown us how to address issues and prevent the most common attacks.”

Stuart Hollinger (NI Chamber), Ann McGregor (NI Chamber) and Paul Clegg (Zenith IT Solutions).

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FEATURE

Business Growth Slows As Cost Pressures Continue To Impact • Most key business indicators around sales and jobs remained positive in Q2 2022 but growth appears to have slowed • 72% of businesses state that costs are a significant challenge • A majority of businesses (72%) have some concerns about their cash flow position • 62% are facing significant challenges with labour availability • 91% of survey respondents believe that the UK economy could go into recession if current economic conditions persist

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majority of businesses in Northern Ireland are trading positively, however, acute inflationary pressures are starting to negatively affect business performance and confidence. That is according to the latest Quarterly Economic Survey results for Q2 22 from NI Chamber and business advisors BDO NI. Businesses are generally positive about turnover growth in the next 12 months, with 52% expecting turnover to grow. However, this is down on previous quarters (60% Q1 22 and 70% in Q4 21) and while still showing some signs of

growth, the Q2 22 findings suggest that business growth in the Northern Ireland economy is slowing and confidence is waning. More than half of respondents (55%) have seen some slowdown in demand for products and/or services. For 15%, that slowdown has been significant.

INFLATIONARY PRESSURES Inflationary pressures remain acute affecting nine in ten businesses. Raw material costs are a significant driver for manufacturers. In Q2 22 labour costs have also emerged as a very strong driver for both the manufacturing and services sectors, affecting twice as many members

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in Q2 22 compared to Q1 22. This is being driven in large part by challenges in recruiting staff. Rising utility and fuel costs are also key cost pressures.

PRICES Rising costs continue to drive up expectations to raise prices which remain very high among both manufacturing and service businesses. In Q2 22, 83% of manufacturers and 75% of services businesses expect to raise prices in the next three months.

The share of businesses facing pressure to raise prices because of rising labour costs has almost doubled over

FEATURE

Ann McGregor (chief executive, NI Chamber); Brian Murphy (managing partner, BDO NI); and Maureen O’Reilly (economist) pictured at the launch of the latest QES for Q2 2022.

the quarter, again affecting both the manufacturing and services sectors.

EU EXIT The Q2 22 findings suggest that more businesses affected by new trading arrangements (three in four) are adapting to changes. In Q2 22 70% of those impacted have adjusted to the arrangements in their current form, up from 52% for the same quarter in 2021, suggesting a considerable improvement.

However, one in four members do continue to find the new arrangements challenging.

66% state that EU exit has negatively affected business costs and for 54%, the ease of doing business. 28% have stated that it has negatively impacted on overall sales performance while for 19% it has been positive for sales. The impact on exports has been less pronounced, with 26% of members reporting a negative impact, against 22% reporting a positive

change. 44% state that EU exit has negatively impacted on their business in terms of the ability to access skilled staff.

RECRUITMENT 73% of manufacturers (74% Q1 22) and 58% of services (65% Q1 22) were trying to recruit in Q2 2022. Recruitment difficulties remain one of the most persistent and growing concerns among members. In Q2 22 89% of manufacturers and 87% of services were finding it difficult to get staff.

Commenting on the findings, Ann McGregor, Chief Executive, NI Chamber said: “While it is encouraging that a majority of our members traded positively in Q2, behind this, the results of the latest QES survey indicate a crystallisation of the many challenges that they are currently facing. The reported slowdown in demand is a concerning indicator and while we might expect that there would be some slowdown after the relatively

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strong rebound for many after Covid, businesses are now facing an entirely different set of challenges which have been largely unanticipated.

“Inflationary pressures are acute, impacting on profitability not only in energy-intensive companies, but also among service businesses too. That is inevitably leading to pressure to increase prices.

“While one in four businesses continue to find current post-EU exit trading arrangements challenging, 70% are adjusting to the changes, up from 52% in the previous quarter. This suggests a considerable improvement under the arrangements in their current form.

Northern Ireland’s export balances under these current arrangements are also positive in contrast to some other UK regions where balances suggest a deteriorating export position.”

FEATURE

The BDO Perspective Although there are very real concerns about storm clouds on the horizon, it’s important to recognise and make the most of the good days when we have them. With this in mind, there is a lot in this survey to give heart to the business community.

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espite the uncertainties created in recent years by Covid and Brexit, 82% of last quarter’s respondents have reported that they are trading positively, post-pandemic, with 70% having also adapted to the post-EU trading procedures.

Considering the scale of the challenges, this is an incredible result and certainly tells me that businesses in Northern Ireland have been making the most of the good days.

Northern Ireland’s export balances are positive and rank highly against the other UK regions, demonstrating a strong output particularly from our manufacturing industry. Almost all key indicators for manufacturing and services are favourable, with jobs and sales largely positive. There is also an increased confidence in relation to anticipated growth of turnover, reflecting the good work and forward planning of many local businesses.

However, we cannot ignore the chill winds of inflation and the positive momentum that has been building in the economy will be very much needed over the next period.

The increased costs of doing business, thanks to greater fuel, energy, labour, and raw materials costs has resulted in 79% of local firms expecting to have to raise prices as a result.

In parallel, rising costs are taking

their toll on liquidity, with 72% of firms expressing concerns about cashflow and the impact of rising costs on the bottom line.

Another long-running issue for many businesses is the availability of suitable staff. This poses a major risk to plans for growth and development, as well as contributing to increased labour costs.

With costs increasing across the board, it’s no surprise that 91% of those surveyed expect to see a recession on the horizon, with 55% of respondents already reporting a slowdown in demand of their goods and services.

The challenges ahead have the potential of being even more impactful on our economy than what we have dealt with in recent years, plus there may be no quick fix and we may have a long road ahead of us.

So how can we prepare for any storm ahead?

Businesses in NI have already demonstrated their flexibility and innovative approaches in recent years.

They have taken this time to build strong foundations for the future. But there is only so much that they can do on their own.

If we are to endure a storm, we need to work in partnership with all of our stakeholders to help shape the conditions that can support and protect local jobs and local companies. The pandemic has

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shown us that we can all work together to achieve great things, despite the magnitude of the challenges.

As well as businesses, employees, suppliers and the banks, our Executive has an important role to play in continuing to use its influence in Westminster to make the right calls on taxation, regulation, investment and if needed, financial intervention.

Businesses can prepare for rainy days; they can adapt to a changing climate, but they still need everyone to work together to help weather a storm.

“However, we cannot ignore the chill winds of inflation and the positive momentum that has been building in the economy will be very much needed over the next period.”

I N PA RT N E R S H I P WITH

NI CH A MB E R & B D O NI

Quarterly Economic Survey Q 2 2 0 22

Business Performance •

Most key business indicators around sales and jobs remains remain positive.

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However, the COVID recovery path has weakened further in Q2 22 driven by significant cost pressures.

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Twice as many members are citing rising labour costs as a key pressure to increase prices in Q2 22 compared to Q1 22.

Breakdown & Sectoral Performance •

In manufacturing, almost all key indicators remain positive suggesting more manufacturers are growing than contracting.

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In services, almost all key indicators are positive, with the exception of confidence around profitability, suggesting there is growth in the sector.

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The majority of members (72%) have some concerns about their current cash flow position with 10% extremely concerned.

Business Costs & Labour Availability

72%

62%

of members state that business costs are a significant challenge to their business.

of members are facing significant challenges with labour availability.

Key responses include making efficiency savings (72%) and/or putting up prices (69%).

Current business conditions Most businesses are trading positively (82%) although fewer are trading well and 1 in 4 haven’t recovered to pre-COVID levels yet.

More than half of members (55%) have seen a slowdown in demand for products and/or services.

Brexit Watch More businesses have adapted to new trading arrangements post EU exit (70% Q2 22 vs. 52% Q2 21).

66% state that EU exit has negatively affected business costs and for 54% the ease of doing business.

44% state that EU exit has negatively impacted on their business in terms of access to skilled staff.

Expectations of Recession

91% of members believe that the UK economy could go into recession if current economic conditions persist.

Export •

Northern Ireland’s export balances are positive and rank highly relative to most other UK regions where balances are negative for some

Over 260 members responded to the Quarterly Economic Survey for Q1 2022. Together they account for over 22,000 jobs in Northern Ireland.

Note: The ‘balance’ refers to the difference between the % of firms reporting an increase in a key indicator minus the % reporting a decrease.

NEWS

New Names On NI Chamber Council NI Chamber’s recent Annual General Meeting not only saw Gillian McAuley, Group HR director of Devenish Nutrition, appointed as president of NI Chamber, but also the appointment of Cathal Geoghegan (Henderson Foodservice) as vicepresident and a number of new members appointed to the NI Chamber Council.

Aisling Byrne, A&L Goodbody Aisling Byrne is a solicitor with over 20 years’ experience as an employment and data lawyer and she is a partner in A&L Goodbody. Aisling is qualified to practise law in Northern Ireland and the Republic of Ireland. She is treasurer of the Employment Lawyers Group in Northern Ireland and the NI rep on the Employment Lawyers Association of Ireland committee. She is also a volunteer and voluntary board member of a local charity.

Damian Duffy, Belfast Metropolitan College Damian is the director of Partnerships and Sustainability for Belfast Metropolitan College where he is responsible for all external partnerships and employer engagement. He has over 30 years’ experience working across the public sector both as a senior manager and consultant in the UK and internationally. Since joining Belfast Met in 2011 he has taken the lead on developing innovative solutions in skills, apprenticeships and employability, securing a Queen’s Anniversary Prize for creating a Digital Talent Pipeline in February 2020.

Orlagh O’Neill, Carson McDowell Orlagh O’Neill is partner and head of the employment team at Carson McDowell. Since qualification in 1998, Orlagh has specialised in employment law and has advised some of Northern Ireland’s largest and best-known companies, including Royal Mail Group, Translink, Queen’s University, Ulster University, Phoenix Natural Gas and Belfast Harbour Commissioners. Orlagh is a committee member and vice chair of the Employment Lawyers Group of Northern Ireland, a member of both the UK and Irish Employment Law Groups (ELA and ELAI) and a regular speaker at annual employment law update conferences.

Noyona Chundur, Consumer Council of Northern Ireland Noyona Chundur is chief executive of the Consumer Council of Northern Ireland, the statutory body responsible for championing and protecting the interests of its citizens. She leads an organisation with statutory powers in energy, transport, water and sewerage, post, food accessibility and financial exclusion, and with responsibility for educating and empowering consumers against discriminatory practices in UK markets. She is also chair of the Cathedral Quarter Arts Festival, one of Northern Ireland’s leading arts festivals.

George Higginson, Bank of Ireland UK George joined Bank of Ireland UK in October 2019. George has particular expertise in the UK mortgage and wealth markets, where he held roles at both board and CEO level. Recognised as being at the forefront of change in financial services from both a commercial and regulation perspective, George was also CEO of Alpha Beta Partners.

He held a senior management role as CEO of Sesame Bankhall Group and was a founding director of Intrinsic Financial Services.

Fiacre O’Donnell, Vidrala Group (Encirc) Fiacre joined Encirc in 1998.

Having held various roles in planning, sales, marketing and sustainability, he was appointed sustainability director of Encirc’s Spanish-based parent company, Vidrala, in 2020.

He is a member of both the BITC environmental leadership and climate champions teams, and is a member of the NI Chamber Infrastructure committee.

Judith Savage, EY Sitting within EY’s business consulting team, Judith leads the transformation architecture practice across the island of Ireland which specialises in supporting clients to re-imagine business models and to design and deliver complex transformation programmes. With 20 years’ combined consulting and industry experience, Judith works with clients across a range of sectors, with a particular focus on government and public sector.

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NEWS

Steven Murtland, FinTrU Steven is the chief financial officer, a member of the executive leadership team and is responsible for evaluating strategic financial objectives and commercial opportunities. Steven is a fellow of the Institute of Chartered Accountants in Ireland, a member of the Institute of Directors, holds a postgraduate Diploma in Accounting from Queen’s University Belfast and a Bachelor of Accountancy with Computing Science from the University of Stirling. Prior to joining FinTrU, Steven led finance teams in the electronic security, construction and building material distribution sectors.

Edel Doherty, Jans Group Edel joined the Jans group in 2021, a dynamic customer-centric manufacturing group of companies with a focus on sustainability.

The group includes ETRUX, Jans Composites, Jans Offsite Solutions and Jans Lifestyle. Edel is a seasoned entrepreneur and was named as Businesswoman of the Year by Women in Business in 2019 and is the founder of Beyond Business Travel, a company with bases in Belfast and Dublin. Edel also sits on the board of the NOW group.

Kate Marshall, Kate Marshall Ltd Kate is a CEO, coach, mentor, speaker and author working with boards (including family boards) and organisations locally and globally. She chairs peer-to-peer advisory boards and facilitates leadership development (THRIVE) for directors, CEOs and high potentials. Her purpose is to have a positive impact on everyone she engages with, enabling growth for leaders and their businesses. She is chair of Cancer Fund for Children and past chair of Women in Business.

Garret Kavanagh, Openreach Garret Kavanagh is director of Openreach in Northern Ireland, responsible for over 1,000 members of staff, including large engineering teams.

Garret began his career working for BT after graduating in 2006. He has held various senior roles including senior manager of Infrastructure Delivery with responsibility for planning, building and connecting customers to Openreach’s Ultrafast Full Fibre network in Northern Ireland. He has significant experience in building engaged teams who can drive a shared agenda to deliver results and in setting and delivering challenging targets.

Anne Marie McCartney, Orchardville Anne Marie is the director of finance for Orchardville Society Limited, an organisation which supports people with learning difficulties and autism to live, learn and work. Orchardville was formed 40 years ago and has supported many individuals to develop and grow through its various programmes. It promotes an ethos of inclusivity and work with society to help those who are furthest from the labour market reach their full potential.

Eoin McMullan, Hill Vellacott Having joined Hill Vellacott in 2013, Eoin has held a number of roles in the firm, including manager in forensic accounting, prior to his appointment as partner in 2020. He specialises in advisory, corporate finance and forensic accounting alongside general practice.

Eoin is a member of Senate at Queen’s University Belfast and is chair of Convocation at the University. He is also a nonexecutive director and chair of the Audit Committee of QUBIS.

Sarah-Jayne Hunniford, Mount Charles Group A fellow & business and finance professional of the Institute of Chartered Accountants England & Wales, she has overall responsibility for financial reporting, commercial pricing, treasury, risk & compliance at the Mount Charles Group. Sarah-Jayne provides her expertise, guidance, support and challenge to the senior management team for the financial and commercial control of Group activities.

