Ulster Business Top 100 2026

Thelatestnewsandexclusivesfromacross Norther nIrelandandbeyond

EconomyMinisterDrCaoimheArchibaldon thebreadthoffirmsmakingthisyear’slist

JonathanCushleybreaksdownallthekey figuresfromthisyear’sTop100

The UlsterBusiness Top100Norther nIreland Companies2026,inassociationwith Ryan

UlsterBusiness chartsthebiggestemployers rightacrossNorther nIreland

JohnMulgrewspeakstoInvestNIchief executiveKieranDonoghue

TudorunveilsseveralnewmodelsandJohn Mulgrewgetshandsonwiththemfor aweek

PatBurnstriesoutsomenewEVsand aspecial GolfGTIasthehatchbackmarks50years 162

Thelatestnewhiresandpromotionsbased rightacrossthesectors

Alookatwhat’sbeenhappeningacross Norther nIrelandoverthesummer

Goingonsafariwasn’ttheonlymagical momentduring arecentvisittoNamibia

Appleonwhythecompanyhasgonetowar withtheEuropeanCommissionoverAI

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EDITOR’S COMM EN TS

Top100showsimpact ofglobalconditions

I’vebeendoingthisjobformore thaneightyears now.

DuringthattimeI’vespokentoand interviewedmanyofthefirmsmaking upourleadingUlsterBusiness Top100 NorthernIrelandCompanieslist

It’s beenpartandparcelofthe Ulster Business calendarforalmostfourdecades, andstill remainsourbiggestflagship edition.

Thisyearisonceagaina reflectionofthe breadthofcompanieswhichcallNorthern Irelandhome,andhowtheylargely remainingrowthmode,employingtens ofthousandsofpeople,andhelpfuel economicprosperity acrossNI.

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

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

Butthereare interestingfigurestobetaken fromthisyear’slist,inassociationwithour newsponsor Ryan.

Combinedsalesareflat.That’ssomething werarelyseeninthesome38yearsofthis keypublication.

Meanwhile,pre-taxprofitshaveactually fallenby17.5%.Therehavebeen a fewinstanceswherebylargecompany fluctuationshaveimpactedthatoverall number,butitpointstowardssomeimpact inthemacroeconomicenvironment,and thatrisingcostsacrossindustriesandglobal instability(whenisiteverstable?)maybe impactingcompanybottomlines.

Othersonthelist,however,haveseenboth salesandpre-taxprofitsrise.

Butequallyinterestingisthatthebarrierto entryforthisyear’sTop100hasrisenfrom 2025.Thisyear,itwas£113m,upfrom £105m ayearearlier

We havethefullbreakdownfromour analystinside,alongwithinterviewsand profilesfromsomeofthosemakingthelist.

I’dliketothank Ryanforitssupportthis year,aswellasallofthosefeaturedinthis editionof UlsterBusiness

There’splentyofanalysis,profiles,comment, features,andexclusivenewsinside, showcasingthestrengthand resilienceof someofourleadingfirms.Enjoy,andwe’ll catchupsoon. ■

JohnMulgrew

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

Advertising LouiseHenderson,louise.henderson@mediahuis.co.uk CharlottePrentice,charlotte.prentice@mediahuis.co.uk

Graphicdesign SusanMcClean,MediahuisIrelandDesignStudio

@ulsterbusiness www.ulsterbusiness.com

MediahuisUKLtd ©2026.Allrights reserved.Nopartofthispublicationmaybe reproduced,storedin aretrievalsystem,ortransmittedinanyform, orbyanymeans,electronic,mechanical,photocopying, recording,orotherwisewithoutthepriorpermissionofMediahuis.

Businessesarebecomingbetterpositioned to thrive:thestorybehind theTop 100

MichaelHeinickeandEugeneO’Neill,wholead Ryan’s NorthernIrelandteam, saythisyear’s UlsterBusiness Top100showsbusinessespositioningthemselvesto grow, investandthrivein atougher, higher-costeconomy

Lastyear’sTop100was astoryof buoyancy.Ninein10companies grewturnover,thebillion-pound clubexpanded,andthemoodwas optimistic.

Thisyear’snumberstell adifferentstory: turnoveracrossthe Top100wasessentially flat,andpre-taxprofitfell17.5%to£1.48bn asmarginscompressedfrom5.14%to4.24%. Businessesareworkingouthowtocompete, growandinvestinaneconomythat’sbecome tougherandmoreexpensivetooperatein.

Fifty-threecompaniesimprovedtheirpre-tax profitthisyear,includingthirteenthatdidso whiletheirturnoverfell.Norther nIreland(NI) basedpoultrycompanyMoyPark’s(Pilgrim’s Europe)profit rosefrom£70.3mto£98.5m onlower revenues.JohnGrahamHoldings,NIbasedconstructiongroup,wentfrom£14.8m to£25.2mon aturnoverthatcontracted6%. It’sa signofbusinessesgettingleanerand moredisciplined,notjustmoreprofitable.It’s apatter nwe’reseeingacrossourclientsin Norther nIrelandandonethat’splayingout across Ryan’swiderclientbasetoo.

Inflationandenergycostshaveeased,buta differentsetofpressureshastakentheirplace.

Norther nIreland recordedthelargestincrease infull-timeearningsofanyUK regionlast year,up7.4%,whilebusinessrates remaina concer nafterdraft revaluationfigurespointed to a15%increaseincommercialproperty values.

Meanwhile,investmentinproductivityis growing.Norther nIrelandbusinessesspent £713.8monR&Dlastyear,withnearly halfofthatinvestmentcomingfromsmall andmedium-sizedenterprises.Closingthe region’slong-standingproductivitygapwith the restoftheUKisnowcentraltofuture competitiveness.

The Top100alsoshowswhereNorthern Ireland’srealstrengthlies.Pilgrim’s Europestaystopofthelist, reflectingthe manufacturingandfoodproductionstrength thathaslongunderpinnedthelocaleconomy.

Almac’sperformance reinforcesthe region’s strengthinlifesciences,whileKainoscontinues tomakethecaseforBelfastas agenuine technologyhub. Together,theyshowwhatthis economydoeswell:advancedmanufacturing, engineering,lifesciencesandtechnology.

TheyalsoshowtheimportanceofNorthern Ireland’sdual-marketadvantage.Accessto boththeUKinternalmarketandtheEUsingle market remains apowerfuldifferentiator, butitbringscomplexitytoo —businesses operatingacrossbordersmustmanage VAT, transferpricingandinternationaltaxcarefully toprotectvalue.

Taxisoneofthefew realleversbusinesses haveoverhowmuchheadroomtheykeep. CapitalallowancesandR&D reliefscanmake productivityinvestmentmoreaffordable. Patentbox relief,structuredcorrectly,can reducethetaxrateonqualifyingprofitsfrom 25%to10%.Formulti-nationals,getting VAT, transferpricing,andPillar Tworightprotects valuebuiltoveryears.Thefast-growing indigenousbusinessesarenowrunninginto thatsamecomplexity.

Thisistheenvironment Ryanisbuiltfor. Ryanis atax-onlyfirm,withnoauditor consultingarm,meaningouradviceisshaped solelybywhat’srightforclients. We operate acrossEuropeunderonemanagement structure,whichmeanswecanmanagethe complexityofdifferenttax regimesforclients directly.OurEuropean VATdesk,forexample, helpsensurebusinessesdon’toverpay VATon cross-borderimportsandexports.

We’reinvestingherebecausewesee real opportunity.R yanisnowEurope’slargest independenttaxadvisoryfirm,upmorethan 20%lastyear,with20newUKpartner-level hiresplanned.OurNorther nIrelandteamis growingalongsidethat.

Congratulationstothisyear’sTop100. Theheadlinenumbersinthisyear’sTop100 maylooklesspositivethanlastyear’s,but theunderlyingstoryisonetobeproudof. Businessesaresharper,moredisciplined,and betterplacedtogrow.Thebusinessesthat definenextyear’slistwillbethosethatkeep investinginproductivity,people,andsmarter decisions. ■

Amonth innumbers

100

Thenumberofleading Norther nIreland businessesmaking upthisyear’sleading companieslist.

£34.7bn

Thecombined turnoverofthisyear’s Top100Northern IrelandCompanies.

£1.48bn

Thecombinedpre-tax profitsoffirmsonthis year’sTop100.

1

Thepositionheld bypoultryprocessor Pilgrim’sEuropeonthis year’sTop100.

Michael Heinickeand ColmKavanagh, Ryan,with UlsterBusiness editorJohn Mulgrew

NI’s biggestfirms see combinedprofits andsalesfall

Norther nIreland’sbiggestbusinesses haveseencombinedpre-taxprofits fallby17.5%whilesales remain flat, UlsterBusiness can reveal.

TheUlsterBusiness Top100Norther nIreland Companies2026,inassociationwith Ryan, showcasestheperformanceofthebiggest firmsfromrightacrossNorther nIreland, rankedbyturnover,usingdatafromthelatest accountsfiledtoCompaniesHouseintheUK.

Thisyear,combinedsalesfellslightly,by£3m –droppingto£34.966bn.

Pre-taxprofitalsofell£315.7m,17.5%, from£1.8bnto£1.484bn

Nowinits38thyear,Norther nIreland’s longest-establishedlistingofcompany results provideskeyinsightsintotheperformanceof companies,eitherNorther nIreland registered orwhereasignificantproportionoftheir businessistransactedhere.

“Foronlythesecondtimesinceanalysis began,turnover/saleshas remainedflat,” JonathanCushley,whocompiledthelist,said.

“Salesforthisyears Top100achieved £34.966bnagainstprioryearforthecurrent 100companiesof£34.969bn.

“Pre-taxprofitalsofacedsignificant challengeswitha decreaseof£315.7m,some 17.5%,from£1.8bnto£1.484bn.”

MichaelHeinicke,principalat Ryan,said: “Congratulationstothisyear’sTop100.The headlinenumbersmaylooklesspositivethan lastyear’sbuttheunderlyingstoryisoneto beproudof.Businessesaresharper,more disciplined,andbetterplacedtogrow.”

EugeneO’Neill,principalat Ryan,said:“Fifty threecompaniesimprovedtheirpre-taxprofit thisyear,including13thatdidsowhiletheir turnoverfell.It’sasignofbusinessesgetting leanerandmoredisciplined,notjustmore profitable.

“It’sapatter nwe’reseeingacrossourclients inNorther nIrelandandonethat’splayingout across Ryan’swiderclientbasetoo.”

JohnMulgrew,editorof UlsterBusiness said:“Thisyear’sTop100appearstoshowa tighteningofmarginsamongsomecompanies here,withpre-taxprofitsdownandsalesflat.

“Whilewecan’tcomparethe Top100lists like-for-likeeachyear,asthelistfluctuateswith newfirmsjoiningtheeditionandothersfalling away,itmayhighlighttheimpactofmacroeconomicfactorsandglobalheadwindson somebottomlines,whilesome38firmsalso sawsalesfall.

“But,thisstill reflects awider,long-term positivestoryforNI,withmorethanhalfof thoseseeingpre-taxprofitsrise.” ■

Pilgrim’s Europe heads Top100 Companieslist

PoultryprocessorPilgrim’sEurope hasonceagaintoppedtheUlster Business Top100Norther nIreland Companieslist,inassociationwithRyan.

Asoneofthepoultryindustry’sbiggest players,Pilgrim’sEuropehascontinuedto positionitselfatthehelmofthebusinesslist –a positionithasheldinmost recentyears, asidefrom2023whenW&RBarnetttopped theedition.

Thisyearthefirm,whichformerlytradedas MoyParkbutnowincludesPilgrim’sUKand Pilgrim’sFoodMastersunderitsnewmoniker, postedsalesof£1.96bn,accordingtoaccounts forMoyParkHoldings(Europe)Ltd.Thatwas

downslightlyfrom£2.04bn ayearearlier.

Thecombinedbusinessnowoperates fourfoodplantsacrossNorther nIreland inCraigavon,Dungannon,Ballymenaand Enniskillen,alongside asharedservicesHubat Rushmere, researchcentreinCraigavon,three hatcheries,feedmilland a450-stronggrower networksupportingcommunitiesrightacross the region.

“Lastyear represented astep-changeyear forourbusiness,”JustinColeman,poultry businessunitdirector,Pilgrim’sEurope,said.

“Itwasthefirstfullyearoperatingas afully consolidatedPilgrim’sEuropeentity –bringing togetherthestrengthsofMoyPark,Pilgrim’s

UKandPilgrim’sFoodMastersintoone organisationwithunmatchedscale,category expertiseandinnovationcapability.

“Withinourpoultrybusiness, revenue andoperatingprofitbothincreasedaswe continuedtostrengthen relationshipswith keycustomersandsecurenewcommercial opportunities.”

Readthefullfeatureonpage58-59

Co Armaghairlineseatmaker ‘couldhire400 newstaf’

KeithAnderson

ACoArmaghhigh-endairlineseat makercouldhireanother400staff asitsorderbookcracksthe£2bn mark, UlsterBusiness can reveal.

Just afewyearsago,ThompsonAero Seatingwasfacingseriousfinancialdifficulties, andpostinglosses,inthewakeofthe Covid-19pandemic.

Now,theCoArmaghhigh-endaircraftseat makerisstaringatanorderbookoverthenext handfulofyears,sittingat£2bn.

KeithAnderson,thefirm’schief,saysa billionpoundturnovertargetcouldbeonthe cardsintheyearsahead.

“AtChristmas,[theorderbook]was£1.2bn, andtodayit’s£2bn,”hetold UlsterBusiness

“Thegreatermajorityofthat,80%ofthat, willbedeliveredinthenextfiveyears…90% ofthatwillbedeliveredinthenextfiveyears.”

It’sabusinesswhichhasgrownandevolved fromitsbaseinPortadowntobecome aworldleaderinpremiumbusinessclassairlineseats.

“Withnowover1,000employees,weare nowconsideredoneofthebestexecuting businessclassseatsuppliersintheworld.And inthenextyearortwo,wewillbecomeclose tothebiggest.

“We’re forecastingsomewhereinthe region of£300mofsalesthisyear,”MrAnderson

Quotes

of the month

says.“Andweexpectsomewherebetween £45mand£55mofprofit[beforetax].

“Icansee£700mof revenueinthenext fiveyears.Andinthenextdecade,there’sno reasonwhywecan’tbethinkingabout abillion poundsof revenue.Soreally,it’saphenomenal opportunitythatwehaveinfrontofus.”

Thefirmisnowlookingatexpandingin andaroundtheareaofitscurrentbase,and accordingtoMrAnderson,thatcouldmean

“Fifty threecompanies improved their pre-tax profit thisyear,including13that didsowhile their turnover fell.It’sasignofbusinesses gettingleaner andmore disciplined.”

EugeneO’NeillofRyan writinginthisedition.

another300-400staff.

“Certainlyinthenexttwotothreeyears… we’llgetupwardsof1,300,maybe1,400 employees.So300to400employeesmore thanwe’vecurrentlygot.

“Wehavethreeproductionovals,andwe’ll needthattoruntofive,maybeevensixat somepointinthefuture.” ■

Readthefullfeatureonpage112-113

“Theachievementsofthe companies featuredin this year’s Top100, demonstrate thestrength, ambitionand resilienceofourbusiness communit y”.

EconomyMinisterDr CaoimheArchibaldwriting inthe Top100edition.

“Thefirsthalf of 2026 ended withtheNIprivatesector facinga rangeofchallenges thedifcult ycompanies facedinsecuringnew businessassustainedprice risesdeterredcustomer.”

SebastianBurnsideofUlster Bankonitslatestsurvey.

Minister:firmsmaking Top100‘shows success canbe found in everyregion’

Thebreadthoffirmsmakingthis year’sTop100showthat“success canbefoundinevery region, supportingprosperityintowns,citiesand ruralcommunitiesalike”,theEconomy Ministerhassaid.

Writinginthisspecialeditionof Ulster Business,DrCaoimheArchibald,saysthe “achievementsofthecompaniesfeaturedin thisyear’sTop100,demonstratethestrength, ambitionand resilienceofourbusiness community”.

“Acrosssectorsincludingadvanced manufacturing,technology,tourism,lifeand healthsciencesandprofessionalservices,these firmsaredrivingprosperity,creatinggoodjobs andexpandingintointernationalmarkets,” shesays.

“Theirsuccessishelpingtodeliverthe ambitionsattheheartofmyEconomic Vision for amoreproductive, regionallybalancedand sustainableeconomy.

Despiteongoingglobaluncertainty,our economyhasshowncontinuedgrowth,with

businessesinvesting,exportsstrengthening andemploymentopportunitiesexpanding.

Thecompanies recognisedinthisyear’sTop 100,manyofwhom Ihavevisited,have beenattheforefrontofthatsuccess,helping toattractinvestment,createopportunities andstrengthenour reputationgloballyasa competitiveplacetodobusiness.”

Readthefullfeatureonpage36-37

Authorof UTVbook

‘optimistic’about future afterSky takeover

MargaretCanning

Theauthorof abookonthehistory ofUTVsayshe’soptimisticabout itsfutureafter atakeoverofparent companyITVwasconfirmed.

Sky,partofUSgiantComcast,willbuyITV’s mediaandentertainmentarmin a£1.6bn deal.ThatwillincludeITV regionalchannel subsidiariessuchasUTV.

Skyhaswarnedthatsome roleswillbeaxed asitlookstosave£200m,withcutslikelyin corporateandcommercialdivisionswhere thereisduplication.

DonAnderson,authorof50 YearsofUTV, saidlocalprogrammingwillnotbeaffected, especiallyasmuchoftheoutputisnot expensivetoproduce.

UnderthetermsofUTV’spublicservice broadcastinglicencewith regulatorOfcom, whichisvaliduntil2034,itis requiredto produce aminimumamountofnewsandnon-

newsprogrammingeveryweek.

Non-newsprogrammingincludesshows suchasHiddenNI,Mahon’sWayandUTVLife, hostedbyPamelaBallantine.

However,popularfarmingdocumentary seriesRareBreed,madeforUTVbyproduction companyStridentMedia,hasnotbeenshown since2024.

However,MrAndersonsaidtheamountof non-newsprogramminghaddiminishedsince UTVwasboughtbyITVin2016.

“Atthemoment,itprobablyissomewhere aroundthebaseline requiredby regulation, becauseUTV,likeallofITV,isstill aregulated channel,soithastoprovide acertainamount oflocalprogramming.

“Idon’tthinkthedealisgoingtoimpactall thatmuchbecausethekindofprogrammes thatUTVisproducingarenotexpensive.

“UTVLifeisgoodand,as astudio-based programme,it’sbringingpeoplein,which meansitdoesn’tcostverymuchtoproducein

televisionterms.”

HesaidthebiggestchangeforUTVhad beeninitsvisibilityintheNorther nIreland businessworld.

“ThemajorchangeinthepositionofUTVin thelifeoftheprovincehappenedaftertheITV takeover.

“Beforethat,UTVpositioneditselfas aleadingNorther nIrelandcompany.Its managingdirectorwastakingpartinbusiness organisations,sponsoringthisandthat.

“Itspentmoneyonlocalpromotion andlocalpatronage.Allofthatpractically disappearedwiththetakeoverbyITV.

“It’snowlike abranchofficeof averybig organisation,andthatwillbeevenmorethe casenow.There’slittlechanceofUTVever occupyingtheoldpositionithadagain.”

MrAndersonsaidthatSkywaslikelyto recognisethevalueoflocalprogramming acrossITVsubsidiaries,withmediacompanies includingstreamingservicesincreasingly acknowledgingtheimportanceoflocalcontent.

HesaidtheUTVnewsroomwouldcontinue toplayanimportant role.

“Whenyouinvestinlocalnews,youare investinginyourwidernetwork. Ithinkthe UTVnewsroomwillbe reasonablysafeasit’s partof amuchwider,almostworldwide,news network —andthatissomeprotection.I think IamoptimisticaboutthefutureofUTV, allthingsconsidered.”. ■

AerLingustocut 500jobs inmajor restructuring

AerLingusiscuttingupto500jobs in amajor restructuring,including 300positionsatitsheadofficein DublinAirport.

Therewillbeabout70pilot redundancies, and130cabincrewaretobeletgo.

Theairline,partoftheIAGgroupthatalso ownsBritishAirways,Iberiaand Vueling, hadsignalledthatitplannedto realignits operationsduetothechallengesitisfacing.

Theairlinesaidthatitcontinuestofacea “challengingmacro-economicenvironment” withsignificantlyincreasedcompetitiononits transatlantic routes.

“AerLinguswillconsultwithemployeesand their representatives regardingtheheadoffice functionchangesandthenetworkchanges,” itsaid.

“Thesechangescouldseeupto500 employeesleavingtheairline.”

Thecarrierwillstartimplementingchanges toitsnetworkfromSeptember.Thatwill involve reducingoverallflyingcapacityby6%, affectingbothlong-haulandshort-haul routes.

Duringthepeaksummerseasonnextyear AerLingussaystherewillbe areductioninthe useoftwoofitswide-bodyA330jetsandfour ofitsshort-haulA320aircraft.

AerLinguschiefexecutive LynneEmbleton insistedthe“acceleratedtransformation”aimsto “setAerLingusupforthefuture”andtoensure theairline“is astronginvestmentcaseandable toweathertheturbulenceinourindustry”.

“Anefficientcostbase,coupledwith investmentinourcustomerexperience,will enableAerLingustofulfilitsambitiontobe theairlineofchoiceconnectingEuropewith NorthAmerica,supportfuturegrowthand continuetoprovideconnectivityandsignificant economiccontributiontoIreland,”shesaid.

AerLinguspointedoutthatitlost€103m (£87.4m)inthefirstquarterofthisyear –a periodthatistypicallyloss-makingforairlines inthenorther nhemisphere.Higherjet-fuel costshavebeen afurtherproblemforairlines.

LastyearAerLingusmade a€282m (£239.3m)operatingprofit,whichwasup €77m(£65.3m)on2024.Theairlinehadbeen damagedbypilotindustrialactionin2024.

AerLingussaiditaimsto“achieveand

sustain” a12%to15%operatingmarginto attractinvestmentoverthemediumtermfrom IAG.TheAerLingusoperatingmarginlastyear wasjustover11%.

“AerLinguswillinveststrategicallyto improvecustomerexperienceandtogrow revenuesinthebusiness,”itsaid.

Theairline recentlybegantheinstallationof hi-speedStarlink Wi-Fiacrossitsfleet.

In2027AerLingussaysitwill retrofit10of itsAirbusA330aircraftcabinsandintroduce ‘PremiumEconomy’seatstodeliveran “elevatedinflightexperienceforcustomers”.

“Withmanyfleetdecisionsupcoming, AerLinguswillalsoengagewithemployees andtheir representativesoncostefficiency andproductivitysothattheairlinecanbean investmentcasewithintheIAGgroup,”itsaid.

“Themorecostefficientandproductivethe airlineis,themoreitwillbeabletofulfilits networkandgrowthambition,”accordingto theairline.“Theconsultationandengagement processwillfocuson reducing redundancies andpotentialfutureredundanciesandonwhat needstobedonetosecurefutureinvestment inthebusiness.“ ■

NI ‘cannotaford anotherlostdecade ofleadership’

Norther nIreland“cannotafford anotherlostdecadeofleadership andgovernance”, atopeconomist hassaid.

ProfessorRichardRamseyofQueen’s UniversityBelfastsays“Stormontneedsto promisedeliveryineverypostcodeifweareto avoidanotherlostdecadeofdevolution”.

Writinginthis Top100editionof Ulster Business,hesays“Norther nIrelandhas enduredonelostdecadeofdevolutionafter another…onelostdecadeofdeliveryafter another”.

“WiththeUKappointingitsseventhprime ministerinAndyBurnhamsincetheBrexit vote,itisclearthat‘TakeBackControl’hasn’t takenhold,”hesays.

“Andtherehasbeenno reductioninEU red tapethatBrexiteerspromised.Farfromit.

“InNorther nIrelanditisworth remembering thatStormontgavebackcontrol(to Westminster)infiveofthelast10years. Repeatingthesamefive-yearabdication of responsibilitiesitachievedin aprevious decade.

“Theeconomicandpoliticalwoesofthelast 10yearscan’tallbepinnedonthedecision madeonJune23,2016.Ithasafterallbeena ‘gameoftwohalves’.

“Thesecondhalfofthedecadewas characterisedbyincreasinglevelsof uncertainty.

“Asuccessionofpunchesincluded Covid-19,theRussia-Ukraine WarandDonald Trump’ssecondpresidency.

“Thelatterpropelleduncertaintyindicesto recordhighslastyearwith‘LiberationDay’. Trump1.0focussedhisire,tariffsandtrade

CanAndyBurnhamcreate ‘growthineverypostcode’ acrosstheUK? warsonChina. Trump2.0,however,targeted countriestheworldover,friendandfoe,with tariffs.

“Thisyear Trumphascontinuedhis disruptionoftheestablishedworldorderwith militaryactioninIran.”

Hesaid,followingthevoteforBrexita decadeago,“dual-marketaccessinitiated areengineeringofestablishedsupplychainsanda shiftintradepatterns”.

“Smallbusinesses reliantonsupplychains fromGreatBritainhaveseenfrictionlesstrade replacedwithmoreredtape,costandhassle. SomeGBfirmshavestoppedsupplyingtheNI andRoImarketsaltogether.

ItisnotedthatthenumberofGB-owned retailersoperatinginNorther nIrelandhas fallenbyoveronequartersince2016.

“In2016,22%ofNIgoodssaleswere destinedfortheGBmarket.By2024this hadfallentolessthan16%.Conversely,the proportionofNIgoodssalesheadingsouthhas doubledfromjustover5%to11%duringthe sameperiod.

SincetheBrexitvotethetotalnumberof jobsinNIhasincreasedbyalmost120,000 withtheunemploymentrateplungingfrom 5.3%tolessthan2%today.

However,thislabourmarketimprovement hasn’textendedtoeconomicinactivity,hesays.

“AndyBurnhamhaspromised‘growthin everypostcode’…Stormontneedstopromise deliveryineverypostcodeifwearetoavoid anotherlostdecadeofdevolution.” ■

Readthefullfeatureonpage120-121

Thenextphase of NorthernIreland businessgrowth

Norther nIrishbusinesseshavefaced yearsofeconomicuncertainty,but manyarenowshiftingtheirfocus from resiliencetogrowth.

Following12yearsofbusinessgrowthin the region,morethan82,600 VATand PAYE registeredbusinessesarenowtrading,looking beyondsurvivalandtowardsexpansion.

Norther nIreland’sdualmarketaccess supportsmanufacturingandgrowth,butit alsomeansmanybusinessesoperateacross multipletax regimesratherthanjustone,with innovationincentives, VAT, andcustomsrules differingoneachsideoftheborder.Fewfirms match Ryan’sdepthofexperience,withour European VATdeskandspecialistcustomsand innovationteamsworkingasoneintegrated teamacrossNorther nIreland.

AI,automationandlifesciencesareevolving atspeed.In2024,businessesinthe region investedmore than£700minR&D,withSMEs accountingforalmosthalf.

TalentshortagescontinueacrosstheUK, withhiringand retentioncostsrising.Atthe sametime,geopoliticaluncertaintyandhigher operatingcosts,includingbusinessratesare makingexpansionharder.Forbusinesses,how theyfundinnovation,managetheirworkforce, andcontrolpropertycostswilldetermine whethergrowthplansprogress.

INNOVATIONFUNDING

Norther nIrelandhasastrongtrack recordof innovation,butmanybusinessescouldmake betteruseoftaxreliefs,capitalallowances, andothergovernmentincentivestosupport growth.

Businessesthatcontinuetoinvest in research,technology,andprocess improvementsarebetterpositionedtoincrease efficiency,enternewmarkets,andbuilda sustainablecompetitiveadvantage.Accessing

therightfundingattherighttimecanplaya critical roleinmakingthoseambitions areality.

Successfulclaims requiremorethan technicalknowledgeofthelegislation.They dependonunderstandingthescientific, engineering,andcommercialcontext behindtheinvestment.Thestrongestclaims aredevelopedcollaborativelybytechnical specialists,engineers,scientists,andtax professionalswhocanclearlyevidencethe advancementsoughtandthequalifyingactivity undertaken.

Localinsightisequallyimportant. Ryan’s acquisitionofInspiredCorporateAdvisoryhas significantlystrengthenedthefirm’spresence inNorther nIreland,combiningdeep regional relationshipswithoneoftheUK’sleading innovationfundingpractices. Together,the teamprovidesspecialistadviceacrossR&D tax relief,PatentBox,capitalallowances,and widerinnovationincentives,helpingbusinesses integrateinnovationfundingintobroader investmentandgrowthstrategies.

Keyfocusareas:

•Innovationfundingaspartofbroader growthandinvestmentstrategies

•R&Dtax reliefbackedbytechnicaland scientificexpertise

•Capitalallowancesforproductivityand transformationinvestments

Employerscontinue to face challengesarising from of-payroll working, crossborderand hybrid working, andincreasingHMRC scrutinyofemploymenttax compliance.

•PatentBoxandintellectualproperty(IP) incentives

•Sector-specificfundingforadvanced manufacturing,lifesciences,technology, andAI

EMPLOYMENT TAX

BusinessesacrossNorther nIrelandarefinding itharderto recruitand retainstaff.Atthe sametime,risingemploymentcostsmeanthat decisionsonpay,benefits,contractors,and hybridworkingcanhave arealimpactontax.

Mostbusinessesstilldealwithemployment taxafterhiringandpaydecisionshavealready beenmade.Butitisthe resultofchoices aroundhowtheworkforceisdesigned,how peoplearerewarded,howcontractorsare used,andhowworkisstructured.

Thatshiftmattersmorethaneverin Norther nIreland’scurrentmarket.Employers continuetofacechallengesarisingfrom off-payrollworking,cross-borderandhybrid working,andincreasingHMRCscrutiny ofemploymenttaxcompliance.Iftheyare handled reactively,theycanbring realfinancial and reputationalrisks,includingpenalties,and unexpectedtaxbills.Butiftheyareplanned early,thesamedecisionscanbeusedmore effectivelythroughsalarysacrifice,flexible benefits,andshare-basedincentives.

Keyfocusareas:

•Workforcestrategyand rewarddesign

•PAYE,NationalInsurance,andoff-payroll working(IR35)compliance

•Shareschemesandequityincentives

•Salarysacrificeandflexiblebenefits

•Contractorengagementandhybridworking arrangements

•HMRCenquirysupport

VAT, CUSTOMS,ANDTRADE

Norther nIreland’sdualmarketaccessisa

significantopportunityforbusinessesinthe region.However,italsomeansthatbusinesses tradingacrossGreatBritain,Ireland,Europe, andNorthAmericamustnavigatemultiple complex VAT, customs,and regulatory requirementsatonce.

Thatcomplexitycontinuestogrowasnew rules,includingtheEuropeanUnion(EU) DeforestationRegulationandtheCrossBorder AdjustmentMechanism(CBAM),addfurther complianceobligations.Inthiscontext, VAT, customs,andtradefunctionshavemoved wellpastsimplybeing acomplianceexercise. Businessesthatare unpreparedriskdisruption, unplannedcosts,andpenalties.Butwhen VAT, customs,andtradearestructuredproperly,they canimprovecashflow,protectmargins,and supportconfidentexpansionintonewmarkets.

Ryan’sglobalindirecttaxteamprovides businessesinNorther nIrelandwiththe specialistadvicetheyneedtotur nthese complexitiesintoanadvantage.Clientsget onecohesiveteamthathastheexpertise neededforeachmarketacrosstheUKandEU. Thismeansbusinessesinthe regioncaninvest, grow,andcompetewherevertheiroperations takethem.

Keyfocusareas:

•VAT structuringandcomplianceacrossthe UKandEU

•Customsplanningandbordermanagement

•Regulatorychange

•Supplychainandcross-bordertradestrategy

•Cashflow,margin,andpricingimpactsof indirecttaxandtradedecisions

PROPERTY TAX

Businessrates remainoneofthelargestfixed operatingcostsformanybusinessesinNorthern Ireland. Unlikeprofitability-basedtaxes,theyare calculatedby referencetocommercialproperty rentalvalues,sochangesinthepropertymarket cansignificantlyaffectliabilities

TheNorther nIrelandbusinessrates landscapeiscurrentlyunusuallyuncertain. FollowingpublicationofthedraftReval2026 valuationlist,theDepartmentofFinance pausedthe revaluationprocessafterconcerns wereraised,meaning2026/27bills remain basedontheexisting2023listratherthanthe draftfigures.

Whetherthe revaluationproceeds unchanged,ismodified,orisdelayedfurther, reviewingvaluationsnowputsbusinesses inthestrongestpositionto respondwhen thepicturebecomesclear.Businessrates arefarmorethananannualbill,influencing investmentdecisions,leasenegotiations, acquisitions,andfinancialplanning.

RyanworkswithbusinessesacrossNorthern IrelandandthewiderUKtonavigatecomplex ratingsystems.AstheUK’sleadingbusiness ratesadviser,theteamhandlesmorerates appealsthananyother,combiningtechnical expertisewithmarket-leadingtechnology andvaluationdata.Businessesthattake

MichaelHeinickeandColmKavanagh,Ryan, withUlsterBusinesseditorJohnMulgrew, launchingthisyear’s Top100NorthernIreland Companies,inassociationwithRyan

adviceearlywillbebestplacedto respondto whateverchangeslieahead.

Keyfocusareas:

•Businessrates reviewandappeals

•Valuation review,revaluationplanning,and benchmarking

•Propertycostsaspartofinvestmentand financialplanning

•Portfolio-wideratesriskmanagement

ANUNCONFLICTEDADVISERFORA GROWTHAGENDA

GrowthinNorther nIrelanddependsonbetter decisionsacrossinnovationfunding,workforce strategy,propertycosts,andinternational trade. Taxsitsatthecentreofeach,which makesspecialistadvicecritical.

Ryanistheworld’sonlyglobalfirm dedicatedsolelytobusinesstax,withnoaudit orconsultingarmsand amodelbuiltaround outcomesratherthantime.Thatfocus removes theconflictsofinterest,givingbusinesses specialistexpertiseratherthangeneralistadvice shapedbyotherservicelines. Withover7,100 professionalsservingclientsacrossmorethan 80countries,businessesbenefitfromspecialist, sector-specificexpertiseat ascalethatlocalor regionaladviserscan’tprovide.