She has gained significant experience in the development of business growth strategies, implementing substantial business transformation by driving profitability, efficiency and innovation.

Judith Neill, Pinnacle Growth Group Judith is general manager at Pinnacle Growth Group, bringing over 20 years of experience in sales, marketing and business leadership. She is skilled in business development, commercial acumen and building lasting customer relationships. Judith has worked in a variety of different roles across several different sectors and has a strong drive and determination to succeed and win business.

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NEWS

Eric Sorret, Sensata Technologies Eric Sorret leads Sensata Technologies’ (Schrader Electronics) Tyre Pressure Monitoring & After Market divisions globally from its manufacturing and engineering base in Northern Ireland. He has over 30 years’ experience working in the automotive industry in Europe and China, during which he has gained extensive business development and complex change management experience. He is focused on delivering excellent customer service for major car manufacturing partners and on carving out a space for local engineering within the new electric vehicle market.

Gareth Hetherington, Ulster University

Amanda Johnston, Social Enterprise NI Amanda is the operations & membership manager at Social Enterprise NI. Her knowledge of the sector is invaluable. She has worked in the sector for 20 years at a range of organisations. She is an excellent networker and engages well with individuals at all levels within an organisation. She has a fantastic ability to ensure she connects the right people/organisations to facilitate the growth of social value partnerships and supply chain opportunities between sectors.

Angus Cameron, Thales UK Angus is the business area director for Thales. He began his career in 1986 as a weapons systems engineer in Shorts Missile Systems, involved in laser guidance technologies for both the Starburst and Starstreak weapon systems. From 2011 to 2013, Angus moved to Thales Missile Electronics in Basingstoke to take up the role of business director. In 2014, he returned to Belfast to take up the role of UK business area director in the Land & Air Systems business of Thales UK.

Gareth is director of the Ulster University Economic Policy Centre. The centre carries out a broad range of economic policyfocused research to inform government on key policy and strategy decisions.

Gareth provides regular economic commentary in the media and is often invited to provide evidence to Stormont committees on economic development policy. He also chairs the South Eastern Regional College.

BOARD & COUNCIL 2022/2023 PRESIDENT Ms Gillian McAuley, Devenish Nutrition VICE-PRESIDENT Mr Cathal Geoghegan, Henderson Foodservice BOARD Mr Paul Murnaghan, BT Ms Vicky Davies, Danske Bank Ms Gillian McAuley, Devenish Nutrition Mr Brendan Gribben, Greenfields Ireland Mr Cathal Geoghegan, Henderson Foodservice Mr Ian Henry, Henry Group Ms Ann McGregor, NI Chamber Ms Andrea McIlroy-Rose, Pinsent Masons Mr Peter Russell, Telefónica Tech UK&I COUNCIL Ms Aisling Byrne, A&L Goodbody Mr Andrew Robinson, Boomer Mr Seamus McGuckin, AIB Mr Paul Cassidy, Allstate NI Mr Gareth Bradley, Balcas Mr George Higginson, Bank of Ireland UK Mr Damian Duffy, Belfast Met Mr Paul Murnaghan, BT

Ms Orlagh O’Neill, Carson McDowell Mr Andrew Coggins, CBRE Ms Noyona Chundur, Consumer Council Ms Vicky Davies, Danske Bank Ms Gillian McAuley, Devenish Nutrition Ms Mary Rose Burke, Dublin Chamber Mr Fiacre O’Donnell, Encirc Ms Judith Savage, EY Mr Steven Murtland, FinTrU Mr Brendan Gribben, Greenfields Ireland Mr Cathal Geoghegan, Henderson Foodservice Mr Ian Henry, Henry Group Mr Eoin McMullan, Hill Vellacott Ms Leigh Yeaman, Investec Wealth & Investment Ms Edel Doherty, Jans Group Ms Kate Marshall, Kate Marshall Ltd Mr John Poole, KPMG Mr Stephen Roycroft, krow Ireland Ms Sarah-Jayne Hunniford, Mount Charles Ms Ann McGregor, NI Chamber Mr Ronan McKeown, NIE Networks Mr Garret Kavanagh, Openreach Ms Anne Marie McCartney, Orchardville Ms Judith Neill, Pinnacle Growth Group Ms Andrea McIlroy-Rose, Pinsent Masons

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Mr William Steele, Power NI Ms Cara Haffey, PwC Ms Joanne Clague, Queen’s University Belfast Mr Stephen Staerke, Selective Travel Mr Eric Sorret, Sensata Technologies Ms Amanda Johnston, Social Enterprise NI Mr Mark Ennis, SSE Mr Peter Russell, Telefónica Tech UK&I Mr Angus Cameron, Thales Mr Nigel Walsh, Ulster Bank Mr Gareth Hetherington, Ulster University Ms Lorna McAdoo, Version 1 CHIEF EXECUTIVE Ms Ann McGregor HONORARY TREASURER Mr Cathal Geoghegan, Henderson Foodservice

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FEATURE

The Talent Retainer Protecting Staff Wellbeing A

new corporate membership club at Kingsbridge Private Hospital Group is giving NI businesses and their employees free access to invaluable health services.

Fiona Dowds, head of Sales and Group Business Development at Kingsbridge, explains why the new employee reward system could be an asset for attracting staff.

Launching this month is Kingsbridge Private Hospital Group’s Membership Club, solely for businesses.

during the pandemic. She explains: “We launched that programme as a way to engage with the business community; to offer health and wellbeing and some discounts on healthcare.

“We did this because we know not every corporation is able to offer full private medical insurance, so we thought this was the perfect opportunity. It makes private healthcare accessible to all, so employers can offer employees and their families discounted healthcare.”

It’s a dual offering of free and paid-for services that employers can offer to their employees as part of their reward system.

Those services fall under new Diamond and Platinum membership levels.

Spreading the word of the new scheme was done through a range of corporate roadshows which saw some of the Kingsbridge team visit business sites and offer health checks, sessions with health specialists and for those working remotely, webinars.

Both schemes allow employees to receive discounted and preferential rates on a range of treatments and surgeries, along with access to a range of other exclusive benefits including easy access to specialists via the hospital’s online membership portal and rapid access to referrals.

“When Covid hit, we moved a lot of our engagement online. The demand drove us to redevelop the membership scheme. We have invested £20,000 into a membership portal and now we’re relaunching the scheme as the Kingsbridge Membership Club,” she continues.

It’s an offering that is going to allow NI firms to ramp up their wellbeing offering in an era of skills deficits and talent bargaining.

The free Diamond Membership element of the new scheme allows employers access to Kingsbridge’s Membership Portal from which employees build a profile and avail of other services including discounts off private healthcare

Fiona says the scheme is an evolved offering of a programme implemented

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treatments, access to the ‘ask a specialist a question’ feature and wellbeing resources as well as rapid access to GP referrals. Meanwhile the Platinum Membership, which costs £50 per employee per month, allows all of the above and unlimited GP appointments for staff and their family, a dedicated SMS booking service, guaranteed appointments within 24 hours and a dedicated patient liaison officer.

“This is not an insurance product; this is a staff perk that allows employers to engage in their employees’ health and wellbeing. Today the business world, in many sectors, is not just about the salary anymore; it’s about what you can give your employees in addition to that,” says Fiona.

“Across every sector there is a struggle to attract staff. We hear this at events and there’s also a struggle to retain staff and what we’re finding is, every sector is looking for a perk that shows they care about the wellbeing of their staff. By using this product, from the experts in health and wellbeing, you’re really sending out a message.”

Kingsbridge is Northern Ireland’s largest private healthcare group, offering private medical and surgical outpatient services (including a private GP service), private diagnostics services (x-ray, MRI, CT and

FEATURE

ultrasound) and surgery at its four locally based hospitals.

Together, the four in Belfast, the North West, Sligo and a new centre due to launch in Belfast this September, mean all geographical areas here are covered.

Just recently it launched its private cardiac surgery service; the first of its kind in Northern Ireland.

That followed a £3 million investment into building an operating theatre and an intensive Care Unit (ICU) alongside the purchase of highly specialist cardiac equipment. At the time of print it had treated its first seven patients.

Twelve new clinical and admin jobs were created to facilitate the treatment of major life-saving cardiac surgery as well as other specialist surgeries at Kingsbridge’s flagship hospital in Belfast during the launch period.

Northern Ireland’s first private ICU, which is essential to that cardiac surgery, has been named the ‘Jim Dornan ICU,’ after Professor Jim Dornan, one of the founding consultants at Kingsbridge who passed away in 2021.

The cardiac service will initially include treatment of the five most common heart-related surgeries, namely cardiac bypass surgery for blockage of arteries, mitral and aortic valve repair and replacement surgery and atrial septal defect closure in adults. As the service is more established, more complex procedures will be added.

Fiona’s role at the group is head of sales and business development, and she also heads the training element of the business. She says since the pandemic, increasing demand on the NHS has driven many people to the private medical sector. In sync with that demand, Kingsbridge is growing. It’s recruiting and due to launch another site at the new King’s Hall development.

That ambition shows that it’s on an upward drive which will see it respond to the struggles of the NHS. She adds: “We do find because the NHS waiting times have grown after the pandemic, and were already long before it, things have been exacerbated.

People who maybe didn’t use private healthcare are now coming to us and many employers are tuning into the needs of their staff by signing up to our scheme.”

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She says patient anecdotes have already shown the value of the scheme, with the free rapid access allowing one corporate user to receive an MRI at a reduced rate of 20% within 48 hours.

“Essentially this membership is open to all corporations. The Diamond level is free, costing businesses nothing but giving them a new perk for employees.

We can also tailor the offering to give directors Platinum and employees Diamond services but what we are beginning to notice is once businesses see the value of the free Diamond package, they want to upgrade. This is, of course, at no obligation and is evidence of the value of that scheme to the users,” Fiona continues.

“Our corporate membership club is here to support the corporate market.

It’s here to reward their workforces with discounted rates and it doesn’t cost a business anything. This is an opportunity to support your staff in their health and wellbeing,” she concludes.

Businesses interested in finding out more can contact Kingsbridge at membership@ kingsbridgeprivatehospital.com.

FEATURE

District Focus: Ards and North Down Ards and North Down is a hotchpotch of successful business entities. From globally recognised brands to names making waves behind the scenes in their respective industries.

Emma Deighan talks to those at the top of their game in the district.

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f the 11 district council areas in Northern Ireland, seven saw declines in the number of employee jobs over the year to September 2020. Ards and North Down, however, saw an increase of 843 according to the Northern Ireland Statistics and Research Agency.

It’s only one statistic out of many that illustrate the buoyancy of industry in the area, even despite one of the most challenging backdrops, but it’s the established names there that demonstrate the true success of commerce and industry in the area.

Based in Bangor, Whale is one of those big success stories. Part of US company Brunswick Corporation, it was recently integrated into its Advanced Systems Group. ASG is a portfolio of brands that serve the marine and RV markets around the world as a ‘one-stop shop’ for parts and accessories, through both aftermarket and OEM channels. Currently there are 220 people employed at the Bangor design and manufacturing facility.

The company’s heritage is rich, Patrick Roberts, managing director and director of operations ASG EMEA, tells Ambition.

“Munster Simms, as the business was originally known, was founded in 1810 as an importing business, eventually going

on to have one of the largest petroleum distribution networks in Ireland,” he says.

“The company entered the marine market in the late 1930s, supplying brass bilge pumps to the Royal Navy as part of the war effort. With the growth of the leisure industry in the 1960s the business entered new market segments including the caravan market. Fast forward several years later and Whale is now one of the most well-known brands within the markets it serves.”

Whale was acquired by Brunswick Corporation in 2014, which has enabled further investment in product development, people and facilities.

The brawn that acquisition brought has allowed the North Down company to collaborate with sister companies, “providing deeper insights and access to the latest technologies”.

Today the Whale facility consists of two sites with 8000 sq metres – W1 (offices and assembly) and W2 – (R&D and polymers). Patrick says a growth area for Whale is “the ever-growing ‘Van Life’ movement”.

He continues: “Since the beginning of the pandemic, foreign travel has taken a step back as more and more people go on staycations. This trend seems to be

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here to stay, with increasing numbers of van conversion businesses popping up and high numbers of people buying vans and converting them into campervans themselves.

“During 2019, we created a website specifically targeting van converters (www.whalevanlife.com) to help users on their build journey and highlight why our products should be used. Products such as our underfloor space heater, Heat Air, or water heating system, Expanse, are the perfect heating solutions for these vehicles.”

He adds the healthcare market has presented even more opportunities for the business including pumped shower drainage solutions for the removal of waste water in level access shower adaptations where gravity is not an option.

“Due to the aging demographic, we expect to see an increase in the number of level access shower adaptations being undertaken, as these ultimately give the end user more independence.”

The business is split between three key regions: UK 55%, Europe 35% and North America 10%.

Speaking about the benefits of being a North Down-based business, Patrick says “access to an engaged, committed, educated workforce” is one of the biggest geographical assets.

He adds: “In return Whale is committed to providing stable, secure and rewarding employment. Bangor and North Down in general is also a great place to live in terms of the coastline, local amenities and the proximity to Belfast and travel connections.”

Creating sparks in the electrical world is Kane Engineering in Newtownards. The manufacturer of low voltage electrical switchgear recently celebrated 50 years in business.

Director Damien Kane says the firm has completed more than 6,000 switchgear projects in its lifetime, with its work behind the scenes of virtually every corporate and commercial entity.

Among its recent works are Titanic Belfast; Belfast Metropolitan College; Queen’s University Belfast; the new Ulster University campus; the National Portrait Gallery, London; and The Emory hotel, London.

He says: “Our customers are primarily

FEATURE

Teleperformance, Bangor.

electrical contractors who install our products as part of their electrical installations, but our products are to be found in schools, hospitals, office buildings, supermarkets, factories, data centre & telecom installations, and all manner of commercial buildings.”

The future for the company looks just as active and as new buildings seek more energy-efficient solutions, Kane anticipates playing a major role “through optimisation of design, and smart metering and monitoring of electrical services in the building”.

Damien adds: “The company continues to pursue a steady growth plan, expanding our sales with key accounts throughout the UK and Ireland. Staff numbers will reach 40 by the end of 2022.”

One of North Down’s most high-profile businesses is the 50-year-old Denroy empire. The company, which started out as Denroy Plastics, has evolved to become an integral supplier to many global industries including aviation, automotive and hair and beauty. It has 400 staff across the group, including at its offices in the USA and London.

The company’s separate Denman hair product range has become something of an icon with hair industry specialists.

CEO Kevin McNamee explains: “The company manufactures for the aerospace, automotive and medical sectors as well as producing the Denman hairbrush range.

“Access to an engaged, committed educated workforce is one of the biggest geographical assets.”

Every Airbus aircraft in the world has components inside the wings and body that were made at Denroy.

“The Denman brand is now over 80 years old and the range of brushes and combs is exported to over 70 countries around the world and has never been more popular.”

He says that range continues on a “digital journey” gaining more and more exposure through social media, including TikTok where it has had more than 360m views while its Amazon presence has superseded sales anywhere else.

Denpro, he says, was created during the pandemic and now the products are sold throughout the healthcare sector, with the Denpro FFP3 mask now the most widely used in the NHS in Northern Ireland.

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“Denpro continues to develop new products and open new markets for existing products. Distributors are being established in the main European countries and we will be bringing to market other products including an FFP2 variant of the mask and medical-grade eyewear protection which is currently under CE mark testing,” Kevin says.

He adds: “Denroy continues to invest in research and development in collaboration with key partners in the aerospace sector including Airbus and Spirit. This will not only lead to the manufacture of components under contract relating to this R&D, but will also lead to further opportunity through the technology being developed. The company is currently leading a major aerospace R&D project which is supported by £2m of Innovate UK funding.”

R&D is high up the agenda at Denroy, where planning permission has been approved for expansion at its Balloo site. Kevin says engineering and plastic injection moulding is the firm’s “key competence”.

“The Group is currently investing £10m in two new buildings at our two main sites in Bangor as well as additional manufacturing equipment to increase our capability and capacity. We anticipate significant growth across our sectors in the years ahead and this investment plan will position us fully to deliver upon this strategy.”

FEATURE

Kevin McNamee of Denroy.

For four decades Dundonald-based Sepha has worked with the world’s top pharmaceutical companies on implementing quality control solutions in R&D and production departments.

Its range of products enables the pharmaceutical and medical device industries to accurately detect leaks in packaging, recover high-value products from rejected blister packs and create high-quality blister packs and medical device packaging.

Paul Smith, managing director of the company, says the company has grown from a small factory setup to an exporter of ‘off-the-shelf’ machines and custom products going to 75 different countries.

Paul Smith of Sepha.

Patrick Roberts of Whale (ASG).

He says: “Additional to our Dundonald HQ we now have technical and commercial offices located in Michigan, USA and Pune, India.”

teams and we continue to offer a blend of in-office, work-from-home and hybrid roles.”

He says the pandemic brought an upturn and continues to do so with “a high demand for non-destructive test and inspection solutions for vaccine containers.”

Paul adds: “Also, to ensure vaccine and drug supplies remain accessible to as many people as possible, pharma companies are utilising Sepha technologies to increase their production yields.”

Today the company is welcoming back its global customer base, sometimes in person, at its HQ in Carrowreagh Hills, with guests from Singapore to Australia and Germany travelling over.

“Being situated in the North Down area provides excellent access to Belfast City Airport, the city centre, high-quality restaurants and hotels. This ease of transport and level of hospitality has enabled Sepha to forge strong business relationships with many key customers and suppliers. So it is fair to say we are an advocate of being situated in the North Down Area,” adds Paul.

In the telemarketing sector, Teleperformance in Bangor has been servicing some of the UK’s biggest brands with front-office customer support, backoffice services including finance as well as tech support.

Hilary Stewart, service delivery director at the business, says the Bangor site, which is one of three here, opened in 1989.

There, the team services banking, insurance, retail, utilities, travel, government and many other sectors.

She says: “Teleperformance currently has 9,000 people in the UK and 420,000 worldwide. In the UK, it has grown significantly in the past two years.

The pandemic resulted in us moving to work from home for the majority of our

Hilary says having a base in Bangor allows it to benefit from an “extremely high level of education in the area, excellent road and rail links to Belfast and Dublin, a very tenured, experienced management team” as well as “loyal, dedicated, high-quality agents who are experienced in customer service across a number of channels”.

The latter businesses are just a small selection of the industries thriving in the Ards and North Down district. According to a recent Invest NI council briefing, the area is rich in financial, professional and business services which is its strongest sector (36%), followed by engineering and manufacturing (28%) and agri-food (18%) but there are also construction, leisure and tourism and life and health science businesses making waves with the digital and creative industries growing an occupying 11% of the area’s industry setup.

Looking ahead he anticipates a positive industry with regulatory bodies such as the FDA, not only approving, but creating regulations where Sepha’s technologies must be used as part of the pharmaceutical production process.

“Also, we see a trend within pharma where more factories are becoming automated and digitised (Industry 4.0) and we are differentiating ourselves from competition by investing in Sepha’s products to integrate and form part of the latest pharma production networks and processes.”

Lord Caine (Northern Ireland Office) visits Kane engineering.

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FEATURE Mel Higgins, Principal and Chief Executive of Northern Regional College.

An Educational Journey Mel Higgins, principal and chief executive of Northern Regional College, is a former alumnus of the college – he attended what was then ‘Magherafelt Tech’. He now oversees an annual budget of over £40m and is responsible for some 700 staff.

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aving taken up his new role last November, Mel’s ambition now is “to put learners at the heart of what we do”.

There’s little doubt he has the necessary experience.

“I know what it’s like to be a student,” he said.

“It’s important that they have a voice and they realise that all Northern Regional College staff are doing what’s best for them.”

After securing a national diploma in business and finance, Mel then obtained a Business Studies degree from Ulster University.

“The college prepared me well for my university degree but, more importantly, its lecturers advised me to consider becoming a chartered accountant.

“I joined what was Coopers and Lybrand (now PwC); that all stemmed from taking that career pathway at Magherafelt College.”

Having experienced both college and university, Mel said the “big thing” he took from the latter was “the application and the understanding of the knowledge, rather than just learning”.

He also found that having lecturers who came in from industry was helpful for “relating what was being taught to what was happening in real life”.

Such first-hand experience makes Mel “keen for students to embark on an education within a further education (FE) college”.

He said they “offer significant programmes, both in traineeships and higher-level apprenticeships that allow students to work and learn at the same time”.

“Recently, we achieved a top-ten status at WorldSkills UK,” he said, adding: “that clearly demonstrates the proficiency of our lecturers and our talented students who go on to become valuable members of society’s workforce.”

The college is devoted to private public partnerships, with the Hydrogen Training Academy an excellent example.

“All six further education colleges work very effectively in collaboration,” Mel said.

“One key area of that collaboration is through curriculum hubs.

“Northern Regional College is responsible for the entrepreneurship hub, where we take the lead in developing the curriculum for that.

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Mel Higgins, Principal and Chief Executive of Northern Regional College and Ken Nelson, Chair of Northern Regional College.

FEATURE

“We work that across all six colleges.

“A big aspect of collaboration is through the city deals and one of those major projects is the Hydrogen Training Academy along with the lead partner, Mid and East Antrim Borough Council, in Ballymena.

“Through the Community Renewal Fund, we’re developing the first of its kind in Northern Ireland – a Hydrogen Training Academy which will maximise the opportunities for hydrogen as a new source of sustainable energy. We’re working in conjunction with Wrightbus and other key players.

“What the college is doing, along with Belfast Met, is developing training from Level 2 qualification upwards to Level 6 within hydrogen production, handling and safety.

“This then will fit very much into the green energy and engineering and also contribute towards net zero.

“It’s all about creating that sustainable energy. We had to upskill our staff first.

They are now developing the curriculum to meet the needs of industry and they will train those in industry to accredited qualifications.”

He added: “It’s responding to a need in the economy to be greener, more efficient and contribute to net zero. And, with the significant energy price increases, it’s helping to make a more sustainable Northern Ireland by taking forward hydrogen as a mechanism. Likewise, it will make Northern Ireland more productive.

It links very much in with the Department for the Economy’s 10X skills strategy and also with the skills barometer showing there are skills gaps at Levels 3, 4 and

“At the moment we’re investing £85m from the Department for the Economy to rationalise the campus estate, progressing from a six-campus model to a more efficient four-campus model.”

5 which we’re meeting a demand for to train people to allow them to enter into industry and develop these techniques.”

“The economy is changing constantly and some of those are external factors such as Brexit, the protocol and Covid.

The college’s Ballymoney and Coleraine campuses are being combined, as are the two current Ballymena sites. Both builds will be completed in the next two years.

“There’s also the Ukraine situation in terms of supply chains, access to materials and there are certainly skills shortages out there as well.

“At the moment we’re investing £85m from the Department for the Economy to rationalise the campus estate, progressing from a six-campus model to a more efficient four-campus model,” he said.

“The college has had to be agile, flexible in adapting and providing online learning and there are lessons and opportunities from that.

“In doing so we’re streamlining and we’re creating state-of-the-art facilities for our learners.”

He added: “In Ballymena’s case, we’re working in partnership with Mid and East Antrim Borough Council who are developing the i4C Innovation & Cleantech Centre adjacent to our Farm Lodge site.”

Whatever the challenge, you can count on Mel Higgins to deliver.

Ken Nelson became the chair of Northern Regional College last July. An FE graduate himself, he did a textile technology course in the “old Belfast Tech” prior to earning a series of degrees.

“My role is bringing knowledge and experience,” said Ken, CEO of Local Economic Development Company (LEDCOM) Limited. He believes FE colleges need to continually adapt.

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“It’s trying to match the opportunities that companies need for people in terms of their skills pipeline and ensuring that the pathway is well aligned to what’s going on.

“There are high numbers of economically inactive across most council areas. How do we help them enhance their skills and employability and be matched with a job?

“It’s helping students to pick the best pathways and be aware of the options and further education is a very attractive route. You get a really good practical education at very good value.”

Ken said the perception towards FE colleges “is changing and it needs to change more”.

“It’s not a second-class option, nor a sign of not getting your first-choice pathway,” he said. “It should be seen as a first-choice option people should consider.”

CHAMPIONING DIVERSE ENTREPRENEURSHIP

By John Ferris, Regional Eco-System Manager, Ulster Bank Recently we announced three exciting new partnerships with local organisations on a mission to champion diverse entrepreneurship.

ArtsEkta, One in Five, and Enterprise Northern Ireland have each been awarded funding through Ulster Bank’s Enterprise Fund to support projects aimed at supporting underrepresented entrepreneurs.

This has been an area of focus for some time now at Ulster Bank and a challenge we are tackling head-on through our day-to-day work within the bank’s fully funded Accelerator programme. Part of our purpose is to encourage entrepreneurship, but we are also committed to increasing representation for women, ethnic founders and those entrepreneurs with a disability.

So, it’s welcome to have three new partners on board who can elevate the work we are already doing and introduce new ideas and enthusiasm to help us level the playing field.

This latest group of organisations brings the total funding Ulster Bank has provided in the past four years to £215,000 across 12 social enterprises, charities and educational establishments. In the previous three years

those organisations have supported 1,605 people with 97 new jobs created and an additional 84 businesses started.

Each of the three organisations will put this money towards delivering programmes for new and potential entrepreneurs who have ambitions to start a business. This has been the driver behind the Enterprise Fund, which came on the back of the Rose Report into female entrepreneurship in 2019 and the recent CRÈME Time to Change report on ethnic minority founders.

So what can we expect from our partners throughout the course of the year? Arts organisation ArtsEkta has put together an entrepreneur development programme designed to create inclusion for diverse ethnic minority entrepreneurs right at the beginning of their business journey. The aim is to help fulfil the skills gap which will, in turn, see an increase in diverse community startups and growth for pre-existing businesses. Local entrepreneur and founder of the One in Five group, Chris Lynch, has set out to create a dedicated platform of disabled-led content online. His hope is that the programme and collaboration with Ulster Bank will lead to a

new wave of content creators and develop a newly empowered, high-skilled group of entrepreneurs.

Ulster Bank will provide support to each of the groups throughout the year and we are truly excited to watch these dynamic projects develop and create positive changes where they are needed most. Keep an eye on our website and social media channels to learn more about the impact of this work and if you are an entrepreneur seeking to grow or scale your business, you can also apply to join our next Accelerator programme.

Fitness For Work Medicals Using a team of highly experienced doctors, nurses and technicians, our SEQOHS Accredited services include: • Pre-employment Screenings and Medicals • Sickness Absence Medicals • Safety Critical Medicals • Health Surveillance (Noise, Vibration, Respiratory and Skin) • DSE, Food Handler and Night Worker Screenings • Health Screening & Health Promotion Services (Stress, Blood Pressure, Diabetes and Cholesterol checks) • Workplace Visits and Risk Assessments Service Delivery: With individual referrals to clinics across Northern Ireland including Belfast, Londonderry and Enniskillen, clinics are also available at client’s premises.

OHRD work with public and private enterprises of all sizes including insurance, pension and legal professionals. For further information, please visit www.ohrd.net or contact us at admin@ohrd.net 10–12 Lisburn Road, Belfast, BT9 6AA

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The Health and Wealth of NI The Association of the British Pharmaceutical Industry (ABPI) in Northern Ireland is headed

by Public Affairs Manager Marion Laverty, who shares with us here her views on the sector and her Association’s enthusiasm about joining NI Chamber.

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he ABPI works to make sure the UK is the best place in the world to research, develop and use the medicines and vaccines of the future. The ABPI is the only trade association supporting pharmaceutical companies throughout the entire life cycle of a branded medicine from ‘bench to bedside’ – from early discovery through research, development, regulatory approval and finally to patient access.

With over 150 members – from established research-based pharmaceutical companies to affiliate members representing organisations that work with the industry in the UK – we provide a wide range of services and work with our members to share their insights and tell the story of how they change the lives of millions of people every day.

The ABPI is delighted to join the Northern Ireland Chamber of Commerce and Industry. We have a long-standing presence in Northern Ireland and welcome the networking opportunities that Chamber membership will bring. This will enable the ABPI to continue to position biomedical innovation as a critical driver of the life and health sciences ecosystem and of economic growth.

In the last few years, the work of research-based pharmaceutical industry has become part of everyone’s lives. COVID-19 vaccines and therapeutics allowed the world to open up again and created a pathway out of the pandemic. Medicines and vaccines have been doing that for a very long time; they keep people well, able to work, able to live.

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In May 2022, the ABPI published its second economic impact analysis of the contribution of the sector to the Northern Ireland economy. The report highlights how life and health sciences can play an important role in Northern Ireland’s economic recovery from COVID-19 and the enormous potential for growth, by embracing innovation and having a joined-up health and prosperity agenda built on commitment and partnership.