TheNorther nIrelandteamcombinesthat globalcapabilitywithdeeplocal relationships, helpingbusinessesinvest,managepeopleand propertycosts,andcompeteacrossmarkets withconfidence. ■

ShortBrothersstaf accept 4% payrise

UnionmembersatBelfastaerospace firmShortBrothershaveaccepted a4%paydeal,itcanbe revealed.

TradeunionUniteballotedmembers following arecentofferof a4%increasefor 2026,backdatedtoJanuary,followedbya further4%increasefromJanuary2027.

Accordingtoballot resultsseenbythe Belfast Telegraph,58%of1,369ballots returnedwerevotestoacceptthedeal.The payrisewillapplyintheAugustpayroll.

Therewere1,611ballotssentintotal,with 82pcofthem returned.

AspokespersonforShortBrotherssaid:“We arepleasedthattrade-unionmembersvotedto acceptourmost recentpay-packageoffer.

“Ouroverallaimistopositionthebusiness tocompeteforfutureworkpackages andcreatelong-termvalueforallour stakeholders.”

Unitedeclinedtocomment.

Theofferappliedtoalllevelsofworker, includingapprentices.

Unitehadbeenin adisputewithShort Brothersoverpayforitsapproximately 2,400-strongworkforcesincelateMay.

OnJune24,ShortBrothersunveiledwhat itsaidwasits“bestandfinaloffer”,afterthe thirdroundofnegotiations.

Withtheincreases,thehourlywagefor workersinonecategoryis£20.43anhour, withanannualsalaryof£38,253.

Inaddition,thedealprovidesthatifthe averagerateofinflation(CPI)exceeds5pc for2026or2027,thecompanywill reopen discussionswithUnitetheUnionandGMB “toconsideranyadjustmentsduetoprevailing economicconditions”.

Theincreaseappliestoallotherelements of remuneration,suchasholidays,overtime, pensioncontributionsandshiftpremiums. However,othertermsandconditionsare unchanged.

ShortBrothersstaffcarryoutbusiness-jet manufacturingprogrammesforaerospace manufacturers.

Itmakesfuselagesections,engine nacelles,horizontalstabilisersandotherflight components,andalsohas amajoraftermarket business.

BoeingacquiredsomeoftheformerSpirit AeroSystemslastyearaspartof aglobaldeal forthecompany.

It renameditspartofthebusinessasShort Brothers, aBoeingCompany,inanodtothe originalnameoftheoperationbeforeitwas acquiredbyformerownerBombardierbackin 1989.

The remainderoftheBelfastoperation, whichmakeswingsandthemid-fuselagefor theA220,isnowownedbyAirbusandisnot affectedbythedispute. ■

HendersonGroupturnover increasesto£1.5bn in 2025

HendersonGroup,Northern Ireland’s leadinggrocer,wholesaler, foodservicesupplierand retailer, hasposted aturnoverof£1.5bnfor2025, anincreaseof8.7%comparedto2024.

“Operatingcostswerecontrolledwell throughouttheyeardespite asignificant increaseinwagecosts,drivenbyboth inflationarypressure,nationalminimumwage rateincreases,andtheimpactofincreased employers’nationalinsurancechargesleviedby theUKgovernment,”HendersonGroup’schief financialofficer, NeilGamble,said.

“TheGrouphassoughttomitigatethe impactofthesecostincreasesonconsumer pricingbyprioritisinginitiativesdesignedto improvetheoperationalefficiencyofthe business,whilealsocontinuingtoinvestin remunerationandotherinitiativesdesignedto improvecolleagueengagement.”

HendersonFoodserviceLimitedcontinued withsuccessin2025,growing14.8%on2024 to£289m.

“We aredelightedthatallsaleschannels experiencedgrowthinHenderson Foodservice,”Neilsays.“Ofparticularnote isthestronggrowthacrossindependent customersintheRepublicofIreland,withthe GroupinvestingintheappointmentofanRoI countrydirectorin2025tohelpacceleratethat growth.

Further,new retailersandthe retentionof existing retailerswithintheGroupinNorther n Irelandenabledthegrowthandon-going rolloutofthecompany’sDelishfoodtogobrand acrossthestorenetwork.BaristaBarcoffee continueditsimpressivegrowthacrossEngland andScotland,providingsignificantopportunity tobuildourcompetitiveofferingbeyond Norther nIreland.”

Throughout2025,HendersonGroup employedonaverage5,662individualsacross itscompaniesand retailestate,with awage contributionofover£167m.

“TheGroup’sfundraisingtotalforourcharity partnersin2025was£1.8m,with a£1m

milestone reachedforSPARcharitypartner, MarieCurieand amilestoneof£2.2m reached forEUROSPARcharitypartner,CancerFund forChildren,sincebothpartnershipsbeganin 2017and2011 respectively,”Neilsaid.

“Inaddition,forthefirsttime,our Christmaspartnershipappealfor Tearfund surpassedtheonemillionpoundmarkin 2025, reaching£1,037,030.”

Othercharitableorganisationswhich receiveddonationsincludedActionMental Health,Children’sHeartbeat Trust,NI Children’sHospice,PIPsCharityandtheJack &JillFoundation,meanwhile£20,000was distributedtocommunityorganisationsand charitiesthroughtheCommunityCashback Grant.

PayrollGivingcontributed£447,000in 2025,with20.5%(almost1,200)colleagues signeduptothescheme, resultinginthe Groupbeing recognisedas aDiamond LevelOrganisationbytheUKPayrollGiving Excellence Awards. ■

PE NS IONS &I NV ES TM EN T

Buildingwealth is only half thestory

Successchangesthequestionsweask. Intheearlyyears,thefocusison building abusiness,advancing acareer andcreatingfinancialsecurity.Later,the questionsbecomeverydifferent.HowdoI protectwhatI’vebuilt?Howdo Ilookaftermy family?Howdo Ipassonmywealthwisely?

Norther nIrelandhasquietlybecomeoneof theUK’sgreatbusinesssuccessstories.Across theprovince,entrepreneurshavebuiltthriving businesses,familyfirmshavepassedfromone generationtothenext,andprofessionalshave createdsignificantpersonalwealththrough yearsofhardwork,determinationandcareful decision-making.Thatsuccessdeservestobe celebrated.

Yetcreatingwealthisonlyhalfthestory. Aswealthgrows,sotoodoescomplexity. Thefinancialdecisionsthathelpedbuild successarerarelythesameonesthatpreserve it.Protectingwhatyouhavebuilt,supporting thepeopleyoucareaboutandensuringyour wealthhasthegreatestpossibleimpactoften requires averydifferentconversation.

Perhapsthebiggestfinancialrisksuccessful peoplefacetodayisnotpayingtoomuchtax. Itisleavingimportantdecisionsuntilitistoo late.

Everyweekwemeetindividualsandfamilies whohavespentdecadesbuildingsuccessful careers,businessesandinvestmentportfolios. Theyhaveworkedhard,madesensible decisionsandaccumulatedconsiderable wealth. Yetmanytellusthesamething: despitetheirsuccess,theyareunsurewhether everythingisproperlyjoinedup.

Havetheystructuredtheirassetsefficiently? Willtheirfamilyunderstandtheirwishes? Couldmoreoftheirestatepasstothosethey careaboutratherthantoHMRC?Havethey preparedtheirbusinessforsuccession?Are theymakingthemostoftheopportunities

availabletoday,while remainingflexible enoughtoadaptaslegislationchanges tomorrow?

Individually,thesequestionsmayseem unrelated.In reality,theyareallpartofthe samefinancialpicture.

The realityisthatfinancialplanningisnot asingleevent.Itis ajourneythatevolves alongsideyourlife.Formanypeople,that journeybeginswithbuildingwealththrough asuccessfulcareerorbusiness.Asassets accumulate,attentionnaturallyturnstowards investingwisely,protectingincomeand ensuringfinancialsecurityforthefuture. Later,prioritiesoftenshiftagain.Retirement becomesmorethansimplystoppingwork; itbecomesaboutcreatingtheconfidenceto enjoythenextchapteroflife.Businessowners beginthinkingaboutsuccession.Parentsand grandparentsstartconsideringhowbestto supportyoungergenerationswithoutcreating dependency.Familiesbeginconversationsthey mayhavepostponedforyears.

Eventually,thoughtstur ntowardslegacy. Howcanwealthbetransferredefficiently? What roleshouldpensionsplay?How shouldtrustsbeused?CouldBusinessRelief helppreservefamilywealth?Istheestate likelytofaceanInheritance Taxliability? Howcaninvestmentportfolioscontinue tosupportbothcurrentincomeneedsand futuregenerations?AreEnduringPowers ofAttorney,willsandwiderestateplanning arrangementsstillappropriate?

Atitsheart,greatfinancialplanningisnot aboutmoney.Itisaboutenablingpeopleto makeconfidentdecisionsthroughoutlife, knowingthefinancialconsequenceshave alreadybeencarefullyconsidered.

RecentchangestoInheritance Tax rules,particularlythoseaffectingmost unusedpensionsfromApril2027,have understandablygeneratedsignificant discussion.Whilelegislationwillcontinueto evolve,successfulfinancialplanninghasnever beenaboutchasingtaxrulesor reactingto

everyBudgetannouncement.

Ithasalwaysbeenaboutcreating aclear, adaptableplanthat reflectsyourgoals,your familyandyourcircumstances.

Thatoftenincludescarefulcash-flow planningtounderstandwhat‘enough’ reallylookslike.Bymodellingdifferentlife eventsandfinancialscenariosovertime, cash-flowplanning replacesuncertaintywith clarity.Itallowspeopletoseethelong-term consequencesoftoday’sdecisionsbeforethey makethem,givingthemtheconfidenceto retire,supportchildrenandgrandchildren,gift wealthduringtheirlifetimeorsimplyenjoythe lifestyletheyhaveworkedsohardtobuild, knowingtheirfutureremainssecure.

Alongsidethis,successfulplanningensures investments remainalignedtolong-term objectives,considershowandwhenwealth shouldbetransferred,andencouragesopen conversationswithfamilymembersabout expectations, responsibilitiesandthefuture.

Inmanycases,thosefamilyconversations proveeverybitasvaluableasthetechnical planningitself.

Formorethanthreedecades,Dohertys hasbeenhelpingindividuals,familiesand businessownersacrossNorther nIreland navigateexactlythesedecisions.Builton trusted relationships,localknowledgeand personalservice,ithasearned areputationas oneofNorther nIreland’smosttrustedfinancial planningfirms.

Today,thattrustedheritageentersitsnext

chapterasDohertysbecomespartofMattioli Woods.

ThevaluesthatmadeDohertysoneof Norther nIreland’smosttrustedfinancial planningfirms remainexactlythesame.What haschangedisthebreadthofexpertisenow availabletoclients.AspartofMattioli Woods, clientsbenefitfromthestrengthofoneofthe UK’sleadingwealthmanagementbusinesses, withenhancedinvestmentcapabilities, specialisttaxandestateplanningexpertise, widertechnical resourcesandanexpanded rangeofservices,whilecontinuingtowork withthesamelocaladviserswhounderstand Norther nIreland,itspeopleanditsbusiness community.

It’sthebestofbothworlds:trustedlocal relationshipsbackedbynationalcapability. Wealthgivespeoplechoices.Goodfinancial planninggivesthemconfidenceinthose choices.

Whetherthatmeansgrowing abusiness, retiringearlier,helpingchildrenontothe propertyladderorleaving alastinglegacy,the greatestvaluerarelycomesfrompredictingthe future.Itcomesfrompreparingforit. Norther nIrelandhascreatedextraordinary wealthover recentdecades.Theopportunity nowistoensurethatwealthcontinuesto createopportunitiesforthegenerationsthat follow.

Becausebuildingwealthisanachievement. Protectingitis aresponsibility.Passingiton wiselyis alegacy. ■

Thebiggestfinancialrisksuccessful peoplefaceisn’tpayingtoomuchtax. It’sleavingimportantdecisionsuntilit istoolate.

Thedecisionsyoumaketoday couldshapeyourfamily’sfuturefor generations.

Ourin-depthInheritance Taxand EstatePlanningGuidecombines extensiveproprietary researchwith practicalplanninginsightstohelpyou understandthelatestchangesand theoptions available.

Scanthe QRcodeto downloadyour complimentary guide.

Henderson Technology: drivinginnovationacross retail andhospitality

FewNorther nIrelandtechnology companiescanclaimtohavebuilt aplatformthatpowersthousands ofbusinessesacrossmultiplecontinents while remainingfirmly rootedinlocal expertise.Henderson Technologyisone ofthem.

BasedinMalluskandpartoftheHenderson Group,Henderson Technologyhasspent decadesdevelopingspecialisttechnology solutionsforconvenience retailersand forecourtoperators. Today,itsflagship EDGEPoSplatformisusedbymorethan1,000 sitesacrosstheUKandAustralia,helping retailersimproveoperationalefficiency, strengthensecurityanddrivebusinessgrowth.

WhatsetsHenderson Technologyapartis itsdeepunderstandingofthesectorsitserves. Unlikemanysoftwareprovidersthatdevelop productsfromadistance,thecompany’s technologyhasbeenshapedby real-world retailexperienceandclosecollaborationwith customersoperatinginhighlycompetitive environments.

Theconvenienceandforecourtsectorshave evolveddramaticallyoverthepastdecade. Retailersarenolongersimplysellinggroceries orfuel.Moder nstoreshavebecomemultiservicedestinations,offeringfood-to-go, coffee,parcelcollection,financialservicesand electricvehiclecharging,allwhilemanaging increasingcostpressuresandchanging consumerexpectations.

As aresult, retailersneedtechnologythat candofarmorethanprocesstransactions.

Henderson Technologyhas respondedby continuallyinvestinginEDGEPoS,creating aplatformdesignedspecificallyforthe

operational realitiesofconvenienceand forecourt retail.Thesystemincorporates award-winningintegrations,self-checkout capabilities,advanced reporting,fuel managementfunctionalityand agrowingsuite ofautomationtoolsthathelp retailerssave timeandoperatemoreefficiently.

Recentinnovationsdemonstratethe company’scommitmenttohelpingcustomers future-prooftheirbusinesses.NewEDGEPoS digitalmediascreenshavetransformedhow retailerscommunicatewithshoppers,allowing storestoscheduleandupdatepromotional content remotelywhile reducing relianceon traditionalprintedpoint-of-salematerials. Thetechnologyhasseenrapidadoption,with Henderson Technology recentlycelebrating theinstallationofits1,000thdigitalmedia

screenacrossmorethan800 retaillocations throughouttheUK.

Thebusinesshasalsointroducedautomated date-checkingfunctionalitydesignedto reduce labour requirementsandminimisewaste, alongsideFuelFinder reportingtechnologythat enablesforecourtoperatorstoautomatically complywithnewfuelpricetransparency regulations.Thelatterintegratesdirectlywith governmentsystems, removingadministrative burdenandhelping retailersmeet reporting requirementswithminimalintervention.

Thesedevelopments reflect abroader philosophythathasunderpinnedHenderson Technology’sgrowth:technologyshouldsolve practicalbusinesschallengeswhilecreating opportunitiesforlong-termsuccess.

Thatphilosophy reachedanimportant

milestonelastyearwhenHenderson Technologyannouncedtheacquisitionof PowerEPOS,ahighly respectedhospitality point-of-saleproviderwithalmostfourdecades ofexperienceservingoperatorsacrosstheUK andinternationally.

Theacquisitionmarked asignificantstrategic expansionforthecompany.

WhileHenderson Technologyhadalready establisheditselfas aleaderinconvenience andforecourtretailtechnology,PowerEPOS, whichservesmore than400hospitalityclients, broughtdeepexpertisewithinhospitality, including restaurants,pubs,hotels,barsand foodserviceoperators.

The resultwasthecreationofPower EPOS Technologies,combiningHenderson Technology’sretailinnovationcapabilitieswith PowerEPOS’shospitalityexpertise. Together, thebusinessesnowoffer acomprehensive technologyportfoliospanningconvenience retail,forecourtsandhospitalitymarkets.

Importantly,theacquisitionwasnotsimply aboutscale.Itwasaboutcreating astronger platformforfuturegrowth.

Thehospitalitysectorfacesmanyofthe samechallengesas retail:risinglabourcosts, increasingcustomerexpectations,theneedfor operationalefficiencyandgrowingdemand

fordigitalexperiences.Bybringingthetwo organisationstogether,Henderson Technology hasbeenabletoaccelerateinvestmentin cloud-basedsolutions,integrationsand customer-facingtechnologythatbenefit operatorsacrossmultiplesectors.

Sincetheacquisition,PowerEPOShas continuedtoexpanditsecosystemthrough strategicpartnershipsthatenhancethevalue deliveredtohospitalitycustomers.Earlierthis year,thecompanyannounced apartnership withglobalorderingandpaymentsplatform me&u,enablingoperatorstodeploymobile ordering,AI-poweredmenuexperiencesand integratedpaymentsolutionsthatconnect seamlesslywithPowerEPOSsystems.

Thebusinesshasalsostrengthenedits commitmenttoNorther nIreland’shospitality sectorthrough apartnershipwiththeNorthern IrelandFoodtoGoAssociation(NIFDA).The collaborationprovidesmemberswithaccess toadvancedEPOStechnology,exclusive commercialbenefitsandtailoredsupport packagesdesignedtohelpbusinessesimprove efficiencyandprofitability.

Thepartnership reflectsHenderson Technology’swiderambitiontosupport businessesacrossNorther nIrelandasthey embracedigitaltransformationandadaptto

rapidlychangingmarketconditions.

Lookingahead,thecompanyisuniquely positioned.Itnowoperatesacrosstwomajor sectorsthatincreasinglyoverlapinterms ofcustomerexpectationsandtechnology requirements.Convenience retailersare expandingfoodserviceofferings,while hospitalityoperatorsareseeking retail-style efficiency,automationanddata-driven decision-making.

Inbothenvironments,businesses require technologythatisscalable,connectedand future-ready.

ForHenderson Technology,theopportunity liesincontinuingtoinnovatewhilemaintaining thecustomer-focusedapproachthathasdriven itssuccesstodate.Whethersupportinga localindependent retailer,anationalforecourt operatoror amulti-sitehospitalitygroup, thecompany remainsfocusedondelivering solutionsthathelpcustomersoperatesmarter, servecustomersbetterandgrowsustainably.

Fromits rootsinNorther nIrelandtoits growinginternationalpresence,Henderson Technologyhasdemonstratedhowsector expertise,continuousinnovationandstrategic investmentcancreate atechnologybusiness withgenuineglobal reach.Theacquisition ofPowerEPOSandthecompany’sexpansion intohospitality representthelatestchapter inthatstory-onethatpositionsHenderson Technologyas aleadingforceinboth retailand hospitalitytechnologyforyearstocome. ■

Coca-Colaremainsan enduringiconwithNIheritage

Fewbrandshaveachievedthe cultural resonanceofCoca-Cola,an enduringglobaliconthatoccupies auniqueplaceattheintersectionof commerceandculture.

Theword‘Coca-Cola’isthoughttobethe mostunderstoodwordontheplanet,trailing onlytheterm‘okay’.

It’sabrandthathasbeensynonymouswith globalscale,international reach,andworldleadingmultinationals.

However,zoominfromtheglobalstage, andyou’llfindthatbehindthisiconicbrand lies adeeplylocaloperation.

Coca-ColaHBCIrelandandNorther nIreland isthestrategicbottlingpartnerforTheCocaColaCompany.W ithitsproductionfacility inLisburn,Coca-ColaHBCis responsiblefor themanufacture,distributionandchannel marketingofthewide-rangingCoca-Cola portfolioofbrands.

Coca-ColaHBCproducesthemarketleading Monsterenergyrangeofproducts,whilstalso owningandproducinglocalfavouritessuchas DeepRiverRock.

Thecompany’sheritageinNorther nIreland datesbackto1939whenlocalbusinessman TomRobinsonformedtheUlsterIcedDrinks Company,bringingCoca-ColatoNorthern Irelandforthefirsttime.

Sincethen,Coca-ColaHBChasbeen embeddedwithinlocalcommunitiesacross theislandofIreland –employinglocalpeople, supportinglocalbusinesses,andcontributing tothelocaleconomy.

“We’re proudtobealocalbusinesswith deep rootsinthecommunitiesweserve. Whilewearepartof aglobalorganisation, ourimpactisfeltlocallyeveryday,”Simon Fitzpatrick,generalmanagerofCoca-ColaHBC IrelandandNorther nIreland,said.

“InNorther nIreland,weemploymorethan 550people,withalmost1,000employees acrosstheislandofIreland. We havethe

largestsalesforceontheisland,connecting witharound1,000customerseachday through anetworkofover22,000customers.

“Oursuccessandpositioninthemarket hasbeenbuiltbylocalpeopleovermanyyears through acombinationoftrustedbrands,a dynamicbeverageportfolioandcontinuous innovationtocreatepowerfulshopper experiences.

“Weare proudoftheleadershipposition ourbrandshold,butwe recognisethatitis somethingthatmustbecontinuallyearned throughstrongcustomerpartnershipsand continuousinnovationto respondtoconsumer needs.

“Beyondourownworkforce,wesupport localbusinessesthroughpartnershipswith over560suppliersacrosstheislandofIreland, therebyhelpingtofurtherstrengthenthe localeconomy.These relationshipsarecentral tooursuccessand reflectourlong-standing commitmenttothepeople,businessesand communitieswhereweliveandwork.”

OneofthesesuppliersisGreenvilleEnergy

inOmagh.In2025,Coca-ColaHBCmade thetransitiontolocallysourcedbiomethane topoweritsoperationsatitsKnockmoreHill facilityinLisburn.

WithsustainabilityattheheartofCoca-Cola HBC’sadvancesinmanufacturing,biomethane willsupply50%oftotalenergy requirementat KnockmoreHillbytheendofthisyear,witha clear roadmapto reach100%by2028, akey componentinourstrategyto reachnetzero emissionsby2040.

As afirst-of-its-kindinitiativeontheisland ofIreland,transitioningtobiomethanewill savealmost110,000tonnesofCO2overthe 10-yearcontract.

Throughits recentpartnershipwiththeIrish FootballAssociation(IFA)andtheNorthern IrelandFootballLeague(NIFL),alongside TheCoca-ColaCompany,thebusinessis strengtheningitsconnectionwithlocal communitieswhilehelpingtosupportand growlocalfootball.

“As afootballfanmyself, Iknowfirst-hand theunique rolethesportplaysinbringing peopletogetherandcreating asenseof community,regardlessofbackground,”Simon said.

“Coca-Colahas alongandproudhistory ofsupportingfootball,andwe’redelightedat Coca-ColaHBCtocontinuethatlegacylocally inNorther nIreland.

“Thispartnershipgivesus afantastic opportunitytoconnectwithfans,supportthe gameatalllevels,andbepartofthemoments andexperiencesthatmattermosttolocal footballcommunities.”

Throughitscharitypartnershipwiththe RNLI,its VisitorExperienceopentoschoolsand communitygroups,andwithfurthersignificant investmentonthehorizon,Coca-ColaHBC ison ajourneytoshowthatglobalbrands canbedeeply rootedinlocalcommunities, committedtoNorther nIrelandandthe region’s long-termpotential. ■

Harland &Wolfpitchingtobuild major transportshipsaspartof huge£2.4bngovernmentdeal

Harland &Wolffispitchingtobuild amajorfleetoftransportshipsfor UKandtheNetherlandsaspartof ahuge£2.4bndeal.

TheBelfastshipyard’sowner,NavantiaUK, sayHarland &Wolff“givestheUK aproven, sovereigncapabilitytobuildthesevessels”.

BritishandDutchforcesaresettobe equippedwithnewamphibioustransportships underanewmaritimepartnershipsignedthis week.

Basedon aDutchdesign,theshipswillbe builtinUKshipyardsalongsideDutchindustry aspartof a£2.4bndeal,whichisexpectedto supporthundredsofhigh-skilledUKjobs.

Thenewshipswillformthebackboneof astrengthenedUK-Netherlandsamphibious force,witheachnationoperatingfourvessels.

“Amphibioustransportshipswillbe avital componentofBritain’ssovereignnavaldefence capabilitygoingforward,”DonatoMartinez, chiefexecutiveofNavantiaUK,toldUK DefenceJournal.

“AsoutlinedintheDefenceInvestmentPlan, theywillenabletroopstobedeployedaround theworldandareanecessary replacementfor theAlbion-classassaultships.

“TheUKGovernment’smaritimepartnership withtheNetherlandsis alogicalstep,enabling twoNATOalliestoworktogetherbothinthe planningstageandinthedeploymentofnaval force.

“NavantiaUK’sHarlandand Wolffshipyard inBelfastgivestheUK aproven,sovereign capabilitytobuildthesevessels.Recapitalised withinvestmentofmorethan£98.5m,itis nowoneofthemostadvancedshipbuilding facilitiesinEurope.

“NavantiaUKisfullycommittedto supportingthisprogrammeandstands ready toworkwiththeUKandDutchgovernments alongsideotherpartnerstodeliverthis21st

centurynavalcapability.”

At160metreslongand15,000tonnes, theshipswilltransporttroops,vehiclesand equipmentincludingdroneswherevertheyare needed.

Harland &Wolffhadbeen apartnerina consortiumwithNavantia,whichin2022won a£1.6bndealtobuildthreeFleetSolidSupport (FSS)shipsfortheRoyalNavy.

SpeakingabouttheUK-Netherlands partnershipandannouncementofnew plannedshipbuilding,outgoingPrimeMinister KeirStarmersaidthepartnershipis“notjust aboutbuildingships,itisalsoaboutdelivering longtermsecurityforboththeUKandThe Netherlands,ensuringweareabletostay aheadofthethreatsoftomorrow”.

“CombiningtheUK’sindustrialexpertise

withTheNetherlands’designandsea-faring experiencetodeliverfirst-rateplatformsfor oureliteamphibiousforces,thispartnership willstrengthenNATO.

“IamincrediblyproudthatBritishshipyards willhelpdelivertheseships,creatingand sustaininggoodjobshereathomeintheUK.”

DefenceSecretaryDanJarvisMBEMPsaid: “Weare buildinganevenstrongeramphibious forcewiththeNetherlands,strengtheningour defenceanddeterrenceascloseNATOallies andJEFpartners.

“Ourforceswilloperatethesame equipmentanddeployonexercisestogether, soiftheyneedto,wecanfightandwin together.Inclosepartnership,weare respondingtothethreatswefacetomakeour nationsandEuropesafer.” ■

Hastings Hotelsraises thebar forprivate dining

Privatedininghasevolvedfarbeyond acloseddoorand asetmenu.

AcrossHastingsHotels, ithasbecome ahighlytailoredhospitality experience,shaped aroundsetting,service,seasonalityand a genuinesenseofoccasion.

AcrossHastingsHotels’sixproperties,private diningis astandoutoffering,with recent investmentenhancingtheexperienceatthree oftheluxuriouspropertieswithinthegroup, BallygallyCastle,GrandCentralHoteland CullodenEstateandSpa.Eachoffers adifferent interpretationofprivatedining,fromcoastal castlecharmtocontemporarycityexclusivity andfive-starestateelegance.

AttheCullodenEstateandSpa,private dining reflectsthestandardsexpectedof NorthernIreland’sleadingfive-starhotel,with spacesincludingthenewlytransformedAilsa Suite,whichhas recentlyundergone a£40,000 investmenttofurtherenhancetheCulloden’s privatediningoffering,creatingasophisticated settingthathonoursthehotel’sheritagewhile deliveringthecomfort,serviceandsenseof occasionassociatedwithfive-starhospitality OverseenbyexecutiveheadchefMarkBegley, theexperiencebringstogetherseasonalmenus, elegantestatesurroundings and ahighly experiencedculinaryandfront-of-houseteam TheCavernatthefive-starGrandCentral Hotel,offersoneofBelfast’smostunique diningexperiences.Hiddenbehind adramatic slidingartwork,thestunningprivatedining roomseatsupto12guestsandcreatesan unforgettablesettingfor intimatecelebrations, cliententertainingandspecialoccasions.Led byexecutiveheadchefDamianTumilty,The

Caverncombinesbespokemenus,luxurywine collectionandexceptionalservicein aspace designedtoimpress.

“AtHastingsHotels,privatediningisnever simplyaboutchoosingfrom amenu,”Damian Tumiltysaid.“Itisaboutunderstandingthe occasion,theguestsandthesetting,then creating amenuthatfeelscompletelypersonal. WiththreeAARosettesacrossthegroup,our culinaryteamsbringexceptionalexperience, creativityandattentiontodetailtoevery event,workingcloselywithgueststocreate bespokemenusthat reflectthesettingandthe season,usingtheverybestingredientssuchas Kingsbury Wagyubeef,CarlingfordOysters, turbot,caviarandBallycastlelobsters.

AtBallygallyCastle,the1625Room,located intheoriginalpartofthecastle,capturesthe romanceandcharacterofoneofNorthern Ireland’smostatmospherichotels.Setagainst thedramaticAntrimCoastandoverlooking theIrishSea,the restored17th-centurycastle offers aprivatediningexperiencewithwarmth, historyand astrongsenseofplace. With executiveheadchefKevinOsborneatthe helm,the1625Roomisparticularlysuitedto intimatedinners,familycelebrationsandspecial occasionswhereguestswantprivacywithout losingthepersonalityofthevenue.

ForHastingsHotelsmanagingdirectorJames

McGinn,continuedinvestmentinprivatedining reflectschangingexpectationsfromguestsand corporateclientsalike.

“Wehavecontinuedtoinvestinourprivate diningspacesbecauseguestsarelookingfor experiencesthatfeelexclusive,personaland effortless,”hesaid.“ThebeautyofHastings Hotelsisthatnotwovenuesarethesame. BallygallyCastleofferscoastalcharacterand heritage,GrandCentraldelivers amoderncity experience,andCullodenbringsfive-starluxury andgrandeur.Acrossallthree,what remains consistentisdedicatedservice,bespokemenus andtheprofessionalismofourfront-of-house teams,whoensureeverydetailisdelivered seamlessly.”

Thatcombinationofchef-ledcreativity andpolishedserviceiscentraltotheHastings approach.Privatediningcanbeashigh-end astheguestwishes,butitcanalsobeshaped around arelaxedfamilylunch, amilestone dinneror abusinesseventwhereprivacyand servicematter

Fromintimategatheringstomajor celebrations,HastingsHotelsispositioning privatediningasoneofNorthernIreland’s mostversatileluxuryhospitalityexperiences: distinctive rooms,dedicatedteams,seasonal localingredientsandmenuscreatedaroundthe moment. ■

Energy as adriver foreconomicgrowth

AlanCampbell,chiefexecutiveof SONI(SystemOperatorforNorthern Ireland) onhowNI’senergysystemcanbe acatalystforeconomicgrowth, lowercostsandenable afastertransitiontoacleanerfuture

Energyisn’tmerelya utilitywhich keepsthelightson.

ForNorthernIreland,it’sbecome a criticaleconomicissue,influencingeverything frominward investmentandbusiness competitivenesstodecarbonisationand long-termprosperity.Andthattransitionto renewablesisatthecoreofthejourney

AlanCampbell,chiefexecutiveofSONI (SystemOperatorforNorthernIreland),sits atthecentre ofthattransformation.SONIis responsibleforoperatingNorthernIreland’s electricitytransmissionsystem,balancing electricitysupplyanddemandeverysecondof

everydaywhileplanningthefuturetransmission networkneededtosupport alow-carbon economy.

Theorganisationplays avital roleinensuring electricity remainssafe, reliableandsecure,as theenergy landscapeevolves.

ForAlan,theconversationaroundenergyhas fundamentallychanged.

“Electricityisoneofthekeyutilitiesevery businessandhouseholdneeds,”hesays. “Peopleoftendon’tthinkaboutituntil somethinggoeswrong,butit’scentraltothe economyandtoeverydaylife.”

Affordability,heargues, remainsoneof

thebiggestchallenges.NorthernIreland continuestoexperience relativelyhighelectricity costscomparedwithmanypartsofEurope, somethingwhichcaninfluenceinvestment decisions.

“Businesseslookingtoinvest,whether they’remanufacturing,servicesortechnology companies,theyallneedaccesstoaffordable electricity.Thecostofenergycanabsolutely influencewhereinvestmentgoes.”

Thatmeansenergyinfrastructureisno longersimplyanengineeringchallenge,butan economicone.

“Our roleistohelpmakeelectricityas

affordableaspossibleforconsumerswhile enablinggovernmentambitionsaround decarbonisationandeconomicgrowth,”he says.

Thetransitiontowards renewableenergyis centraltothatambition.

NorthernIrelandhasalreadyestablished itselfasoneofEurope’sleadersinintegrating onshorerenewablegeneration, reaching40% renewableelectricityinlinewithprevious governmenttargets.Thechallengeofhitting futuredecarbonisationtargetsisevenmore ambitiousandincreasinglycomplex.

ForSONI,that requiresmuchmore than simplyconnectingadditionalwindfarms

Historically,electricityflowedfrom ahandful oflargefossilfuelpowerstations. Today’s systemisbecomingincreasinglydecentralised, withgrowingnumbersofonshorewindfarms, large-scalesolardevelopmentsand,in time, offshorerenewableprojectsfeedingintothe network.

Alansaysit’sSONI’sjobtoensureallofthose differentgenerationsourcescanconnectto thegridandthatelectricityflows efficiently towhereitisneeded.Thatmeans significant investment.

Approximately£2.5bn isplannedacross NorthernIreland’selectricitygridoverthenext decade,withover£1bnearmarkedforthe transmissionnetworkthatSONIis responsible forplanningandoperating.

Amongthemostsignificantschemesisthe long-awaitedNorthSouthInterconnector,a projectAlanbelieveswilldeliverbenefitsthat extendwellbeyondengineering.Construction isnowunderwayinNorthernIrelandandis expectedtobeginintheRepubliclaterthisyear Onceoperational,theprojectisexpectedto saveconsumersaround£19mannually

“Theinterconnector removesa major bottleneckbetweenNorthern Irelandand theRepublic,”Alansays. “Itallowselectricity toflowmuchmorefreelyacrosstheisland, meaningwecanmakebetteruseoflower-cost renewablegenerationand reducetheneedfor more expensivefossilfuelgeneration.”

Theprojectwillalsostrengthensecurityof supply, somethingbroughtsharplyintofocus duringgeneratoroutagesin2025

“Ifwe’dhadthesecondNorthSouth Interconnectoratthatpoint,wewouldhave beenabletobringlowercostelectricity from

the south,”hesays.