The report reveals that life sciences firms support 19,500 jobs throughout Northern Ireland, with £2.2bn of economic output, and that for every one new job created in the sector, 1.8 jobs are generated elsewhere. This impact is even greater in pharmaceuticals manufacturing, where every new job creates another three, including in the wider supply chain.

The report also highlights many pillars of the work of the ABPI to improve the ecosystem, including academic outreach as a key focus across the UK. The ABPI engages at every level of the education journey, from primary and post-primary to university and beyond, providing unique resources through our schools website and initiatives to encourage the uptake of STEM subjects. I am personally passionate about this aspect of the Association’s work as a long-term STEM Ambassador and championed the introduction of the first ABPI-Enthuse Partnership in Northern Ireland.

Historically, in terms of global leadership in developing transformative treatments, Northern Ireland has been a critical part of advancements

in cancer, cardiology and respiratory treatments. The ABPI believes that all the right ingredients are in place to continue to drive innovative approaches to healthcare: world-class universities, research capability, an integrated healthcare system and brilliant minds who are either based here or act as ambassadors throughout the world.

The ABPI is committed to supporting Northern Ireland to attract more research, champion sustainability initiatives, scale up successful pilot projects and develop strategies to attract and retain the skills needed for the future and vision of health and life sciences here.

Ahead of the May Assembly elections, the ABPI produced its first ever Northern Ireland Manifesto, setting out five ‘asks’ to ease pressures on the healthcare system and ensure that patients here can benefit from the latest research, medicines and vaccines. A commitment and proven track record of support from the pharmaceutical industry was at the core of each of the five ‘asks’: “We want the opportunity to work towards building a skilled and resilient health and life sciences workforce. The pharmaceutical industry is in a position to support the adoption of innovative solutions to reduce patient waiting lists. Our members are committed to increasing investment in clinical research and to improving access to new treatments.

Finally, we are working towards building public trust in the benefits of sharing health data.”

As Northern Ireland looks to restore and rebuild health services, the need to work

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Marion Laverty.

collaboratively and constructively across sectors has never been more apparent.

The ABPI and its members are ready to play their part in this process and look forward to progressing discussions about improving the health and wealth of Northern Ireland with fellow NI Chamber members.

For more information on the work of the ABPI, please visit the website www. abpi.org.uk or contact Marion Laverty at mlaverty@abpi.org.uk. The interactive resources for schools are available at www.abpischools.org.uk/.

A UNIQUE PRIVATE CLINIC OFFERING TREATMENTS FOR ALL SKIN CONDITIONS AND ASSOCIATED SPECIALTIES. Belfast Skin Clinic is Ireland’s first dedicated centre of excellence in Dermatology.

Our clinic is purpose-built and specifically designed to deliver world-class private healthcare. Led by Dr Pamela McHenry and her team of clinical and managerial staff, the Belfast Skin Clinic is committed to providing every patient with the highest standard of care.

Dr Pamela McHenry, one of Ireland’s most experienced Dermatologists established the Belfast Skin Clinic to offer treatments for all skin disorders and related conditions including allergies, rheumatology and paediatrics by consultants who are recognised experts in their field, in a dedicated, purpose-built facility.

MORE PEOPLE HAVE HAD SKIN CANCER THAN ALL OTHER CANCERS COMBINED. At Belfast Skin Clinic we believe early detection of skin cancer is essential. This is why we offer SkinCheck, a mole scanning and skin cancer screening service.

SKIN CANCER Benign or suspicious lesions

Seborrhoeic keratoses

Malignant melanoma

Dermatofibromas

Melanocytic naevus

Concerned?

Atypical mole syndrome (AMS)

Do you have concerns about a new or non-healing lesion, or any moles which have changed in size, shape or colour?

SkinCheck is now available to provide a complete skin cancer screening service.

This involves a detailed examination of your skin by our Consultant Dermatologists to give you peace of mind and ensure early detection of any problems.

Non-melanoma skin cancer (NMSC)

Squamous cell carcinoma (SCC)

Basal cell carcinoma (BCC)

Skin cancer is a growing problem. We’re here to change that.

Skin cancer is the most common form of cancer in the UK and rates continue to rise. At least 100,000 new cases are now diagnosed each year, and the disease kills over 2,500 people each year in the UK - that’s seven people every day. Some people are more at risk of developing skin cancer than others. It’s important to know the main risk factors so you can decide which apply to you and think about if you need to make changes to reduce the risks.

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Check your skin for signs of cancer. If you see any mole or spot on your skin that is changing, itching or bleeding, see one of our dermatologists. When caught early, skin cancer is highly treatable.

It is better to check for skin related problems before any skin cancer symptoms arise.

If you have moles you may be advised to have a total body scan. We are delighted to have Irelands first total Body Mole Scanner. Any lesions or moles requiring excision can be removed in our state of the art operating theatre by our Plastic Surgeons or dermatologists.

Belfast Skin Clinic offers the latest diagnostic technology and treatment for all aspects of Dermatology and Associated Specialties.

For more information or to book an appointment, please call us on 028 9066 7077 or visit our website at www.belfastskinclinic.com

The clinic is located in South Belfast with easy access to all major routes.

Visit allskinstore.com, our new online store for a simplified range of skin products

18 Deramore Drive, Belfast, BT9 5JQ, N.Ireland. Approved by RQIA and all leading Insurance companies

FEATURE

Supply Trailblazers A new business in Belfast that uses a technology to impregnate wood with a unique fire retardant is making waves in the construction world here. Emma Deighan talks to HALT General Manager Noel McKernan about how it will make the difference.

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aunched last month, HALT in West Belfast’s Springbank Industrial Estate is a sister company of firm Pure Fitout. The HALT treatment facility impregnates wood species of many varieties with a unique fire retardant solution from Danish company Burnblock®.

HALT has the exclusive rights to this non-toxic and biodegradable fire retardant treatment, which could support a move towards more timber-framed houses here, subsequently supporting the island-wide housing crisis and helping the building sector in its drive to net zero carbon emissions.

Noel McKernan, general manager at the business, says HALT was born from a perceived increase in the requirement for wooden interior linings and exterior timber cladding with the highest fire safety standards achievable.

A £2.5m investment and a partnership with Burnblock saw the launch of the factory last month, with a team of five and growth on the agenda.

“Fire safety is paramount, and impregnation of wood is the best method of achieving this,” Noel begins.

“With no other treatment facilities available on the island of Ireland, investment was made which resulted in HALT. Timber treated at HALT achieves the highest European fire safety rating for a combustible material, B,s1-d0.”

In industry terms that rating translates as having a very limited contribution to fire, absent or very little smoke emissions and no burning droplets.

HALT is Ronan Higham, managing director of Pure Fitout’s business. That firm has established a name in building circles and is the company behind many key names in their respective industries.

This includes The Dean Hotel in Galway, the Five Guys fast food empire here, Boojum, Spoon Street and a host of other retail, office and hospitality sites in the UK and Ireland.

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Noel adds that while HALT may appear as a diversion from that fit-out business, it is actually complementary to what it does, “as more and more interior and exterior fit-out projects are being designed with wood in mind, which is, after all, the more sustainable choice”.

HALT is a specialist in the field, thanks to that timber impregnation technology.

It provides its service to any client treating a range of timber with each species “fully backed up with test documentation, provided by a notified body”.

“Our current classification table includes a range of softwood, hardwood, plywood and modified wood, including thermowood and accoya,” Noel explains.

“We are constantly looking at increasing the range of timber species we can treat at HALT, based on market demand and specific client requests.”

HALT boasts the aptitude to see construction projects through from theory to inception; assisting with bespoke configurations and providing testing and documentation from a notified body to support these.

“With no other treatment facilities available on the island of Ireland, investment was made which resulted in HALT. Timber treated at HALT achieves the highest European fire safety rating for a combustible material, B,s1-d0.” carbon emissions. It could also play a part in supporting the housing crisis here, Noel explains.

Noel says: “In addition to the impregnation service, we also have the latest technology in kiln drying, ensuring we return our treated products back to the moisture content at which they arrived with us.”

“We all have a role to play in tackling climate change and driving towards net zero. Trees are known to sequester the carbon absorbed during their growth, even after felling. A move towards more use of timber in the construction trade would mean a greater contribution towards achieving the targets set.

Beyond the core service at HALT is a bigger story: a role in our drive to zero

“An increase in timber products used during the construction phase would

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speed up the overall build while using fire-safe timber treated at HALT would provide a huge increase in the levels of fire safety both during the construction phase and throughout the life of the finished project, and an increase in the construction of timber-framed houses in Ireland would go a long way helping to deal with the current housing crisis.”

He says: “We are currently heavily focused on building our business within the Irish sector. As a newly established company with state-of-the-art technology and environmentally friendly credentials, we firmly believe we can now offer designers, architects and builders a more sustainable option for the Irish building sector.”

Plans for the firm are to provide a complete solution for clients, with a continuation to expand the range of timber it is certified to treat.

“We will also continue to invest in the latest technology to help us provide an excellent service,” Noel adds.

“We are excited about the potential for saving lives with wood treated at HALT. Tests have proven that wood treated with the revolutionary Burnblock treatment will char, as water vapour is released limiting combustion. Just as important is the fact any wood treated at HALT carries the highest rating achievable for preventing smoke production. Statistics have shown that smoke and toxic fumes contribute up to 34% of fire related deaths.”

Sponsored Feature

RIGHTING THE SME SHIP IN TIMES OF (DIS)STRESS Gareth McGonigle.

As cracks start to show across the economy, never has independent professional advice been so important in turning things around.

SME businesses are susceptible to the same mistakes as larger entities – high levels of debt, poor senior and mid management, or a difficult external environment. The latter is particularly relevant at present given the number of macro-economic headwinds at play. For turnaround and restructuring advisors, working with SMEs has some unique challenges too, whether it is a longer turnaround or restructuring period, the need to employ different forms of support, or the complex and varying challenges of family businesses.

The longer road to recovery By contrast to larger businesses, SMEs can often require a longer turnaround period, of anywhere between two to three years.

The first 12 months focuses on stopping the bleeding, understanding what has gone wrong and why, and resetting the direction of the business. Cutting costs, improving governance and controls, changing organisational structures, and improving leadership are all key components in the early days. The second and third twelve-month periods should see stabilisation and a return to profit.

Advisors with many hats SME businesses are unlikely to have a large team of experienced advisers to help them through difficult times, so the role of the turnaround or restructuring advisor can be widespread. They need to bring all their skills to the table, from negotiator

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CHARTERED ACCOUNTANTS

to manager, from strategic adviser to financial adviser. Most importantly, being able to bring an objective and rational view to the table is key. It is impossible to add value if individuals within the business aren’t on board with the idea and cannot see the end value in the process.

Family matters Turnaround or restructuring in SME businesses can often be complicated by the fact that many are family businesses.

When personal and professional matters are comingled, both in terms of management and finances, the stakes are very high for all concerned. Emotions are elevated. The subtleties of managing a family turnaround are complex, with the complexity increasing in relation to the number of generations the business has been in the family. First generation turnarounds may be quite straightforward, and second and third generation or beyond can be much more problematic. However, in certain instances, blood is indeed thicker than water, and the family connection can work in the business’s favour.

For any business experiencing stress or distress, the knowledge and independence of a professional advisor might well be the difference between turning the corner and shutting the doors.

Gareth McGonigle is Restructuring and Insolvency Director at ASM Chartered Accountants and is a Licensed Insolvency Practitioner. If you or your clients would benefit from a free, confidential discussion, please do not hesitate to contact Gareth on 028 9024 9222 or at gareth.mcgonigle@asmbelfast.com.

4th Floor Glendinning House 6 Murray Street, Belfast BT1 6DN www.asmaccountants.com gareth.mcgonigle@asmbelfast.com

For any business experiencing stress or distress, the knowledge and independence of a professional advisor might well be the difference between turning the corner and shutting the doors.

Columnist Jonie Graham Senior Consultant, BRC Partnership Ltd

Agility and the Fallacy of Fences F

rom coding to coaching, programming to project management, agility has become an increasingly valued attribute in the modern workplace and in some cases is even regarded as a necessity.

Agility, however, needs to be more than a methodology or a development framework. Agility is required from us in how we lead and develop our teams, how we communicate to our customers and stakeholders, how we react to market trends and uncertainty and how we manage our time and priorities. Whether we lead a team, manage a project, market a product or provide a service, today’s economy demands that we incorporate some aspect of agility into what we do and how we do it.

There are a number of images that may come to mind when we think of agility. One thing that comes to my mind is a big cat. Perhaps a lioness engaged in a high-speed chase on the African plains.

Her agility is apparent in the dexterity required for the chase, in the balance that aids with the sudden changes of direction, the speed required to react once the pursuit has begun and the strength necessary to bring down the quarry and ensure survival of the pride.

The agile professional will do well to reflect the lessons of this example of agility. When we consider the balance of the lioness, even the most casual observer will notice how she uses her tail as a counterbalance. As she veers left her tail swings right; as she negotiates uneven ground her tail is continually compensating for the change of weight distribution through her body. Here we must pause and ask ourselves: in our own desire for agility in our work and practice, who or what is our counterbalance? If we are big-

picture individuals do we have a detail guy who can help us apply the vision to the day to day? If we are those that are empowered by the buzz of having people around us all of the time, who is it that will challenge us to take time for quiet reflection on the wins and losses of the past year? If we thrive on busyness and doing all of the time, when do we take time to recharge our minds, rest our bodies and feed the soul? A counterbalance will always aid our agility. It will keep us fresh for the next challenge, aid our perspective and provide us with the clarity we need in detail and overview.

It is difficult to be unimpressed by the level of focus displayed by the hunting feline. She has total clarity of vision, eyes fixed on the target so much so that it appears they are in sync as they twist and turn across the plain. Once again, we reflect. The lesson for us here is focus. How well do we know our environment? How attuned are we to our target market, our customers’ desires or our team’s needs? Agility comes from awareness and awareness comes from our ability to observe, perceive and understand. The agile professional must be a student of their marketplace. To know the coming trends and innovations, to know what’s new and what has had its day. To know who the competition is and what they may do next. They also need to be in touch with the condition and mindset of their team. This means regular check-ins with the team, to be present with them so that when a need arises we are reacting with the synchronicity of the lioness.

As I travel from organisation to organisation and speak to various teams in different industries and sectors, regardless of what part of the globe I am in, I hear a similar complaint when

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it comes to that which might frustrate our agility. The complaint is that of bottlenecks or check points, road blocks to success or the timely achievement of a key deliverable. Usually these road blocks are put in place by other functions. Sales teams delayed by the availability of marketing resources, R&D teams limited by budget constraints, productivity hindered by compliance. You get the picture, I’m sure. Of course the natural reaction is to clear the blockage so that the process may be streamlined and the output continue uninterrupted.

It may well be the case that some of our red lights don’t need to be there at all, but I would urge caution before we simply push on with the process in the name of agility or seek to dismantle the roadblock before understanding why it’s there in the first place.

Agility should be prised as a value in today’s workplace, but not at the expense of wisdom, insight and understanding. Not to the detriment of determination, persistence and the experience brought by existential learning.

“If we thrive on busyness and doing all of the time, when do we take time to recharge our mind, rest our bodies and feed the soul? ”

A Better Connected Northern Ireland High quality public transport is essential for the economic, environmental and social wellbeing of our community, and Translink is committed to the ongoing transformation of the bus and rail network across Northern Ireland.

We have a number of key targets and ambitions in order to make public transport your first choice for travel, today, for tomorrow, and chief amongst these is our shift to a Net Zero network by 2040, which will help to deliver broader Net Zero targets set by the Northern Ireland Executive.

Climate change is still the most pressing issue facing society, and there is no more time to lose – Translink is leading the transition to Net Zero transport, with the delivery of high quality, locally-built Zero Emission buses. We are aiming to be Climate Positive by 2050, with the potential for knowledge sharing right across the transport sector.

We look forward to the introduction of a fleet of battery-electric vehicles on the Foyle Metro network in 2023, delivering the first fully battery electric city bus fleet anywhere in the UK or Ireland. We continue to transition the Belfast Metro fleet towards full Zero Emission status over the next few years, with an additional 100 zero emission buses delivered in 2022.

As well as our bus network, we are also actively planning the transition of the railway network to Zero Emission technologies; this will include the development of the flagship Enterprise service, and we are working to deliver both a faster, more frequent service and an enhanced fleet on the cross-border rail service, jointly operated with Irish Rail.

The reliability and improvement of the North-West rail corridor is a priority for Translink, and we are working with the Department for Infrastructure to enhance the track

and signalling infrastructure between Derry~Londonderry and Belfast, which has the potential to improve frequency and journey times along that vital intercity link. We await the publication of the findings of the All-Island Strategic Rail Review, with potential impacts on greater all-island connectivity and expansion of the network, and we continue to assess the possibilities of the UK Government’s Union Connectivity Review.

As well as enhancing fleet and connections, we are investing in our infrastructure, notably in relation to Belfast Grand Central Station and Weavers Cross, in the heart of Belfast city centre, which will not only enhance connections and capacity but act as a catalyst for regeneration and deliver a new city neighbourhood. This major project follows the success of the multiaward winning North-West Transport Hub in Derry~Londonderry, and will be joined by planned station enhancements for Ballymena and Lurgan, as well as a completely new station at Lisburn West to meet growing commuter need. We are also seeking to grow our Park and Ride capacity and develop additional bus

priority measures as part of a wider shift to sustainable travel.

While climate change is a clear driver in our future ambitions, helping to reduce pollution and improve air quality, there are also social, economic and health factors.

Public transport is key to decongesting our town and city centres, making them more attractive places in which to work, shop and socialise, with a greater focus on public transport, pedestrian and cyclist access. An effective bus and rail network is key to any economic strategy, driving footfall in urban centres and encouraging consumer spend.

Pre-pandemic research conducted by Grant Thornton revealed that per-head spend when public transport is used for shopping is £46, rising to £50 when it is used for socialising.

However, the healthcare aspect is of growing importance – around 84,000 new cases of disease, directly linked to air pollution, are expected in Northern Ireland by 2035, at huge cost to our health service, unless we act now.

Already, around 800 deaths in Northern Ireland every year are believed to be caused by air pollution. A shift to public and other sustainable forms of transport can help to reduce the risk posed by air pollution in our environment, driving a change towards a healthier, more active and better quality of life for future generations, as well as connecting communities and driving a modal shift, benefitting our environment, our economy and our health.

Translink services are truly crosscutting, impacting on all aspects of any Programme for Government and we will work with stakeholders at all levels to develop and enhance public transport right across our network, helping to make Northern Ireland economically competitive, socially inclusive and renowned as one of the top tourist locations in Europe for sustainable transport.

For more information, please visit www.translink.co.uk

FEATURE

An Aggregated Approach to Smarter, Simpler Operations

The built environment looks set to be strengthened with a rebrand that will see three giants of industry become one. In a move that typifies the pragmatism of the UK’s construction industry, Ambition magazine looks at what it takes to lay foundations for a prosperous, sustainable future.

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s of 1 May 2022, Whitemountain Quarries Ltd, Lagan Asphalt Ltd, and Lagan Materials Ltd have rebranded as Breedon Ireland.

Since the acquisition in 2018, when the family of Irish companies became part of the Breedon Group, its Irish materials and contracting divisions continued to operate under the brands Lagan in ROI and Whitemountain in NI. The last decade has seen Breedon deliver a significant contribution in the areas of infrastructure, agriculture, housing, and commercial projects for Ireland and GB. The result of which has meant Breedon has grown into a leader in the heavy side building materials industry.

Breedon Group plc, a leading vertically integrated construction materials group in Great Britain and Ireland, delivers essential products and services to the construction sector.

In addition to holding 1bn tonnes of mineral reserves and resources with long reserve life, Breedon supplies value-added products and services, including specialty materials and surfacing and highway maintenance operations, to a broad range of customers through its extensive local network of quarries, ready-mixed concrete, and asphalt plants.

Breedon’s c.3,500 colleagues embody its commitment to ‘Make a Material Difference’ as the Group continues to execute its strategy to create sustainable value for all stakeholders, delivering growth through organic improvement and acquisition in the heavy side construction materials market.

The Group’s two well-invested cement plants are actively engaged in carbon reduction practices, which include utilising alternative raw materials and lower carbon fuels.

Breedon Ireland’s Managing Director Terry Lagan set up the original Lagan Group business in ROI in 1989, which originally comprised an asphalt production & contracting division along with a bitumen emulsion production plant.

In a recent interview, MD Terry Lagan outlined some of the strategic reasons for the rebrand: “We believe that it is now time for a more unified approach to our branding. Our main goal is to provide clearer communication to all our customers and stakeholders. Integrating the brands fully will help us to achieve that and I believe it will also make us stronger.”

The business developed from there to cover the entire island, with operations from Cork to Donegal and Galway to Dublin, becoming the largest independent producer of construction materials in ROI. A sign of great things to come for the company in the northern region, final phase works are currently being completed at

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Prince of Wales Avenue, Stormont, Belfast, with upgraded bituminous asphalt finished footways, as well as Breedon being the main contractor on the Mealough Road Junction Improvements scheme.

The project involves the realignment of the eastern end of Mealough Road, which includes improvements to the signalised junction with the Saintfield Road and Manse Road. Latest progress on site shows the installation of the new 44m long precast culvert along the Carryduff River at Mealough Road. The culvert sections were installed over a three-day period with each unit weighing 18.5 tonnes.

In the central and southern regions, Breedon Ireland has already completed major resurfacing projects on the N4 Collooney to Castlebaldwin bypass and Cork Airport runways 16-34. The scale of the Cork Airport project, from start to finish, cannot be underestimated, and involved detailed planning and logistics, including over 2,350 truckloads of asphalt as well as 200 truckloads of CBGM concrete.

Breedon was also tasked with supplying and placing 65,000 tonnes of bituminous materials as part of the Dunkettle Interchange Upgrade Scheme. The Dunkettle Interchange Upgrade Scheme is a strategically important intersection of several major national routes, located 6km east of Cork City at the mouth of the Jack Lynch Tunnel. The project represents a major investment by the government of €215 million and is anticipated to be completed by Q1 2024.

Breedon Ireland is proud to have been a key sub-contractor on the recent New Ross Bypass project on behalf of BAM contractors.

This project included surfacing of the Rose Fitzgerald Kennedy bridge crossing over the River Barrow. As the use of vibrating rollers was prohibited on the bridge deck, Breedon Ireland placed materials with increased bitumen content to achieve the required air voids.

The brand merger of Lagan and Whitemountain to Breedon Ireland will help to combine the Group’s talent, knowledge, and expertise. More robust governance processes mean Breedon, as a unit, can be resilient against future risk, protect the livelihoods and welfare of its employees, and refine its sustainable business model to create more value for all stakeholders.

Breedon places huge significance on and engages with a national network of local relationships, contributing to the communities it serves, with materials donated to local projects, support for local schools, community events, and charity fundraising.

The goal across the entire Breedon Group is to work together as one, all making a material difference.

FEATURE

Danske Bank Helps Wilsons Auctions Hammer Home Its Advantage T

here are many examples from the world of business which prove that often you only need to make a small change to have a big impact.

On the surface, Danske Bank’s creation of a digital solution that lets business customers view all of their accounts and payments across multiple banks in one place, might seem like a welcome but relatively small addition to its online banking offering.

Through its business banking platform ‘District’, businesses can now get a full overview of their finances and gain a single point of entry to their accounts and transactions, including those with other banks, without needing to switch between different banking platforms. But for the more than 60 local businesses in Northern Ireland who are now using the account aggregation function, the seemingly small change is making a meaningful difference.

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One of those customers is Co Antrimbased Wilsons Auctions. The family-owned business has grown from a single auction site in Northern Ireland to the largest independent auction company in the UK and Ireland, with 19 sites across England, Scotland, Wales and Northern Ireland and an annual ‘hammer total’ in excess of £400m. Wilsons Auctions has enjoyed a period of significant growth in the last six years, buying businesses in Newcastle,

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bank to create a digital solution that lets business customers view accounts from multiple banks this way.

“We want to make it as easy as possible for our customers to bank with us and make how they manage their day-to-day business easier,” he says.

“That means continually investing in innovative new digital features to improve the customer experience. We’re delighted with the feedback so far. Customers have told us they are saving time because they have all the information they need on one screen, which helps them make business decisions based on a full overview of their finances.”

Presenting new innovations to customers, like the new District function, is seen by Danske Bank as being complementary to the relationship it builds with customers like Wilsons through spending time understanding their business and long-term strategy.

Karen Kennedy, Senior Cash Manager, Danske Bank; Paul Clarkin, Wilsons Auctions, and David Thompson, Danske Bank.

Maidstone, Newport and Oxford that presented opportunities to improve sales and profit margins by improving auction facilities, providing better IT systems and using the Group’s marketing expertise to create a buzz around the sales. The Group has invested £8.5m since 2017 in land acquisitions and site improvements, above the cost of the original business purchases.

The size of Wilsons’ geographical coverage and a management structure that enables the company to take decisions quickly have allowed it to target larger customers and win business in a range of new markets, notably winning government and police contracts.

However, the diversity of the business also creates complexity which Danske Bank’s platform has helped simplify, says Finance Director Paul Clarkin.

“At Wilsons Auctions we operate bank accounts with a number of UK banks but Danske Bank is our lead bank.

Using the new feature within Danske’s online banking platform has simplified the Group’s ability to process customer payments. We can now see all incoming payments in one handy location which improves our workflow and frees up time for other tasks,” says Paul.

“We have experienced a wide range of online banking platforms as we acquired businesses but we have always quickly migrated new acquisitions to District because of its ease of use. Its interface is intuitive to use and minimises the hassle involved in receiving funds or paying vendors and suppliers,” he adds.

“Rather than logging into half a dozen banks each day our staff can now view all transactions through a single Danske Bank screen. This is a time-saving tool for our staff, particularly the credit control team. We don’t have to repeatedly log into each bank during the day to see payments coming in from buyers. It looks like a modest change, but it has had a big impact.”

Giving customers this snapshot of bank balances on a live basis, so they don’t have to deal with passwords, fobs and multi-factor authentication for every bank, is based on open banking, which connects banks, third parties and technical providers – enabling them to simply and securely exchange data to their customers’ benefit.

David Thompson, head of Digital Channels at Danske Bank UK, said Danske Bank is proud to be the first UK

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Paul Clarkin says Danske has provided excellent support for its acquisition mission since 2016 and responded well to the timescales attached to its project plans with equally quick decision making on funding to support its own investments.

During the pandemic, Wilsons refocused its business and moved to online-only auctions in the space of only a few months – removing geography from many buying decisions so that customers based in Newcastle, for example, are no longer restricted to buying cars that they see in the auction ring in Newcastle. To help online sales flourish, the company has also built a strong appraisal system for vehicles that buyers can depend on.

Market shortages in the new car sector have created an extraordinary rise in used car prices – with some cars coming back to auction a year or two after being sold achieving the same sales price as the first time. Understandably, there has been an increased interest from private buyers who are looking for value.

“The outlook is positive for Wilsons Auctions. Our hybrid offering will always differentiate us from new entrants to the market who have little or no physical presence but we understand and are planning for a changed auction process,” says Paul Clarkin.

“We will build on our expertise to create a market-leading online offering backed by staff who understand our vendors, buyers and product. We expect that technological change will define the market over the next few years.”

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BOC Gases Celebrate 100 Year Milestone

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t was way back in January 1920 when the board of the then British Oxygen Co began enquiries re possible sites for a new works in Belfast. By June 1920 a strategic site in the Harland & Wolff complex had been selected and assigned.

Currently operating from Prince Regent Road (since the 1950’s) BOC Gases have been proudly serving the community ever since. An event to celebrate the milestone was recently held in Drawing Room No. 1 in the Titanic Hotel. Previously owned by Harland & Wolff who were one of BOC’s first customers in Belfast!

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Ruth Bremner, Austin Campbell, Eric Forsythe, Julie and Gary Evans, Donna Neill, Paul and Chelsea Kidd, Jackie McLoughlin.

Sam Payne and Jim Mercer.

Sally Loade, David Maxwell, Tom and Muriel Mathers.

Carol Moore, Karen Dempster and Roberta Robinson.

Kieran and Louise Hennessy.

Derek and Lynda Irvine with Martin and Alison Walsh.

Clodagh Ferguson, Andre Maritz, Tommy and Carol Moore.

Aaron and Natasha Evans with Adam and Oriane Gray.

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Kieran Hennessy with Kyle and Sandra Russell.

10. Joanne McClelland, Scott Keatley, Eddie Clarke and Stacy Crowe.

11. Mark King and Suzanne Stephenson.

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12. Justine Lennon and Lynda Irvine.