Whilemajorinvestmentsintechnologyand infrastructureare essential,itisSONI’speople whomakethedifference.Theorganisation continuestoinvestintalentateverystageof a career,fromgraduatesenteringtheindustryto experiencedexpertsleadingsomeofthemost complexchallengesfacingthepowersystem. ThecontributionofSONI’sstaffisgreatly valued,andtheirexpertise,commitmentand innovation remaincriticaltopoweringNorthern Ireland’stransitionto acleanerenergyfuture.

Alongsidenewinfrastructure,SONIis increasingly relyingontechnologyand innovationtoimprovehowtheelectricitysystem operates.Andbatterystorageisbecoming akey partofthesolution.

Severallarge-scalebatteryprojectsarealready connectedtoNorthernIreland’sgrid,allowing electricitygeneratedduringperiodsofstrong renewableoutputtobestoredbeforebeing releasedduringpeakeveningdemand.

Ratherthan relyingonexpensivegas-fired generationtomeetthosepeaks,batteries provide acleanerandmoreefficientalternative.

SONIisalsointroducingnewtechnologies withinitsBelfastcontrolcentre,modernising the systemservicesmarketanddeployinglarge synchronouscondensers –specialistequipment thathelpsstabilisethegridwhileallowing greaterlevelsof renewablegenerationto operatesafely

Thesechangeshavealreadydelivered measurablebenefits.Throughoperational improvements,SONIhas reducedthenumber oflargeconventionalpowerstationsthatmust remainonlineatanygiventime,lowering operatingcostswhileincreasingopportunities touserenewableelectricity

“It’saboutmakingbetteruseoftheassets wealreadyhavewhilepreparingthenetwork forthefuture,”Alansays.

Despiterapidprogresstowards decarbonisation,hebelievesgas-fired generationwillcontinuetoplayanimportant supporting roleforsometime.

“Thereare alwaystrade-offsbetween affordability,decarbonisationandsecurityof supply. Gasgeneration remainshighlyflexible and reliable,soitwillcontinuetohavean important rolewhilewetransition.”

Technologyisalso reshapingthe relationship betweenconsumersandtheelectricitysystem.

Assmartmetersbecomemorewidely available,businessesandhouseholdswill increasinglybeabletotakeadvantageof dynamicelectricitypricing,usingmoreenergy when renewablegenerationisabundantand pricesarelower

Thatflexibilitywillbecomeincreasingly importantas renewablegenerationgrows.

“Thereare timeswhenweactuallyhave morerenewableelectricityavailablethanthe systemcanuse,”Alansays.“Givingconsumers greaterflexibilitytoshiftdemandhelpsusmake betteruseofthat renewableenergy.”

Forbusinesses,however,thepriorities remain consistent.

“Affordabilityisclearlynumberone,”hesays. “Butbusinessesalsowant reliabilityandsecurity ofsupply.Theyneedconfidencethatwhenthey flicktheswitch,theelectricityisthere.”

Deliveringthatconfidencedependsonclose collaborationacrosstheindustry

SONIworksalongsideNIENetworkstoplan anddelivernewtransmissioninfrastructure, whilealsoengagingextensivelywithlocal communitiesandlandownerslongbefore projectsentertheformalplanningprocess.

“Werecognisethatwecan’t deliverthese projectswithoutbringingcommunitieswith us,”Alansays.“Earlyengagementisabsolutely essential.”

Theorganisationalsocontinuestowork closelywithcounterpartsincludingEirGridand theNationalEnergySystemOperator(NESO)in GB, reflectingtheincreasinglyinterconnected natureofmodernelectricitysystems.

Andthatpaceofdeliveryiskeytoensuring NorthernIreland’srobustenergyfuture.

Acrosstheworld,electricityinfrastructureis strugglingtokeeppacewithgrowingdemand andambitiousdecarbonisationtargets.

Recentgeopoliticalinstabilityhashighlighted howvulnerableeconomies remainto internationalenergypriceshocks.Increasing domestic renewablegenerationoffersoneof thestrongestdefencesagainstthatvolatility whileimprovingcompetitivenessforlocal businesses.

AlanbelievesNorthernIrelandhas a significantopportunity

“Ifwecandelivertheinfrastructure,embrace innovationandcontinueincreasing renewable generation,energybecomesanenablerof economicgrowthratherthan aconstraint.” ■

Top100: businesses poweringthe economyacross thenorth

EconomyMinisterDrCaoimheArchibald says thebreadthandstrengthoffirmsmakingthisyear’s Top100NorthernIrelandCompanies,inassociation withRyan,highlightstheresilienceofourbusiness communityhere,whilechallengesremain

Theachievementsofthecompanies featuredinthisyear’sTop100, demonstratethestrength,ambition and resilienceofourbusinesscommunity. Acrosssectorsincludingadvanced manufacturing,technology,tourism,lifeand healthsciencesandprofessionalservices,these firmsaredrivingprosperity,creatinggoodjobs andexpandingintointernationalmarkets. Theirsuccessishelpingtodelivertheambitions attheheartofmyEconomic Visionfor amore productive, regionallybalancedandsustainable economy.

Despiteongoingglobaluncertainty,our economyhasshowncontinuedgrowth,with businessesinvesting,exportsstrengthening andemploymentopportunitiesexpanding. Thecompaniesrecognisedinthisyear’sTop 100,manyofwhom Ihavevisited,have beenattheforefrontofthatsuccess,helping toattractinvestment,createopportunities andstrengthenour reputationgloballyasa competitiveplacetodobusiness.

We areoutperformingBritainintermsof economicoutputandexportperformance. Theproportionofgoodjobsisincreasing, regionalimbalancesarenarrowing,productivity isimprovingandall-islandtradehas reached record levels.

KeyprioritiesinmyEconomic Visionare increasingproductivityandsupportingthe creationofgoodjobs.ThroughInvestNIand widerdepartmentalinterventions,wehave continuedtosupportbusinessestoscale, embracenewtechnologiesandcompete internationally.Investmentinadvanced manufacturing,digitaltechnologies,life andhealthsciencesandthegreeneconomy ishelpingtobuild astrongerandmore competitiveeconomy.

Theimpactofthisapproachis reflected inInvestNI’sstrong2025/26performance, whichdelivereditsbest resultsin adecade, supportingsignificantbusinessinvestment andjobcreationacrossthenorth.Manyofthe companiesfeaturedinthisyear’sTop100have beenpartofthatsuccessstory,helpingtodrive economicdevelopmentandprosperity.

MyGoodJobsBilldemonstratesmy commitmenttoimprovingjobquality, promotingfairworkandensuringthat economicsuccessissharedmorewidelyacross ourcommunities.

Skills remainfundamentaltoeconomic success.Overthepastyear,wehaveexpanded higher-levelapprenticeships,supported reskillinginitiatives,andworkedcloselywith employerstoensureeducationandtraining

provisionisalignedwitheconomicneed. Sustainingandacceleratingthisprogress will requireadequatefunding,and Isupport theExecutive’seffortstosecureafairand appropriatefinancialsettlementfromthe BritishGovernment.

Manycompanies recognisedinthis publication,aswellasthoseacrossour flourishingSMEsector,are investing significantlyinworkforcedevelopment, apprenticeshipsandleadershipprogrammes. Theircommitmenttodevelopingtalent ishelpingtocreateopportunitiesforour communitieswhileensuringbusinesseshave theskillstheyneedtosucceed.

Deliveringprosperityacrosseverypartof thenorth remainscentraltomyEconomic Vision.ThroughCityandGrowthDeals,

regionalinvestmentinitiativesandthe rollout ofLocalEconomicPartnerships,weare helpingtounlockeconomicpotential,support regenerationandcreatejobsinruralandurban areas.Thecompaniesfeaturedinthisyear’s Top100demonstratethatsuccesscanbe foundinevery region,supportingprosperityin towns,citiesandruralcommunitiesalike.

We arealsocontinuingtomaximisethe benefitsofouruniquedualmarketaccess.This remains asignificantcompetitiveadvantage, providingbusinesseswithopportunities unmatchedelsewhereacrosstheseislands. We areactivelypromotingthisproposition toattractinvestment,supportexportgrowth andhelplocalfirmsexpandintonewmarkets. Manybusinessesarealreadydemonstrating thebenefitsofthispositionthroughincreased

internationaltradeandgreateraccessto customersacrossEuropeandbeyond.

Tourismcontinuestomake avital contributiontooureconomy.Working alongside TourismNI, TourismIrelandand industrypartners,wearesupportingefforts toattractmorevisitors,extendthetourism seasonandcreate amoresustainablevisitor economy.Theall-islandeconomycontinues tosupporttourismgrowth,withmorevisitors travellingnorthfromthesouthandspending significantlymoreduringtheirtrips,delivering cleareconomicbenefitsforlocalbusinesses andcommunities.

Importantly,myambitionistodrive economicprosperity,thatissustainableand inclusive.Decarbonisationpresents amajor economicopportunity,andbusinessesacross

arangeofsectorsareleadingthetransition throughinvestmentincleanertechnologies, energyefficiencyandsustainablepractices. Theirleadershipwillbecentraltobuildinga greenerandmoreresilienteconomy.

Strongpartnershipworkinghasunderpinned thisprogress.DeliveringourEconomic Vision requirescollaborationacrossgovernment, business,academiaandlocalcommunities.

Whilechallenges remain,Iamconfident thatwearemaking realprogress.Collectively wearestrengtheningoureconomy,creating opportunitiesforpeopleandcommunities, andhelpingtobuild amoreprosperousfuture. Together,bycontinuingtoinvest,innovateand collaborate,wecanbuild amoreproductive, sustainableandinclusiveeconomyfor generationstocome. ■

Pre-taxprofitsdownandsalesflat acrossNI’s biggestbusinesses

JonathanCushley,whocompiledtheUlster Business Top100NorthernIrelandCompanies2026, inassociationwith Ryan,breaksdownallthekey numbersfromthisyear’slist

Norther nIreland’sbiggestfirmshave seen acombinedyearofflatsales anda dropinpre-taxprofits,the UlsterBusiness Top100Norther nIreland Companies2026,inassociationwithRyan, can reveal.

FigurescompiledonbehalfofUlster BusinessmagazineshowthatNorthern Ireland’sTop100companieshadzerosales growthyear-on-year.Infact,salesactually decreasedby anominal£3,000.

Nowinit’s38year,Norther nIreland’s longest-establishedlistingofcompany performanceprovideskeyinsightsintothe performanceofcompanies,eitherNorthern

Ireland registeredorwhereasignificant proportionoftheirbusinessistransactedhere. Thiseditionofthe Top100incorporates analysisoffiguresfiledateachcompanyyear end,publishedattheUKCompaniesHouses. Thisyearfigures relatetofinancialperiods endinglate2024,2025and2026.

SUMMARY

Foronlythesecondtimesinceanalysisbegan, turnover/saleshas remainedflat.Salesforthis years Top100achieved£34.966bnagainst prioryearforthecurrent100companiesof £34.969bn.

Pre-taxprofitalsofacedsignificant

challengeswith adecreaseof£315.7m, reportedsome17.5%,from£1.8bnto £1.484bn

Shareholder Value(tangiblenetworth)for the Top100companiessitsat£10.3bn. Employeefigureswithinthe Top100 droppedby1,815or1.7%

SALES/REVENUE

Sales revenueistheincome receivedby acompanyfromitssalesofgoodsorthe provisionsofservices.

Theperformanceofthe Top100shows anominaldecreaseto£34.966bnfrom £34.969bnprioryearwhichcouldindicatea moredifficulttradingenvironment. Areflection ofthisisthat38ofthe100companiesposted reducedsalesyear-on-year.

MoyParkHoldings(Europe)Ltd,Pilgrim’s Europe, remainsthecompanywiththe

highestturnoverinthelisting,W&RBarnett Ltd remainsinsecondplace,postingsalesof £1.639bnupfrom£1.568bnprioryear.Six companiespostedsalesinexcessof£1bn.

Interestingly,evenwiththeoverall saleschallengesexperiencedbytheUlster Business Top100companiesisthatthe turnoverfigurerequiredtogainaccessto thelistisatitshighestlevelwithP27 Topco Ltd(LowesRefrigeration), agroupwhose, principalactivitiesarethe rentalandsalesof refrigerationandcateringequipment.The turnoverof£113.8missome8.3%higher thanthecompanyin100positionlastyear (MBNIHoldingsLtd).

PROFITABILITY

Thesecondmeasureofacompany’ssuccess we reviewispre-taxprofit.Profitisperhaps evenmore significantthansaleswhentryingto gauge acompany’soverallhealth.

Thedecreaseinpre-taxprofitfrom£1.8bn to£1.483.8bn represents a17.5% reduction andas aconsequencewesee apre-taxprofit margindecreaseto4.24%from5.14%.

AlmacGroupLtdhastakenoverthemantle oftheTop100’smostprofitablecompanyfrom Norther nIrelandElectricityNetworks,which slipstothesixthpositionthisyear.Astrong performancemeanwhilefromMutualEnergy Ltd,withprofitsinexcessof£100mand apre taxprofitmarginof66.9%seesittake

thenumberthreespot.

Inwhatwas achallengingyear,13 businessespostedlosses,thesecumulated to£601.9m.ShortBrothersplcsawlosses increasefrom£270.8mto£405m(after currencyadjustments),alsointerestinglyinthe currentclimatebothmajoruniversitiesQueen’s UniversityBelfastandUlsterUniversityposted losses.Thisaccumulatedlossofsome33.4% ofthetotalprofitgoessomewayinexplaining thedropinoverallprofitability.Bycomparison intheyear-on-yearcomparativefigures, ninecompaniespostedlossesamountingto £387.3m.

TANGIBLENETWORTH

Thefinalmeasurewetendtouseto understand acompany’ssuccessisitsvalue toitsshareholders.Initssimplestformthisis calculatedastheshareholdersfunds(issued capital)and retainedearnings –intangible assets.

Thevalueofthisyear’sTop100Northern IrelandCompaniessitsat£10.26bn.

Sixofthecompaniesshowed anegative

tangiblenetworth, apositioninwhicha company’sliabilitiesexceeditsassets.This negativepositionamountsto£1.12bn.

Theshareholders retur nforthe100 companiesequatestoprofit/tangiblenetworth as apercentageof14.5%

Sales-to-equityratiodefinedasturnover/ tangiblenetworth,indicateshowmany poundsaregeneratedwitheachpoundof investment –forthelatestfiled resultsthis equatesto3.4.

EMPLOYEES

Atotalof105,581peoplewereemployedby Norther nIrelands Top100Companies,this represents adecreasefrom107,396 reported inlastyear’slisting.Eachemployeewithinthe Top100accountedfor£331,179turnoverand accountedfor£14,053ofpre-taxprofit.

MoyParkHoldings(Europe)Ltd(Pilgrim’s Europe)isthelargestemployerwith9,320 employees,withAlmacGroupLtd(7,475), JohnHenderson(Holdings)Ltd(5,321), Queen’sUniversityBelfast(4,822)and Norther nIreland TransportHoldingCompany (4,405)makingupthetopfive.

LOCATION

Overthepastnumberofyears,wecomment onthegeographyofthe Top100Companies. Historicallytheeasthasheldswaywhen lookingatcompanyheadquarterlocation. However,overthepastfewyearstherehas been adefiniteshifttowardsthewest,That beingsaidtheeaststillholdssway –61 companiesaredomiciledintheeast,with39in thewest. ■

CoFermanagh

CoArmagh

CoAntrim

NOTES

■ AdateofJune30,2026hasbeenusedas thecutoffforthe filingoffinancialaccounts atUKCompaniesHouseenablinginclusionin thisyear’sUlsterBusiness Top100.

■ ShortBrothersplc(11)andSensata(48) fileaccountsinUSDollars,theappropriate exchangeratetosterlingat31/12/2024has beenapplied.

■ Seagate Technology(Ireland)filesaccounts inUSdollars,theappropriateexchangerate tosterlingat27/06/2025hasbeenapplied.

■ LakelandDairies(NI)Ltd(35) filesaccounts ineuro,theappropriateexchangerateto sterlingat28/12/2024hasbeenapplied.

■ TTEPKilrootFlexPowerLtd(77)and TTEPBallylumfordPowerLtd(40)areboth subsidiariesofTTEPUK &IInvestmentsLtd.

■ MusgraveRetailsPartnersLtd(33)and MusgraveDistributionLtd(65)areboth subsidiariesofMusgraveInvestmentsLtd acompany registeredinNorther nIreland. MusgraveInvestmentsLtddoesnot file consolidatedaccounts.

■ Chartsandcomparisonsmadewithinthe UlsterBusiness Top100forbenchmarking purposesarefluidinnatureyear-on-yeardue tonewentrantsandcompaniesexitingthe listing.

TOP1OO 2O26

NORTHERNIRELAN DC OM PA NIES

Inassociation with

Tributesfollowing death ofGlenDimplexfounder MartinNaughton

Tributeshavebeenpaidtoformer billionairebusinessmanMartin Naughton,whohasdiedaged87.

Thewell-knownphilanthropistdiedlast month, ashorttimeaftertakingillatthe HarborviewMedicalCentreinSeattle.

Anengineer,MrNaughton,whowasfrom Dundalk,wasbestknownasthefounderof theGlenDimplexGroupinNewryandofthe NaughtonFoundation.

AmongthosetopaytributetoMrNaughton wasformerfirstministerandDUPleader ArleneFoster,whosaidshewas“verysorryto hearaboutthedeathofMartinNaughton.”

Shesaidthathewas“agreatmanwho gavesomuchback”.

Alsopayingtributewasformerdeputyfirst ministerandSDLPleaderMarkDurkan,who said“somuchisandwillbeowedtoMartin Naughton’screativelygenerousoutlook.[He hada]bigpicturemind,[a]biggiverkindbut nobigtalk”beforeexpressinghiscondolences towidowCarmelandthewiderfamily.

TanaisteSimonHarriswasamongstthose topaytributeandsaidMrNaughtonwasan “exceptionalbusinessmanandanall-round thoroughlygoodhumanbeing”.

Hesaid:“Itwasalwaysanhonourtobein hispresence.

“Hewaswitty, hewassincere,hewaskind, andhislosswillbefeltimmenselybysomany, mostparticularlyhisfamily.”

AfterfoundingGlenElectricin1973,Mr Naughtonbecameoneofthewealthiestmen

It wasalwaysanhonour to beinhispresence.He waswitty,hewas sincere, he waskind,andhis loss willbe feltimmensely by somany, mostparticularly his family

inIrelandand receivedcountlessawardsand accolades.

Hewentontobethefoundingchairof InterTradeIreland,whichwassetupafterthe GoodFridayAgreementtoencouragecrossbordertrade.

In2007,theNaughtonsdonated£1mto rebuildthe LyricTheatreinStranmillis,south Belfast.

MrNaughtonwasalso rememberedforhis philanthropicworkintheeducationsector, donating£500,000totheNaughtonGalleryat Queen’sUniversityBelfast.

ProfessorIanGreer,theuniversity’sPresident andChancellor,describedhimas“alifelong championofeducation.”

In2008, ascholarshipwascreatedfor studentsfromLouth,MeathandMonaghan whowishedtopursuecareersinSTEM subjects.Thefamilyalsodonated£21.4mto TrinityCollegeDublin.

In2015,hewasawarded aKBE(Knight CommanderoftheOrderoftheBritishEmpire) fromthethenPrinceof Wales.

KaraOwen,theBritishAmbassadorto Ireland,saidshewas“deeplysaddenedbythe passingofMartinNaughton,oneofIreland’s mostdistinguishedbusinessleaders,engineers andphilanthropists”.

Shesaidthathemade“anextraordinary contributiontotheeconomicandpubliclifeof bothIrelandandtheUnitedKingdom”.

MsOwenspecificallypaidtribute toMrNaughtonforhisleadershipat InterTradeIrelandandsaidthatthis“reflect[ed] hislongstandingcommitmenttopartnership, prosperityandpeaceacrosstheseislands”.

DanMulhall,theformerIrishAmbassadorto theUS,saidhe“had aphenomenal recordin businessandwas agenerousphilanthropist”.

PopeFrancisconferredthehonourofthe OrderofSaintGregorytheGreatuponMartin andCarmelNaughtonin recognitionoftheir philanthropyintheareasofeducationandthe arts.

HeissurvivedbyhiswifeCarmeland childrenFiona,NeilandFergalandextended family. ■

Building expertise: BDO’s growingspecialist tax oferinginNorthernIreland

Aspartnerandheadoftaxat BDONorther nIreland, LorraineNelson hasoverseensignificantgrowthinthefirm’staxdivision.Fromexpanding specialistteamstoembracingnewtechnologyandadvisingbusinesses throughincreasinglycomplextaxchallenges,sheishelpingshapea modernadvisorypracticefocusedonlong-termclientvalue

Taxneverstandsstill.Butthepaceof changefacingbusinessestodayis creatingfreshdemandsforspecialist advice.

ForLorraineNelson,partnerandheadof taxatBDONorthernIreland,thatenvironment hashelpeddrive aperiodofsustainedgrowth forboththefirm’staxpracticeanditswider

advisoryoffering.

SincejoiningBDOinlate2022,before becoming apartnerin2023,Lorrainehas focusedonexpandingthefirm’scapabilities,

buildingspecialistexpertiseandensuringclients canaccessadviceacross abroadrangeoftax disciplines.

BDO’staxteamhasgrownfromaround 24peoplewhenshetookoverto38today, makingitoneofthefirm’sfastest-growing areas.

“It’sbeenaboutbuildingtheteamand changingthefocusofwhatwe’redoing,” shesays.“We’vebeenlookingatwhere we needspecialistexpertisewhilealsomaintaining breadthacrossthepractice.”

Oneofthemostnotable areasofgrowth hasbeen VAT. BDOnowhas adedicatedVAT teamofthreespecialists supportedbytrainees, reflectingincreasingdemandfrombusinesses navigatingacomplexandconstantlyevolving taxlandscape.

Thatexpertisehasbeenparticularlyvaluable amid recentchangesaffectinghospitality businesses.Questionsaround reduced VAT rates,pricingstructures andcompliance requirementshavecreateduncertaintyformany operators,withmistakespotentiallyleadingto significantliabilitiesfurtherdowntheline.

Thefirm’spayrollofferinghasalsoexpanded considerably.Increasing regulatorycomplexity, changestonationalinsuranceandwage requirements,andgrowingskillsshortages withinbusinesseshaveledmoreemployersto outsourcepayrollfunctionsaltogether

“Alotoforganisationsarecomingto us becausesomebodyhasretired,movedon,or becausethey’veexperiencedissuesinternally,” Lorrainesays.“Businesseswantthe reassurance thatpayrollisbeinghandledcorrectly.”

Alongsidecompliancework,thetaxteamis increasinglyinvolvedinhigher-valueadvisory projects.Thatincludestransactionsupport, mergersandacquisitions,taxduediligence, privateequityactivity,successionplanningand

corporate reorganisations.

Recentchangestoinheritancetaxrulesand ongoingdiscussionsaroundwealthtransfer havegenerateddemandfrombusinessowners consideringtheirlong-termplans.

Andmanyaregrapplingwith achallenge thatisbecomingincreasinglycommonacross Northern Ireland’sbusinesscommunity –the issueofsuccession.

Today,Lorrainesaysmanyownersarefinding thatthenextgenerationhaspursueddifferent careers,oftenoutsideNorthernIreland,leaving founderstoconsideralternativeexitstrategies

As aresult,conversationsaroundsales, privateequityinvestmentandlong-termwealth planningarebecomingmorefrequent.

“Peoplearelookingathowthey realisethe valuethey’vebuiltupoverdecadesandwhat thatmeansfor retirement,inheritancetaxand futuregenerations,”shesays.

Thatadvisory-ledapproach reflects whatLorrainebelievesisoneofBDO’skey differentiators.

Whilemanyfirmshaveincreasingly specialisedtaxteams,BDOcontinuestotrain graduatesandtraineesacrossmultipletax disciplines.Theaimistodevelopadviserswith a broadercommercialunderstandingratherthan expertsconfinedto asingleniche.

“Clientsdon’taskquestionsinsilos,”she says.“Theywantanswersacross arangeof taxissues,andtheywantpracticaladvicethat worksfortheirbusiness.”

Havingtrainedas ageneralaccountant before movingintotax,Lorraineplaces significantvalueonunderstandingthewider commercialcontextsurrounding aclient’s decisions.

Italso reflectshowtheprofessionitselfis changing.

Technologyistransformingmanyofthetasks

thatonceoccupiedjuniortaxprofessionals. Dataentry,complianceprocessingand routine administrativeworkareincreasinglyautomated throughsoftwareplatformsandartificial intelligence(AI)tools.

Andas aresult,theskills requiredfromnew recruitsareevolving.

“Technologyisnowabletohandlemuchof the routinework,soourtraineesaregetting involvedinprojectsmuchearlier.”

ThatshifthaspromptedBDOto rethink howitdevelopstalent.Graduatesandtrainees areencouragedtoparticipateinadvisory assignmentsfromtheoutset,helpingthem developproblem-solvingskillsandcommercial awarenessalongsidetechnicalknowledge.

Thefirmhasalsoinvesteddirectlyin technologyexpertise, recently recruiting a dedicatedtaxtechnologisttohelpclients andteamsnavigateanincreasinglydigital environment.

Likemanyfirms,BDOhasembracedhybrid working.TheBelfastofficenowoperateswitha flexiblemodelthatsupportsemployees’worklifebalancewhilemaintainingcollaborationand clientservice.

Yetdespitetheefficienciescreatedbyvideo meetingsanddigitalcommunication,Lorraine believesface-to-faceinteractioncontinuesto playanimportant role.

“Youlearnmuchmoreabout abusiness whenyou’reon-site,”shesays.

BDO’sNorthernIrelandoperationnow employsaround157people,andfurther expansion remainsfirmlyontheagenda.

Thefirm’shigher-levelapprenticeship programmehasprovedparticularlysuccessful, attractingambitiousyoungprofessionalskeen toearnwhiletheylearnandbeginbuilding theircareersearlier

ForLorraine,investinginpeople remainsthe foundationoflong-termsuccess.

Astaxlegislationbecomesmorecomplex, businessesfacegrowingpressuretomanage compliance,controlcostsandplaneffectively forthefuture.Atthesametime,technologyis changinghowadviserswork,andwhatclients expect.

“We’vespentthelastfewyearsbuilding theteamandstrengtheningourcapabilities,” Lorrainesays.“Nowwe’reinapositionto continuegrowingandhelpingmorebusinesses navigatethechallengesandopportunities ahead.” ■

Closer to you... closertoyour business...closer towhatmatters

AtNFUMutual,weunderstandthat everybusinessisdifferent,from howitoperatesdaytoday,tohow itgrowsandevolvesovertime.Notwo organisationsarethesame,andneither aretheirinsuranceneeds.

Withover115yearsofexperienceanda strongpresenceacrossNorther nIreland,we supportbusinessesofallsizeswithcommercial insurancesolutionsbuiltaroundtheir requirements.From retailersandmanufacturers tocontractorsandprofessionalservices,we workwithawiderangeofsectors,combining nationalexpertisewith anetworkoflocal agenciestodeliver apersonal, relationship-led approachcombinedwithqualitycover.

Ourcommercialinsuranceofferingadapts toyourbusiness,bringingtogether arangeof protectionwithinoneflexiblesolution.Thiscan includecoverforpropertyandassets,liability andbusinessinterruption,alongsidespecialist

areassuchascyber,supportingyourbusiness asitgrowsandevolves.

Werecognisethatbusinessesdon’tstand still.Asoperationsdevelop,teamsgrowand newopportunitiesarise,it’simportantthatthe supportaroundthemevolvestoo.That’swhy ourfocusisonbuildinglasting relationships withourcustomers,takingthetimeto understandtheirbusinessandhelpingthem ensurethecoverinplacecontinuesto reflect theirneedsovertime.

“We’reseeinggrowingdemandfrom businessesforinsurancethat reflectsthescale andcomplexityofhowtheyoperatetoday,” LaurenFinlay,regionalmanager,NFUMutual Norther nIreland,said.

“Ourcommercialofferingisdesignedto deliverthatflexibility,whilestillmaintainingthe personal,localsupportourcustomersvalue.”

WhatsetsNFUMutualapartistheway weworkwithourcustomers.Throughour

networkoflocalagenciesacrossNorthern Ireland,businesseshavedirectaccessto experiencedprofessionalswhounderstand thelocallandscape,aswellasthesectorsthey operatein.Thisallowsustoprovidetailored guidance,practicalsupportandcontinuity,not justatthepointofarrangingcover,butasan ongoingpartner.

We believeinsuranceshouldfeel straightforwardanddependable,giving businessestheconfidencetofocusonwhat theydobestknowingtheyaresupportedbya partnerwhounderstandsthem.

AtNFUMutual,weareproudtosupport businessesacrossNorther nIrelandwith commercialinsurancesolutionsdesigned aroundthem,helpingprotectwhatmatters most,todayandintothefuture. ■

To learnmoreabouthowNFUMutualcan supportyourbusiness,contactyourlocal agencyorvisitnfumutual.co.uk

TheNationalFarmersUnionMutualInsuranceSocietyLimited(No.111982).RegisteredinEngland.Registeredoffice: TiddingtonRoad,Stratford-uponAvon, WarwickshireCV377BJ.AuthorisedbythePrudentialRegulationAuthorityandregulatedbytheFinancialConductAuthorityandthePrudential RegulationAuthority.AmemberoftheAssociationofBritishInsurers.

Pilgrim’sEurope 1

Asoneofthepoultryindustry’s biggestplayers,Pilgrim’sEurope hascontinuedtopositionitself atthehelmoftheUlsterBusiness Top 100Norther nIrelandCompanieslist,in associationwithRyan.

Thisyearthefirm,whichformerlytradedas MoyParkbutnowincludesPilgrim’sUKand Pilgrim’sFoodMastersunderitsnewmoniker, postedsalesof£1.96bn,accordingtoaccounts forMoyParkHoldings(Europe)Ltd.Thatwas downslightlyfrom£2.04bn ayearearlier.

Pre-taxprofits roseto£98.5m.

Thecombinedbusinessnowoperates fourfoodplantsacrossNorther nIreland inCraigavon,Dungannon,Ballymenaand Enniskillen,alongside asharedservicesHubat Rushmere, researchcentreinCraigavon,three hatcheries,feedmilland a450-stronggrower networksupportingcommunitiesrightacross the region.

It’smarked50yearswith apresencehere, startingDungannon,with40yearsatits Craigavonsite,and25yearsinEnniskillen.

togetherthestrengthsofMoyPark,Pilgrim’s UKandPilgrim’sFoodMastersintoone organisationwithunmatchedscale,category expertiseandinnovationcapability.

“AspartofPilgrim’sPrideCorporation, Pilgrim’sEuropegenerated$5.38bninnetsales inFY25,anincreaseof4.7%year-on-year.

“Withinourpoultrybusiness, revenue andoperatingprofitbothincreasedaswe continuedtostrengthen relationshipswith keycustomersandsecurenewcommercial opportunities.”

“Lastyear represented astep-changeyear forourbusiness,”JustinColeman,poultry businessunitdirector,Pilgrim’sEurope,said.

“Itwasthefirstfullyearoperatingas afully consolidatedPilgrim’sEuropeentity –bringing

ButJustinpointstowardsplanningdelays impactinginvestmentandeconomicgrowth here–somethingthebulkoftheprivatesector hasdrawnattentiontoin recentyears.

“Thetransitiontohigherwelfareproduction standardshas requiredapproximately20% moregrowingspaceacrossoursupplychainto maintainproductioncapacity,”hesaid.

“Whileweandourgrowersstand readyto invest,overthepast18-24months,progressis beinghinderedbyprolongedplanningdelays.

“Thisisnotsimply aplanningissue –itis aneconomicissue.Everyadditionalmonthof planningdelayis amontharound£155mon farminvestmentsitsidle, readytoflowinto theNIeconomy,butcontingentondecisions whichappeartohavebeenoutsourcedto

non-governmentbodiessuchasShared EnvironmentalServicesoperatingoutside statutoryplanningtargetsandwithnoclear accountabilitytoanyone.

“Thecaseforactionisclear.According toourindependent2024EconomicImpact Report,preparedbyEY,Pilgrim’sEurope contributes£373.1mingrossvalueadded (GVA)totheNorther nIrelandeconomy, supports8,315jobsandgenerates£64.7min Exchequer revenuesannually.Nearlyhalfof ouroperationalspendoccursoutsideBelfast, directinginvestmentintocountiesAntrim, Tyrone,Armagh,FermanaghandDownand supportingcommunitieswhereprivate-sector investmentisoftenmostneeded.

“Norther nIrelandisalreadyattheforefront ofsustainablefoodproduction,andour ambitionistogofurther.

“OurNorther nIrelandpoultrymeat operationsaretransitioningrapidlytowardfully circular,off-landlittermanagement,delivering environmentalprotection, renewableenergy andcirculareconomybenefitsinpartnership withStreamBioenergyat Tullyoutside Ballymena.

“Itis aprivilegetobe recognisedforour contributiontoNorther nIreland’seconomy, butourfocusis firmlyonthefuture.” ■

Foreign directinvestment projects in NIup65% in 2025

Nor thernI re land pulled in 28 fore igndir ec tinvestm ent( FD I) proj ec ts in 2025 —up65% on 2024 ,ar ep or thas claime d.

Thelates tEurop eanAttractivenes sSur vey from business ad visory firmEYs aidthe region enjoyeda“strong”increas einFDI during the year,w ithproje ct supfrom17in2024.

EY said thegrowthhighlightedN or thern Ireland’sapp ealtointernational investor s, even whileoverall investment ac tivity in Europe wassof tening

It said that across Europe,FDI projec ts had de clined by 7% in 2025,thoughitremaineda “highlycompetitive destination”

EY said that “against this backdrop, Northern Ireland’sp er formance st ands out, refle ctingits ability to at trac tinves tmentina more sele ctiveand increasingly comp etitive global environment”

Soft ware andITs er vicesaccounted for nine projec ts in 2025,w ithbusines ss er vices accounting foreight.N earlyhalfofall investment swerefromUSfirms.

AndBelfast wascentral in draw ing investment,EYs aid, at trac ting 16 projec ts during theyear—leaving it sixthamong UK cities forFDI projec ts during theyear. That was aheadofother majorregionalcitiessuchas Cardif f, in seventhplace with nine projec ts Butcritics of economic developmentagenc y Invest NI,responsible fordrawing investment from over seas,haves aidthe succes sofBelfast atat trac ting FD Ihas be en at theexp ense of Londonderr y.

At aUKlevel,the overallnumberofFDI projec ts de clined by 14%in2025, which EY said refle cted thebroader shif tin global investment patterns andincreas ed comp etition betweenregions.

EY said :“Northern Ireland’sgrowthw ithin this contex thighlight sthe strength of it s

BillerGenieannouncedinvestmentinNIlastyear.PicturedareScott Wallace,NIsiteleadatBillerGenie,Economy MinisterDrCaoimheArchibald,andElaineCurran,directoroftradeandinvestment,InvestNI

regional prop ositionand it sability to st and out within achallenging environment.”

Andrew Dolliver,EYUKand Irelands trateg y andtrans ac tionspar tner,s aid: “N or thern Ireland’sp er formance this year st ands out in what is an increasingly comp etitiveand sele ctiveglobalinves tmentenvironment

“W hile overallFDI levels have softened across Europe,the projec ts that arecoming throughare more fo cused, more strategic, andincreasinglyconcentratedinareas such as te chnolo gy andbusines ss er vices, where Northern Irelandisproving it cancompete.

“W hatispar ticularlyencouraging is how clos elyprivate investment aligns withthe region’s overalldirec tion

“O ngoing investment throughCit yand Grow th Deals, to gether with afocus on innovation,skillsand high -growths ec tors,

is helpingtos trengthenN or thernI reland’s long -termapp ealand create theconditions formorehigh- valueinves tment, with almost half of allproje ct slas tyearcomingfromUS investor s.

“A scompetition forinves tmentintensifies globally,maint aining this momentum will depend on continuedfocus on skills, infrastruc ture andcreatingthe conditions that supp or tlong-term,high- valueinves tmentinto theregion.”

Onemajor investment announcedin Northern Irelandlas tyearwas from US te ch firmBiller Genie. In Novemb er,itannounced it wasopening an of ficehere, andwould create 10 0jobsoverthe next thre eyears

Andrecently, Canadian te ch firmTac table announceditwas op eningahub in Belfas t, bringing 16 newjobs. ■

NIbusinessactivity andnew orders dropat fasterpacethan UK

Businessactivityandneworders droppedat afasterpaceherethan theUKas awhole,accordingtoa report.

ThelatestUlsterBankRegionalGrowth Trackerpointedto afurthersharp reductionin businessactivityinNorther nIreland’sprivate sectorduringJune.

Neworders,meanwhile,decreasedat thefastestpacesinceOctober2022amid sustainedstronginflationarypressures. Employmenttickeddownfollowing arisein May.

MarkCrimmins,headofcommercialmidmarket,Norther nIreland,UlsterBank,said:

“BusinessesacrossNorther nIreland continuedtofacechallengingtrading conditionsinJune,withweakcustomer demandandsustainedcostpressuresweighing onactivity.Thesharpfallinneworders highlightsthedifficultenvironmentmanyfirms areoperatinginandthecontinuedcaution amongcustomersandinvestors.

“Therewere,however,someencouraging

signs.Costinflationeasedslightlyforasecond consecutivemonthandfirms reported a renewedsenseofoptimismabouttheyear ahead.Whilebusinesseswillbelookingfor arecoveryindemandtosupportgrowth, greatereconomicstabilityandeasingprice pressureswouldprovidea welcomeplatformfor confidencetostrengtheninthemonthsahead.”

AndSebastianBurnside,chiefeconomistfor UlsterBank,said:“Thefirsthalfof2026ended withtheNorther nIrelandprivatesectorfacing arangeofchallenges.

“Principalamongthemwasthedifficulty companiesfacedinsecuringnewbusiness assustainedpricerisesdeterredcustomers andledtothesharpestfallinneworders sinceOctober2022.Inturn,activityand employmentalsodecreased,althoughthedrop instaffinglevelswasinpartinvoluntaryas somefirms reporteddifficultiesfindingsuitable replacementsfordepartingworkers.

“Somemorepositivenews regardingthe geopoliticalsituationshouldhopefullyhelp todampeninflationinthemonthsahead,

providing apathbacktogrowth,andthere was arenewedsenseofoptimismatfirmsin June.Nevertheless,thecurrentdowntur nwill takesometimeto recoverfrom.”

Overall,newbusinessdecreasedrapidlyat companiesinNorther nIrelandagaininJune.

Thefallwasthethirdinasmanymonths andmostpronouncedsinceOctober2022. Norther nIrelandpostedthefastest reduction innewordersofthe12monitoredUK regions andnations.Panellists reported alackof opportunitiestosecurenewcontracts,while therewereparticular referencestoweaknessin theconstructionsector.

Norther nIrelandwasthesharpestofthe regionsandnationscoveredbythe report. Accordingto respondents,higherinputcosts reflected arangeoffactors,includingrising freightandfuelpricesandincreasedwage bills.Theaforementionedcostincreaseswere oftenpassedthroughtocustomers, resultingin afurthersteepriseinoutputprices.Here too,thepaceofinflationeasedonlyslightly fromMay. ■

BelTel expands team with new digital-first journalists

TheBelfast Telegraphhas recruited 11digital-firstjournalistsacross Norther nIrelandtobring readers morenewsfromtheirlocalcommunities.

Aspartofanexcitingnewchapterin hyperlocaljournalism,ithasalsoopened anew officeintheheartofDerry~Londonderryat EbringtonSquare.

Alongsidetheexistingnewsroom,which includesjournalistsfromacrossNorthern Ireland,ithasappointed reporterscovering communitiesinBelfast,DownandArmagh, andthreesocial-firstjournalistcreators.

Thisinvestmentmarks asignificant stepforwardinthemissionoftheBelfast Telegraph’s owners,Mediahuis,todeliver

relevant,engagingandcommunity-focused journalismforthenextgenerationof readers.

EdwardMcCann,headofMediahuisin Norther nIreland,saidtheexpansioncomesat aparticularlyimportantandexcitingtime.

“At atimewhenothermediaorganisations arescalingbacklocalcoverage,webelievein investinginpublic-interestjournalismacross ourdigital,videoandaudiochannels,”hesaid.

“Derry~LondonderryisNorther nIreland’s second-largestcity,andtheBelfast Telegraph has alonghistoryofservingthearea,including

ThenewBelfast Telegraph digital-firstteam: RhiannonMuise, NiamhCostello, OliviaMcAteer, NiallMcGreevy, ClaireDickson, AbdullahSabri, FláviaGouveia andKyleFrazer

havingpreviouslyoperatedanofficethere.Our teamwillbebasedintheheartofthecityand willcoverthewidernorthwest region.”

MartinBreen,executiveeditor,said: “Thisexpansionisaboutbeingclosertothe communitiesweserveandensuringthat importantlocalstoriesaretold.Byinvesting innewjournalists,newdigitalskillsanda dedicatedpresenceinthenorthwest,weare strengtheningourabilitytoprovidetrusted, high-qualityjournalismacrossNorthern Ireland.” ■

McColgan’s recipe for asuccessful future

Thirdgenerationbusiness McColgan’s Quality Foods isgrowingacrosstheUK,Irelandandbeyondthanksto ambitionandtalent

Nowinitsthird generationof ownership,McColgan’sQuality Foodshasevolved fromits1940 tearoombeginningsto Ireland’slargest independentlyownedsavourypastry producer,supplying retailandfoodservice customersacrossIrelandandtheUK In2026,thefocushasshiftedfromtransition totraction.ManagingdirectorGrainne Hamptonandherbrother,directorW illiam McColgan,arebuildingonthechanges introducedsincetakingoverthefamilybusiness in2022,with renewedemphasisonleadership, skills,smarteroperationsandsustainable growth

Anorthwestbusinesswithbigambition WilliamMcColgansaid:“Thereis adifferent levelofconfidenceinthenorthwestnow. Businesseshereare more connected,more ambitiousandmore willingtotelltheir own story.For acompanylikeours,thatmatters

becausegrowthisnotonlymeasuredinoutput, itismeasuredintheopportunitieswecreate aroundus.

“Wewantyoungpeoplelocallytoseefood manufacturingas asectorwheretheycanbuild realexpertise,workwithmoderntechnology andprogressintoleadership.Ifwecanmake thosepathwaysvisible,wecanhelpkeep moretalentinthe regionandstrengthenthe economywearepartof.”

Careers…notjobs

Thatambitionisincreasingly reflectedinhow thecompanydevelopsitspeople.Retention, progressionand recognition remainimportant, butthefocusisnowongivingemployees clearer routesintotechnical,operational, commercialandleadership roles.

“Cultureisnotsomethingyouannounce once andmoveonfrom.Ithastoshowupin howpeoplearetrained,listenedto,promoted, trusted,” Williamsays.

“Weare puttingmorestructurearound developmentsopeoplecanunderstand wheretheir rolecouldtakethem.Themore confidencepeoplehaveintheirownfuture,the strongerthebusinessbecomes.”

Alongsidedevelopmentopportunities, wellbeingandwork/lifebalance remain priorities,buttheconversationhasmoved beyondbenefitsalone.Theaimistobuild aworkplacewherepeoplefeelequipped, supportedandabletocontributeideasthat improvethebusinessdaytoday

Modernising atraditionalfavourite

AlthoughMcColgan’sisknownforproducts rootedintradition,thewaytheyaremade isbecomingmoredata-ledandconnected. Thebusinessisusingdigitalsystems,lean practicesandoperationalinsighttoimprove quality,consistencyanddecision-makingacross production.

“Theopportunityistomakebetterdecisions, faster,” Williamsays.“Technologyishelping usunderstandperformanceinrealtime, spotissuesearlierandgiveourteamsbetter informationonthefactoryfloor.Itisnotabout replacingjudgementorexperience,itisabout givingpeoplebettertoolstodotheirjobswell andhelpingcustomersseetheconsistencythey expectfromus.”

Growthwithdeep roots

ThenextstageforMcColgan’sisaboutscaling carefullywhileprotectingtheethosofthe business.Thecompany’sleadershipteamis focusedonstrengtheningcapability,opening upopportunityandmakingsuregrowthis matchedby resilience.

“Thechallengenowistokeepraisingthe standard,” Williamsays.“Wehave astrong heritage,butheritageonlymattersifyoukeep earningtrustinthepresent.Thatmeansbeing sharperinhowweoperate,clearerinhowwe leadandmoreambitiousaboutwhatpeople herecanachieve.

“Forme,successisseeing abusinessthat isconfidentenoughtogrowandgrounded enoughto rememberwhyitmatters.Ifwecan doboth,McColgan’swillcontinuetohavean important roletoplayinthefoodsector,inour communityandinthecareersofthepeople whocomethroughourdoors.” ■

Graham 6

WhileGrahammaintains astrong positioninthelocalmarket, likemanymajorconstruction firmshere,mostofitsmajordevelopment takesplaceacrosstheIrishSea.

TheHillsborough-basedbusiness remains afamily-runindustrygiant,with rootsdating backtothe1770s,withitsfirstinroadto Englandinthelates1800s,beforebeing incorporatedas alimitedcompanyin1955.

ItstillcountsMichaelGrahamaschairman, andisjustabouttoappoint anewchief executivefollowingthe retirementofoutgoing bossAndrewBilllaterthismonth.

Andit’safirmwhichappearstoonlybe growing.Itcomesinatthenumbersixposition onthisyear’sUlsterBusiness Top100Northern IrelandCompanieslist,inassociationwith Ryan,withturnoverof£1.06bn,andpre-tax profitsof£25.2m,fortheyearendingMarch 2025.However,initslatestaccountswhich werefiledfollowingthe Top100cut-off,sales havegrownonceagainto£1.23bn.That wouldmakeitNorther nIreland’sfourthlargest firm,rankedbyturnover.

TheCoDownfirm,behindmajorprojects acrosstheUKandbeyond,alsosawpre-tax profitsincreasingto£35.8m,accordingtoits latestaccounts.

Inthelastyearit’sworkedonlarge-scale schemesacrossthecommercialsectors, includinghealth,infrastructureand residential.

Thatincludes a£286m redevelopment ofCambridgeHallsforUniteStudentsand ManchesterMetropolitanUniversity –a schemewhichwillhousemorethan2,300 students.

Turnoverincrease16%year-on-year,rising from£1.06bnto£1.23bn.

Thelatest resultscomeasthecurrentchief executive,AndrewBill,hasannouncedhe will retirefromhis roleattheendofAugust “followinganoutstandingcareerwiththe businessspanningmorethanfourdecades”.

CourtneyMcCormick,currentlythechief financialofficer,willtakeoveratthehelm fromSeptember.

“These results reflecttheoutstanding commitmentofourpeopleandthetrustour clientsplaceinuseveryday,”hesaid.

“Wehavebuiltstrongmomentumacross allourbusinessunits,securedanexcellent portfoliooffutureopportunitiesand maintainedthefinancialstrengthneededto supportsustainablegrowth.

“Grahamentersthenextchapterofits journeyfrom apositionof realstrengthand Ilookforwardtoworkingwithcolleagues acrossthegrouptobuildonthissuccessfor ourclients,peopleandcommunities.”

Duringtheyear,Grahamwasappointedto theDepartmentforEducation’s£15bnCF25 ConstructionFramework,whilealsosecuring significantprojectsfortheUniversityofEast London,LoughboroughUniversityandseveral majorschool redevelopmentprogrammes.

Andinhealthcare,Grahamwasappointed totheHospital2.0AllianceFramework, supportingthedeliveryoftheUK’snext generationofhealthcareinfrastructureunder theNewHospitalProgramme.

Speakingaboutoutgoingchiefexecutive AndrewBill’ssteppingdown,chairman MichaelGrahamsaidhehas “madeanexceptional contributionto

Grahamandleavesthebusinessin aposition ofconsiderablestrength.

“Onbehalfoftheboard, Iwouldliketo thankhimforhisdedication,leadershipand commitmentovermanyyears.

“Weare delightedtoappointCourtney aschiefexecutiveofficer.Hehasbeen instrumentalinshapingthebusinesswe aretodayandbringsextensiveleadership, commercialandstrategicexperiencetothe role.”

Withinitsinteriorfit-outbusiness,the firmsaiditdeliveredmorethan£100mof projectsduringtheyearandsecuredmajor commissionswithnewandexistingclients, includingNikeandHSBC.

“GrahamAssetManagementcontinuedits growthtrajectorythroughmajorpartnerships withtheRoyalBoroughofKensingtonand ChelseaandLondonMetropolitanUniversity, alongsidefurtherexpansionwithinhealthcare, localauthorityandutilitiesmarkets,”itsaid.

“Thegroupalsoachieved asignificant developmentmilestonewithplanning approvalsecuredforits446bedpurpose-builtstudent accommodationscheme atHydeparkStreet, Glasgow.” ■

SHSGroup 12

HowhasSHSperformedoverthe lastyear?

SHSGrouphascontinuedto performwellacrossitsdivisions,supported bythestrengthofitsdiversifiedbusiness modelandsustainedinvestmentinitsbrands, categoryandchannelexpertise,manufacturing assets,systemsandpeopledevelopment.

LikemanybusinessesintheFMCG (fast-movingconsumergoods)sector,SHS Grouphasoperatedin achallengingtrading environment,withpressuresfromsupplychain disruption,risingcommodity,energyand transportcosts,labourshortagesandpolitical instability.Despitetheseexternalchallenges, SHSGroupis aresilientanddiversifiedbusiness with astrongportfolioofbrands.

We areconfidentthatourlong-term strategyandongoinginvestmentwillenable ustonavigatecurrentmarketconditionswhile creatingvalueforourcustomers,consumers andbrandpartners.

Whatproductsarewithinthecompany portfolio?

SHSGroupoperatesinthefast-moving consumergoodssectoracrosstheUK,Ireland andinternationalmarkets,with adiverseand growingportfolioofbrandsandproducts.

Ourdrinksdivisionincludesleadingbrands suchasWKD,Shloer,bottlegreen,Merrydown andRocks.

WerecentlywelcomedShandyShack, alow alcoholshandybrand,supportingconsumers seekingtomoderatetheiralcoholintakewith innovativeandenjoyablealternatives.

Inthefooddivision,weownbrandssuch asMeridian,whichleadsinthenutbutter category.CrucialsSaucesis amuch-loved householdname.Inthehouseholddivision, ourZipignitionproducts,SunnyJimfirelighters andMaguire&Patersonmatchescontinueto performstrongly.

Inadditiontoourownedbrands,SHSalso representsanddistributesover100leading

products,includingHighlandSpring,Mars drinksandtreats,Finishand Tunnocks,through ouragencydivision.

We arealsothemarketleaderinprivate labelherbsandspicesinGreatBritainand supply awiderangeofcondimentsandsauces forbothbrandedandownlabelcustomers.

Whichproductsareperforming particularlywell?

Innovation remains akeydriverofgrowth acrossthegroup.

WKDisperformingstronglyasitcelebrates its30thanniversary,ShandyShackhasmade anencouragingstart,whilebottlegreenis strengtheningitspremiumpositionthrough innovationand recognitionattheGreat Taste Awards.Rocksisalsoevolvingthrough innovation.

WithinFood,Meridianisbenefitingfrom growingconsumerdemand,whileCrucialsis expandingthroughnewproductdevelopment andcustomerpartnerships.

Ourownlabelbusinesscontinuestoperform strongly.W ithinourhouseholddivision,Zip’s growingrangeofnaturalfirelightingproducts isgainingmomentum.

Whatchangeshavetherebeeninthe marketplace?

Thepaceofchangeacross retailcontinues toaccelerate,withdigitalengagement becomingincreasinglyimportant.Alongside our retailpartnerships,wecontinuetoexpand ourdirect-to-consumershopsacross anumber ofourbrands.Atthesametime, retailersvalue supplierpartnerswhocandeliverinnovation, categoryinsight,operationalexcellenceanda customer-centricapproach.

Whichareashavebeenstrongestover thelastyear?

Oneofourgreateststrengthsisthediversity oftheSHSportfolio,supportedbystrong customer relationships.

Innovationhas remained akeyfocusacross everydivision,whileourmanufacturing facilitiesaredrivingoperationalexcellence throughongoinginvestmentandcontinuous improvement. We areequallyproudthatour commitmentto responsiblebusinesswas recognisedwhennamedNorther nIreland ResponsibleCompanyofthe Year.

Whatdoestheyearaheadhaveinstore forthecompany?

Earlierthisyear,SHSGrouplaunchedits refreshedstrategy,centredonthreeclear priorities:customercentricity,product leadershipandoperationalexcellence.

Theseprioritieswillguideinvestmentin innovation,manufacturingcapability,digital growthandcustomerpartnershipsaswe pursueourlong-termgrowthambitions.

Ourpeopleandculturewillcontinueto play acentral roleinthatstrategy. We are committedtoinvestinginleadership,capability andcreatinganenvironmentwhereourpeople canthrive. With aclearstrategyinplaceand continuedinvestmentacrossthebusiness,we arewellpositionedtobuildonthemomentum wehavecreatedanddeliversustainablelongtermgrowth. ■

TOP 50 2O26 EM PL OY ER S

Aschallengesfacing employerschange, experienceand expertise mattermore than ever

Itisfairtosaythat2026hasbeena challengingyearforbusinessesof allkinds,inallsectors,and Iexpect theinterviewsandcommentaryinthis issueofUlsterBusinesswillshedlighton howNorthern Ireland’stopfirmshave navigatedthosechallenges.

Haysisproudtoonceagainsponsorthe Top 50EmployerslistintheUlsterBusinessTop100 Companiesedition, afeatureIalwaysthinkis encouragingbecauseithighlightsthediversity ofsectorsandindustriesthatarerepresented amongstourleadingemployers.

Thelistthisyearonceagainshowcasesa brilliantmixofsuccessfulorganisationswho arefuellingeconomicgrowthinindustries suchastechnology,retail,education, telecoms,banking,construction,engineering, manufacturing,healthcare,energy,food anddrink,pharmaceuticals,logisticsand professionalservices.

AsHayspreparestocelebrateits30th anniversaryinNorther nIreland Ihavebeen reflectingonhowmuchthejobsmarkethas changedinthattimeandas aresult,sotoo haswhatemployersneedfromus.

Whilesomeofthelong-standingproblems facingthelocaleconomyhavenotchanged sincethe1990s,thelevelofopportunityhas. Employerscontinuetohave astrongdesire tohiretalentedpeoplewiththerightskills todrivetheirorganisationsforward–but competitionfortalentisfierceandsentiment inthemarketismixed.

ATIMEOFCHANGE

Earlierthisyear,theHaysSalary &Recruiting Trends2026guide,basedon asurveyover 5,100professionalsandemployersintheUK, suggestedcareerconfidencehasfallentoits lowestlevelsincethepandemic.

Itshowedonly36%ofpeopleinNorthern Irelandwerefeelingpositiveabouttheircareer prospects,whileoverhalfwereuncertain aboutwhat’saroundthecorner.Over60%of peoplesaidtheyexpectedtolookfor anew jobthisyearand53%didn’tseescopeto progressintheircurrentorganisations.

At atimewhen ahighpercentageofclients arestilltellingustheyfaceskillsshortages, thatplacesemployersin adifficultposition. Costsarerisingacrosstheboardandnearly halfofemployerssaytheyaren’tabletomeet marketsalaryexpectations,leavingtwooutof everyfiveprofessionalsunhappyabouttheir payrate.

However,payisonlyonefactorfuellingthis so-called‘careerdissatisfaction’.Thefactors influencinghiringandtalent retentionare actuallymoreemotionalandpersonalthan everbefore–withpurpose,balanceand belongingcentraltocareerdecisions.

Thehighvalueplacedonwork-lifebalance willcontinuetoshapethedebatearound flexibleandhybridworking, representing arisk fortheincreasingnumberofemployerssetting retur ntoofficemandates.Hybridworking remains acoreexpectationforprofessionalsin inNorther nIreland,withalmosthalfofthose surveyedbyHayssayingtheywouldn’taccept ajobthatdoesn’tofferit.

CROSSBORDERCHALLENGES

Haysisalsoundertaking amajorpieceof researchwithbusinessorganisationsCBIand IBECtoprovideinsightintotheopportunities fortheall-islandtalenteconomyandalso thebarriersthatpreventpeopleadvancing theircareers -orpreventemployersfrom collaboratingmore-onacross-borderbasis.

Thesurveyfindingswillenableusto drawcomparisonsacrossindustrysectors and regionsthroughouttheRepublicof IrelandandNorther nIrelandandhighlight newopportunitiesforwaysofworkingand conductingbusinessacrosstheisland.

We knowthereare lotsofcompaniesand organisationsoperatingverysuccessfullyacross theisland,northandsouth,andmanypeople wholiveinNorther nIrelandbutworkinthe RepublicofIreland,andviceversa.

Butoursenseisthatthereare untapped opportunitiesbothforemployersseekingfresh talentandforthoselookingtoadvancetheir careersbutstillstay relativelyclosetohome–whetherthatisat aseniorlevel,orthosenewly enteringtheworkforce.

TheAll-island WorkforceReport: Tomorrow’s Talent,willbeinformedbyover1,200 responsesfromorganisationsacrosstheisland ofIreland,andaddressesissuessuchastalent mobility,newEUlegislation,taxcomplications, cross-bordermovement,economicimplications andtheimpactofAI. We lookforwardto unveilingitlaterthisyear.

THEAICONUNDRUM

We willalsosoonlaunchthesurveyforthe

nextSalary &Recruiting TrendsGuide,which thisyearwillseektoanswer anumberofkey questionsfacingleadersincoremarkets.

Aswellasquestionsaboutsalaries, employmenttrends,talent retentionandskills development,wewillcontinuetolookatthe disruptiveimpactofartificialintelligence(AI)on organisationsandtheirworkforces.

InHays’most recentsurveyofUKemployers, almosthalfsaidtheircompanyusesAI regularly intheworkplace,and34%ofemployees reportedusingAI regularlyaspartoftheirjobs. ExpertiseinAIisnowamongthemostsoughtafterspecialistskillsamongemployers,with 47%sayingtheyareexperiencingextremeor moderateAIskillsshortages.

Gen ZisbothdrivingAIadoptionandfeeling itssharpestimpacts.Whileoftengiftedwith techfluency,generativeAIisabsorbingmany juniortasks,suchasdataentry,basiccoding andcontentcreation,whichhas reducedentrylevelopportunitiesanddismantledtraditional careerladders.While replacingentry-level roleswithAImayseem asensiblecost-saving solutionaswagesrise,thereisariskthat eliminatingthistalentpooltodaycouldhavea

fargreatercostinthefuture.

It’sclearthattheabilitytounderstand, interpretandstrategicallyapplyAIisnow acorecompetencyforseniorleaders.As AI reshapesbusinessmodelsanddecisionmaking,leadershipteamsmustevolvebeyond traditionalmanagementskillsandunderstand howAIimpactsrisk,ethics,productivityand competitiveadvantage.

MORETHAN ARECRUITMENTBUSINESS

Alotischangingforemployersandwhatthey demandfromtheir recruitmentpartnershas alsochanged.

AsHayscelebrates30yearsinNorthern Ireland,we’veestablishedanunrivalled reputationas atrustedpartnerforemployersin boththeprivateandpublicsectors.

Forourteam,it’sneverbeenaboutsimply placingcandidatesinjobs,butnowmorethan everthedepthofexperienceandcapabilityof ourteamhascometothefore.

Ourdirectorsandsectorleadsareexpertsin theirfieldsandhavebuilt aleveloftrustand reputationsas reliableadvisers,sowhenclients arelookingat resourceplanning,theyknow

theywillgetstrategicinputfromus,notjusta traditional recruitmentplacementservice.

We providethemwithmarketinsights, salaryand remunerationbenchmarking, retention reviewandconsultation,brand evaluationanddigitalandcreativemarketing solutions.Ourpeoplebecomeanextension of aclient’steamandprovidestrategicadvice that reallymakes adifferenceinachievingtheir objectives.

The30yearmilestoneissignificantbecause manyofourseniorteaminNIhavebeenwith Haysfor alargepartofthatjourney,bringinga combined160yearsofexperiencebetweenus anddeep-rootedpositioningwithinallofour keysectors.

Iseemanyclientsonthe Top50employers andwider Top100companieslistsandwould liketocongratulatethemforbeing recognised inthisprestigiouslisting.

Hayswillcontinuetohelpthemmeettheir talentneedsbyplacingcandidatesin roles today.Butaswelookaheadtothenext30 years,wealsohopetoplay asignificant role inhelpingthemshapethelong-termfutureof theworkforceinNorther nIreland. ■

Belfast Harbour: growth on thehorizon

DrTheresaDonaldson, chairof BelfastHarbour Commissioners,saysits ambitious2050Masterplan setsouta clear,long-termvision thatisreflectiveofitsenduring commitmenttobuilding abetter futureforNorthernIreland

BelfastHarbourhassecureditsplace as acornerstoneoftheNorthern Irelandeconomy,andtodayhandles 70%ofNorthern Ireland’sseabornetrade, supporting£8.8bningrossvalueadded (GVA)fromtradefacilitatedthroughthe port.

InMay, theorganisationlaunchedthe BelfastHarbour2050Masterplan:Horizons ofOpportunity,whichdetails£1.3bnof investmentinportinfrastructuretosecurethe future oftradeontheislandofIreland.

ReflectingontheMasterplan,chairof Belfast HarbourCommissioners,DrTheresaDonaldson, saysthe25-yearframeworkhasthepotential tostrengthensupplychainsandfueleconomic growth

“BelfastHarbourisaprimarytradeand

connectivitylinkforNorthernIreland,and thatmeansBelfastHarbourmustadapttothe evolvingneedsof aglobalisedworld,”shesays.

Externalforecastspreparedbyportmaster planningexpertHaskoningindicatethattrade volumesthroughBelfastHarbourunder a steadygrowthscenariocouldincreasefrom 24milliontonnesto30millionby2050.This figure climbstoexceed40milliontonnesunder highergrowthscenarios.

“Ascapacitytightensatotherportson theislandofIreland,BelfastHarbourhasthe potentialtogrowandbecometheprincipal maritimegatewayontheDublin–Belfast EconomicCorridor(DBEC),strengtheningits roleas acriticalhubforIrishSeatradeand a primarylinkwithGreatBritain,”DrDonaldson says.

“Forthatopportunitytomaterialise,we mustplantodaytoensureinvestment reflects theneedsoftomorrow.That’swhatour2050 Masterplansetsouttoachieve.”

Overthepast10years,BelfastHarbour hasinvested£374mincapitalprojects.The Masterplanlaysoutconsiderableambitions toacceleratethisfigure,announcingplanned capitalinvestmentof£1.3bnoverthenext25 years.

“Astheonlyintegratedenvironmentin NorthernIrelandwhereglobaltrade,logistics, cleanenergyandpropertydevelopmentare connectedinoneplace,BelfastHarbouris a keydriverofthe regionaleconomy,andthis planonlyseekstoincreasethatcontribution,” DrDonaldsonsays.

“Theplanprovides aclearframeworkfor

sustainedinvestmentinportinfrastructure thatofferslong-termvalueforourcustomers, tenantsandthepublic.”

BelfastHarbour’s2050Masterplanisset outinthreephases,each representing anew periodofdefinedexpansion.Horizon1,which encompassestheorganisation’scurrentfiveyearstrategy, isfullyunderwayandincludesthe constructionof anew£90milliondeepwater berth,whichDrDonaldsonsayswillsupport growthinemergingsectors suchasoffshore wind,aswellasthethrivingcruiseindustry.

“In2030wewillmarkthecompletionof Horizon 1and aturningpointtowardsthenext periodofscaledexpansion,”shesays.

“Duringthistime,wewillseethe redevelopmentofStormontWharf,thelongest deepwaterquayontheislandofIrelandaswell

astheconstructionof anewlogisticsparknear BelfastCityAirportandtheexpansionofBelfast HarbourMarina.”

Thefinalpillar,Horizon3,encompasses a10yearperiodcovering2040-2050,andincludes aseriesofmajorprojectsincludingBelfast’s first landreclamationprojectin25years.Newland couldbeutilisedfor anewcontainerterminal beyond Victoria Terminal 4onWestBankRoad.

“Rightnow,weprovide abaseformore than760businessesand20,000jobsacrossthe 2,000acresoflandand1,000acresofwater thatmakeuptheBelfastHarbourestate,” explainsDonaldson.

“However,firstandforemostweareworking port,andallourotheractivityisbasedaround ourportoperations.Thefunctionoftheport reliesonpeople,whichmeanswemustnot onlyinvestininfrastructurebutalsotheskills requiredtosupporttheport’sdevelopmentand dailyoperations.TheMasterplanlaysoutplans for aMaritimeSkillsAcademytoensurethat jobscreatedthroughinvestmentareaccessible toeveryone,facilitatinginclusivegrowthwe canbeproudof.”

TheMasterplanalsodetailshousingand developmentopportunitiesacrosstheHarbour Estate,whichareinadditiontothe£1.3bnport investment.

“Whiletheport remainsourprimaryfocus, thisMasterplanalsoidentifieshousingand regenerationopportunitiesforthewider HarbourEstate,worthanestimated£500m –£750m,”DrDonaldsonsays.

“Weare committedtofacilitatingthegrowth of athrivingurbancommunitywithinour estatethroughcollaborationandareactively exploringpossible routesofdeliverytoensure theseprojectsbecome areality.A keypriority remainsthe reclassificationofBelfastHarbour’s

accountingstatus,whichwouldallowusto borrowprudentlytofundcriticalinvestment.”

DrDonaldsonemphasisestheimportanceof partnershipsindeliveringtheambitionslaidout intheMasterplan.

“Forustofullydeliveronourvisionforthe next25years,collaborationmustbethedriving forcebehindeachproject,”shesays.

“This requiresextensivepartnershipacross government, regulatorsandinfrastructure providerstonavigateexistingtransport connection,electricitygrid reinforcement, wastewaterprovisionandplanningpolicy challenges. We arecommittedtoengagingwith thesebodiesandhavingthoseconversationsto facilitatedelivery.”

BelfastHarbourhasearneditstitleas a cornerstoneoftheNorthernIrisheconomy,Dr DonaldsonsaystheMasterplanaimstofurther cementthat reputation.

“Belfasthastrustedustodeliverforalmost 200yearsasthecity’smaritimegatewaytothe restoftheworld,”shesays.

“Thiscityhasbackedourabilitytoinnovate anddeliver,andwearecommittedtobuilding onthatlegacytodrivefurthergrowthnotonly inBelfast,butacrosstheisland.”

Followingtwoyearsofworkandextensive consultationwithcustomers,tenants, stakeholdersandthepublic,DrDonaldsonsays thatBelfastHarbour’saimsareambitiousbut entirelyachievable.

“Whilewearerealisticaboutwhatcanbe achievedandthesupport requiredoverthe next25years,wewillnotallowchallengesto dampenourambition,”shesays.

“Atitscore,our2050Masterplansetsout a clear,long-termvisionthatis reflectiveofBelfast Harbour’senduringcommitmenttobuilding a betterfutureforNorthernIreland.”

The ‘Middle’matters...but who’scarryingthe weight?

SimonHamilton,ConfluenceConsultingon behalfofHMCharteredAccountants

Whenpeopletalkaboutthe Norther nIrelandeconomy,the conversationoftengravitates towardsthebiggestemployersorthe latestinwardinvestmentannouncement.

Bothmatterenormously.Butsomewhere betweenthemulti-nationalgiantsandthe thousandsofmicrobusinessessitsanother groupthat receivesfarlessattention, despitecarryinganextraordinaryamount ofeconomicweight.

Thesearethebusinessesthatmake upNorther nIreland’s‘MightyMiddle’.

Established,ambitious,homegrowncompanies employingdozensorhundredsofpeople, exportingaroundtheworld,investingintheir communitiesandquietlydrivingeconomic growth.

HMCharteredAccountantslatest roundtablebroughttogetherbusinessleaders fromacrossNorther nIrelandand arangeof

sectors.Theirexperiencesdifferedindetail,but thethemeswerestrikinglyconsistent.

Perhapsthebiggestsurprisewasthat, despiteeverything,therewaslittlesenseof defeat.

Tradingconditions remaindifficult. Employmentcostscontinuetorise.Energy prices remainsignificantlyhigherthanmany businesseswouldlike.Consumerconfidence remainsinconsistentandpoliticaluncertainty continuestoinfluenceinvestmentdecisions.

Yetthefirsthalfof2026has,formany, provedbetterthanfeared.Notnecessarily good,butbetter.

Oneparticipant remarkedthatthe challengeshaven’treallychanged.Businesses havesimplybecomebetteratlivingwith them.Anotherobservedthatmanyofthecost increasesintroducedover recentyearsareonly nowbeginningtofeedthroughtocustomers, meaningthefullimpactmaynotyethavebeen feltacrossthewidereconomy.

Theconversation reflected resilience,butnot complacency.