13. Jonathan and Helen Norris.

14. Maureen Thompson, Mark Cummins, Robert Cummins and Karen Du Bois.

15. Michael and Ruth Fiseko.

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16. Peter Doggart with Anita and Shane Matthews.

17. Kirsty Vaughan, Jacqueline Hickland and Rachel Lawell.

SPONSORED FEATURE

SEVEN WAYS TO TAKE MEANINGFUL ACTION ON DIVERSITY AND INCLUSION

By Diversity Mark’s Head of Business Nuala Murphy as published in Business Post Ireland.

If I asked you to name five business buzzwords du jour, I’m willing to bet that diversity and inclusion would make the list. There’s nothing wrong per se with buzzwords – our first contact with a new concept might come that way, helping to disseminate important ideas – but they all too often lack meaning or lose power.

We add business buzzwords to our websites, scatter them around the office and sprinkle them liberally throughout our corporate communications – without pausing to ask ourselves whether we actually mean what we say.

If you’ve proclaimed your commitment to inclusion without asking yourself some difficult questions about your unconscious bias, or implemented a diversity training programme without gauging what it’s like for people from under-represented groups to work for you, then there’s a chance you’ve fallen foul of the buzzword bandwagon. And as I’ve said, there are worse crimes. Banging the drum for diversity because it’s hip in the business world is better than not making a sound about it – but shouting into the wind ultimately serves no one.

Here’s how to bypass the buzzwords and walk the walk of building a more diverse and inclusive workplace without tokenistic gestures.

Understand the wider context Gender and diversity aren’t issues that exist in a vacuum. The importance of equal opportunity in the workplace hasn’t drifted onto the business radar by accident. From Me Too to the Black Lives Matter movement, the experiences and sacrifices of people from under-represented groups have helped to shape the narrative that has brought us to this point. Take time to read and listen to those accounts and to amplify those voices that form the wider context of building a more equal society.

Don’t create office housework Research undertaken in 2019 by McKinsey and LeanIn revealed that while women were stepping up as leaders in the workplace – as well as undertaking the majority of the work when it came to diversity, equity and inclusion – they were also suffering from burnout. Without male allies or champions, the work of advancing diversity and inclusion quickly becomes little more than office housework.

Recognise the legacy of the pandemic The pandemic encouraged us to re-evaluate our lives so that people no longer just want a job with a big name employer and a good salary – employees place more value on balance, equilibrium and on impact.

Embark on a journey, don’t tick a box I have had exposure at scale to many different companies at many different sizes, each on a journey with diversity and inclusion with

different resources and competing business needs. I’ve seen that if you don’t have a senior level executive championing equality and shaping behaviour and culture, it’s not going to be embedded in the organisation and that means impact is limited. It’s not a tick-box exercise.

It’s a journey that needs to be embraced from top to bottom and back again. We see a lot of employee of the month initiatives and photos of companies who are recognising the great work of their employee resource groups – and that is all good. But embedding diversity and inclusion is more than a health and wellbeing webinar, or a monthly celebration. It actually needs to be across the board to be successful.

Make it visible Gender and diversity need to be championed and sponsored in the board room. Senior executives need to act visibly and noisily, spending time listening, communicating and representing the importance of diversity and inclusion at every level of the business, from resource investment to transparency in decision making.

Measure impact Efforts to advance diversity must be measured

and people need to be held accountable, whether that’s in performance, recruitment, decision making or hires and promotions.

Equality is ultimately about ensuring different ways of thinking are represented in the room, whether you are making a product or providing a service.

Ask the hard questions Inclusion and diversity are ultimately about everyone feeling they can have value and influence and bring their whole selves to work, if they choose to. It’s not just for numbers; it has to effect change. For all organisations with or without HR departments, it’s vital to ask difficult questions about where the organisation is at.

Where does it want to go? How is it going to get there. And which behaviours and practices need to stop, what needs to continue and where to start.

If you have not yet joined Diversity Mark on your company’s Diversity and Inclusion journey please reach out to emma@diversity-mark-ni.co.uk to discuss the benefits and process.

“

If you’ve proclaimed your commitment to inclusion without asking yourself some difficult questions about your unconscious bias, or implemented a diversity training programme without gauging what it’s like for people from under-represented groups to work for you, then there’s a chance you’ve fallen foul of the buzzword bandwagon.

”

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It’s time to commit to

Progress Diversity Mark offer accreditation, expert support and guidance to organisations who are navigating the Diversity and Inclusion (D&I) landscape.

Whether you are new to workplace diversity or already seeing the array of benefits it brings, we will be with you at each and every step, committed to helping your organisation make a positive impact on people’s lives by transforming culture and attitudes for the better.

Businesses that embrace diversity & inclusion consistently perform better and generate more profit than those who don’t.

Start today at: www.diversity-mark-ni.co.uk

Diversity Mark

FEATURE (L-R) Bridie Kelly, Corporate Relationship Officer, AWARE; Lynette McKinney, Head of HR, Foyle Port; and Una Wilson, Equality Officer, Equality NI.

Foyle Port Supporting Positive Mental Health in the Workplace F

oyle Port has been announced as the latest signatory of the Mental Health Charter, joining over 200 businesses and employers across Northern Ireland committed to ensuring good mental health for their employees, local communities, and service users.

As the marine gateway to the North West, Foyle Port plays a vital role in the regional economy, handling approximately 2 million tonnes of cargo per year with an estimated value of over £1 billion. As one of the most prominent employers and most recognisable institutions in the North West, Foyle Port has decided to sign up to the Charter.

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“I am delighted to confirm that Foyle Port has signed up to the Mental Health Charter which is an important initiative led by the Equality Commission for Northern Ireland,” said Foyle Port Chief Executive Brian McGrath. “The pandemic has been tough on everyone in the workplace and wellbeing, mental health, and mindfulness must become more than

FEATURE

buzzwords for employers and businesses, and must be used to bring real, tangible benefits for workers.”

The Mental Health Charter is jointly produced by the Equality Commission for Northern Ireland, Action Mental Health, AWARE NI, Change Your Mind, Disability Action, Mindwise, Mental Health Foundation, Inspire, Health & Safety Executive NI, Labour Relations Agency, and Business in the Community and provides a framework for working towards mentally healthy workplaces.

The signing of the Charter is a voluntary commitment by Foyle Port to look after and acknowledge the mental health and wellbeing of its employees. By signing up to the Charter, organisations work towards putting five Charter Commitments in place. These commitments include: • Creating an open and inclusive workplace culture which displays respect for those with mental ill health.

• Promoting equality of opportunity and challenging discrimination in the workplace.

• Promoting equality of opportunity in recruitment and selection for those with mental ill health.

• Identifying and providing sources of information and support regarding mental ill health.

• Adopting Every Customer Counts

recommendations – working towards taking positive steps to make services accessible to people with mental ill health.

“Over the past 12 months, Foyle Port has made a number of efforts to achieve the measures outlined in the Charter and we’ve been working hard to create a more open and inclusive workplace,” explains Brian. “We’ve created a new mental health policy to support and guide our colleagues. We’ve been providing Mental Health First Aid training and we’re delighted to now have four fully trained Mental Health First Aiders. We have reviewed our recruitment and selection policies to ensure equality of opportunity and flexible working for those with disabilities. And we continue to provide ongoing support for managers and volunteers through proactive training and workshops.”

As well as being a signatory of the Mental Health Charter, Foyle Port is also a corporate partner of AWARE, the depression charity for Northern Ireland, and one of the Mental Health Charter partners. “Our relationship with Foyle Port has been an excellent way to deliver crucial workshops to employees and give them the tools and techniques to reduce their stress and anxiety in the workplace.

We’re very pleased to see the organisation now sign up to the Mental Health Charter as well, a further indication of its

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commitment to its staff in challenging times,” said Bridie Kelly, corporate relationship officer at AWARE. “The Mental Health Charter is really important as it gives us the framework to properly support our colleagues, spot the signs of mental ill health, intervene earlier, and ensure that everyone in the workplace feels safe, secure, and welcome,” says Brian.

“We are really pleased Foyle Port has signed the Mental Health Charter,” added Dr Evelyn Collins, chief executive, Equality Commission for Northern Ireland.

“This is a vital document for employers of all sizes but even more important for larger ones. The past two years have been difficult for all of us and the impact on our collective mental health should not be underestimated. More than 200 businesses and organisations across Northern Ireland are using the Charter to take proactive and progressive steps to support their staff and helping to create a more open and inclusive workplace culture. The Charter includes important commitments to equality of opportunity and challenging discrimination in the workplace, and we hope to welcome more employers to the Charter in future.”

AWARE NI facilitator Stephen McCrudden with Foyle Port staff members Mickey Mooney, Michael Hannon, and Shane Lynch.

APPOINTMENTS

A

NEW

PPOINTMENTS IN THE BUSINESS COMMUNITY

ELLEN WRIGHT

JONATHAN CAMPBELL

CLAIR GHEEL

KEVIN MUNSTER

Senior Brand Marketing Manager at Moy Park

Campaigns and Events Manager at NI Chamber

Business Development Director at eir evo

Maintenance Manager at Kilwaughter Minerals

MARTIN KELLY

DEBORAH ARCHER

DENISE HORTON

EILEEN MONTGOMERY

Warehouse Manager at Kilwaughter Minerals

Banking and Finance Partner at Eversheds Sutherland

Head of Health, Safety and Environment at Devenish

Digital Innovation Commissioner for Belfast

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APPOINTMENTS

Caitroina McCusker Appointed Regional Market Leader at PwC Northern Ireland PwC has appointed Banbridge-born Caitroina McCusker as regional market leader for Northern Ireland.

Kevin MacAllister will leave the firm after 34 years of service, including two years as regional market leader, following his appointment in July 2020. Kevin successfully navigated the firm through the challenges presented by the pandemic, while still managing to achieve rapid growth and transitioning the firm’s 3,300 people into the new Merchant Square office.

Cat brings a wealth of experience and expertise to her new role, having led some of the largest digital transformation programmes in higher education institutions (HEIs) across the UK and globally in her role as PwC’s education leader in the government and health industries sector.

Deloitte partners Marie Doyle and Kerrie Irvine.

Deloitte partners Marie Doyle and Kerrie Irvine.

Deloitte has announced that it has appointed Marie Doyle and Kerrie Irvine as partners in Belfast.

Marie becomes a partner in Deloitte’s Northern Ireland Public Sector practice, while Kerrie has been made a partner in the firm’s Human Capital consulting business in Belfast.

Jackie Henry, office senior partner in Belfast, said: “I have worked closely with Marie and Kerrie throughout their careers and their promotions are fully deserved. Both are leaders in their field and bring extensive experience and expertise that will be invaluable as we continue to grow Deloitte’s presence in Northern Ireland.

“I am pleased to see progress in the representation of women and people from ethnic minority backgrounds at partner level.

We are continuing to prioritise creating an inclusive and diverse workplace where there is equity of opportunity for everyone.”

Almac Group to Create 355 Jobs and Invest $93.5 Million in Pennsylvania Expansion Almac Group, the global contract pharmaceutical development and manufacturing organisation, has announced that it is expanding its North American headquarters in Montgomery County, Pennsylvania and will create 355 new jobs through the project.

Almac’s expansion in Pennsylvania will add 100,000 square feet to its existing 246,000-square-foot North American headquarters facility, as well as upgrades at the company’s two other Montgomery County sites, to meet increased and next generation client demand.

The company has operated in Pennsylvania for more than 20 years and officially opened a North American headquarters site in Souderton, Pennsylvania in 2011.

Alan Armstrong, Almac Group chairman and chief executive, commented: “We look forward to welcoming over 350 new employees, who will be an essential part of our continued success over the next three years. Almac Group’s mission is to advance human health and we are committed to re-investing all of our profits back into the business to ensure we are market leading for our clients and patients and offer the best possible work environment for our people.”

Caitroina McCusker and Kevin MacAllister.

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NEWS BT's Paul Murnaghan with Joe O'Neill from Belfast Harbour.

BT and Ericsson Sign Multi-Million-Pound Partnership BT and Ericsson recently announced a multi-million-pound new joint partnership to provide commercial 5G private networks for the UK market – the first agreement of its kind in the country.

The telecommunications and technology firms have signed a multi-year contract that will enable BT to sell the next generation mobile network technology products to businesses and organisations in sectors such as manufacturing, defence, education, retail, healthcare, transport and logistics.

The deal also comes just after BT announced it was investing almost £100 million over the next three years in its ‘Division X’ unit to accelerate the development of customer solutions which integrate emerging technologies like 5G, IoT, Edge Compute, Cloud and AI. Private networks are wireless solutions that provide secure indoor and outdoor 5G cellular coverage, making them suitable for a range of uses – particularly in environments such as factories, education campuses and other large sites where security and ultra-low latency connectivity are important.

New innovative applications and IoT capabilities can be enabled through

a private 5G network to improve productivity, optimise operations and drive cost savings, such as asset tracking, predictive maintenance, connected sensors, real-time data processing, automation and robotics.

According to a forecast from MarketResearch.com, 5G private networks are predicted to grow at an average rate of 40% a year between 2021 and 2028, by which time the market will be worth $14bn (£10.7bn). Both BT and Ericsson believe there is significant demand from UK businesses looking to take advantage of the benefits the new technology can provide.

Marc Overton, BT’s Managing Director for Division X, Enterprise, said: “This UK-first we have signed with Ericsson is a huge milestone and will play a major role in enabling businesses’ transformation, ushering in a new era of hyper-connected spaces.

“We have combined our skill and expertise at building converged fixed and mobile networks with Ericsson’s leading, sustainable and secure 5G network equipment to offer a pioneering new proposition that will be attractive to many industries. 5G private networks will also support smart factory processes and the advancement of Industry 4.0 which

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can realise significant cost savings and efficiencies for manufacturers.

“Unlike a public network, a private 5G network can be configured to a specific business’ needs, as well as by individual site or location. They also provide the foundation to overlay other innovative technologies such as IoT, AI, VR and AR, opening up a multitude of possibilities.”

Katherine Ainley, CEO Ericsson UK & Ireland said: “This ground-breaking agreement with BT means we are together taking a leading role in ensuring 5G has a transformative impact for the UK. The high quality, fast and secure connectivity provided by Ericsson Private 5G can help organisations make allimportant efficiency gains that can create safer, more productive and sustainable business operations and help the country build global leaders in the industries and technologies of the future.”

BT and Ericsson have already worked together on several major projects incorporating private 5G networks, including Belfast Harbour, as they accelerate its ambition to become the world’s best regional smart port.