Growthitselfhaschanged.Severalyears ago,successmighthavebeenmeasuredby openinganothersite, recruitingmorepeople orrapidlyincreasingturnover.Today’sgrowth looksdifferent.Itismoredisciplinedandmore selective.

Businessesspokeaboutinvestingin technology,strengtheningleadershipteams, bringingspecialistexpertisein-houseand improvingoperationalefficiency.Theyare focusedonbuildingstrongerbusinessesrather thansimplybiggerones.

Perhapsmoretellingly,severalparticipants admittedthattheiraspirationshavebecome moremeasured.Notbecauseambitionhas disappeared,butbecauseuncertaintyhas madeplanningsignificantlymoredifficult.

Thatuncertaintyisn’tconfinedtomarket conditions.Itincreasinglystemsfrompublic policy.

Oneofthemostinterestingdiscussions centrednotontaxationitself,butonthe psychologicalimpactofcontinualpolicy change.NationalInsuranceincreases, employmentlegislation,planningdelays,skills shortagesandwider regulatorychangeall createadditionalpressureforbusinessowners

tryingtomakelong-terminvestmentdecisions. Confluence’srecentTheBusinessof Government research reached aremarkably similarconclusion.Whilebusinesses remain willingtoinvestandgrow,theyconsistently toldustheyneedgreatercertainty,greater consistencyand aclearersenseofdirection fromgovernment.Confidenceisn’tsimply abouttoday’scircumstances.Itisabout believingthattherulesofthegamewill remainsufficientlystabletojustifyinvestingfor tomorrow.

Thediscussionalsohighlightedsomething thatoftengoesunnoticed.ManyofNorthern Ireland’smostsuccessfulindigenousbusinesses arebasedwellbeyondgreaterBelfast.They arelocatedintownsandruralcommunities becausethatiswheretheirfoundersbuilt them,wheretheirfamiliesliveandwherethey havechosentocontinueinvesting.

Many remainamongthelargestemployers intheirlocalarea.Theysupportlocalsuppliers, sponsorcommunityorganisations,create apprenticeshipsandprovidecareersfor generationsoffamilies.Theircontribution extendsfarbeyondemploymentstatistics.

Onethemethatparticularly resonatedwas culture.

Forthesefamily-ownedbusinesses,culture wasn’tdescribedthroughcorporatevalues oremployeeengagementsurveys.Instead, itemergedthroughwhatoneparticipant describedasthe“micromoments”.The countlesseverydaydecisionsthatshape howpeopleexperiencework.Supportingan employeethroughdifficultcircumstances. Promotingsomeonewholackedformal qualificationsbutshowedpotential.Investing heavilyintrainingdespiteknowinganother employermightultimatelybenefit.

Culture,theyargued,isn’tsomething writtenonthewall.Itisdemonstratedinthe smalldecisionsmadeeveryday.

Thatwillingnesstoinvestinpeoplewas evidentthroughoutthediscussion.Businesses arecreatingtheirownacademies,funding professionalqualifications,expanding apprenticeshipprogrammesanddeveloping futureleadersbecausetheyincreasinglyfeel theycannot relyonotherstofilltheskills pipeline.

Inmany respects,theyaresolvingproblems ratherthanwaitingforsomeoneelsetosolve them.

Nearly adecadeago,when Iwas EconomyMinister,IvisitedGermanyto betterunderstandthesuccessofitsfamous Mittelstandcompanies.WhileNorthern Ireland’seconomyisdifferentinscale,one lessonhasstayedwithmeeversince.

Germany’seconomicstrength restsnot simplyonattractingglobalinvestment,buton consistentlybackingitsindigenousbusinesses overgenerations.

Norther nIrelandshouldcontinueto competeaggressivelyforforeigndirect investment.Thosebusinesseshavetransformed oureconomyand remainhugelyimportantto ourfutureprosperity.

Butthediscussions,broughttolifeby HMCharteredAccountantsposeanequally importantquestion.

Arewegivingthesamestrategicattention tothebusinessesthathavealreadychosen Norther nIreland?

Becauseiftheconversationsaround ourtabletellusanything,itisthis.These businesses remain remarkably resilient.They continuetoinvest.Theycontinuetoinnovate. Theycontinuetocreateopportunitiesinevery cornerofNorther nIreland.

Imaginewhattheycouldachievewith alittle morecertaintyaboutthe roadahead.

GETINVOLVED

Ifyouarerunning amidsizedbusinessin Norther nIrelandandthis resonates,we wouldlovetohearfromyou.TheMighty Middleisaboutbuilding aclear,collective voicegroundedin realexperienceand ensuringit reachesthepeoplewhocan make adifference. ■

Ifyouwouldliketobepartofthediscussion, getintouchwithDarrenMcDowell,senior partneratHMCharteredAccountants–darren@hm-accountants.com

BHF redbenches tellpowerful storiesof Northern Irelandhearts

FourBritishHeartFoundation red bencheshavebeenunveiledacross Norther nIrelandtomarkthe charity’s65thanniversary,eachsharing the real-lifestoryofsomeonewhoselife hasbeenchangedbyheartandcirculatory disease.

Thebenches,locatedinBelfast,Portrush, RostrevorandEnniskillen,arepartof aUKwidecampaignthathasseen65 redbenches placedincommunitiestosparkconversations, challengemisconceptionsandraiseawareness ofthelifesaving researchfundedbythepublic.

InNorther nIreland,morethan230,000

peoplearelivingwithheartandcirculatory conditions,andthebenchesaredesignedto bringthosestatisticstolifethroughpersonal storiesofdiagnosis,treatment,survivaland hope.

OutsideQueen’sUniversityMedical BiologyCentreonBelfast’sLisbur nRoad,Karl Murray’sbench reflects alifelongjourneywith congenitalheartdisease.Diagnosedwith tetralogyofFallotatjustthreemonthsold,Karl underwentsevenhoursofopen-heartsurgery attheRoyal VictoriaHospitalwhenhewassix monthsold.

Now30,marriedandworkingineducation,

AdamCookefromBallinamallardwithwifeHannah, sonAlfieanddogPolly.AniconicredBritishHeart Foundationbenchhasbeeninstalledattheforeground ofEnniskillenCastle,alongtheBroadmeadowpath inlivingtributetoAdam.PicturedalongsideFearghal McKinney,headofBritishHeartFoundation,councillor ShirleyHawkes,FermanaghandOmaghDistrictCouncil, andparksmanagerStewartBurns

Karlalsohelpsshapefutureresearchthrough BHF’sPatientandPublicResearchStrategy AdvisoryGroup.Hisbenchsitsclosetothe placewherehestudied,methiswifeNicole andwherecardiovascular researchcontinues today.Hisstoryhighlightshowadvancesin treatmentand researchcanhelppeopleborn withheartconditionslivefull,activeand ambitiouslives.

AttheRoyalCourtHotelontheCauseway Coast,PortrushfarmerRobertNevin’sbench carries amessageabouttheimportanceof actingonsymptoms.Roberthadnosignificant warningsignsbeforesuffering aheartattack inFebruary2024.Afterwakingwithchest painhethoughtwasindigestion,hecontinued workingforfivehoursbefore drivinghimselfto hospital,wheretestsconfirmedhewashaving aheartattack.

Roberthassincehad astentfittedand made astrong recovery.Hehasspokenopenly

Portrushfarmer,RobertNevin(right),whosurvived aheartattackin2024,had aBritishHeartFoundationredbench unveiledrecentlyattheRoyalCourtHotel,Portrush.RobertalongwithhisdogCallie,arepicturedwithJennifer OKane,owneroftheRoyalCourtHotelPortrushandFearghalMcKinney, headofBHFNI

aboutthe“classicfarmingmentality”ofnot wantingtobotheranyone,andhisstoryisa clear reminderthatchestpainshouldnever beignored.Hisbenchaskspeopleinrural communities,busyworkplacesandfamily businessestostop,listentotheirbodiesand seekhelpquickly.

InKilbroneyPark,Rostrevor,Caoimhe Loughran’sbenchtellsthestoryof ayoung womanwhosesymptomswereeventually tracedto aseriousheartrhythmproblem.A talentedGaelicfootballer,Caoimhebegan experiencingexhaustion,palpitationsand collapsesat17.Animplantableloop recorder laterdetecteddangerouspausesinherheart rhythm.

At20,shehad apacemakerfittedandspent 13daysinhospitalbeforebeingdischarged onChristmasEve2022.Now24,Caoimhe hascompleted amaster’sinpublichealth specialisinginhearthealthandwillsoonstart aPhDinanareaofcongenitalheartdisease, turningherexperienceinto acommitmentto improveoutcomesforothers.

Herstorychallengesassumptionsabout whoheartdiseaseaffectsandshowswhy youngpeople’ssymptomsmustbetaken seriously.

NearEnniskillenCastle,AdamCooke’s benchis atributetothequickactionthat helpedsavehislife. Akeenrunnerandfather, Adamhad acardiacarrestwhileasleepin March2024.Hisgolden retrieverPollybarked, wakingAdam’swifeHannah,whocalled emergencyservicesandbeganCPR.

Paramedicsusedadefibrillatorandshocked Adamseventimesbeforehisheartrhythmwas stabilised.Helater receivedanICDandwas diagnosedwithdilatedcardiomyopathy.W ith

AredbenchhasbeeninstalledatQueen’sUniversity BelfastMedicalBiologyCentreinlivingtributetoQUB graduateKarlMurray(seated).PicturedwithQueen’s UniversityprofessorFrankCaseyandheadofBritish HeartFoundationNI,FearghalMcKinney

CaoimheLoughranfromNewrywithherparentsLeonaandCollieattheBritishHeartFoundationbenchinstalledin livingtributetoCaoimhe.PicturedwithFearghalMcKinney,headofBritishHeartFoundationNI,andcouncillorPhilip Campbell,Newry,MourneandDownDistrictCouncil

morethan1,400out-of-hospitalcardiacarrests happeninginNorther nIrelandeachyear, andfewerthanoneintenpeoplesurviving, hisstoryunderlinestheimportanceofCPR, defibrillatoraccessandcontinued research.

FearghalMcKinney,HeadofBritishHeart FoundationNorther nIreland,said:“By sharingthestoriesofpeoplewholivewith cardiovasculardiseaseonouriconic red benchesacrosstheUK,wehopetostart moreconversationsthatchangedangerous misconceptions.Researchwillhelpussaveand improvemorelives,buttheonlywaywecan fundthescientificbreakthroughsoftomorrow isthankstothepublic’sgenerousdonations.”

Thefourbenchesareintendedtobemore thanplacestosit.Infamiliarcommunity locations –auniversitycampus, acoastal town, apublicparkand acastlewalkway–

theyinvitepeopletopause, read,talkand reflectontheimpactofcardiovasculardisease, fromcongenitalheartconditionstosudden cardiacarrest.

BHFNorther nIrelandhopesthecampaign willencouragemorepeopletotakesymptoms seriously,lear nCPR,understandtheimpact ofheartandcirculatorydiseaseandsupport the researchthathelpssaveandimprove lives.Thecharitysayseverydonationhelps fundbreakthroughsthatcanleadtoearlier diagnosis,bettertreatmentsandmoresecond chancesforfamiliesacrossNorther nIreland.

Karl,Robert,CaoimheandAdam’s experiencesshowthatcardiovasculardisease canaffectpeopleatanyageandinany community.Theirbenchesnowstandasvisible remindersofliveschanged,livessavedandthe urgentneedtofundthenextbreakthrough. ■

Kainos 26

BrendanMooneyhasbeenbackat thehelmofITservicesgiantfor morethan ayear –returningafter morethanthreedecadeswiththeBelfast firm.

Andthecompany,whichalsohasoffices inDerryaswellas aglobal reach,iscurrently onthepathtofurtherexpansion –hiring some500newstaff,whileturnoverisedging towardsthehalfbillionpoundmark.

“We’recreating341jobsacrossBelfastand Derry.Intermsofthejobsworkingforsoftware engineers,dataplatformengineers,people withAIskills,aswell,”hetold UlsterBusiness “Intermsofthesplitofthe341jobs,32will beintheDerryofficethenthebalancewillbe hereinBelfast.”

Andhesaysthecompanycouldmove intoitsshinynewofficebaseontheDublin Road –a£40mschemedevelopedbyKainos, whichwillbeitsanchortenant –byOctoberor Novemberthisyear

“Ithinkwe’llbeusingsixandhalffloors,so therewillalsobe asmalleramountavailableto themarketplace.”

BrendanMooneyjoinedthenowlisted Kainosas atraineeengineeringbackin1989, andintheyearssincehelpedgrowtheBelfastheadquarteredbusinessinto acompanywith trulyglobal reachandinternationalfootprint.

Lastyearthefirmannounceditwouldcut almost200 rolesacrossthebusiness.

Butit’snowfirmlyonthepathtoexpansion andhiringonceagain,withsome500new rolesonthecardsoverthenextcoupleof years.

With aworkforceofaround3,000 –many basedherebutwithhugeemployment footprintsacrossEuropeand theUS –it remainsoneof thestalwartsofourbooming ITandtechnologysector –helpingposition Norther nIrelandon theworldstage.

“Withthenewjobs,it’s importantto balancebothexperienced recruitmentandkind ofthosewhoarestartingoffintheir career

“AndparticularlyinNorther nIreland, oursuccessshouldn’tcomeattheexpense ofothers,becauseyoudon’twanttobe transferringjobsaround,youwanttobe creatinganexpandingworkforceaswell –so thegraduatelevelis reallyimportant.”

Kainoscomesinatthenumber26spot onthisyear’sUlsterBusiness Top100,in associationwithR yan.

It’sseenitsturnoverincreaseto£431.1m –uparound17%onthepreviousyear,while pre-taxprofitshaverisento£67.1m

ItcountstheNHSintheUKamongits customersandhasspecialistdivisions,digital servicesand WorkdayPractice.Digitalservices developsandsupportsITserviceplatforms forpublicsector,commercialandhealthcare customers.

Kainos,whichis currentlybasedatUpper

CrescentoffBotanic AvenueinsouthBelfast, willsooncompleteitsnewflagshipofficeat thesiteoftheformerDublinRoadcinema.

Thefirmhasincreaseditsworkforceto almost3,000basedacross14globaloffices.

Itslateststrongperformancehasbeen buoyedby aseriesoflargecontractawards duringtheyear

“Wesignificantlyincreasedtheuseof contractorsandthird-partysupplierstosupport growthandprovidedelivery capacity”thefirm said.

“Contractorcostsincreasedto£18.5m, whilethird-partysuppliercostsincreasedto £30.1m,includingbothshort-termcapacity supportandstrategicsupplierarrangements.

“Inaddition,theperiodincludedthefirstfull yearofinvestmentinour‘Builton Workday’ partnership,togetherwithhigheremployee costs relatingtoincreasedNationalInsurance contributionsandelevatedbonuspayments reflectingstrongerbusinessperformance.”

“WorkdayProductsnowhasnearly700 customerswitharound41%takingtwoor moreproducts.

“Wecontinuedtoinvestinourproducts, withR&Dexpenditurerisingby11%to £18.7m,allofwhichwasexpensedintheyear

“Salesandmarketingspendincreasedby 21%to£18.7m,including£2.3mofadditional costsassociatedwiththefirstfullyearofour Workdaypartnership.” ■

NIhospitalitybacks UK campaign forVAT cut

Pubs, restaurants,cafésandhotels acrossNorthernIrelandhavejoined aUK-widecampaignfor acutin VAT forhospitalityfrom20%to10%.

HospitalityUlsterhasthrown its weightbehindUKHospitality’s #VatsTheProblemcampaign,which recently launched.

Itisurgingbusinesses, employees,customers andthewiderpublictosign anational petition callingfor alower VATratethatitsays“would helpprotectjobs,boostinvestment,and supportthelong-termsustainabilityofthe sector”

Thepetitioniscurrentlystandingatover 241,000signatures,withanaimofonemillion.

Thecampaigncomesashospitality businessescontinuetofacerisingemployment costs,increasedNationalInsurance contributions,higherenergybillsand ongoing pressure onconsumerspending.

ColinNeill,chiefexecutiveofHospitality

Ulster, said:“NorthernIreland’shospitality businessesare amongthemost resilient anywherein theUK,but resiliencealoneisno longerenough.

“Operatorsareabsorbingunprecedented increasesincostswhilecompetingagainst businessesintheRepublicofIreland,where hospitality VATissettobejust9%.

“Wehaveconsistentlyarguedfor amore flexibleVAT approachforNorthernIreland, buttheTreasuryhasmadeclearthat a regionallydifferentiated Vatrateisnotunder consideration.Thatmakessecuring aUK-wide reductionevenmoreimportant.

“Reducinghospitality VATto10%would givebusinessestheconfidencetoinvest, protectjobsandhelpkeepeatinganddrinking out affordableforcustomers.

“Thiscampaignisaboutgivinghospitality theopportunitynotjusttosurvive,butto grow.”

SimonMcCance,chef-ownerofTheGinger

BistroinBelfastcitycentre,isamongthose backingthecampaign.

“Everyhospitalitybusinessisfacingthesame challenge,”hesaid.“Costsarerisingfaster than revenues.

“Asindependentoperators,we’reconstantly lookingforwaystoabsorbthoseincreases withoutpassingthemallontoourcustomers, butthatbecomeshardereverymonth.

“Alower VATrateand afairertaxsystemon foodwouldmake agenuinedifference.

“Itwouldallowbusinesseslikeourstoinvest inourteams,ourpremisesandtheoverall customerexperience.Hospitalitycontributes enormouslytoNorthernIreland’seconomy andcommunities,andit’stimegovernment recognisedthatthrough afairertaxsystem.”

HospitalityUlsterisencouraging hospitality businessestosupportthecampaignby promotingthepetitiontostaffandcustomers andsharingthecampaignthroughtheirown socialmediachannels. ■

MediahuisIrelandbuys ImageMediain expansionintopremiumandeventssegments

MediahuisIreland,publisherof UlsterBusiness andtheBelfast Telegraph,hasannouncedthe acquisitionofImageMedia,bestknownas thepublisherofsomeofIreland’sbiggest upmarketglossymagazines.

TheImagebusinessspansdigitaland printpublicationsbutalsopremiumevents includingthehighprofileIMAGEPwCBusiness Womenofthe Year Awards,theBusinessof BeautyAwardsand amembershipmodelwith approximately1,100subscribers.

Thedealmarks“asignificantstepinits strategytobuild amorediversified,digitally ledandmulti-platformmediabusiness,with astrongerfocusonpremium,direct revenue streams,”Mediahuissaid.

TheacquisitionwillstrengthenMediahuis Ireland’spositioninpremiumcontent, paidaudienceproducts,eventsandbrand partnerships,whichisin-linewiththe company’sstrategicpushtodiversifyfrombeing predominantlyprintbasedtoonewheredigital subscriptions,digitaladvertisingand other readerandclient revenuestreamsplay agreater roleinoverallperformance,thecompanysaid.

MediahuisIrelandchiefexecutive,Sheena Peirse,saidthegroupisbuying abrand“we haveadmiredfor alongtime”.

“Ithasbuilt astrongconnectionwithits audienceand acompellingmulti-platform businessacrossdigital,print,events, membershipandbrandpartnerships.This acquisitionsupportsourstrategytogrow a morediversifiedandfuturefocusedmedia businessinIreland,withgreateremphasis onpremium,direct revenuestreams.Italso createsnewopportunitiestobuildonIMAGE’s strengthsthroughthescale,expertiseand capabilitiesofMediahuisIreland.”

“As akeyplayerinIreland’smedialandscape, Imagebrings asophisticateddigitalpresence, asuccessfulmembershipmodeland amarket leadingliveeventsportfolio,complementing MediahuisIreland’spublishingexpertise,digital capabilitiesandestablishedprintstrengths,”the companysaid.

Meanwhile,theImagebusinesswillbenefit fromMediahuisIreland’sscale,infrastructure andexpertise,theysaid.

TheImagemanagementteam,ledbychief executiveClodaghEdwards,will remainin place,ensuringcontinuityandpreservingthe brand’seditorialvoiceandclient relationships throughoutthetransitionperiod,the companiessaid.

ClodaghEdwards,said:“Overfivedecades, wehavecultivated avibrant,diversecommunity

thatuniquelyspansC-suiteleaders,inspiring founders,changemakersandcreatives,uniting womenacrossthecountry.JoiningMediahuis Irelandis anaturalevolution,bringingIMAGE Media’sentrepreneurial,audience-firstethos into alargerorganisationthatsharesour deepcommitmenttoeditorialexcellenceand meaningfulaudienceconnection. “

“BeingpartofMediahuisIrelandallowsus tofurtherelevatehowweserveourclientsand ourdiscerningcommunityofwomenacross Ireland,whileproudlymaintainingthedistinct, independentvoicethatouraudiencevaluesand trusts,”shesaid.

TheImagebusinessisbeingsoldby a shareholdergroupthatincludesClodagh EdwardsandlongtimeinvestorsincludingAnn Reihill,RobertPowerandPatrickDillon-Malone.

MediahuisIrelandispartofEuropeanmedia groupMediahuis,basedinAntwerpandactive inBelgium,Netherland,Luxembourgand GermanyaswellasinIreland.Ontheislandof Irelandthegroup’sportfolioincludestheIrish Independent,SundayIndependent,TheBelfast Telegraph,TheHerald,Sunday Worldand a rangeof regionalnewspapers,aswellasdigital platformsandpodcastssuchasIndoDaily,Indo Sport,IndoMoney,Crime WorldandTheBig TechShow ■

Energyresilienceisnotjustanoption... it’s astrategicbusinessdecision

NoelBrady ischairofbatterystorageandUPSsystems firmContinu,aswellas beingthefounderofhisown

firmNb1.HelooksattheworkContinuisundertaking andhowitcanplay apartinhelping firmsprotectpowerandreducingenergycosts

AsI continuetoworkwithmajorindigenouscompanies, inward investorsandorganisationsacrossNorthern Ireland,onethemecomesup repeatedlyinboardrooms andleadershipdiscussions.

Energyhasbecome astrategicissue.

Businessestodayarefacingrisingcosts,increasingpressure todecarbonise,concernsaroundsecurityofsupplyandgrowing demandsforoperational resilience.Thequestionisnolongerwhether organisationsshould rethinktheirenergystrategy,buthowquicklythey candoit.

AtContinu,wehavespentmorethan15yearshelpingbusinesses acrosstheUKandIrelandtakegreatercontroloftheirenergyfuture. Ourfocushasalwaysbeenstraightforward–helpingorganisations protectcriticalpower,reduceenergycostsandbuild resiliencethrough innovativepowerandenergysolutions.

Increasingly,thatworkcentresonbatteryenergystoragesystems (BESS), asectorthatistransforminghowbusinessesmanageand consumeenergy.Batterystorageisnolongerviewedsolelythroughthe lensofsustainability.Itisincreasingly recognisedas astrategicbusiness assetthatcanloweroperatingcosts,improve resilienceandunlockthe fullvalueof renewableenergyinvestments.

We actas atechnicalpartner,bringingtogethermultiple technologies,stakeholdersandspecialistdisciplinestodeliversolutions thatworkin real-worldenvironments.Inmyexperience,businessesare lookingfortrustedadviserswhounderstandthebiggerpictureandcan guidethemthroughincreasinglycomplexenergychallenges.

Overtheyears,Continuhasdevelopedsignificantexpertisein designingandintegratingbatterystoragealongsidesolarPV,generators, UPSsystemsandadvancedcontrolplatforms.Thecompanyhas alsodeliveredmobilebatterysystemsandmicrogridsolutionsfor organisationsoperatinginhighlydemandingenvironmentswhere resilienceisabsolutelycritical.

Oneofthecompany’slandmarkachievementswasitsinvolvement inthedeliveryofoneoftheUK’sfirstcommercialmicrogridprojects. Thatprojectdemonstratedhow renewableenergygeneration,battery storageandintelligentcontrolscanworktogetherto reducecosts, improve resilienceandsupportlong-termsustainabilitygoals.

Whatmanypeoplefailtoappreciateisthatthebatteryitselfisoften notthemostchallengingaspectoftheseprojects.The realcomplexity liesinintegration.

ThisiswhereContinuhasbuilt astrong reputationthroughhandsonprojectdelivery.SuccessfullycompletedprojectsacrossGreatBritain andhereinNorther nIrelanddemonstratehowsolarPV,batterystorage,

generatorsandadvancedcontrolsystemscanbeintegratedtocreate highly resilient,future-readyfacilitiesthatmaximise renewableenergy usewhile reducingdependenceonthegrid.

Thedemandforthesesolutionsisgrowingrapidly.Risingenergy costs,increasingpressuretodecarbonise,concernsaroundenergy securityandtheneedforgreatergridflexibilityarefundamentally changinghoworganisationsapproachenergyinvestmentdecisions.

Industry researchconsistentlyhighlightsthecritical roleenergy storagewillplayinenablingfuturenet-zeroenergysystemsand supportingwideradoptionof renewablegeneration.Forbusinesses,the commercialcaseisbecomingincreasinglycompelling.

AschairmanofContinu, Ihavebeen apassionateadvocateforthis vision. Ifirmlybelievethatinnovationaloneisnotenough.

Norther nIrelandhasanopportunitytobeattheforefrontofenergy innovation.Theorganisationsthatsucceedwillbethosethatseeenergy notsimplyas acosttobemanaged,butas astrategicassetcapableof deliveringcompetitiveadvantage, resilienceandsustainablegrowth.

Theenergytransitionisalreadyunderway.Thechallengenowis ensuringbusinesseshavetheconfidence,expertiseandsupporttomake themostoftheopportunitiesitpresents. ■

ManufacturingMonth: showcasingthebestof oneofNI’s biggestsectors

SomeofNorthernIreland’s topmanufacturingleaders andbusinesseshave gatheredatanevent following ashowcase ofthesectoraspartof ManufacturingNI’s ManufacturingMonth

Morethan160seniorandemerging manufacturingleadersgathered attheAnchorHighLeadership SummitatKingfisherEstateearlier thisyearasManufacturingNIbrought togetherkeyvoicesshapingthefutureof Norther nIreland’smanufacturingsector.

Theflagshipsummitbroughtbusiness leaders,policymakersandindustryexperts togetherfora dayofdiscussion,insightand practicalleadership.Buildingonpreviousyears, the2026programmefocusedoneconomic resilience,sustainablegrowth,workforce developmentandproductivity.

Itexploredhowmanufacturerscan respond toeconomicuncertainty,accessfinance,build strongworkplacecultures,developfuture skillsandimprovecompetitivenessthrough innovation,leadershipandsmarterwaysof working.

Theevent,whichtookplaceonMay28, concludedwithcontributionsfromEconomy Minister,DrCaoimheArchibaldMLA. ManufacturingNIchiefexecutiveStephenKelly describedtheSummitas avitalplatformfor bringingtogetherthepeopledrivingthefuture ofmanufacturinginNorther nIreland.Hesaid that,in aperiodofglobalcompetitionand

rapidtechnologicalchange,strongleadership andclearthinkingaremoreimportantthan ever.Healsoemphasisedthevalueofgiving leadersspacetostepbackfromday-to-day pressures,shareexperienceandlear nfromone another.

FollowingtheSummit,celebrations continuedwiththeManufacturingNIHall ofFame AwardsDinner,markingtheclose ofManufacturingMonth2026.Theawards recognisedindividualswhoseleadership, businessachievementsandcontributionto localcommunitieshavehelpedshapeNorthern Ireland’smanufacturinglandscape.

The2026HallofFameinducteeswere DavidHendersonOBE,managingdirector of TobermoreConcreteProducts;RoseMary Stalker,formerchairofInvestNIandformerly ofFord,BoeingandRolls-Royce;John Woods, founderofLinwoodsHealthFoods;and SeamusMcKeague,managingdirectorof CreaghConcrete.

TheManufacturingNIHallofFame Awards honourpeoplewhohavesignificantlyand sustainablystartedorgrownmanufacturing

TheHallof Fame represents theverybest of Northern Ireland’s manufacturingleaders

SusanHayesCulleton,thePositiveEconomist,hostedtheAnchorHighSummitattheKingfisherEstate

StephenKelly,ManufacturingNI,EconomyMinsterDr CaoimheArchibald,RachelDoherty,summitdirector, AnchorHighSummit,andRichardHogg,chair, ManufacturingNIattendtheAnchorHighSummitatthe KingfisherCountryEstate

businessesinNorther nIreland.Theawards recognisenotonlybusinesssuccessand sectoraldevelopment,butalso reputation amongpeers,supportforlocalcommunities andcontributiontowidereconomic development.

DavidHendersonwas recognisedforhis leadershipof TobermoreConcreteProducts, aleadingmanufacturerofpavingandwalling

WilliamMcColganofMcColgan’s explainstotheAnchor HighSummithowithasembracedAItoproducehalfa millionsausagerollsperday

productsknownforinnovation,qualityand investmentinpeople.

RoseMaryStalkerwashonouredforher distinguishedcareerinseniorexecutive andboardroles,andforhercontribution toeconomicdevelopment,innovationand industrialgrowth.John Woodswas recognised forbuildingLinwoodsHealthFoodsintoan internationally recognisedCoArmaghbusiness rootedininnovation,sustainabilityandfamily values.

SeamusMcKeaguewashonouredforhis roleingrowingCreaghConcreteinto amajor producerofconcreteproductsandengineered solutionsacrosstheUKandIreland.

“TheHallofFame representstheverybest ofNorther nIreland’smanufacturingleaders,”

RichardHogg,chairmanofManufacturingNI, said.

“Peoplewhohavebuiltoutstanding businesses,createdopportunitiesand contributedmeaningfullytotheir communities”.

HesaysthatManufacturingMonthexists tocelebratemakers,innovatorsandleaders whoseambition, resilienceandcommitment havestrengthenedtheeconomyandinspired futuremanufacturingtalent.

ManufacturingMonth2026wassupported bysponsorsincludingtheAdvanced ManufacturingInnovationCentre,Barclays, KPMG,MillsSelig,InterTradeIreland, Netcompany,Reliance, Vickerstock,Carbonfit andGoSucceedNI. ■

NigelMcCarthy(centre)withcolleagues JohnDesbouroughandDarcie WhiteheadatthefactoryinLancaster

Magherafeltconstructionfirm opensnewfactoryinEngland

ACoLondonderryconstructionfirm hasopened amodularbuilding divisioninEngland.

OakleafContracts,whichisbasedin Magherafelt,willrunthenewpartofthe companyfrom a65,000sqftfacilityin Lancaster.

Itwillemploy50staff,andhassecureda contracttoprovide3,300modularbathroom podsfor astudentaccommodationproject.

Itwillalsodesignmodularbathroompodsfor the residential,hotelandhealthcaresectors.

Thecomponentswillbecompletedwithin thefactory,beforebeing readyforinstallation oncetheyarriveattheprojectstheyare intendedfor.

Thewiderbusinesshasbeenoperating forover25years,andspecialisesindrywall partitions,suspendedceilingsandother aspectsoffit-outandconstruction.

Ithas90full-timeemployeesand200

sub-contractedstaff,andworksacrossthe healthcare,hospitality,commercial, residential andtechnologysectors.

PhilipMcCoubrey,Oakleafcontractsdirector, said:“Thelaunchofourmodulardivision representsanexcitingnewchapterforOakleaf andenablesustocombineouraward-winning constructionexpertisewithadvancedand highlyspecialisedoffsitemanufacturing capabilities.

“Offsiteconstructionisplayingan increasinglyimportant roleinmeetingthe demandsofmoder nbuildingprojectsandis anareathatwe’vebeenlookingtodevelopfor sometime.

“Ourmodularbathroompodsoffer significantadvantagesintermsof reduced onsitelabour,improvedqualitycontrol, minimisingriskandsupportingsustainability objectivesthrough reducedwasteandmore efficientmanufacturingprocesses.

“Thefactthatwe’vebeenabletosecure acontractfor3,300podssosoonafterour launchdemonstratesboththestrengthofthe opportunityandtheconfidenceclientshavein ourapproach.

“Welookforwardtobuildingonthisearly successanddevelopinglong-termpartnerships withclientsacrossmultiplesectors.”

OakleafcommercialmanagerNigel McCarthy,whoisfromHillsborough,willhead upthenewdivision.

Hesaid:“Thisinvestmentunderlines ourcommitmenttolong-termgrowthand innovation.

“Byintroducingmodularmanufacturing, wearebroadeningourserviceofferingand positioningOakleafattheforefrontofmodern construction,providingintegratedsolutions thatcombinetraditionalcontractingexpertise withmanufacturingtechniquestomeetthe evolvingneedsofthebuiltenvironment.” ■

MariaMcStravick,RebeccaLogan,Emma Hunt,MarkThompson,MaeveFisher, ChristinaMcDowellandBernieMcCloskey

MillsSelig grows litigation teamamid rising demand

MillsSelighasstrengthenedits positionasoneofNorthern Ireland’sleadinglitigation practices,withcontinuedgrowthdriven bysustainedsuccessinsomeofthe region’smostsignificantandhigh-profile disputes.

Widelyrecognisedas aleadingforceinthe locallegalmarket,thefirm’sLitigationteam is regularlyinstructedoncomplexcontentious mattersspanningcommercialdisputes, mediaanddefamation,intellectualproperty, shareholderandpartnershipdisputes,property andconstructionlitigation,judicial review, publicprocurementandprofessionalliability.

Theteamadvises adiverseclientbaseacross thetechnology,media,banking,property, constructionandhospitalitysectors,aswellas professionalservicesfirms,withclientsvaluing itscommercialfocusandstrategicapproachto dispute resolution.

Thepracticehasseensustainedgrowthin recentyears, reflectingincreasingdemand frombusinessesseekingexperiencedlitigators capableofnavigatingcomplexlegaland

reputationalchallengeswhiledelivering commerciallydrivenoutcomes.Overthepast year,thismomentumhascontinued,with strategicappointmentsandpromotionsfurther strengtheningMillsSelig’spositionatthe forefrontoflitigationinNorther nIreland.

ThelitigationteamisledbypartnerEmma Hunt,oneofthemarket’sbest-known commerciallitigators recognisedforher expertiseinpropertydisputes,professional regulationandmedialitigation.Herleadership hasplayed akey roleinthecontinued developmentoftheteam,whichnow comprises ahighlyexperiencedgroupadvising on abroadrangeofcomplexandhigh-value disputes.

Emmaissupportedby astrongseniorteam, includingpartnerMaeveFisher,legaldirectors MarkThompsonandBernieMcCloskey,who recentlyjoinedtheteam,aswellasRebecca Logan,whohas recentlybeenpromotedto legaldirector.Theteamisfurtherstrengthened byanexpandinggroupofassociatesand solicitors recognisedfortheirexpertisein commerciallitigationanddispute resolution

Commentingontheevolvingdisputes landscapeandtheteam’scontinued development,EmmaHuntsaid:“Thedisputes landscapeisbecomingincreasinglycomplex, andclientsneedadvisorswhonotonly understandthelegalissuesinvolved,butwho canalsoprovidestrategicandcommercially focusedguidanceinhigh-pressuresituations.

“Wehavebuiltanexceptionalteamof litigatorswithoutstandingexpertiseacrossa broadrangeofcontentiousmatters,andour continuedgrowthis adirect reflectionofthe trustourclientsplaceinusandthe resultswe continuetodeliverontheirbehalf.

“Weare extremelyproudofthepracticewe havebuiltandexcitedabouttheopportunities ahead.”

Backedby amarket-leadingteamand sustainedclientdemand,MillsSeligiswell positionedtobuildonitssuccessandcontinue growingitslitigationpracticeacrossan increasinglycomplexdisputeslandscape. ■

Formoreinformationvisitwww.millsselig.com

Sensata 48

Sensatais abusinesswhichhasits firm rootsbothinNorther nIreland andtraditionalengineeringand manufacturing.

Buthere,it’sflexingitsmusclesthanks tojumpingontheelectricvehicle(EV) bandwagon,expandingintechandsoftware developmentatitsnewsiteinNewtownabbey.

Thefirm,whichisstill registeredasSchrader ElectronicsLtd,comesinatthenumber48spot, withturnoverof£223.8m.Pre-taxprofitsare alsoup90%year-on-year,risingto£23.36m, accordingtoaccountsendingDecember2024.

spawnedthesoftwarecompetency.

“Norther nIreland’snicelyplacedrightin themiddleintermsofbeingabletoserviceUS customersandcustomerstowardstheeast, andobviouslyhaving afootprintinIndia.”

Darren’sbeenwithSensatafor fiveyears, startingoutatitsoriginalAntrimbase.

sensorshavenowmigratedtoBLE.”

That’ssomethingwhichhasbecome increasinglycommonascarandindustrial vehiclemanufacturersmovetowardssingle unitsystems –buoyedinpartbythegrowth andmovetowardselectrification.

“We’reabout16,000peopleacross theworld,$3.7bnin revenueacrossallof therightbusinesses,andwe’refocusedin automotive,commercialtruckingequipment, aerospace,andindustrials –soit’squitea broadportfolio,”Darren Walker,siteleaderfor SensatainNI,tells UlsterBusiness

Thecompanywasfoundedonsensing technology.Butit’sexpandedconsiderablyinto thecombinationofusingthedata,withthe physicalsensors,todeliverbetteroutcomes.

Sensataproducessensorsfor arangeof sectors,includingcarsandindustrialvehicles.

“Iwasbroughtin tolookafterthesoftware fortheTPMS(tyrepressure monitoring system)…andthen,over aperiodofyears, thesoftwareactivityhasgrownbecauseofthe changeofthenature oftheorganisation.”

“Norther nIrelandIrelandisthekindofthe centreofexcellenceforsystemandsoftware development. We’vegotabout100engineers here,andwehave asistersiteinPune,India, withanother100engineersthere.

“There’sbeen alotoffocusondeveloping systemsontopofthesensingtechnologythat wealreadyhave,whichiswhywe’vekindof

Thereare some600staffacrossSensata’s twositeshere,whichincludesitsbaseoutside Antrim.Some150ofthoseareworkingacross manufacturingwiththe restnowfocusedon researchanddevelopment.

AndwhiletheformerSchraderbusiness hasbeenownedbySensataformorethana decade,theoldbrandstillexists.

“It’sanestablishedtechnologyandan established reputation,whichiswhythistrade brandendures.

“We’realsoseeinggoodgrowthinterms ofsomeofthecomponentbusinessfor electrification…[thingslike]pyrofuses.

“IfwelookattheoriginalTPMS(tyre pressuremonitoringsystem)business, it’sverysimplesystem.Thereisoneway communicationfromthepressuresensorinthe tiretotheECU(electroniccontrolunit)inthe vehicle. We’venowmovedontoBLE,sothat’s BluetoothLowEnergy –thesameyouwould havein asmartwatch,forexample.Sothe

Forexample,Sensataproducesdevices andsoftwareforcommercialelectricvehicles whichdealwiththechargingprocess –taking awaysomeofcomplexityuserscanfacewhen battlingwithdifferentproviders,technology, andapps

“Now,wecanrunalgorithmsonthesensor itself. We candothingslikeweestimatehow muchloadthere’sinthevehicleoneachon eachcorner,sokilogramsperwheel.

“We’veaddedadditionalsensormodalities, sothere’saccelerometersnowwithinthe sensor,whichallowustodetectboltswitha suspensionsystem…andalsosomefurther conceptsintermsofbeingabletomapthe road,becauseifyoucanunderstandwhatthe roadprofilelookslike,youcanstarttocollect allkindsofinformation.

“Thegrowthforthissite, reallythisR&D centre,hasbeenaroundthetransitionto electrification –thesocreationoffurther components,thethingsthatactuallymanage theelectricity flowwithinthevehicleitself, whicharegenerallymechanical.

“We’vegot abroaddisciplinerangehere. We’vegotmechanicalengineers,electrical engineers,softwaresystemengineers,plusthe engineersthatrunthetestfacilities.” ■

TyronepropertydeveloperMRPhas gainedplanningpermissionfora £250mschemeinLondontoinclude ahotelrunbylong-termpartnerDalata.

MRPistheinvestmentandproperty developmentdivisionofbuildinggiantMcAleer &Rushe,basedinCookstown.

Itnowhasthego-aheadfromtheplanning committeeoftheLondonBoroughof Hammersmith &Fulhamforthe redevelopment ofLibertyHouseinKensingtonOlympia.

It’s tobeturnedinto a“landmark commercialdevelopment”,including110,000 sqftofgrade Aofficesand a371-bedroom hotelpre-lettoDalataHotelGroup.

MRPandMcAleer &Rushehave collaboratedwithDalataon anumberofits hotels,includingvenuesinBritain,Belfastand Dublin.

It’slocatednexttothe recently-completed £1.3bnOlympia regeneration,describedby MRPasoneofLondon’s“fastestevolving businessandleisuredestinations”.

Buildingworkisduetostartearlynextyear, withcompletionin2029.Ithasbeendesigned byarchitectAHMM,withconstructiontobe carriedoutbyMcAleer &Rushe.

Theofficeisdescribedas a“new-build, headquarters-stylebuilding”with12,000sq ftoffloorspaceandfeaturessuchastiered landscapedterracesandgreen roofs.

Thehotel,whichwillbe aMaldron,will featurecafés,barsand restaurantsatgroundfloorlevel,addingtothearea’shospitalityand leisureoffering.

Therewillalsobepublic realmimprovements suchasimprovedlandscaping,the retention ofmaturetreesand anewlandscapedcentral courtyard.

AngusMonteith,developmentdirector

NIproperty giant wins approvalfor £250m Londonscheme

atMRP,said:“Weare delightedto receive unanimousapprovalforthe redevelopmentof LibertyHouse.Thedecision reflectsthevalue ofmeaningfulconsultationwiththelocal communityand adesignprocessthat responds positivelytofeedback.

“Thedevelopmentformspartofthe continuedevolutionofKensingtonOlympiaas amajorcommercial,culturalandhospitality destination,buildingonsignificant recent investmentintheareawhiledelivering premiumofficeaccommodation,newhotel capacityandhigh-qualitypublic realm improvements.”

ShaneCasserly,deputychiefexecutive ofDalataHotelGroup,said:“TheMaldron LondonOlympiawillbeourseventhhotelin

London —astrategicallyimportantmarketfor thecompany.

“The regenerationoftheOlympiadistrict creates asignificantopportunitytocapture bothcorporateandleisuredemandinthis primelocation. We lookforwardtopartnering withMRPtodeliveranotherbest-in-class Maldronhotel.”

Accordingtoitslatestcompanyaccounts, McAleer &RusheConstructionContractsUK’s turnover roseto£628min2025,anincrease of27%from2024(£491m).

Pre-taxprofits roseby37%to£22mfrom £13mtheyearbefore.The resultsdonot includetheperformanceofMRP.

Thefirmsaiditshealthyfinancialposition highlighted“strongclient relationshipsand sustaineddemandacrossitscoresectors, including residential,hotel,officeandmixedusedevelopment”.

Anumberoflargecontractsweresecured lastyear,including a£110m residential schemeinGreenwich, a£90m-plusstudent accommodationprojectatSellyOakin Birminghamand a£52mofficedevelopmentin westLondon.

ItsaidLondoncontinuedtobe akey market,anditcompletedand refurbishment andextensionofitsofficeatDruryLane.It saidthetransformationofthebuildinginto a“modern,energy-efficientgrade Aoffice space”highlighteditslong-termcommitment tothecapital. ■

Partner-ledand future-focused:

McCartan TurkingtonBreen buildingonlocalstrength

McCartan TurkingtonBreenSolicitors hascontinuedtoevolvealongsidethe changingneedsofbusiness.Partner AlericTurtle,whoseexpertiseincorporatelaw, commercialpropertyandbankingexplainshowthefirmhasgrownitscommercial offering,embracednewtechnologyandispreparingforthenextphaseofexpansion

WhenAleric Turtlejoined McCartanTurkingtonBreen Solicitorsas apartnerin2010,it was asmalleroperationthanitistoday.

Some15yearslaterandbothhisown practiceandthefirmhaveundergone significanttransformation.

Today,Alericis recognisedasoneofNorthern Ireland’sleadingcommerciallawyers,specialising incorporatelaw,commercialpropertyand banking.Hisexpertisehasbeenacknowledged throughhisrankingintheprestigiousChambers &PartnersGuide,whilethecommercialdivision hehashelpeddevelophasbecomeoneofthe firm’sfastest-growingareas.

Andthatjourney reflects awiderevolution withinMcCartan TurkingtonBreenitself.

WhiletheBelfast-headquarteredpractice haslongbeen recognisedforitslitigation andpersonalinjuryexpertise,ithassteadily expandeditscorporate,commercialandprivate clientservices,creatingabroaderlegaloffering forbusinessesacrossNorthernIreland.

“Ijoinedas apartnerin2010havingworked inanotherlargecommercialfirminBelfast,” Alericsays.“I’vebeendoingcommercial propertyandcorporatecommercialwork throughoutthattimeandithasgrownfrom a smallbase.”

Asthecommercialteamexpanded,he graduallysteppedawayfromprivateclientwork tofocusexclusivelyonadvisingbusinesses, acquisitions,commercialpropertytransactions andbankingmatters.

Thefirm’sgrowthhasbeenequallynotable. McCartan TurkingtonBreenis apracticewhich

continuestofocusondevelopingthenext generationfromthegroundup –utilising decades-worthofskillsandexperienceacrossits seniorleadershipteam.

“Inthatperiod,thefirm’s probablydoubled insize,”hesays.“We’renowuptoabout80 people,witharound30lawyersandanother50 supportstaff.”

Despitethatexpansion,McCartan Turkington Breenhas retainedonecharacteristicthat isbecomingincreasinglyuncommonwithin Belfast’slegalsector –localownership.

Aslargerfirmsincreasinglybecomepartof nationalorinternationalgroups,Alericbelieves remainingindependentlyownedgivesboththe businessanditsclientsdistinctadvantages.

McCartan TurkingtonBreenhasitslocal

expertise,face-to-face relationships,and personaltouchatthefore ofwhatitdoes.

“We’reoneofthoseincreasinglyrare professionalservicesfirmsinBelfastthatisstill locallyowned,”hesays.

Atthesametime,thepracticebenefitsfrom international reachthroughitsmembership ofGlobalLaw,anassociationofindependent firmsworldwidethatenablesitto referclients requiringlegalservicesinotherjurisdictions whilemaintainingitsindependenceathome.

Forclients,Alericbelievesthefirm’ssize createsanotherimportantdistinction.“Itisvery muchpartner-led,”hesays.

Whetheradvisingonmergersand acquisitions,corporate restructurings, employmentmattersorcommercialdisputes,

clientsdealdirectlywithexperiencedpartners ratherthanseeingworkpassedthrough multiplelayersof alargerorganisation.

“We’reeasytodealwith,”hesays. “Everything’s upfront,we’rehappytofixfees andwerunourownship.”

Thatflexibility,hebelieves,allowsthe firmto respondmorequicklytoclientswhile maintaining ahighlypersonalservice.

MuchofAleric’sworkcomesthroughlongstanding relationshipsand referrals,acting primarilyforsmallandmedium-sizedbusinesses acrossanimpressivelydiverserangeofsectors.

Currenttransactionsincludeadvisingonthe saleof agroupofchildren’snurseriesin adeal worthmorethan£10m,alongsideworkfor freightcompanies, recyclingbusinesses,pubs, restaurantsandveterinarypractices.

Hisgrowingreputationwithinthedental sectorhasalsoledto aspecialistappointment.

Havingadviseddentalpractitionersonthe saleandpurchaseofpracticesoverseveral years,Aleric recentlybecameNorthernIreland’s onlylegal representativewithintheNational AssociationofSpecialistDentalAccountants andLawyers(NASDAL).

Theorganisationbringstogetherspecialist advisersfromacrosstheUKworkingexclusively withinthedentalprofession.

Heiscurrentlyhandlingmultipledental

practicetransactions,reflectingcontinued consolidationwithinthesector

Elsewhere, recentworkhasincludedadvising businesseson refinancingarrangementsand corporate restructuringsacross avarietyof industries.

Alericsaysthebreadthofworkhighlights boththe resilienceanddiversityofNorthern Ireland’sbusinesscommunity

Commercialpropertyactivitypresentsamore mixedpicture.Evenso,hesaysthevolumeof workwithinthefirm remainsstrong,making itdifficulttodrawfirmconclusionsaboutthe widermarket

Corporatetransactionscontinueto reveal interestingsectortrends

Alongsidethenurserymarket,dental practicesremainparticularlyactive,withprivate practicesprovingespeciallyattractivetobuyers.

Recruitmentandsuccessionplanning, however,continuetopresentchallenges, particularlyoutsideBelfast

Alongsidechangingmarkets,thelegal professionitselfisundergoingrapid technologicalchange.

Artificialintelligence(AI)hasquicklybecome partofdailypracticeatMcCartan Turkington Breen,althoughAlericisclearthatit remains a toolratherthan areplacementforprofessional judgement.

“We’vebeenusingitforthelastnumberof monthsandit’s certainlybeeneye-opening,” hesays.

“It’sgenuinelyamazing.Itcandocertain tasksin afractionofthetime.”

Thetechnologyhasprovedparticularly valuableforduediligenceexercises,document preparationandlegalresearch,dramatically reducingthetime requiredformany routine tasks.

YetAlericstressesthatcarefuloversight remainsessential.Instead,lawyersare increasinglyshiftingfromdraftingdocuments themselvestoreviewingand refiningAIgeneratedwork

Hebelievesexperienceiscrucialtousingthe technologyeffectively

Forexperiencedlawyers,AIcansignificantly improveproductivitybecausetheyunderstand whatthefinishedworkshouldlooklikeandcan identifyinaccuracies.

Overall,Alericbelievesclientsarealready seeingtangiblebenefits.

“Ithinkoverallyourturnaroundtimesare muchquicker.You’reabletoprovide abetter serviceand aquickerservice.”

Lookingahead,McCartanTurkingtonBreen’s ambitions remainfirmlyfocusedonorganic growthratherthanacquisition.

Expandingthecorporateandcommercial teamis aparticularpriority,although recruiting experiencedlawyers remains achallengeacross theprofession.

“We’regettingtothestagewhereI’dbe lookingforsomeoneelsetocomeinandhelp mewiththat,”Alericsays.

Theemploymentteamalsocontinuesto strengthenits reputation,havingbeeninvolved inlandmarkcasesthathavehelpedshape employmentlaw,whileincreasinglyadvising employersaswellasemployees.

ForAleric,thefirm’s futureliesincontinuing tobuildspecialistexpertisewhilepreservingthe independenceandpartner-ledculturethathave underpinneditsgrowth

Astechnology reshapeslegalpractice andbusinessesfaceanincreasinglycomplex commerciallandscape,McCartan Turkington Breenisbettingthatcombiningexperienced advisers,localownershipandcarefullyadopted innovationwillremaina winningformulafor yearstocome. ■

We don’t need to reinvent thewheel...but we need to fix thebottlenecks

AngelaMcGowan,CBIdirector,takesa lookatthisyear’sTop100list –whichshows solidperformancefromourleadingfirms –and examineswhatroadblocksareinthewayand whatcanbedonetoexpandoureconomy

Since IlastwroteaboutNorthern Ireland’sTop100companies,conflict intheMiddleEastandUkrainehas continuedtodisruptglobalsupplychains, whilerisingtransport,import andfinancing costshaveaddedfurtherpressurefor business.

Yetdespitetheseheadwinds,thisyear’sTop 100listdemonstratessomething remarkable. Manyofourlargestcompanieshavecontinued toinvest,innovateandgrow

BehindeverycompanyintheTop100is a leadershipteamthathashadtonavigateone ofthemostvolatiletradingenvironmentsin recentmemory.Today’sbusinessleadershave hadtomakedifficultdecisions,whilecontinuing toinvestforthefuture.Ifthereisonecommon characteristicsharedbythisyear’sTop100,it is resilientleadership.Many remaincautiously optimisticabouttheyearahead,provided governmentdeliversgreatercertainty,lowers thecostofdoingbusinessandfollowsthrough onlong-promisedinfrastructureandplanning reforms.

Theserankingsalsotell astoryaboutthe structureoftheNorthernIrelandeconomy –whereitsgreateststrengthslieandwheremore attentionisneeded.Perhapsthebiggesttheme thatemergesfromthelististhatNorthern Ireland’sindustrialbasecontinuestodominate theeconomiclandscape.Whilemuchattention isoftengiventothedigitaleconomyand emergingtechnologies,the Top100 remindsus thatadvancedmanufacturing,foodproduction, engineering,constructionandenergycontinue toformthebackboneofourprivatesector Together,manufacturingandconstruction

accountforthemajorityofturnovergenerated byNorthernIreland’sTop100companies. Nearly athirdofthe Top100listedfirmsare manufacturingcompaniesandintotalthey generate£11.3bnofturnoverforthelocal economy.Foodandbeveragemanufacturing isthelargestmanufacturingsub-sector,with 16companiesgeneratingmorethan£6bnin annual revenues.

Construction-relatedfirmsareheavily representedonthisyear’slist,accountingfor 19companiesintherankingsandtogether generatingnearly£5.4bninturnoverforthe localeconomy.Infact,manyofthebusinesses that record thestrongestyear-on-yeargrowth operateinconstruction,engineeringand infrastructure.Thissectorhasdemonstrated impressiveresiliencedespite averychallenging economic backdrop.

Althoughmanyfirmsdescribetoday’s constructionmarketas relativelyflat,those featuringinthisyear’srankingshaveincreasingly diversifiedintoBritainandtheRepublicof Ireland,helpingtooffsetweakerdomestic demand.Iftheyaretomaintaintheirstrong performance,businessleaderswillbelookingto the new Westminsteradministrationtodeliver onplanning reform,acceleratehousebuilding and infrastructureinvestment,andprovide greatercertaintyforthesector

Theindigenous retailsectoralsodeserves recognition–witharound10companies makingitintotheTop100.Fromcar showroomstolocalconveniencestores,these retailershavea combinedturnoverofnearly £4.5bn,withonefamily-owned retaileralone accountingfor£1.4bnofturnover

Technology remainsanimportantgrowth opportunityforNorthernIreland.Whileonly oneindigenoustechnologycompany,Kainos, featuresinthisyear’sTop100,its17%increase inturnoversincelastyear –alongsideplansto create afurther340jobs –demonstratethe sector’s truepotential.Thenextchallengeisto ensurethatmoreNorthernIrelandtechnology firmscanscaleintothenextgenerationof Top 100businesses.

Theimportanceofdeveloping amore secure,affordableandsustainableenergy systemcannotbeoverstated.That’swhy it’ssoencouragingtosee15energy-related companiesmakethisyear’sTop100.Every manufacturer,datacentreoperator,food processorandexporterdependson reliable powerto remaincompetitive.

Astrong representationofenergy-related firms reflectsnotonlythesector’simportanceto theeconomy,butalsothesignificantinvestment takingplaceingeneration,transmission, distributionandwiderenergyinfrastructure.

Beyondthesectoranalysis,anotherstriking featureofour Top100listisitsgeography Contrarytowhatmanymightthink,Northern Ireland’slargestbusinessesarenotconcentrated exclusivelyinthecapital.

Thestoryisoneof remarkable regional balance,withNewryandNewtownabbey bothpunchingabovetheirweightand mid-Ulster’sstrongmanufacturingbase providingthousandsofjobsacrossCraigavon, Dungannon,MagherafeltandCookstown. Thislatestlistdemonstratesthatprivatesector successisspreadacrossNorthernIreland’s townsandcities,where world-classexpertisein manufacturing,engineering,logisticsandfood productionhasbeendeveloped.

So,whatshouldpolicymakerstakefromthis year’s rankings?

Fortunately,NorthernIrelanddoesn’tneedto reinventthewheel.Instead,weneedtobuild onwhatalreadyworksandfixthebottlenecks thatstifleinvestmentandgrowth.The Top100

also remindsusthatcompetitivenessandgood leadership reallymatter.Buttoexpandthe numberof‘topperformers’acrosstheeconomy, localpolicy-makersmustfocusonseveralareas: reducingthecostofdoingbusiness,developing astrongskillspipeline,acceleratingplanning decisions,investingininfrastructure,and deliveringanaffordable,secureenergysupply

TheUKGovernmenthas acritical roletoplay too.Lastyear,thegovernmenttaxtakefrom businesswasthehigheston record.National Insurancealone rosenearly28%ontheyear before,withalmost£27bnextratakenfrom business.Thatisnotfreemoney.Itisnotfreeof consequence,andithasclearramificationsfor bothemploymentlevelsandinvestment.

Everyeconomyneedstoday’ssuccessfulmidsizedcompaniestobecometomorrow’smultimillion-poundandbillion-poundbusinesses, andweneedtogivethem aplatformto achievethatambition. WithmanyofNorthern Ireland’slargestemployersstillprivatelyowned, businesswant ataxsystemthatiscompetitive andsupportseconomicgrowth.Ourbusiness landscapemeansthattaxpoliciesaffecting businesssuccessionareofparticularinterestto manyfirms.

Unlikemanyothertaxpayers,family businessownersoftenhavemuchof theirwealthtiedupinproductive assets,ratherthancash,meaning inheritancetaxliabilitiescan placesignificantpressure onthenextgeneration tosellassets,take ondebtoreven disposeofthe business.If

successionbecomesmore difficultorbusinesses areforcedintoownershipchangesfortax reasons,ratherthancommercialones,thereisa realriskthatlocally-ownedfirms,andthelongterminvestmenttheybringtoNorthernIreland, willbeweakened.

Thisyear’sTop100 isultimately astory of resilient leadership.It demonstrates that Northern Ireland

alreadypossessestheindustrialstrengths, entrepreneurialtalentandbusinessleadership thatmanyeconomieswouldenvy Thechallengeforpolicymakersisnolonger identifyingthosestrengths –itiscreatingthe conditionsinwhichmanymore businessescan thrive.Ifgovernmentcan reducethecostof doingbusiness,investininfrastructureand providethecertaintythatfirmsneedto invest,nextyear’sTop100shouldbe evenstrongerthanthisyear’sin termsofturnover,profitand employment. ■

Co Tyroneengineeringfirm acquiresEnglishbusiness

ACo Tyroneengineeringfirmhas acquired acompanyinEnglandas partofmajorexpansion.

CKInternationalinDungannonhasbeen supportedinitsgrowthby amulti-million poundpackagefromUlsterBank.

ThebackingenabledittoacquireLyndex RecyclingSystemsin Telfordwhilesupporting workingcapitalastheenlargedfirmplansfor expansion.

UlsterBank refinancedthelocally-founded firmandprovided amixtureofdebtandtrade finance.

Theacquisitionbringstogetherthe engineeringprowessofCKInternational, foundedalmost30yearsago,withthe manufacturingheritageof LyndexRecycling Systems,establishedmorethan acenturyago.

Thecombinedcompanyis rebrandingtoCK Lyndex,specialisinginthemanufactureand supplyofbalersandcompactorsforwaste handlingand recycling.

Aspokespersonsaidthatthecombined businesshas“significantlystrengthenedits

productoffering,manufacturingcapabilityand market reach,enablingittoserve abroader customerbaseandaccelerategrowth”.

Thecompanyisnowinvestinginthenext stageofitsdevelopmentwiththesupportof theUlsterBank-providedtradeloan,andis recruitingfor anumberofnew rolestosupport continuedexpansion.

DannyMcGivern,senior relationship manageratUlsterBank,said:“Supporting ambitiouslocalbusinessesastheygrowisa keypriorityforUlsterBank.

“CKInternationalhad aclearvisionforhow theacquisitionof LyndexRecyclingSystems wouldstrengthenthebusinessandcreatenew opportunitiesforgrowth,andwewerepleased tosupportthatambition.

“Thesuccessfulintegrationofthetwo companiesdemonstrateswhatcanbeachieved withtherightstrategicinvestment.

“It’sparticularlyencouragingtosee thebusinessnowenteringanotherphase ofgrowth,creatingnewemployment opportunitiesandbuildingonNorthern

Ireland’s,andDungannon’s,long-standing reputationforworld-classengineeringand manufacturing.”

PaulConlon,chairmanofCK Lyndex, added:“BringingtogetherthestrengthsofCK Internationaland LyndexRecyclingSystems hascreated abusinessthatissignificantly strongerthaneithercompanycouldhavebeen independently.

“Theacquisitionhasunlockedopportunities thatsimplyweren’tavailablebefore,allowing ustoexpandourcapabilities,enhanceour productrange,andbetterserve amuchwider customerbase.”

HesaidUlsterBankhadbeen a“valued partner”.

“Thefundingprovidedgaveusthe confidenceandfinancialbackingtocomplete theacquisitionandsupporttheworkingcapital needsoftheenlargedbusiness.

“As aresult,we’renowin astrongposition tocontinuegrowing,investinginthebusiness and recruitingtalentedpeopletosupportthe nextchapterofoursuccess.” ■

Thebusinessof ‘what’s

next’

Top100businessesare notbuiltby standingstill.

Theygrow,restructure,invest,recruit, adaptand,eventually, faceoneofthemost importantquestionsofall –what’snext?

Formostcompanies,theanswerisrarely justcommercial.It reachesintowealth,family, leadership,controlandlegacy.Leadinglaw firmMillarMcCallWylie’sstrengthishelping businessownersdealwithallofit,notin isolation,butaspartofoneconnectedlife cycle.

Itis anaturalpartofthefirm’s‘lawyersfor life’philosophy.Aclientmayfirstcometo MillarMcCallWylieforhelpforming,acquiring orgrowing abusiness.Later, thatsameclient mayneedadviceonsuccession,asale,family wealth,wills,trusts,orprotectingassetsfor thenextgeneration.Thefirmisstructured tostaywithclientsthroughoutthose stages, connectingbusinessadvicewiththepersonal decisionsbehindit.

Thatmattersbecausesuccessionplanningis nolonger alast-minuteexercise.ForNorthern Ireland’s leadingbusinesses,itispartof good governanceandlong-termvaluecreation.The rightplancansupportgrowth,giveconfidence tomanagementteams, reduceuncertaintyfor familiesandhelpownerschoosethe route that bestprotectswhatthey’vebuilt.

MillarMcCallWyliebelieveslawyersshould bebroughtintotheconversationearlier,sitting alongsideaccountantsandfinancialadvisers as apivotalpartof atrustedadvisoryteam Together,thatteamcanhelpbusiness owners makebetter-informedchoices,spotpotential issuesandplanwithconfidenceforwhat comesnext.

“Thebestsuccessionplanningbegins before thereispressuretomake adecision,” saysDamianMcParland,partnerandhead ofcorporate,MillarMcCallWylie.“Wehelp clientsidentifytherisks andoptionsearly,then puttherightstructurearoundthe routethey choose.”

Onefirm –joined-upthinking MillarMcCallWylie’scorporateteam,led byDamianMcParland,workscloselywith

thefirm’sPrivateClientteam,headedby foundingpartnerConorWylieandsolicitor RachelScroggie. Together,theyadviseonthe commercialmechanicsofsuccessionandthe personalplanningthatoftensitsbehindit.

Thatmaymeanshareholderarrangements, sales,managementbuyouts,Employee Ownership Trusts,governanceorinvestment adviceononeside;andwills,trusts,inheritance tax,probateandfamilywealthplanningonthe other.Thevalueforclientsisnotsimplyaccess todifferentdepartments.Itishavingtheadvice ofspecialistswhounderstandhowonedecision canaffectthewholepicture.

RachelScroggiesaysthatthisbroaderviewis essential.“Wealwaysseektofullyunderstand aclient’sbusiness,theircircumstancesandwhat theywantthefuturetolooklike.Succession isaboutgivingpeopletheprotectionand confidencetoplanwell.”

For Top100companies,thatjoined-up approachcanbeespeciallyimportant.Many havemovedbeyondfounder-leddecisionmakingintomorecomplexownership, managementandinvestmentstructures.Others arepreparingthenextgeneration,exploring exitoptionsorconsideringhowkeyemployees

mightshareinthefutureofthebusiness.Each routebringslegal,tax,governanceandfamily considerations,thatneedtobealigned.

Theconversationcanalsobesensitive.Some familymembersmayworkinthebusiness whileothersdonot. Afoundermaywantto retaininfluence.Senioremployeesmayneed certainty.Personal relationshipsandfamily assetscanbecomepartofthemix.Where needed,MillarMcCallWylie’s FamilyLawteam canaddfurthersupportaround relationship planningandassetprotection.

Planningwithmomentum

“Whetherweareadvisingon awill, atrust or abusinesssuccessionplan,thepurposeis thesame,”RachelScroggiesays.“Wehelp peopleprotectwhattheyhavebuiltandplan confidentlyforwhatcomesnext.”

Withoneofthe broadestspectrums oflegalservicesin NorthernIreland,Millar McCallWylieoffers businessesinNorthern Ireland atrustedlegal partnerforlife. ■

‘Significantimplications’

for€5.6bnDublin Airport investmentamid plan to cut passenger charges

DublinAirportcouldbeforced tolevy asubstantiallylower passengerchargethanitsaidit neededtodeliverwhatithopedwouldbe a€5.6bncapitalinvestmentprogramme between2027and2031.

TheDAAhassaidtheproposed reduction willhave“significantimplications”forfuture investmentplansatthegateway.

In adraftdeterminationpublishedbythe Irish AviationAuthority(IAA),itisproposing thatDublinAirportbepermittedtoimpose just anominalmaximumchargeof€8.85per passengerfor2027.TheDAAhadsoughtan €11.14basepricecapfornextyear.

Ryanair,whichhasbeenhighlycriticalofthe DAA’s proposedchargesfor2027to2031,has pledgedtohave a“record”summerschedule outofDublinAirportnextyeariftheIAA proposalisfinalised.

Theairline’schiefexecutive,Eddie Wilson, alsosaidthatDublinAirportwouldbethe firsttoseeitsnewBoeing737Max-10aircraft basedthereiftheproposalgoesahead.

TheDAAhadsought a€12.86average basepricecapforthe2027-2031period.That included amaximumchargeof€13.85by 2030and€14.99by2031.

ButthemaximumtheIAAenvisagesDublin Airportbeingabletochargeperpassengerby 2031isaround€11.Andthat’sonlyifDublin Airportisdeliveringonitscapitalinvestment programme.

TheDAAsaiditwas“disappointed”with theIAAproposalandinsisteditspassenger charges remainamongthelowestinEurope.

“Theproposed€1.54 reductioninthe airportchargemayappearsmall,butithas significantimplicationsforDublinAirport’s abilitytocontinueinvestinginbetterfacilities andservicesforpassengersandairlines,”said

DAAdeputyCEONickCole.

HesaidtheDAAisinvesting€300min DublinAirportthisyearalone.

“Passengershavetoldustheyvaluethe improvementsthathavebeenmade,andour focusisondeliveringevenmore,”MrCole added.“Weare concernedthatthisdraft determinationcouldmakeithardertosustain thatlevelofinvestmentintheyearsahead.”

TheIAAproposalfor2027is15%lowerthan the 2026pricecapof€10.39andbringsthe pricecapbacktothelevelsseenbetween2023 to 2025,whichrangedfrom€8.46to€9.54.

Itallowsforcapitalinvestmentofbetween €2.4bnand€3.8bnbetween2027and2031, and atotalof€4.5bnthatincludesprojects thatitanticipateswouldbedeliveredafter 2031,accordingtotheIAA.

“In2030and2031,thepricecapcould increasetobetween€10and€11ifthe plannedlargeinfrastructureprojectshave commencedconstruction,”notedtheIAAinits draftdetermination.”

TheIAAhasprojectedthatpassenger numbersatDublinAirportwillsoarto44.5 millionby2031.Thatcompareswith36.4 millionlastyearandanIAAestimateof39.4 millionnextyear.

TheIAAsaidthatitsdraftdetermination allowsforthecollectionofbetween€1.6bn and€2bnofaeronautical revenuesbyDublin Airportbetween2027and2031.

ItalsoexpectsDublinAirporttogenerate €2.6bnincommercial revenuefromits retail, foodandbeverage,carparking,loungesand othercommercialactivities. ■

Belfastis acitywithenormous potential.

We arehometoglobally recognised businesses,world-classuniversities, athriving innovationecosystem,andatalented workforce. We continuetoattractinternational investmentandareincreasingly recognisedas a citythatcancompeteon aglobalstage.

Yet,whileBelfasthasmanystrengths, businessesarefrustratedthatprogressisnot happeningatthepace required.

AtBelfastChamber, weareinconstant dialoguewithourmembers.Fromindigenous SMEstomajoremployersandinvestors, a commonthemeemerges -businesseswantto seegreaterambition,fasterdecision-making andaclearpathwaytogrowth

Thatmeanspressingforbusinessprogress. Butitalsomeanspressingforcityprogress, becausethesuccessofoureconomyandthe successofourcityarecloselyintertwined.

BusinessesacrossBelfastcontinueto navigatesignificantchallenges.