Supplement

BUSINESS CLASS MOTORING. MOTORING WITH JAMES STINSON

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James Stinson

Suzuki’s Family Crossover New Suzuki S-Cross is up against some serious competition, writes James Stinson.

adaptive cruise control, traffic sign recognition and a parking camera – all of which are optional on the SEAT and Volkswagen.

Standard kit includes heated front seats, dual-zone climate control, a 4.2-inch driver information display and a seven-inch touchscreen. Apple CarPlay and Android Auto are both fitted as standard, too. It also has 17-inch alloy wheels, automatic LED headlights, aluminium roof rails and electrically folding door mirrors.

S

uzuki has plenty of credit in the bank when it comes to making dependable, good-value off roaders. So it should be in pretty good shape to capture a bigger slice of the growing family crossover market.

Opt for the range-topping £29,799 Ultra model and you get leather upholstery, a sliding panoramic sunroof and a 360-degree parking camera. The flagship model also boasts a larger nine-inch infotainment system, which features sharper graphics and a slicker interface than other Suzuki systems, so the sat-nav screen is a lot easier to read.

Problem is, that’s a very competitive space at the minute. The Skoda Karoq, SEAT Ateca, VW Tiguan, Nissan Qashqai and others are all fairly brilliant, finely honed motor cars.. They aren’t cheap though and that’s where Suzuki will be hoping to cash in with this latest generation S-Cross.

Ultra models with four-wheel drive also have a dial to change driving modes (Normal, Sport and Snow) conveniently placed next to the handbrake.

It isn’t just a value proposition though; there’s also plenty to like about the new S-Cross. It’s honest, reliable and very well equipped. It’s got a fine engine with good economy and comes with a four-wheel drive option. The S-Cross is powered by the proven turbocharged 1.4 litre mild-hybrid petrol engine, which is also found in the Swift and Vitara.

The cabin is pretty functional. Indeed, this is where Suzuki should and needs to do a little bit better. Everything feels well positioned, sturdy and comes easy to hand but the overall feel is a little underwhelming compared to rivals. The materials are a bit scratchy in places while the infotainment feels a bit slow and dated.

The hybrid system won’t run on electric power alone but does aid acceleration and improve efficiency. It churns out 127bhp, helping the S-Cross record a 0–62mph time of 9.5 seconds.

There’s plenty of room in the front and good all-round visibility but tall passengers might feel a little squeezed in the back. There’s a decent-sized boot. The rear seatbacks split in a 60/40 configuration and you can fold them down by pushing buttons next to the head restraints. You can also recline the rear seatbacks slightly for a more laid-back seating position.

In front-wheel drive form it delivers a claimed 53mpg, which is significantly better than most rivals. And with CO2 emissions of 120g/ km, it’s greener too. The four-wheel drive version is a little less frugal, though not by much, delivering a still respectable 47mpg.

There is a lot to like about the new S-Cross. It’s a good-value, no-nonsense offering which should be cheap to run. There’s a lot of standard equipment while Suzuki has some of the best reliability scores around. It just needs a more modern, stylish interior to be a top contender.

A full hybrid version is set to join the range later while there’s no diesel option. It comes with either a six manual or automatic gearbox.

The manual is the better option as the automatic has a habit of overrevving under hard acceleration.

There are just two trim levels: the entry-level Motion and the more heavily specced Ultra version, which also comes with AllGrip fourwheel drive. Prices start from £24,999 which means it undercuts entry-level versions of the SEAT Ateca and the VW Tiguan. The S-Cross also comes with a lot more standard equipment, including

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Electric Launch for New BMW 7 Series

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MW has taken the wraps off its new 7 Series… and there’s quite a lot of it. The German marque’s executive flagship is longer, wider and taller than the car it replaces and bigger than the long wheelbase version of the old 7 Series.

Up front, the large grille, consisting of two elements as on all recent BMW models, is even larger than before and comes with BMW’s ‘Iconic Lighting’ treatment, as first brought to the facelifted 8 Series. The separation of the headlamps, with the LED running lights positioned above and the main beams in a separate recess below, add greater presence while providing close visual ties with the recently facelifted BMW X7.

Interestingly, BMW has chosen to launch with the all-electric ‘i7’ version first with the full suite of engine options coming on stream in 2023. That will include a diesel but no petrol-only option this time.

Instead, there will be two petrol/electric plug-in hybrids. The focus on electrification is sensible given the direction of travel and the company car tax benefits.

A three-box silhouette with familiar long-bonnet proportions characterises the overall shape, which features smooth and largely unadorned surfaces throughout. Only two feature lines are evident along the flanks, which have a pronounced shoulder running from the outer tip of the running lights through to the tail lights. As on the BMW iX, door handles with an internal touchpad and electronic mechanism replace traditional handles.

The launch version i7 xDrive60 features two electric motors – one for each axle – giving total power outputs of 536bhp and 745Nm of torque. An even meatier M version with 650bhp is promised.

Three different M packages add performance-inspired styling cues: M Sport, M Sport Pro and M Performance. There is also a choice of chrome and blackened styling elements, and wheels range from 19 inch as standard up to optional 22 inch as part of the M Performance styling package.

But even in this standard guise, performance is fairly eye-watering.

The 0–62mph time is 4.7 secs. Range is a claimed to be 360–380 miles while the i7 can be charged up overnight at home or through a fast-charging station. Here, it can charge at up to 195kW, making it possible to add just over 100 miles of range in 10 minutes. These fast-charging stations are popping up in other countries but there are none in Northern Ireland presently.

The suspension setup involves double wishbones at the front with a multilink rear, and widened tracks compared to the outgoing G11generation 7 Series. Air suspension is fitted as standard and is able to drop the ride height by 10mm in Sport mode (or at higher speeds to lower drag), or raise it by 20mm if the conditions demand.

Given the price tag and the desire for flexibility, many drivers may instead opt for one of the plug-in hybrids or even the new 3.0-litre six-cylinder diesel. The diesel is a mild hybrid affair that offers decent performance – 0–62mph time of 6.3 secs – and low to mid-forties mpg but it’s an expensive company car option.

The new BMW i7 will go on sale before the 7 Series, in November.

The i7 xDrive 60 in ‘Excellence’ trim will cost just over £107,000, while M Sport versions will set you back almost £112,000.

By contrast, the plug-in hybrid enjoys BIK car tax benefits not far off full electric but with a good deal more driving/range flexibility. The plug-in hybrids will go up to 50 miles on battery power and as far as you like after that on petrol power. Company execs love to make an impact and BMW has worked hard to create a bold new exterior design.

Diesel and plug-in hybrid versions of the 7 Series will go on sale in spring 2023. BMW hasn’t confirmed how much they’ll cost, but you can expect them to set you back around the same as a comparable Mercedes S-Class, from around £80–85,000.

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JOIN US FOR A NIGHT OF CELEBRATION AT THE 2022 RESPONSIBLE BUSINESS AWARDS GALA EVENT 8 SEPTEMBER 2022 | ICC BELFAST | 6 PM – 11 PM NEW HOST ANNOUNCED! The Responsible Business Awards in Northern Ireland showcase transformational stories of businesses taking real action to build thriving communities and celebrate those businesses demonstrating strong, inclusive leadership, who continually innovate to tackle pressing social issues, and are seeking to repair and rebuild our planet.

The winners in all ten Awards categories will be announced at the Responsible Business Awards gala dinner at the ICC Belfast on 8 September.

We’re delighted to announce that our new host in 2022 is Holly Hamilton, best known

as a presenter on BBC Breakfast & BBC Sport.

Holly is originally from Co. Down and has spent over a decade working on some of the UK’s biggest networks.

Tickets cost £140 + VAT for Business in the Community members and £150 + VAT for nonmembers.

Please visit www.bitcni.org.uk/awards to find out more and reserve your place at this fabulous and inspiring event!

BOOK NOW

WWW.BITCNI.ORG.UK/AWARDS

FINALISTS NI RESPONSIBLE COMPANY OF THE YEAR AWARD

Sponsored by Henry Brothers Encirc firmus energy JP Corry Veolia

DIVERSITY & INCLUSION AWARD Sponsored by Ulster University Baker McKenzie Bank of Ireland FD Technologies Northern Ireland Water Translink Veolia

RESPONSIBLE DIGITAL INNOVATION AWARD

Sponsored by Allstate NI Foyle Food Group Heron Bros Ltd Northern Ireland Water

EDUCATION PARTNERSHIP AWARD

Sponsored by Allen & Overy ABP Lyric Theatre NI Mannok PwC

CLIMATE ACTION AWARD

Sponsored by Heron Bros.

Antrim & N’abbey Borough Council SONI Habinteg Housing Association (Ulster) Hughes Insurance JP Corry Mannok McLaughlin & Harvey Shoosmiths LLP Translink KEY SPONSOR

WELLBEING AT WORK AWARD Sponsored by Larne Port CavanaghKelly CCEA Cleaver Fulton Rankin FD Technologies Firstsource Solutions Ltd Heron Bros Ltd Hughes Insurance Mackle Petfoods SERC SHS Group

FAIR CHANCE FOR ALL AWARD

AG Paving and Building Products Foyle Food Group RiverRidge

INVESTING IN YOUR COMMUNITY AWARD

Sponsored by Arthur Cox Breedon Ireland Henderson Group/SPAR NI McAdam

Sponsored by Belfast Harbour Alexander Mann Solutions Bank of Ireland Northern Ireland Water Veolia EVENT PARTNER

ONE-TO-WATCH AWARD

RESPONSIBLE PRODUCT/ SERVICE AWARD Sponsored by Translink Equans Northern Ireland Water Responsible Plastic Mgmt Program Wrightbus

MEDIA PARTNERS

SKINCARE SIMPLIFIED Allskin is a Dermatologist-led company with skin products selected carefully by Belfast Skin Clinic’s dedicated and highly experienced Dermatologists and Aesthetic Practitioners. They have tried and tested many products and selected the best, to provide what they consider to be, the best skincare ranges for all ages, budgets, and skin conditions.

ARE YOU CDS READY? Following the United Kingdom’s exit from the EU there has been numerous changes to UK systems. Are you prepared for the upcoming changes in submitting customs declarations due to the implementation of the new Customs Declaration Service? The replacement, Customs Declaration Service or CDS, was first introduced back in 2018 with Descartes being the first software supplier to successfully submit a CDS import declaration. Descartes solutions have also been in significant use in Northern Ireland where CDS has been mandatory since October 2021.

HMRC are now finalising CDS migration with Services on CHIEF being withdrawn in two stages: • After 30 September 2022 – traders will not be able to make import declarations on CHIEF. • After 30 March 2023 – traders will not be able to make export declarations on CHIEF. Descartes software is CDS compliant and ready for the upcoming customs changes.

Shop your skin type by visiting their website: www.allskinstore.com

Contact Descartes at info@descartes.com or +44 1249 477099.

NOW IS THIS THE RIGHT TIME TO MOVE TO PHEV AND FULLY ELECTRIC VEHICLES… As we continue to see the number of Plug-in hybrid electric vehicles (PHEV) and Battery Electric Vehicles (BEV) on our roads an important question will be to consider if this type of alternatively fuelled vehicle works for your business and your drivers. There are several key considerations to review all of which have implications and impact on suitability, these include.

Electric Range – we are now seeing BEV’s becoming available with increased electric ranges, over 300 miles in some cases. This means these vehicles could well suit many more drivers alternatively a PHEV continues to bring added flexibility without any ‘range anxiety’.

Fuel or Electricity reimbursement – if you provide either PHEV or BEV’s there needs to be a consideration as to how you and your drivers deal with business mileage reimbursement. Handling this in the wrong way could have significant cost implications for your business.

Leasing costs – in practice Phev and BEV’s can be more expensive than comparable petrol or diesel variants however from a whole life cost perspective both the driver and company can save due to reduced Class 1 NIC and BIK, at Agnew they are more than happy to calculate these for you.

Vehicle benefit tax

Volkswagen ID.4 Life Pro Performance 77kWh 204PS Auto

Mercedes-Benz C-Class Saloon New C 300 e AMG Line 9G-TRONIC PLUS

Tax year to 5th April

2022/23

2022/23

P11D value

£45,070

£46,940

2%

8%

Benefit in kind

£901

£3,755

Tax payable at basic rate 20%

£180

£751

Tax payable at 40%

£361

£1,502

£15 / £31

£63 / £125

Percentage charge

Monthly BIK (BR/HR)

Benefit in Kind – Providing both Phev and BEV’s will result in potential savings for your company car drivers and a reduction in Class1 NIC company costs. See above two BIK examples:

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Clearly there are many considerations to take account of however at Agnew Leasing they understand how best to guide you and your drivers through the process of deciding which specific vehicles to select and how best to manage the integration. For more information on this please contact David McEwen (Head of Business Development) at Agnew Leasing on 02980 386600 or david. mcewen@agnews.co.uk

AMBITION Available in Small, Medium & Large

The Magazine of Northern Ireland Chamber of Commerce and Industry, is now available to view on Issuu. www.northernirelandchamber.com/ambition

An Ulster Tatler Group Publication

Columnist Aoife McDowell Sync NI

Let’s Talk Tech Innovation and opportunities: The spotlight continues to shine brightly on Northern Ireland’s technology sector.

Artemis Technologies Launches to Market Zero-Emission 100% Electric Foiling Workboats Artemis Technologies has launched to market the world’s first commercially viable 100% electric, high-speed foiling workboat range. Developed and built in Belfast, the zero-emission vessels are the greenest workboats on the planet and represent a £12 million investment in research and development.

The vessels produce incredible energy savings of up to 90% compared to conventional fossil fuel workboats.

Catalyst Co-Founders Supports Ten NI Start-ups With £10k Proof of Concept Grants Ten start-ups from Northern Ireland have each won £10,000 proof of concept grants to further develop their innovative ideas after successfully completing Catalyst’s CoFounders Programme.

Co-Founders is a unique entrepreneurship programme helping ambitious individuals to develop a new product innovation focused on science, technology and engineering.

The teams validate their idea, test them in the real world, develop their business and pitch for a £10,000 proof of concept award.

Department for the Economy has supported the Co-Founders programme, recognising how integral entrepreneurship and innovation are to the Northern Ireland economy. Ten teams have won £10,000 of funding from the

Department for the Economy, with a total of £100k funding awarded.

Speaking about the programme, Economy Minister Gordon Lyons said: “Our 10X Economic Vision focuses on how we will nurture a decade of innovation, to transform Northern Ireland into one of the world’s leading small economies. The Co-Founders initiative, providing tangible financial support for business ideas with a focus on science, technology and engineering, aligns well with this vision.”