Employmentcostshaverisensharply, placing additionalpressureonemployersalready managinginflationarypressuresandincreased operatingcosts.Theseemployersarealso seekingclarityand reformaroundbusiness rates,taxationandwiderfiscalpolicytoensure Belfast remains acompetitiveplacetoinvest andgrow.

Theongoingabsenceof along-term InvestmentStrategyandmulti-yearbudgets continuestohamperstrategicplanningacross boththepublicandprivatesectors.Businesses needcertaintyandtheconfidencethatmajor infrastructureprojects,skillsinitiativesand economicdevelopmentprogrammescanbe plannedanddeliveredoverthelongterm.

Manyofourmembersarealsodisappointed bythelimited progressmadeonextending Sundaytradinghours.The recentchangesstop shortofdeliveringtheflexibility requiredto support amodern cityeconomyandmaximise opportunitiesfor retail,hospitalityandtourism.

Thebusinesscommunityisnotaskingfor specialtreatment.Itisaskingfortheconditions thatenableinvestment,improveproductivity andmakeusmore competitive.

Alongsidetheissuesdirectlyaffecting

‘There’snosilver bullettoBelfast’s challenges… but we mustlook atnew modesofdelivery’

ClareGuinness,chiefexecutiveofBelfast Chamber,saysBelfastremains acitywith hugebenefitsandpotential,butit’sbeing heldbackbynolong-terminvestmentor budget,limitedprogressonSundaytrading, infrastructure,andrisingcosts

businesses,thereisawiderconversationabout Belfastitself.Thecitycentrehasundergone significantchangeoverthepasttwodecades, butthepaceof regenerationisslow

Sincethecompletionof VictoriaSquarein 2008,theonlymajorcitycentreregeneration projectsponsoredbythepublicsectorhasbeen Translink’stransformational WeaversCross development.

Meanwhile,strategicallyimportantsites suchas TribecaandSiroccohave remained largelyundevelopedformanyyearsdespite theirenormouspotentialtodeliverhomes, commercialspace,publicamenitiesand economicactivity

Thechallengesarewellunderstood.Planning processescanbecumbersomeandslow,critical infrastructure(egwastewater)isinadequate, andtheconsentedschemesjustaren’t financiallyviabletobuild.Thelatterexplains whysomanyconsentedschemesarenever

builtandwhywehavecreatedsofewhomes inourcitycentredespitethehugeneed.Thisis notuniquetoBelfast,butwhatisuniqueisthe lackofsolutionstotheproblem

Thereare othermoremundaneyetkey concernsaroundcitycentrestandards, includingcleanliness,lighting,public realm maintenance,vacantbuildingsandtheoverall visitorexperience.

Takenindividually,eachissuepresents a challenge.Collectively,theycreate adragon growthandundermineconfidenceamong investors,developersandbusinesses.

Belfastneedsmorepeoplelivinginitscity centre–residentialleddevelopmentwould solvesomanyofourissues.Itwouldsupport retail,hospitalityandculturalactivity,improve vibrancy,strengthenpublictransportusageand helpus retaintalent.

The realityisthatthereisnosilverbullet toBelfast’schallenges.However,thereisa

growingappetitetoexplorenewdelivery mechanismsthatcouldunlock regeneration andaccelerateprogress,withoneoptionbeing thecreationof anew multi-stakeholderurban developmentagency

Responsibilityforstewardingthecitycentre currentlysitsacrossmultipleorganisations, principallyBelfastCityCouncil,theDepartment forCommunitiesandtheDepartmentfor Infrastructure,alongsidenumerousother agenciesandstakeholders.

Whileeachorganisationperformsan importantrole,thefragmentednatureof governancecanmakedecision-makingcomplex anddeliverychallenging.Shared responsibility cansometimesresultinunclearaccountability, slowprogressanddifficultiesovercoming developmentobstacles.

Adedicateddevelopmentagencycould provide amorefocusedvehicletobring togetherexpertise,alignprioritiesandwork

alongsidegovernmentandtheprivatesectorto drive regenerationoutcomes.

Thisisnot aneworuntestedconceptmanyofBelfast’smostsuccessful regeneration initiativeshavebenefitedfromdedicated deliverystructures.Thetransformationof thewaterfrontandwidercitycentrethrough theLagansideDevelopmentCorporation remainsoneofthemostsignificantexamples of successfulurban regenerationinNorthern Ireland.

AcrossEnglandandIreland,development agenciescontinuetoplay amajor role inunlockinghousing,infrastructureand investmentprojects.

TheexactmodelforBelfast requirescareful consideration.Questionsaroundgovernance, planningpowers,landassembly,infrastructure deliveryandfinancingwouldneedtobefully explored.

Theoutcomemaysupport aDevelopment

Corporationmodel.Itmayidentifyalternative approaches.Oritmay recommend a combinationofmeasurescapableofdelivering thesameobjectives.

Theimportantpointisthatthese conversationsaretakingplace,andBelfast Chamberisattheforefrontofthem.

Belfasthasnoshortageofambition,but whatweneednowis adeliveryframework capableofmatchingthatambition.

Ourmemberswanttosee acitythatcan moveatpace,unlockmajor regeneration opportunities,attractinvestment,create opportunitiesandsupportsocio-economic growth.Theywanttoseeinfrastructurebarriers addressed,housingdelivered,publicspaces enhancedandstrategicsitesbroughtbackto life.Mostimportantly,theywantBelfasttofulfil thepotentialthateveryonecansee.

Theopportunityisthere.Thelongstanding challengeisturningpotentialintoprogress. ■

Race riotsinNorthenIreland ‘willnotdamagereputation to investorsoverlongterm’

Moreinvestmentswillbe announcedforthenorthwestin thenext12monthsbut recent riotinghere“willnotdamagehow Northern Irelandisperceivedoverthelong term”toinvestors,theheadofInvestNI hassaid.

KieranDonoghuesaidwhile hebelieves a potentialmulti-nationalinvestor“wouldraise” theissueofviolentracistriotinginBelfast andbeyondearlierthissummer,thatthey wouldlookmorebroadlyandthe“logicand economics”ofinvestment.

JohnMulgrew speaksto KieranDonoghue, chiefexecutiveofInvestNI,aboutrecentmajor jobannouncements,theimpactofviolentracist riotshereoverthesummer,andwhythere’s moretocomeforthenorthwest

“Whenwetalktointernationalinvestors, they’revery,verypragmatic,”hetold Ulster Business

“They recognisethatNorthernIreland isn’t theonlycountryintheworldthathas

encounteredcivildisturbancesin recentyears, sotheylookatitmorebroadly “Ifthey’recontemplatingmakinginvestment anywhereintheworld,includingNorthern Ireland,they’renotgoingtoseethat

decisionjustthroughthelensof48hours of disturbancesinBelfastorinNorthernIreland, they’regoingtolookatthelogicandthe economicsoftheinvestmentbeyondthat.

“Idon’tthinkit’sgoingtodamagehow NorthernIrelandisperceivedoverthelong term.

“Obviously,fortheperiodthatit’sa newsworthyitemandgaining alotofcoverage, investorswillpayattentiontoit there,butit’s notgoingtoshapetheirlong-termdecisions.”

HewasspeakingasIT servicesgiantKainos announcedmorethan500newjobsfor NorthernIrelandearlierthissummer.That includes341newseniorposts –paying averagesalariesof£58,000 –forBelfastand Londonderry

“It’sareallysignificantannouncement, becauseweshouldn’ttakeitforgrantedthat a firmlikeKainoswillnecessarilyhirepeoplehere athomeinNorthernIreland,becausetheyhave choices…they’reheadquarteredin Belfast, a

firmeffectivelyfoundedandscaledinNorthern Ireland,whichisgreat,butnowthey’reglobal, multi-national,andtheyoperateinalmost30 countries,sotheyhadchoicesaboutwhere theycouldputthisinvestment.

“Wesatdownwithseniormanagementin Kainosandhad adiscussionwiththemabout howwecouldsupportthisinvestmentand incentiviseittobedoneinBelfast,andit’s absolutelyfabulous.

“…theysaid,‘Belfastisthebestplacefor this’.It’sgreattoseethebusinessgrowing, firstly athomeinNorthernIreland,inBelfast andoutsideBelfast.

“Andthen,giventhepotentially transformativeimpactofartificialintelligence, tohave acompanynotviewingthetechnology asa threatbutasanopportunityforthe business,andnowtobedeveloping astrategy basedaroundartificialintelligence,andnow hiringthosepeople,andtrainingthem, andgivingthemtheskillstoutiliseartificial intelligencewithinthebusiness,andfutureprooftheirproducts,services,andsolutions, embeddingartificialintelligence,andwhatthey do.”

Askedaboutwhetherfurtherforeign directinvestmentforDerryandthenorth westwasonthecardsinthenearfuture,Mr Donoghuesaid“therewillbemoreinvestment announcementsforthenorthwestoverthe next12months”.

“We’reactivelypromotingallofNorthern Irelandinternationally,andwe’recreating a pipelineofopportunities,someofwhichwill landinthenorthwest,notjustthroughthe foreigndirectinvestmentchannel,butwehave

a significantnumberofclientsinthenorth westwhichwe’retalkingtoallthetimeabout reinvesting,andseveralofthemhavesaid‘we haveinvestmentplans,canwediscussthem withyou?’.So,wewouldbeoptimisticabout thetrajectoryofthenorthwestaswell.”

AsNorthernIreland’sonlyFTSE250-listed firm,Kainoannouncedplanstocreatemore than500newjobsworldwideoverthenext threeyears.

The rolesinclude341jobsinBelfastand Derry,payinganaverageof£58,000 ayear, beingsupportedbyInvestNI,whilethe businessitselfwillbeinvestingin200new graduatepositionsinthenext12monthsinall itsites.Some32ofthosesenior roleswillbe basedinDerry

TheITcompanysaysitwillcreatethe rolesto “meetrisingcustomerdemandforAI”.

TheincreaseduseofAIintheITand technologysectorshasraisedfearsaboutjobs beingcut,astaskspreviouslycompletedby staffare automatedbyAI.

KainoschiefBrendanMooneysaidhedoes notseethetechnologyinthoseterms.“We’re clearaboutwhatAIcando,andwefindthat ourpeople,wheneverthey’reusingAItools, candomoreanddoitmorequickly

“Firstandforemost,weseeassomething thatsupportsourteamsaswellandempowers ourteams.

“Specificallyaboutgraduates,againwe’re reallyclearthattoday’sgraduatedegrees, today’sschoolleaverswillbeabletodomorein termsofwhatthey’redoing.”

InvestNIhasearmarked£1.5mtothefirmin supportof341ofthe roles. ■

‘A reallyexcitingspace’:NIdigital

constructionfirmhungryforgrowth

AdigitalconstructioncompanyinCo Londonderryislookingtogrow ayearafteritwassetupwith governmentassistance.

HillsideDesignsinSwatraghwasestablished byFintanO’KanewithbackingfromtheGo Succeedbusinesssupportservice.

MrO’Kane(28)saidhewantedtomeet growingdemandfordigitaldesignservicesin large-scaleconstructionprojects.

Thecompanyisnowworkingwith contractors,architects,structuralengineers andmechanicalandelectricalspecialistsacross projectssuchasschoolsandcivilengineering developments.

HillsideDesignsspecialisesinbuilding informationmodelling(BIM) —3Ddigital modelsusedinconstructiontoplan,design andmanageprojects.

MrO’Kanesaid:“BIMgives arealisticdigital modelofwhatisgoingonsiteat averyearly stage.

“Youbringtheplans,sectionsand elevationsintoonecentralisedmodel,soyou canidentifyclashesorissuesbeforeanythingis

built.Itsavesahugeamountoftime, reduces rework,andimprovesaccuracyacrossthe wholeproject.

“Thedigitalconstructionmarketismoving quickly,andBIMisbecoming abiggerpartof howmajorprojectsaredesigned,coordinated anddelivered.”

HesaidBIMframeworkswerepushingthe industrytowardsbettercollaborationand handoversattheendof aproject.

MrO’Kanesaid:“Forclients,thatmeans fewersurprisesonsite,bettercoordination betweendisciplines,andbuildinginformation thatcanactuallybeusedafterconstruction.

“Thatis areallyexcitingspaceforHillside Designsastheindustrymovestowardssmarter, moredata-ledbuildings.”

MrO’KanepreviouslyworkedwithHeron BrosinCoLondonderry,gainingexperiencein designcoordinationandBIMmanagement.

Hestudiedarchitecturalmanagementand technologyatUlsterUniversity,followedby BIMprojectmanagementatQueen’s.

Heexplainedthatstartinghisownbusiness was anaturalprogression.

“Ihadbeenworkingonbusinessplanning andfinancialsearlyon,andwhenthechance

cametoaccesssupportandfunding, Idecided togoforit.”

MrO’Kanesaidhe’sfocusingonbuildinghis clientbaseacrossIrelandandbeyond.

“It’sjustmeattheminute,andwhilethe focushasbeenongettingestablishedand deliveringgoodwork,I’mexperiencingan increaseindemandthatwillfuelthenextstage ofgrowth.”

HesaidtheGoSucceedsupportgavehim “thatpushattherighttime”.

“Frombusinessplanningtofundingsupport, ithelpedtur nanideaintosomething real.”

GoSucceedisdeliveredfreeofcharge throughall11councilsinNorther nIreland.

CouncillorDeirdreVarsani,chairofMid UlsterDistrictCouncil,saidGoSucceed wasplaying a“vital” roleinsupporting entrepreneurshere.

“HillsideDesignsis astrongexampleof thekindofforward-thinkingenterprisewe areproudtosupport,particularlyinemerging sectorssuchasdigitalconstructionand advancedtechnologies,”shesaid.

“Weare delightedtoseetheimpactthe serviceishavinginenablinglocalbusinessesto growandthrive.” ■

‘I wasdissatisfiedwithmylifeand thatledmetoleaveNI forUganda withmywifeand threechildren’

HeandhiswifeRobbiemovedfrom Norther nIrelandwiththeirthree youngchildrentoUgandain1988 astheeastAfricancountryfacedthe terrifyingeffectsoftheAIDSpandemic.

IanClarke,now74,andhiswifehave remainedthereformostoftheintervening period,building aprivatehealthcarebusiness andtheoverallClakeGroupofcompanies inKampala.Thegroupemploysaround800 people.

EntrepreneurIan,whotrainedas amedical doctoratQueen’sUniversityandbecame aGP, hasalsofounded acoffeebusinessinUganda, growingandharvestingRobustabeansfor export.Hesaysit’spartofhispassionatebelief thatbusinesscanhelpdevelopingcountries morethancharity.

IanvisitedNorther nIrelandthismonthto meetpotentialcoffee roastingpartnersand suppliers.Hemetwithonemajorfoodservice and retailbusiness,alongwithspecialist coffee roastingbusinessSlumberjackCoffee inAntrim.Hishopeistowin asupply agreementwiththefoodservicebusiness,with Slumberjack roastingClarkeGroupbeans.

HealsometTheRoast WorksinBelfast,with thehopeofsellingsomeofClarkeGroup’s coffeebeansonlinethroughTheRoast Works’ website.Iansays:“Iamconfidentthatwewill getsomethinggoing,butittakestimeand persistence.”

Ianwasbor ninto afamilyontheKeady RoadinArmagh,andlatermovedtoBangor, wherehewaslivingwithRobbieandtheir threechildren.He’snottheonlymemberof thefamilytoembracebusiness,withbrother KentheownerofBelfast-basedfurniture businessCreationsInteriors.

IanClarke speaksto MargaretCanning about nearlyfourdecadesineastAfricabuildinghealthcare facilitiesandbranchingoutintothecoffeebusiness

Iansaysthathehadbeguntofeelthere couldbemoretolifethanworkingandraising afamilyinNorther nIreland.

“Iwasmaybenotverysatisfiedwithmylife here. We wereinanon-denominationalchurch groupinBangoratthetime,and Isupposewe werealwaysidealisticyoungpeople.Robbie and Ihadthoughtwewouldgoabroad.

“Iwas reallyfeeling Iwasn’tachieving anything —doingtoomuchandachieving nothing. IheardabouttheHIVepidemicin Africa,andtheopportunityarosetovisit Ugandawiththechurchgroup,so Iwent outforabouttwoweeksin1987andvisited hospitalsandstufflikethat.”

HeandRobbiedecidedtomoveout, bringingtheirchildren,thenaged11,nineand seven.

“Mostpeoplesaidatthattime:‘Areyou serious? You’vegot amortgage,you’vegot obligationshere,yourkidsareatschool’.But wesaid:‘Let’sgo,dipourtoesandgoforsix monthsortwoyears’.”

Theymovedto aruralareaoutsideKampala.

“Thefirstnightwewerethere,mywifesaid tome:‘Ian,twoyears?’Butthefunnything was, IfeltI’dcomehome.I’dneverbeenin Africabefore.

“I’vealwaysbeen abelieverinhaving purposefulnessasinthesensethatyourlife

isnotjustaboutmakingmoneyorrunninga business —youmusthave asensethatthisis whatitistobeme.When IreachedUganda, Ithink IfeltI’d reallyfoundthatsenseof purpose.

“And Iwas reallyinthethickofit,interms oftheHIVepidemic,withpeopledyingaround us.Sowegotinvolvedinbuilding ahospital. Andthatlastedforsixyears,andmywife adjusted.

“Thatprojectthenfinishedand Iwasn’tsure whatI’ddowithmyself.And,unfortunately, Igottesticularcancer.IcamebacktotheCity Hospitalfortreatmentandwassovery,very, verygratefultothehealthservicesinNorthern Ireland.”

Thecancerhadspreadtohisbackand

lungs,sohewas requiredtoundergosix months’treatment.

“Thethingwentaway,and Ihad alotof chemo.Itwasamazing.”

Hethenstudiedfor aMaster’sinpublic healthfordevelopingcountries,withthefamily movingtoLondonforhisstudies.Butwhile he’dexpectedto retur ntogeneralpractice,he says:“Icouldn’tsettle.”

Instead,he,Robbieandoneoftheirchildren then returnedtoUgandain1994.Another childstartedboardingschoolinBelfast,while theeldestwasatuniversity.

Ian’sphilosophythatdevelopingcountries benefitedmorefromenterprisethancharity begantotakeshape.

“Theeconomywasdevelopingand Ididn’t

wanttoworkforanaidagencybecauseit’s justalwaysbeggingandhandingoutmoney. Ithought‘if Icanjustbuild aclinic,if Imake somemoney Iwillthenputitintodeveloping theclinicandthehealthservices’.Sothatwas mygoalandthatactuallyworkedoutwithmy clinicinKampala.

“With adevelopingcountry,peoplehavethe ideathatyouhavetogivecharitableservices, andyoudo.Thefirsthospital Ididwasvery muchbasedonsubsidisedservices.Butwhen Iwasinthecity,Ithoughttherewerepeople whocouldpayforhealthcare.Sothat’swhatI did,gotsomemoney,leased asmallclinic,and then Igotcanceragain.

“Thatwasaboutsevenyearsafterthefirst time,so Iwasbacktothesameconsultantin theCityHospital.So Isurvivedthat,obviously, andwentbacktoUgandaagain.”

Hethenbuilt ahospitaland a“bunch ofclinics”inKampala.Itdevelopedintoa businessofabout18clinics.

“So Ispentaboutliterally20years developingtheclinics,anddeveloped avery goodhospitalwith anursetrainingschool.”

Later,aprivateequitycompanyboughtinto thehealthcarebusiness,thoughIanstillworks as aboardmemberathisfirsthospital.

Withprivateequityinvolvement,thatwas thetimetodiversify.

HeestablishedClarkeFarmanditscoffee business,andwouldlovetodevelop asocial enterprisefromit

“What Iwouldliketodoisget abrandof coffeefromthefarmwhichcouldgointoone ofthelarge retailersandtryandget aeuroor twooffthetopofthattogointoschoolsin thecommunity.

“About60%ofthoseworkersarewomen, andifyougetmoneytothewomenin developingcountries,itwillgointothe household,andintohealthcareandeducation. Theonlyexitfromruralpovertyiseducation.

“I’vehadmyjourneyfromgoingtoUganda in1988,involvedintheHIVepidemictobeing involvedinthedevelopmentofthecountry. That’sstillwhatdrivesme.

“Coffeefarmingis anaturalfollow-onin termsofbeingabletoputmoremoneyin people’spocketsinruralareasbecausethe coffeeindustryinUgandahasdoubledinsize.

“Lastyearthecountryearned$2.5bnfrom coffee,it’soneofthelargestsectors.” ■

Why NI’s hospitalitysector needs to speak with one voice

GalgormCollection’s ColinJohnston,whoisalso vicechairmanofHospitalityUlster,saysit’snowtime forhospitalitytoalign,collaborateandtocommitto building asingle, strongervoiceforthesectorhere

Norther nIreland’shospitality sectorhaslongoutperformed expectations,competingwell beyonditsscaletodeliveroutsized resultsforoureconomy.Acritically strategiceconomicsector,hospitality sustainscommunities,drivestourism,and underpinsthevisitorexperienceacrossthe region.

However,this‘keypillar’ofthe regional economyisnowoperatingundersustained andrisingpressureshapedbysoaringcosts, workforcechallengesandanincreasingly complexandchallenging regulatoryburden whichnowthreatensitsveryfoundations.

Inanindustrythatsupportsupto70,000 jobsandgenerateshundredsofmillionof poundsintaxandbusinessrates receiptsto powerourpublicservices,ourvoicematters. Andrightnow,thisis acriticaltimeto reflect onjusthowloudandclearthatvoiceis. We’venoshortageofvoices,butarethey alignedandcoherentindeliveringtheimpact wedesperatelyneedtosupportourindustry’s future?

Representationiswidelyspreadacross severalimportantorganisations,eachwith itsown remitandstrengths.Thatdiversity hasvalue,butfragmentationcancomeat acost.Itcandiluteinfluence,createmixed messages,andmakeitharderforgovernment topurposefullyengage.

The recentReval2026debacleunderlined thecriticalfocusweneeded.

Whentheindustryspokewithclarityand purpose,itwasheard.HospitalityUlstertook theleadwith astrong,decisivevoicethat reflectedthefullbreadthofthesector,from ruralpubsthroughtocitycentrerestaurants, hotelsandlarge-scalehospitalitybusinesses. Thatleadershipmattered.Itgavetheindustry weightat acriticalpointanddemonstrated whatwaspossiblewhenwearefullyaligned.

However,thechallengesexposedduring thatprocesshavenotgoneaway.Business ratesand Vatremainthedefiningissuesfor hospitalitybusinesses,with alevelofimpact thatcontinuestoconstraingrowth,investment andlong-termsustainability.

Thesearenotmarginalconcerns.Theygoto

thecoreofwhetherbusinessescancontinueto operate,investandemploy.

Thefocusnowmusturgentlyshiftfrom responseto reform. Workisalreadyunderway acrosstheindustrytobuild acasenotjustto pauseReval2026,butto reshapethesystemso thatitproperly reflectstheoperating realities ofhospitality.Thatwill requirepersistence, credibilityand,crucially,aconsistentvoice.

Ratherthancontinuingtooperateasa collectionofseparateorganisations,there is aclearopportunitytoevolvetowardsa morecoordinatedmodel,whereeveryone comestogetherunder asharedstructure, bringingtogethertheirexpertise,influence

andauthority.Thiswould requirereal change,braveryandambition,whichwould undoubtedlydrive realimpactforeveryonewe represent.

Underpinnedby astrong, representative boardwithregionalbalance,thisnew,dynamic structurewouldensurethateveryvoiceacross thefullbreadthofourhospitalityindustryis reflectedinoursharedpriorities,leadership, anddecision-makingprocess.

It’snot aradicalproposal.Forgovernments tolistenandact,theyneedevidence,solutions and apartnershipapproach –andascanbe seenfromourReval2026experience,they respondmore effectivelyto acoherent‘one

voice’consensus.

Thisfuture-focusedcoalitionwouldallow everypartofthesectorto retaintheiridentity andfocus,whilecontributingto asingle, moreauthoritativepositionontheissues thatmattermost.Forpolicymakers,itwould provideclarity.Fortheindustry,itwould delivergreaterinfluenceandmoreeffective outcomes.

Norther nIreland’shospitalityindustryhas reached apointwherestrongeralignmentis notsimplybeneficial,itisessential.Howwe respondwillshapeourabilitytoinfluence, competeandgrowintheyearsahead.

Theopportunityisclear,butsoarethe

risksofinaction.Ifwecontinuetospeakwith fragmentedvoices,weriskfailingthosewe purportto represent.

HospitalityUlster recognisesthatthisisa definingmomentforthefutureofourindustry anditispreparedtoleadthetransformation urgently requiredtohelpshapeitsfuture.

Acollectivevoiceisoftenoneofthemost powerfulassetsanindustryorganisationcan haveand realprogresswillonlycomeifwe moveforwardtogether.

Nowisthetimeforthesectortoalign,to collaborateandtocommittobuilding asingle, strongervoiceforhospitalityinNorthern Ireland. ■

JThompson Aero Seating 50

ust afewyearsago,ThompsonAero Seatingwasfacingserious financial difficulties,andpostingmajorlosses, inthewakeoftheCovid-19pandemic.

Now,theCoArmaghhigh-endaircraftseat makerisstaringatanorderbookoverthenext handfulofyearsworth£2bn.

KeithAnderson,the firm’schief,saysa billionpoundturnovertargetcouldbeonthe cardsintheyearsahead.

“AtChristmas,[theorderbook]was £1.2bn,andtodayit’s£2bn,”KeithAnderson, ThompsonAeroSeatingchiefexecutive,tells UlsterBusiness

“Thegreatermajorityofthat,80%ofthat, willbedeliveredinthenextfiveyears…90% ofthatwillbedeliveredinthenext fiveyears.”

It’s abusinesswhichhasgrownandevolved fromitsbaseinPortadowntobecome aworldleaderinpremiumbusinessclassairlineseats.

Itcomesinatthenumber50spotinthis year’sUlsterBusiness Top100Norther nIreland Companies,inassociationwith Ryan,posting turnoverof£224mandpre-taxprofitsof £22.9m.

Butthosenumberslooksettogrowinthe yearsahead,astheorderbooksbulge.And withthat,willcomefurtherinvestmentand jobs.

“Withnowover1,000employees,weare nowconsideredoneofthebestexecuting businessclassseatsuppliersintheworld.And inthenextyearortwo,wewillbecomeclose tothebiggest.

fiveyears.Andinthenextdecade,there’s no reasonwhywecan’tbethinkingabout abillionpoundsof revenue.So really,it’sa phenomenalopportunitythatwehaveinfront ofus.”

ThompsonAeroSeatinghasbeenunderthe ownershipofChinesegiant AVICforthelast 10years.

AndKeithsays,withoutthat,thecompany wasfacing“significantfinancialchallenges”.

Thefirmisnowlookingatexpandingin andaroundtheareaofitscurrentbase,and accordingtoKeithAnderson,thatcouldmean another300-400staff.

“Certainlyinthenexttwotothreeyears… we’llgetupwardsof1,300,maybe1,400 employees.So300to400employeesmore thanwe’vecurrentlygot.

“We’reforecastingsomewhereinthe region of£300mofsalesthisyear,”Keithsays.“And weexpectsomewherebetween£45mand £55mofprofit[beforetax].

“Icansee£700mof revenueinthenext

“Wehavethreeproductionovals,andwe’ll needthattoruntofive,maybeevensixat somepointinthefuture.

“Andsothecurrentsiteisconstrainedand weareactivelyworkingoninvestmentright now.

“Weare investinghugelyingraduates andinterns. Ibelieveverystronglythatwe buildthatpipelineoftalentandcreatethat environmentandthatcultureandallowthat talenttoblossom.Andsothat’sprobablyour primarypath.

“Wejusthavetobe relentlessand resilient. Whatwewhatwetendtohavenow,we’ve aburgeoning reputationintheindustryorin Norther nIrelandforsortofhighervaluejobs andbeingandbeing averygood.

“Theaviationindustryhasbouncedback harderthananawfullotofpeopleimagined,” hesays.

“Thesecondisthedevelopmentofour productportfolio.

“Butthirdly,thegrowthwouldn’thavebeen deliveredwithoutthetransformationofthe company.

“Weare nowtwoyearsontimedeliveryof 100%.That’stheindustryas awholewhich doesn’tgetclosetothatperformance.

“Weare byandlarge,byandfarandaway, thebestexecutingsupplierinthespace.

“Andsothosethreethings,fundamentally thatabilitydifferentiateandgivevaluetothe customer,certifytheseats,andthendeliver ontime.

Intermsofthe reasonsbehindthatbounce backandgrowth,Keithsaysit’sacombination offactors,includingthewideraerospacesector growingonceagain.

“It’sagreatsellingpoint.Whenwe’vebeen inHamburgandatthetradeshowsinthelast twoyearstheinterestinourproductwashuge becausewewerelaunchingsomethingthat was reallyquiteexciting.” ■

‘It’s sobering to seehow many issues remain here adecade on ’

MarkSpence,chiefexecutiveoftheConstruction Employers Federation,saysfirmsacrossthesectors makeupahugechunkofthisyear’sTop100turnover, butwhilethereremainsstrongperformancedespite globalheadwinds,manyareturningtoexpansion outsideNorthernIrelandamidstart-stopdevolution andinfrastructurebarriers

Thisyear’s Top100againshows thestrengthofNorthernIreland’s constructionindustryandthe important roleitplaysinourwider economicstory.

Locallyheadquarteredfirmsacrossgeneral contracting,civilengineeringandhomebuilding, alongsidemanyintheirsupplychains,account forapproximately£4.5bnofturnoverinthe annual results.

Thatperformancecomesduringcontinuing economicchallenge,intensifiedin recent monthsbyinflationarypressureslinkedto conflictintheMiddleEast.Inflationisnotnew toconstruction,asthepandemicmadeclear, butlocalfirmshaveagainshown resilienceby managingthesepressureswhilecontinuingto growoutputandemployment.

Formany,growthhasmeantpursuing opportunitiesbeyondNorthernIreland.

Thefinancialcrashpushedfirmstowards GreatBritain;sincethepandemic,many NI-basedcontractorshavealsoexpandedin Ireland,supportedbyanambitious,funded infrastructurepipelineinthesouthandgrowing clientdemand.

ThatstandsinstarkcontrasttoNorthern Ireland’sself-inflictedcycleofstop-start devolvedgovernment,whichhasdonelittlefor economicconfidenceorfutureprospects.

AswemovetowardsnextMay’sNIAssembly election,andthe30thanniversaryofthe BelfastAgreementin2028,wehavepublished our2027Manifesto.Itidentifiesthecritical challengesandopportunitiesaheadandsets outwhatthenextNIExecutivemustprioritiseto unlockgrowth.

Thestructuralobstaclesstrangling infrastructuredeliveryarewellknown.They arenotnew.Inpreparingourmanifesto,it was soberingtoseehowmany remainlargely unaddressedsinceour2016Assemblyelection platform.

Theseobstacles reflectcollectivepolitical

failureanddecadesofshort-termdecisionmaking.Potentialgrowthhaswitheredunder chronicwastewaterunderfunding, abroken planningsystemand alackoffiscalcertainty Ourindustryhasshown resilience,but resilience isnot asubstituteforgovernance. We need politicalstability,andweneedambition.

We havethereforedevelopedeightkeyasks ofthenextNIExecutive: Ensurepoliticalstabilitybyagreeing adraft ProgrammeforGovernmentbeforetheend ofMay2027,aheadofministerialportfolio allocation,andconsiderinstitutional reforms toimprovethefunctioningofdevolved government.

Create astreamlinedentrypathwaythat helpsSMEstakeonapprenticesandnew entrantswithlessadministrativeburden andrisk,includingtargetedincentives whereappropriate.Simplifytheskillsand qualificationlandscape, reducefragmentation acrosseducationproviders,andringfencethe approximately£80mraisedannuallybythe ApprenticeshipLevyand returnedthroughthe BlockGrantforapprenticeshipsandtraining. Deliver alegallybindingcommitmentto fundNI Water’sPC28attheleveldetermined bytheUtilityRegulator,andimplementan InfrastructureLevytounlockdevelopment andaddressenvironmentaldecline.Bringthe LevyforwardthroughTheRates(Regional Rates)Order(NorthernIreland)2028by February2028.Beforetheelection,legislatefor voluntarydevelopercontributions;assesstheir effectivenessin2029/30;completethe Water, SustainableDrainageandFloodManagement Bill;bringforwardagreedsoftSuDSguidance in2028;andadvance retrofittingsoftSuDSas a majorpartofPC28.

Seek aregionaldealwiththeUK GovernmentforanInfrastructure TransformationFundtomaintainconfidence inNI Water’scapitalfundingandsupport investmentconfidenceinNorthernIreland.

With alegallybindingcommitmenttoNI Water’sPriceControlsinplace,set atarget ofcompletingatleast10,000newhomes eachyearforfifteenyears.Useamulti-year budgettodeliver amulti-yearSocialHousing DevelopmentProgrammeandimplement a retrofitstrategycombininggrantsandloans, supportingnewtechnologiessuchasheat pumpswhileprioritising afabric-firstapproach forageingstock.

Agree amulti-yearcapitalbudgetto2030to giveGovernmentClientsfiscalcertainty,while exploringwaystogrowthefundingenvelope throughenhancedborrowing,governance changesandalternativefundingsuchas road tolling.

FinaliseandpublishanInvestmentStrategy to2050toenablekeyprojects,includingthe A5,A1Junctions,CasementPark,BelfastRapid TransitPhase2,theAll-IslandStrategicRail ReviewandtheRoadsMaintenanceStrategy Set abaseline roadsmaintenanceallocation of£150m ayear,supplementedthrough monitoring rounds,andcreateanindependent InfrastructureCommission.

Agree,introduceandapproveanambitious PlanningandInfrastructureBilltoaddressour brokenplanningsystem.Thisshouldinclude: Processingagreementsforallmajorand regionallysignificantapplications,settingout a timetablefrom PANtodecisionthatapplicants, planningauthoritiesandstatutoryconsultees mustmeet.

A28-daystatutorytimeframeforconsultees to respondtomajorand regionallysignificant applications,withplanningauthoritiesableto determineapplicationswithoutfurtherdelay whereconsulteesfailto respondsubstantively withinagreedtimescales.

Areducedjudicial reviewlodgingperiod, fromthreemonthstosixweeks.

Afaster routeforprojectsof regional importance,usingIreland’sCriticalInfrastructure Billas atemplate.