Winning teams also progress to CoFounders+, Phase 2 of the programme where winning ideas are further developed, and teams are given access to mentors and industry specialists to accelerate their idea.

Companies across a range of sectors including fintech, health & wellbeing, education and greentech, were all awarded with vital funding.

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The company, which currently employs 60 people, is developing a range of green transport solutions which it anticipates will create 1,000 jobs over the next decade. Founder, Dr Iain Percy OBE, said: “The electric propulsion system that we’ve designed and developed is an absolute game changer for the industry in terms of range, cost savings and minimal wake created. With hydrofoils that lift the boats out of the water, we are dramatically reducing drag. This is coupled with a submerged electric drivetrain that is exceptionally efficient, as proven through rigorous testing with our partners, confirming what we had discovered through our own onshore digital simulations.”

He added: “This is only the beginning. As our vessels transform the commercial workboat and city-to-city passenger ferry sectors over the coming years, Belfast and the UK will be at the forefront, creating thousands of jobs across the supply chain and heralding a green shipbuilding revolution.”

NEWS

Royal Seal of Approval for Ulster Carpets Ulster Carpets has been granted a Royal Warrant by Her Majesty The Queen.

As one of Northern Ireland’s leading exporters, the company, which manufactures luxury carpet for customers across the world from its headquarters in Portadown, becomes just one of three Royal Warrant holders based in Northern Ireland.

Nick Coburn CBE, group managing director, said, “To receive the Royal Warrant in Her Majesty’s Platinum Jubilee year is a real honour. This achievement has taken several years of dedicated work by our staff and it further underpins the huge success and progression of Ulster Carpets, particularly as we look forward

Nick Coburn CBE, group managing director and Joyce McIvor, contract sales director for UK and Ireland, mark the news that Ulster Carpets has been granted a Royal Warrant by Her Majesty the Queen.

to celebrating our 85th anniversary next year.”

design and weaving of our luxury carpets, we have complete control over every step.

Still based on the same site that Nick’s grandfather founded the company on, Ulster’s forward-thinking and innovative approach has helped it to grow globally from its headquarters in Portadown.

“We are continuing a significant investment programme to create and secure jobs in the UK, which will grow our business across the world.”

“Ulster has always been synonymous with quality carpets for the home but we also design and manufacture bespoke carpets for the world’s leading hotels, casinos and cruise ships.

“One of the key reasons behind this success is that we are the only fully integrated manufacturer of woven carpet operating entirely in the UK. From sourcing the highest quality wool and spinning and dyeing the yarn, through to the bespoke

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To mark this year’s Jubilee, the Northern Ireland office has launched a competition for primary school children to design a rug, which will be manufactured by Ulster Carpets before being presented to The Queen.

Ulster Carpets is also continuing to work closely with the Royal Household to develop designs for Royal residences.

Columnist Mark Owens Managing Director (NI) at Civica

Smaller But Smarter With plans underway to abolish up to 90,000 jobs across the civil service, Civica’s Mark Owens explains why a smaller civil service must be a smarter civil service.

Last month, civil servants across the UK received a letter from Prime Minister Boris Johnson outlining plans for a 20% reduction in the size of the service. With Brexit and the pandemic no longer demanding the enormous levels of time and resource they once did, ministers are aiming for a leaner civil service which will be, according to Chancellor Rishi Sunak, “fit and ready for the challenges of the future”.

From the rapidly escalating cost-of-living crisis to the climate crisis, these ‘future challenges’ are already plain to see. But a civil service which is one-fifth smaller will struggle to tackle these challenges unless it becomes smarter.

Tapping the digital goldmine From Whitehall to Stormont, civil servants, with their skills, knowledge and experience, are fundamental to the delivery of effective public services. We saw this first-hand during the pandemic, with education, healthcare and other key services continuing largely uninterrupted in every corner of Northern Ireland, despite the incredibly challenging circumstances.

But our public services sit on another vital resource, which, at the moment, is largely untapped. I’m referring to data. From executive departments to arms-length bodies to local councils, our public bodies here in Northern Ireland are sitting on a vast digital goldmine of data, which is growing by the day as our society becomes more digitised.

Untapped data is more than just information lying idle on a spreadsheet or a hard drive; it is a missed opportunity to deliver real change for the people and communities who need it most. Data, used to its full potential, can empower

a smaller civil service to make smarter decisions, with fewer resources. Data, in other words, is a vital public asset whose true value hasn’t been fully realised.

Demystifying data – Standards, Skills & Sharing So how, then, can a smaller civil service harness this crucial resource? Where should civil servants begin? The answer is relatively straightforward – easier in fact than you might imagine.

At Civica, we refer to the ‘three Ss’ – Standards, Skills and Sharing.

Standards From symptom checking to proving vaccination status, the rapid deployment of digital technologies to protect lives during the pandemic was a prime example of what can be achieved when data is managed and used effectively.

For the most part, however, data is still collected and stored across our public bodies using a whole range of formats, with little consistency, making it much harder for officials to form a clear view of the needs of the population at scale, at the local level, or indeed even at the level of the individual citizen. By applying consistent standards and rules right across the civil service for the collection, storage and re-use of data, officials can make smarter decisions, with greater confidence in the outcomes they’re delivering.

Skills You don’t need to be a data scientist to work with data. Far from it. As private citizens, we all use data to make smarter decisions, such as when we book a hotel or restaurant based on someone else’s TripAdvisor recommendation. Our public servants do, however, need to be able to understand and exploit data in a way that’s relevant to their role. With the right tools, training and systems, people at all levels of public service delivery, including those in frontline roles, could make better use of data to

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guide smarter, more innovative decisionmaking, thereby ensuring the best outcomes for the people they serve.

Sharing But standards and skills alone won’t cut it. The final hurdle to be overcome is data sharing. For all of us, data sharing is now a fact of life. From online shopping to clicking ‘Accept all Cookies’ every time we visit a new website, we know that we leave a digital footprint everywhere we go. For public bodies, the cumulative wealth of data they collect could offer a unique, holistic view of the needs of each citizen. Utility providers, health services and local authorities, for instance, each hold data on those in vulnerable circumstances such as people struggling to pay bills. By sharing their data in a transparent and secure manner, public service providers can better understand the needs of each citizen they serve and offer solutions which are tailored to individual circumstances.

Doing more with less The UK government appears committed to its plans for a large-scale reduction in the headcount across the civil service and this will impact each part of the UK, including Northern Ireland. ‘Doing more with less’ is never going to be a popular refrain – not least when it comes to our vital public services. However, we need to accept that ‘doing more with less’ is going to become the reality.

By exploiting the valuable data they already hold and by embracing cuttingedge technologies such as Artificial Intelligence (AI) and Application Programming Interface (API) to ensure better, smarter decision-making, there’s no doubt that public services from Belfast to Birmingham can continue to deliver vital services effectively and with fewer resources.

@belfastwhiskeyweek belfastwhiskeyweek.com

THE CRAIC iS BACK! 22-30 Jul 2022

Ireland’s largest whiskey festival is back for another week in 2022.

Save the date, and join us as we explore 100s of Whiskies; from all styles & variations, from production to perception.

Launching 22nd July with the Irish Whiskey Industry Awards Dinner and featuring Whiskey Walking Tours, Distillery Tours, Live Music & Comedy throughout the week.

Keep an eye on social media for early bird tickets, travel & hotel deals or check out belfaswhiskeyweek.com Can’t make it to Belfast?

Don’t fret; after the online sucess of BWW2020 & 2021, much of 2022’s Festival will be broadcast online with tasting packs being made available to Festival goers from around the Globe.

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LIFESTYLE

Joanne Harkness

Summer in the City Ulster Tatler Woman Editor, Joanne Harkness, looks at dressing for summertime in the city.

Ivy sunglasses, £20, FatFace.

White floral print dungaree, £85, Oliver Bonas.

The City Sandal in black, Essen.

Duchess white handbag, £150, Dune London.

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Rachel dress by Gaala, £210.

LIFESTYLE

Gavin Murphy, Head Chef at The Old Inn

Dine & Wine Pan-Fried Dover Sole on the Bone, Samphire, Pink Grapefruit, Capers, Beans and Baby Potatoes

Gavin Murphy, head chef at The Old Inn, joined Galgorm Collection in June 2021.

From working in a restaurant for a summer school where he discovered his love for cooking to starting his career professionally in 1984, Gavin has a wealth of experience from time spent in hospitality in London, Dublin, Mayo, Fermanagh, Cambridge and more recently County Down, Northern Ireland. A day in the life of Gavin is a busy (but fun!) one, from meeting with the breakfast team and prepping for lunch service to completing orders, prepping for dinner and much more. When having downtime, you’ll find Gavin relaxing with a book, watching sports and spending time with his lovely cocker spaniel dog, Guinness. Gavin’s midweek signature dish would be a traditional Irish stew and he recommends a fish dish of your choice for special occasions; you can’t go wrong with that!

Ingredients (Serves 4) • 4 Dover soles approx. 400g–500g each.

Get your fishmonger to prep them.

• • • • • • • • • • •

300g samphire 2 pink grapefruits 100g fine beans 100g mangetout 100ml vegetable oil 300g butter 400g baby potatoes 100g chopped flat parsley 100g baby capers and liquid 1 lemon salt and pepper

Method/preparation 1. Wash and boil the potatoes in plenty of salted water until just cooked. Drain and leave aside to cool 2. Slice the beans and mangetout and leave to one side 3. Wash samphire, drain and leave aside 4. Peel and fillet the grapefruit and keep chilled 5. Slice baby potatoes and leave aside Method/cook 1. Divide 50ml of the vegetable oil

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between two pans large enough to cook two sole each.

2. When the oil is very hot, place the sole into the pans and cook on one side until brown.

3. When the sole has been cooking for 4/5 minutes, in another pan add the remaining 50ml of vegetable oil 4. When the oil is hot, add the potatoes and brown 5. Turn the fish on the pan and reduce heat. Divide the grapefruit segments evenly between the four soles and place on top 6. Add 100g of butter to each pan with the sole 7. Add the capers, samphire, beans and mangetout and cook for one minute 8. Add the remaining butter to the pan with potatoes and continue to colour Method/plating Place one sole on each plate and top with vegetable mix from the pan. Serve baby potatoes on the side and sprinkle sole with flat parsley to serve.

Columnist John Campbell BBC NI’s Economic & Business Editor

Protocol Pros and Cons T

here are two big economic facts about the Northern Ireland Protocol. Firstly it makes it more expensive and time consuming for businesses to move products from Great Britain to Northern Ireland. Secondly it means Northern Ireland manufacturers have better access to the EU’s single market than manufacturers elsewhere in the UK, presenting a potential competitive advantage.

What economists have not been able to do so far is accurately quantify those costs and potential benefits or explain precisely how they are diffusing through our economy. The reason for our relative ignorance is that these are still comparatively new arrangements and we don’t yet have all the relevant data.

But what we now have are two serious pieces of economic modelling which attempt to quantify the longer-term impacts of the protocol.

There are the usual caveats about economic modelling: models represent an abstract, simplified version of the world and they rely on making assumptions which can sometimes be faulty. Nonetheless, the work on the protocol represents a serious attempt to grapple with what it will mean for our economy.

The first piece of work has been carried out by Gioele Figus and Geoffroy Duparc-Portier, economists at the Fraser of Allander Institute (FAI) at Strathclyde University. The FAI is considered to be Scotland’s leading economics research institute.

Its model does not consider the impacts of migration, foreign direct investment or economic spill-over effects from GB. It does include the impact of new postBrexit barriers to services trade between Northern Ireland and the EU. It’s also important to understand that the FAI is comparing the protocol to a no-Brexit scenario – there is no attempt to assess the impacts compared to no

deal, a no-protocol Brexit or any other alternative scenario.

The FAI finds that, unsurprisingly, the biggest negative impact on the NI economy comes from non-tariff barriers.

In other words the new checks and controls on goods coming from GB. Its central finding is that the protocol will leave our economy 2.6% smaller compared with a scenario in which the UK had stayed in the EU. These are mainly sectors that rely on imports of intermediate inputs from GB. In a pessimistic scenario where there is major divergence between the EU and UK, and therefore between NI and GB, the hit could be 3.5%. Its optimistic scenario is a 1.5% hit which would have to involve a major switch from GB to EU suppliers and a minimisation of GB to NI checks and controls.

The conclusion is: “Whilst this is no evidence that the protocol allows NI to enjoy the best of both worlds, as the region is still worse-off than preBrexit, it demonstrates how NI can take advantage of the new trading regulations to mitigate the negative impacts of Brexit.”

One of the limitations of the FAI work is that it looks only at Northern Ireland so there’s no judgement on whether the protocol leaves us in a better or worse position than other parts of the UK. That is where the second piece of modelling comes in.

The Resolution Foundation think-tank and the LSE’s Centre for Economic Performance (CEP) have carried out a major piece of work which attempts to assess the likely impacts of Brexit on each of the UK’s regions.

It uses an existing CEP trade model and adds regionalised inputs along with adjustments based on official employment data and regional trade data.

Like the FAI study it is comparing the economic impacts to a no-Brexit

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scenario. It estimates that the largest fall in regional output, relative to no Brexit, is in the North East of England with a hit of almost 2%.

The average hit is 1.3% of output with Northern Ireland suffering the least with a hit of 0.7%.

The researchers conclude that Northern Ireland “looks set to fare less badly than most, driven by the NI Protocol with total output declining by just 0.7% relative to the baseline”.

However, they also modelled a noprotocol scenario under which Northern Ireland falls to the fourth least affected region, with an output shock of 1.1% which is still better than the UK average of 1.3%.

As ever with economic modelling, it’s important to look at the inputs.

The Resolution Foundation/CEP are clear that their model involves trade frictions “in line with the current implementation of the Protocol”. As we know, the protocol we are living with now is a heavily mitigated version of the protocol compared to the one which was originally negotiated.

So if the protocol was implemented in full it may produce a less favourable impact, potentially closer to the FAI outcome.

“Its central finding is that the protocol will leave our economy 2.6% smaller compared with a scenario in which the UK had stayed in the EU.”

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Flying to over 180 destinations direct from Dublin Airport this summer.

MAGAZINE OF NORTHERN IRELAND CHAMBER OF COMMERCE AND INDUSTRY

At Dublin Airport, the growth and development of your business is important to us. That’s why we are constantly evolving our own, to help you go beyond. With a new runway opening this year as well as world-class connectivity and all-day U.S. Preclearance, Dublin Airport is open for travel and ready to re-connect you with the world.

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