ReformofthePlanningAppealsCommission tostrengthendecision-making

Failuretoactontheseeightaskswillnot simplydelayprogress.Itwillworsenthecostsof livinganddoingbusiness,blockmuch-needed housing,deterinternationalinvestmentand leaveNorthernIrelandfallingfurtherbehind competing regions.

Ifoursectoristokeepcontributingtothe successstories reflectedinthe Top100,thenext NIExecutivemustdeliver,notdelay ■

Tudor: anupdated classic andreferencewitha new designlanguage

Tudorunveiled arangeofnewreferencesat Watchesand Wondersearlier thisyear,includinganupdatedclassic,aswellasanentirelynewmodel withaconsiderablydifferentdesignlanguage.

JohnMulgrew spent aweekwithtwoofthelatestmodels

When Tudorunveileditsfirst newmodelin afewyears,it certainlyputtheburgeoning BlackBaydesignlanguagefirmlyinthe rearviewmirror.

TheMonarchtakesitsDNAfromolder references,butit’sadepartureforthe moder nTudorweknowtoday,and somethingof asurprisewhenitwas unveiledat Watchesand Wonders earlierthisyear.

It’saninterestingpieceinmore waysthanone.It’spartsports watch,withanintegratedlookbracelet,and amixtureof brushedsurfacesandpolishing.

Butthecopper-likedialfeels alittlemoreclassical,witha moder ntwist.

Thattwistisinthemixtureof bothRomanandArabicnumerals. It’sperhaps alittlejarringatfirst,but itverymuchhasitsownidentity.That dialalsopops,andhas asubtlemetallic sheentoitwhichglistensinsunlight.

Whilethe39mmcasesizemaybeon themidtolowerend,becauseofitsdesign andtheappearanceofintegratedbracelet, itperhapswears alittlelargerthanother models.

Onwrist,itsitssnugly.There’salittlebitof RolexOysterquartzaboutit,butithasitsown identity.

ThehandsonceagainhavedifferentDNA toothersinthe Tudorline-up,cominginblack andstylingharkingbacktothesnowflake design,but alittlemoretraditionaland

classical,with asecondssub-dialatthesix o’clock.

Fitandfinishisatleastonparwiththe usual Tudor,ifnot astepup.There’saclean mixtureofpolishingandbrushingonthe case,withthecentrelinkofthethreelink braceletaddingsomepopwithadditional polishing.

Insidebeats Tudor’sMT5662-2U.This isbothCOSCandMETAScertified. Finishingis alittlestrongerthan othermovements,andyoucansee itbeatingawaythanksto theopencaseback,witha someCotesdeGeneveon thebridgesandgoldtext onthewinding rotor. Onpaper,andinimages, itmaycomeacrossas something abitmoretraditional. Butonwrist,andthanksits presence,finishing,dialpop,and overallbuild,itfeelslike amodern piecewithitsownpersona. Whetherthisinitialiterationpaves thewayfor arangeofcolourways–presumablybasedonhowwellitsells –the Monarchfeelslikesomethingof awelcome departurefor Tudor,flexingitsdesignmuscles, andnotjust revampingor resizingtheeverpopularBlackBayseries.

Butforsomethingmorefamiliar,and simpler,Tudorhasalso recentlyaddedtoits workhorseRangerwith anew reference.

LiketheExplorerfromitsbigsister,thisisa watchforwatchpeople.Thetrueessenceofa ‘goanywhere,doanything’timepiece.

This39mm referenceswapsouttheblack for alightbeigedial(whichitis referringtoas DuneWhite),while retainingthesamefamiliar furniture–chunkyArabicnumeralsat3,6,9 and12,andnodate.Thechunkyhandsare alsofilledwithheapsoflume.

Onbracelet,itsitswellonthewrist–brushingacrossboththecaseandband, keepingthingsutilitarianand reserved.

InsideistheCOSC-certifiedMT5400 movement,with70hoursofpower reserve, and100mofwater resistance.

TheRangeralsocomeson aNATOstrap, whichisgoingthewholehogwhenitcomes tobothcomfortandusablepracticality.But I’dsaythebraceletgivesyouthebestofboth worlds,andyoucanthrowiton aTudoror aftermarketstrapifyougetbored.

There’sa36mmvariantofthiswhich really gotthewatchfolks’tongueswagging.It’s maybetheoptionifyou’rejustafter awatch, andwantsomethingwhichbothfitsintoany scenario,aswellasbeingbothextremelyclean andfunctional,aswellassubtle.Thewatches areavailabletobuyatthe Tudorboutiqueat Queen’sArcadeinBelfastcitycentre. ■

It’saprettything.Ifyou’regoingtoforgo complicationsaltogether,then removing thedateisalways awelcomechoice.It’s straightforward,anddoesn’trequireany additionalsettingwhenyou’veputitdownfor afewdays.

Taoiseach’sblather about centralityof defenceand cybersecurity barelyon nodding termswith hisactions

MicheálMartin’sspeechaboutIreland’splansforEU presidencyinBrusselsrecentlyisaneloquentexample ofIrelandtalkingthetalkandhopingnobodynotices wedon’twalkthewalk,writes Adrian

Weckler

“Wewillnotbesafeunlesswe addresscriticalcapability gaps… We willsupportdeep collaborationtobuildEuropean resilience, particularlyinthefaceofsophisticated hybridthreatsandtoadvanceour maritimeandcyber-security.”

Asthe TaoiseachlaidoutIreland’sEU presidencyagendafordefenceandcybersecurityintheEuropeanParliament recently, theEuropeanCommissionannouncedthat Irelandwillbeprosecutedforfailingto implementEurope’scyber-securitylaw,the NetworkandInformationSecurity 2(NIS2) directive.

Talkingthetalkversuswalkingthewalk,and allofthat.

Irelandhaslongbeen regardedasoneof Europe’sweakest,mostvulnerablepointsfor securityandcyber-security.

We havethelowestdefencespending intheEU.Andour relativelypoorly-funded NationalCyberSecurityCentrehasstruggled toattractstaff,boggeddowninbureaucratic procedures.

Whenmajorincidentshappen,likethe infamousHSEattackfiveyearsago,we rely onothercountriesandcommercialfirmsfor

expertise.

Soit’salittleironicthatwehavechosenthat particulartopicasoneofourcentrepiecesfor thehealthofEurope.

TheNIS2directive,whichcameintoforce waybackin2023,setsmoder nsecurity standardsforareassuchashealth,energyand transport.

Italso requiresorganisationstobeefup theirsecuritymeasures,including reporting procedures.

Irelandhashadoverthreeyearstogetit done,buthasn’t.

TheGovernmentnowpromises –again–thatitwillhappen,that abillisbeingdrafted, thatit requirestheNationalCyberSecurity Centretobeputon astatutorybasisandsoon andsoforth.

Accordingtothepromises,itmightbe ready fortheendofIreland’sEUpresidency.

Inthemeantime,thecountryfacesdaily finesfornotimplementingit.

The Taoiseach’sspeechisaneloquent exampleofIrelandtalkingthetalkandhoping nobodynoticesthatwedon’twalkthewalk.

We aretheonlyEuropeancountrywhose primary responsetothesightingofRussian shipsoperatingwargameexerciseswithin

InIreland, we don’t like to spendmoneyon defencebecause we find ithard to believewe’ll everbeattacked.

ourwatersistosendfishingboatsouttonag themaway,ashappenedoffthecoastofCork in2022.

AnofficialassessmentbytheState’s CommissionontheDefenceForcesin2022 foundthat,asitstood,Irelandwouldbe “unabletoconduct ameaningfuldefenceof theStateagainst asustainedactofaggression from aconventionalmilitaryforce”. Itsaidto remedythatwouldtake astanding forceofatleast13,500.Fouryearslater,it remainsatunder8,000.

Ourmilitarymachinesareinsignificant. We haveeightnavalpatrolvessels,withfour availableatanyonetime(becauseof alackof peopletomanthem).

We haveseventransportationorpatrolling aircraftand10helicopters(with afewmore onorder).

We have80armouredpersonnelcarriers and27lighttacticalarmouredvehicles(LTAVs). Butthose27LTAVs,whichkeepbreaking down,are consideredsobadthatwhenwe offeredthemfreetoUkraine,theysaid‘no thanks’.

There’snomeaningfulairdefencesystem andthereare nodefence-combatdrones, althoughwedohaveanti-tankJavelinmissiles andwehaveorderedcounter-dronesystems.

Quiteasidefromnotbeingabletodefend ourselves,whatitmeansisthatwehavelittle defenceagainstthreatssuchashostilenations seekingtocutseacables,anactofhybrid cyberwarfare.

TheNationalCyberSecurityCentre,which hasaround80peoplenow,has amandateto increaseitsstaffingto108people.

Butithasstruggledtohiremorepeople,

eveninanenvironmentwherelotsoftech firmsarelettingstaffgo.

Accordingtosomeintheindustry,barriers includeuncompetitivelevelsofpayand stagnantcareerprospects.

Seniorpositions remaintypicallyin the€75,000to€90,000range,whichis significantlybelowprivatesectorequivalent compensation.

Thecurrentdirector,RichardBrowne,was onlyappointedafterthesalaryonofferwas raisedfrom€89,000to€185,000.Atthelower level,theposthad remainedvacantfor ayear and ahalf.

Oneissuewiththatispublicsectorpay grades,whichmightseemgeneroustosome privatesectoremployees,butarestagnantand movetooslowlycomparedtomanyprivate sectorfirms’equivalents.

SowhileMicheálMartintalksabout cybersecurity“resilience”being acore elementofIreland’sEUpresidencyagenda,his government’srecordisamediocreone. It’shardlyhisfaultalone,though.InIreland, We don’tlikespendingmoneyondefence becausewe’renotusedtoitandwefindit hardtobelievethatIrelandmighteverbe attacked.

Defenceandmilitaryandcyberwarfare arethingsforcountriesweprefertogiveout about.

Thosenationsarecaught,webelieve,in anindustrial-militarycomplexthathasbadly misguidedthem –onlywe,togetherwitha fewlike-mindednations –canseethetrue ethicalcourseofnotspendingmoneyon defenceandaskingothercountriestohelpus whenwe’reintrouble. ■

Isit adecade lost, or a decade found?

RichardRamsey,Professorofpracticeat Queen’sUniversity,saysNorthernIreland hasenduredonelostdecadeofdevolution afteranother

Thelast10yearshasbeendubbed Britain’slostdecade.Itissomewhat ironicthattheperiodisbookended bytwoprimeminister resignations.

WiththeUKappointingitsseventhprime minister –andpotentiallyitsninthChancellor–sincetheBrexitvote,itisclearthat‘TakeBack Control’hasn’ttakenhold.Andtherehasbeen no reductioninEU redtapethatBrexiteers promised.Farfromit.

InNorther nIrelanditisworth remembering thatStormontgavebackcontrol(to Westminster)infiveofthelast10years. Repeatingthesamefive-yearabdication of responsibilitiesitachievedin aprevious decade.

Theeconomicandpoliticalwoesofthelast 10yearscan’tallbepinnedonthedecision madeonJune23,2016.Ithasafterallbeena ‘gameoftwohalves’.

Thesecondhalfofthedecadewas characterisedbyincreasinglevelsof uncertainty.Asuccessionofpunchesincluded Covid-19,theRussia-Ukraine WarandDonald Trump’ssecondpresidency.Thelatterpropelled uncertaintyindicesto recordhighslastyear with‘LiberationDay’. Trump1.0focussedhis ire,tariffsandtradewarsonChina. Trump2.0, however,targetedcountriestheworldover, friendandfoe,withtariffs.

Thisyear Trumphas continuedhisdisruption oftheestablishedworld orderwithmilitary actioninIran.

Geopolitics hasfounditself apermanent agendaitemin boardroomsand governments aroundthe globe. Dismantling theworld orderthat existedfor80 yearscontinues apace.

Similarly, Brexit remainsa workinprogress. Economistshavetried toquantifythedamage togrowthandtrade.For example,economistsat LSE(ThomasSampsonetal) foundthatleavingtheUK’s largesttradingpartnerhas hitsmallfirmsthehardest.

Thenewtradingarrangementshavecaused thebottomfifthofBritishbusinessestoexport 30%lesstotheEU relativetothe restofthe world.Meanwhilemorethan16,000firms –14%ofallbusinessesexportingtotheEU stoppedsellingaltogether.

NI’sexperiencehasbeensomewhat different.Somebusinesseshavelosttrade andsupplierswhilstothershavefoundnew marketsandsupplychains.UnlikeGB,the localeconomyhas remainedintheEU’ssingle marketforgoodsandtheUK’ssinglemarket forgoodsandservices.Localmanufacturers unique“dualmarketaccess”ledRishi SunaktodeclareNI“theworld’smost excitingeconomiczone”.Onedownside withthisnewarrangementwasthe erectionof a“seaborder”forGBgoods movingeasttowest.Thisnecessitated newcustomspaperworkandphysical checks,notablyforfoodproducts.

Dual-marketaccessinitiateda re-engineeringofestablishedsupply chainsandashiftintradepatterns. Smallbusinesses reliantonsupply chainsfromGreatBritainhaveseen frictionlesstrade replacedwithmore redtape,costandhassle.SomeGB firmshavestoppedsupplyingtheNI andRoImarketsaltogether.Itisnoted thatthenumberofGB-owned retailers operatinginNorther nIrelandhasfallen byoveronequartersince2016. In2016,22%ofNIgoodssaleswere destinedfortheGBmarket.By2024this hadfallentolessthan16%.Conversely,the proportionofNIgoodssalesheadingsouth hasdoubledfromjustover5%to11%during thesameperiod.

CommentaryonBrexit’s10thanniversary hasfocussedonNI’seconomicoutperformance relativetotherestoftheUK.Muchofthe narrativehasincorrectlyattributedthisto “dualmarket”access.

ThemostsignificantfactorexplainingNI’s outperformancesince2016isthe‘catch-up’ anddelayed recoveryfromtheglobalfinancial crisisandthelocalandRepublicofIreland propertycrashes.NIhadthedeepestand longest recessionwithintheUKfollowingthe propertycrashandtheslowest recoveryofany UK region.OverexposuretotheRoI(‘Southern Discomfort’)weighedheavilyonthelocal economy.Asaresult,NIhad amuchlower baseline(tomeasurepost-Brexitgrowthfrom) thantheUKatthetimeoftheBrexitvote.

SincetheBrexitvotethetotalnumberof jobsinNIhasincreasedbyalmost120,000 withtheunemploymentrateplungingfrom 5.3%tolessthan2%today.However,this labourmarketimprovementhasn’textended toeconomicinactivity.NI’seconomicinactivity rate remainsbroadlyunchangedat26.8%. Skillsshortageshaveintensifiedoverthelast 10years.

Sourcinglabourisn’ttheonlyproblemfor employers.Thecostofhiringemployeeshas surgedin recentyearsduetothesoaring NationalLiving Wageandincreasedemployer nationalinsurancecontributions.

Overall,UKconsumerpriceshaverisenby almost42%inthe10yearstoMay2026.That compareswith26%betweenMay2006and May2016.Significantlythree-quartersofthis cumulativeriseinCPIinflationhasoccurred duringthelastfiveyears.

Russia’sinvasionofUkraineinFebruary2022 wasthetriggerbehindthefood,energyprice inflationandcost-of-livingcrisisthatfollowed. Morerecently,Donald Trump’swarwithIran, andwiderconflictwithintheMiddle-East,sent oilpriceshigher.

Thelastdecadehasseenthelocal constructionindustrybackonitsfeetwith activityincreasingby28%and recentlyhita 17-yearhigh.However,constructionoutput remains13%adriftofitsQ42006peak.

Withinconstruction,housebuilding remains

relativelysubdued.NIiscurrentlybuilding fewerhousesthanin2016andonly41% of2006levels.Indeed,2023sawthefewest numberofdwellingscompletedsince1959!

Lackofhousingsupplyhasbeen compoundedbyinadequatewastewater infrastructurepreventingsitesfrombeing builtout.Meanwhiletheriseinpopularityof short-termlets,throughonlineplatformssuch asAirbnb,has reducedthesupplyoflong-term rentalaccommodation.Thesetwofactorshave helpedboost rentsandhouseprices.NIhas recordedthefastestratesof rentalandhouse pricegrowthofthe12UK regionsoverthelast fiveyears.

The10thanniversaryofBrexithascausedus to reflect.Ithasbeen alostdecadein avariety ofwaysbuttheeconomyhasfounditselfover thelast10yearsinother respects.

Brexitwascharacterisedbyhavingnoplan. Starmer’stenurehasarguablysufferedfrom thesameproblem.

Whatwillthenextdecadehold?Andy Burnhamhassetout a‘10-yearmission’to raiseUKlivingstandards.Theincomingprime ministerhaspromisedthe“biggest rebalancing ofpower”inUKhistory.Moredevolutionison thecards.

ButasNIknowsonlytoowell.Devolving powerisonething.Deliveringpositive outcomesisquiteanother.

NIhasenduredonelostdecadeof devolutionafteranother.Onelostdecadeof deliveryafteranother.

Onelostdecadeofinvestmentin wastewaterinfrastructureafteranother.And onelostdecadeof reformafteranother.

Norther nIrelandcannotaffordanother lostdecadeofleadershipandgovernance. AndyBurnhamhaspromised‘growthinevery postcode’.

Stormontneedstopromisedeliveryin everypostcodeifwearetoavoidanotherlost decadeofdevolution. ■

How66-year-old Belfast businessiscrackingEnglish marketwithexpansion

NeilBleakly,groupmanaging directoratBelfast-basedplumbing andheatingmerchantBeggsand Partners,saysthebusinessishoping tofurtherexpandintothesoutheast ofEnglandafter anumberof recent acquisitions.

Ithasbought anumberofnewsitesin thearea —twoshowroomsinBarnetand BuckhurstHillthatusedtobelongtothe businessJustAdd Water,aswellastheassets oftheformerFayersPlumbingandBuilding Suppliesoperationsatthesamelocations.

Themove reflectsthatthefirmiscontinuing tobranchoutbeyondBelfast,withitslocations inAntrim,Ballymena,Londonderry,Lisburn, Maghera,NewtownardsandPortadownnow alsoaccompaniedbyEnglishsitesinBasildon, BuryStEdmunds,Cambridge,Ely,Graysand Hockley.

Neil(37)hasbeenthegroupmanaging directoratBeggs &Partnerssince2024having joinedthecompanybackin2018.

Atthattime,thebusinesswasaboutto undergo amajorchangebyexpandingintothe Englishmarketforthefirsttime.

“Eightyearsago,weweresixdepotsin Norther nIreland.Weidentifiedanopportunity tofollowsomeofourlocalcontractor customerswhohavebeendoing alotofwork overinLondon.

“We’dbeensupplyingthemfromhereon that,andweidentifiedanopportunitytoget closertothemandhave abaseinLondon.

“Weacquired abusinessinEssex.Since then,we’vegrownbyidentifyingsites:a recentonejustupinAntrim,andDerrycity

NeilBleakly ofBeggs &Partnersspeaksto JamesMcNaney abouttheplumbers’merchants expansionandchangingconsumertastes

wasaroundfiveyearsago.Andthenwehave anumberofdepotsintheCambridgeshire region.

“Apartfromtheacquisitionofthebusiness inEssex,theotheroneshavejustbeendone bygettingthewarehouse,gettinggreatlocal people,andputtingthethingintoplay.”

Hedescribedthelatestacquisitionasthe resultof a“by-chanceintroduction”.

“Thepreviousbusinesswasnotperforming well.Itwas aForddepotoperationandwe took alookatitandwethoughtwecoulddo somethingwithit.

“Itfits reallywellingeographicallyforus becausewe’realreadyoperatinginLondon fromourBasildondepot.Cambridgesitsdue northofLondon,andourdepotsareupthere, andthenBasildon’stotheeast.Thissortof looselyconnectsthemgeographically.

“It’sareallygoodfitforus.Theyoperatein thesamesectorsthatwedo,andwe’vealso managedtogetcoupleof reallygoodpeople alongwiththetwodepots.

“That’sthemakingsofsomethingthatwe thinkis agoodopportunityforus,andwe thinkthatthere’salsotheopportunityforusto bringwhatwe’regoodattotheparty.”

Hedescribedthepreviousbusinessas “under-investedin”.“Wecanbringfinance totheparty,alongwithsupplierandproduct experience.

“Andwealsohavepeoplewhoarereally

goodatthebuildingsideofthingsandthe customerexperienceonsite.

“Wejustneedthelocalpeopletobringthe customer relationshipsandtheserviceelement toit. We thinkthat resultsareareallygood mix.”

Askedwhethertheseacquisitionsarepart ofongoingplansforgrowthinthesouthof England,Neilsays“theEssexbusinesswas thestartofthatandwe’vegrownouttothe Cambridge region,andnowthis”.

“Certainlyintime,youknow,Ithinkthere’ll befurtheropportunitiesthereforusaswe maximisethedepotsthatwe’vealreadygot. Ithinkthere’lldefinitelybeopportunitiesfor that.”

Withthisgrowth,Beggs &Partnersis showingstrongsignsofhealthasitmoves towardssevendecadesinbusiness.

Neilgives abreakdownofthefirm’shistory. “Westarted66yearsagoinBelfastonthe GreatPatrickStreetsite,whichwe’recurrently on.Itwasstartedby WilliamBeggsanda numberofotherpartners. We’renowintothe thirdgeneration.”

As aplumbers’merchants,thebusinesshas divisionsincludingbathroomsfordomestic customersandfornew-buildssites.

Italsosuppliescontractsanitarywarefor sitessuchashotelsandhospitals.Inaddition, itsupplieslargeboilersandpumpsetsfor locationslikehotels,educationanduniversity>

NeilBleakly, managingdirector ofBeggsandPartners

studentaccommodation.

OverthedecadesthatBeggshasbeen operating,Neilfeelsthatconsumers’tastesin bathroomsandplumbinghavealtered.

“Around40yearsago,longbeforeIjoined thebusiness,itusedtobethatplumbingand heatingandbathroomswereoff-the-shelf.

“Therewerefivecolours —theavocado andallthissortofstuff.Now,moreandmore thingsaren’t offtheshelf.

“There’slotsofdifferentcolours,lotsof differentfinishes. Youseeitin acar,whenever yougotoget acar,allthedifferentoptions,it wasthesameinthe retailenvironmentforus.

“Mostthingsareboughttoorderrather thanbeingofftheshelf.“

Neil’sownjourneytowardsjoiningthe family-ownedfirmbeganinBushmills,where hewasborn,andatColeraineInst,wherehe waseducated.

Having a“stronginterestinbusiness” from ayoungage,hewenttouniversityin Newcastletostudyaccountancy.

Aftercompletinghisdegree,hegot ajobat businessadvisoryfirmPwCinBristolandwhile

there,qualifiedas acharteredaccountant.

LatermovingbacktoBelfasttoworkforEY, NeilseeshistimeworkingfortheBigFourasa “trainingground”forhiscareer.

“Theexposurethattheygiveyouintermsof customersmeansyouhavesmalltomediumsizedcompaniesthatthey’llworkwith,but alsorightuptolargemultinationallisted companies.

“IthinktheexposurethatthoseBigFour giveyouinto arangeofdifferentsizesof companiesanddifferent regulatory regimes, itgivesyou areallygoodflavourforhow small,medium,largeandwell-runbusinesses operate.”

In2018,sixyearsafter returningtoNorthern Ireland,NeilwasintroducedtoBeggsbya colleaguewhohadworkedwiththem,and appliedfor aroleasfinancialcontroller.

“Throughmyworkintheaccountancyfirms, Ifeltthat Iwasgoingtobemostathomein afamily-ownedbusiness.Whentheinterview came round, Ifeltquiteathomeandthatit was aplace Icouldcontinuemycareer.”

Neilsaidhewasattractedtofamilyfirms

inpartbecauseitwas achance“tohavean impactratherthanbeingpartof asmallcogin abigwheel”.

Hemovedupquicklyinthebusiness, becominggroupfinancedirectorin2020 beforegettingthegroupmanagingdirector positiontwoyearsago.

Whilehehadheldseniorpositionsbothin BeggsandEY,hehasfoundthepositiontobe alearningexperience.

“Ithinkthebiggestpartistheoverall responsibilityforpeopleand alotofmytime nowistakenupwithspeakingtopeople,both ifwe’relookingatperformanceofthebusiness andwherewe’redoingwellandwherewe’re notdoingsowell.That’sa massiveaspectof whereIspendmytimenow.

“Throughyourformalaccountancytraining that’snot really afocus.But Ithinkyou’re usingyouranalyticalorscepticalmindsetthat you’retaughtwithinaccountancy.

“You’retryingtoapplythattothe informationthatyou’relookingatand receivingandtryingtodrawjudgmentsfrom it.” ■

Wrightbus goes Down Underinbid to boostsales

transporttechnologiesacrossAsiaPacific”.

Wrightbusisextendingits operationstoAustraliaasit attends amajortradeevent inSydneytomarketitsvehiclestothe region.

TheBallymena-basedmanufacturerwillbe showingthreeofitsbusesattheAustralasia Bus&CoachExpoinSydneyon Tuesdayasit seekstocontinueitsexpansioninAsia-Pacific.

Oneofthebusesondisplay,theStreetDeck 6x2battery-electricdoubledecker,have recentlybeenorderedbyHongKong’sCityBus and Wrightbusisnowsettodeliver20tothe specialadministrative region.

Alsobeingadvertisedattheexpositionare theKitebattery-electricsingledeckandthe Kitehydrogenfuelcellsingledeck.

Wrightbusdescribesitselfas“globalzeroemissionbusmanufacturer”andismarking80 yearsofoperations.

Alongsideitslong-establishedfacilitiesinCo Antrim,thecompanyalsohasmanufacturing facilitiesclosertoAustraliainMalaysia.

Itsaysitsexpansiontothe region“reflects thegrowingmarketopportunityforclean

JoBamfordCBE,executivechairmanof Wrightbus,said:“Australia represents ahugely importantmarketfor Wrightbus,andweare delightedtobebackwith arenewedfocus and along-termcommitmenttosupporting thecountry’stransitiontozero-emissionpublic transport.”

WrightbusmanagingdirectorChristian Reynoldsadded:“Ourvehiclesarealready provingthemselveseverydayincitiesaround theworld,andwe’reexcitedtosharethat experiencewithAustraliancustomers.

“Thisisaboutmorethansupplyingbuses; it’saboutbuildingpartnerships,creating ecosystems,supportingjobsanddeveloping sustainabletransportsolutionsfordecadesto come.

“Collaborationiscentraltohowweoperate, enablingustosharetheexpertisewe’vebuilt deliveringzero-emissionfleetsacrosstheUK, EuropeandAsia,whileworkingwithpartnersto understandlocalneeds,shareknowledgeand developsolutionsthatdeliverlastingimpact.”

AnnaShotbolt,BritishConsulGeneral andDeputy TradeCommissioner,AsiaPacific (Australia &NewZealand),said:“As Wrightbus

celebratesits80thanniversary,itisfantastic toseetheNorther nIrishbusandcoach manufacturer returningtoAustraliatobuild on apartnershipthatbeganmorethanthree decadesago.

“Combining aproudheritageofBritish engineeringwiththeirzero-emissionexpertise, Wrightbuswillhelpoperatorsandcommunities acrossAustraliamovetowardacleaner, greenertransportfuture.”

RichardEnnis,the regionaldirector forAustralia &NewZealandatInvestNI, added:“Astheeconomicdevelopment agencyforNorther nIreland,weareproud tosupport Wrightbusonitsjourneyinto theAustralianmarket,helpingthecompany exploreopportunitiesandbuildingvaluable connectionsacrossthe region.

“Wrightbus’sgrowthinAustralia demonstratesitsstrengthinadvanced manufacturingandcleantechnology,andwe lookforwardtosupportingthecompany’s continuedsuccessintheyearsahead.”

JustinianHabner,theheadofAsiaPacificat InvestNI,said:“Wrightbus’slaunchinAustralia demonstratesthegrowinginternational demandforNorther nIreland’sexpertisein cleantransportandsustainableinnovation.

“Withgovernmentsandoperatorsacross AsiaPacificinvestingindecarbonisation, Wrightbusisideallypositionedtosupportthe transitiontozero-emissionpublictransport.

“Wewillcontinuetoworkwith Wrightbus tosupportthecompanyasitexpandsits internationalfootprintandtoshowcase Norther nIreland’ssectoralstrengthsin cleantechnologytransportthroughoutAsiaPacific.” ■

‘Unless

governmentacts we face closuresandjob lossesinthisperfectstorm’

GlynRoberts,chiefexecutiveofRetailNI,saystheretaillandscape,and bothourhighstreetsandsector, mustevolve.However,moreisneeded fromgovernmenttoavoidthelossofoneofourmostpreciousassets

Onceagain,itis apleasureto recogniseandcelebratethe enormouscontributionthatour Top100companiesmaketoNorthern Ireland’seconomyandcommunities.

Congratulationstothisyear’s100business leadersandchangemakersfortheirvision, investmentandambition.

Oneofthemoststrikingfeaturesofthis year’slististhegrowingprominenceof technologycompaniesthataretransforming howwedobusiness.As TonyBlair recently observed,wearelivingthrough a21st-century technological revolutionthatis reshapinghow wework,liveandinteractwithoneanother. MuchliketheIndustrialRevolutionofthe19th century –perhapsevenmoreprofoundly –itis fundamentallychangingtheworldaroundus.

Retailersandwholesalersonceagainmake up asignificantproportionofthisyear’s Top 100,highlightingthecontinuedimportance ofNorther nIreland’slargestprivatesector. Withmore than6,100businessesemploying 129,000peopleandaccountingfor16%ofall jobs, retailwillcontinuetoplay aleading role ingrowingoureconomyand reimagining21st centuryhighstreetsacrosseveryvillage,town andcity.

choicethaneverbefore?

However,itisnotonly retailthatmust reinventitself.Ourhighstreetsandtown centresalso requireanewvision.AsChrisFlint, regenerationdirectoratMillerKnight, recently noted:

“Thechangeoffocusislessabouthowto repopulatethehighstreetwithother retailers, butratherconsideringhow ahighstreetcaters forsomeoneholistically.Blending residential, hospitalityandculturetocaterfor abroader rangeofinterestsnotonlydiversifies ahigh streetbutalsoputspeoplebackattheheartof thesecommunities.”

ispossiblewithimaginationandpartnership.

Yetthegreatestthreatfacingourhigh streetstodayistheescalatingCostofDoing BusinessCrisis.

RetailNI recentlysurveyedmorethan400 memberstoassesstheimpactofincreasesin NationalInsurancecontributions,theNational Living Wageandbusinessrates.Thefindings weredeeplyconcerning.

To succeedinanincreasinglycompetitive marketplace, retailersmustcontinually reassesstheirvalueproposition.Howarethey makingcustomers’liveseasier,betterormore fulfilling?Howcantheyprovidetheright blendofconvenience,serviceandexperience? Andhowdotheydifferentiatethemselvesin amarketplacewhereconsumershavemore

Thisisexactlythechallengeweface. Successful regenerationisnotsimplyabout replacingwhathasbeenlost. Today’shigh streetmustofferfarmorethan acollection ofshopsandservices;itmustbecomea destinationwherepeoplechoosetoshop, work,socialiseandevenlive.That requires rethinkinghowpublicspacesareused, investingingreeninfrastructure,creating morepedestrian-friendlyenvironmentsand deliveringexperiencesthatencouragepeople tospendtimeinourtowncentresratherthan simplypassingthroughthem.

Repurposingvacantunitsascreativehubs, educationalfacilitiesorenterprisespaces whereentrepreneurscantestnewconcepts cansignificantlyincreasefootfallwhile stimulatinglocaleconomicgrowth.Acrossthe UK,formerdepartmentstoreshavealready beentransformedintoinnovationhubs, communityworkshops,culturalvenuesand collaborativeworkspaces,demonstratingwhat

Thecombinedimpactoftheserisingcosts isexpectedtoaddanaverageof£90,000to theoperatingcostsofanindependent retailer. Nearlythreequarters(74%)of respondents saidtheyexpectto reduceemployeenumbers orstaffhours.Morethaneightin10(86%) saidexpansionplanswouldbecancelled, limitingfutureinvestmentandjobcreation, whileanoverwhelming96%believethe Executivemustdofarmoretosupportlocal businessesandstrengthentheeconomy.

Unlessgovernmentacts,thisperfectstorm ofrisingbusinesscostswillinevitablylead tobusinessclosures,joblosses,cancelled investmentandslowereconomicgrowth.

RetailNIhasthereforepublished apractical FivePointPlancontainingaffordableand deliverablemeasuresthatcouldquicklyease thesepressures.Theseinclude reforming theSmallBusinessRatesReliefScheme, introducing anewScale-UpRatesRelief Schemeand revitalisingtheRatesHardship Fund.

Alongsidethesemeasures,strengthening the TownCentreFirstRetailPlanningPolicy, reconveningtheHighStreetTaskforceand establishing aCostofDoingBusinessAdvisory

Forumwouldprovide astrongerframeworkfor supportingbusinessgrowthandtowncentre regeneration.

TheNorther nIrelandExecutive’sProgramme forGovernmentmustbecomemorethanan agreementbetweenpoliticalparties.Itshould beco-designedwithbusinessandother keystakeholdersifwearetounlockthefull economicpotentialofNorther nIreland.What is requiredisnotsimplybetterpolicy,buta newapproachtopolicymakingitself.

Businesswantstobe agenuinepartnerin deliveringeconomicgrowth –notmerely aconsultee.Thoseofus representing keysectorsoftheeconomyhaveboth theexpertiseandthecommitmentto helpshapesolutionsthatdeliverlasting prosperity.

Asattentionincreasinglyturnstowards nextyear’sAssemblyandcouncil elections,politicalpartiesshould ultimatelybejudgedonthestrengthof theireconomicagenda.Howwillthey supportbusinessgrowth?Howwill theycreatebetterjobsandhigherliving standards?Andhowwilltheyhelpbuild aregion recognisedforinnovation, investmentandenterprise?

Achievingthatambition requires agenuinepartnershipbetween governmentandbusiness. Together,we candeveloppractical,solution-focused policiesthatstrengthenoureconomy, revitaliseourcommunitiesandbuilda moreprosperousNorther nIrelandfor everyone. ■

Richard Curran: TikTok jobcutsraise seriousquestions for future ofourbetterpaidFDIworkers

Whatdoesthe TikTokexperiencetellusaboutthe futureofjobsasAIexpands,asks RichardCurran

AIisbeginningtohave ameaningful impactonjobsinIreland. Unfortunately,thewholethinglooks like agameofmusicalchairs.Onlyinsteadof takingawayonechair,nobodyissurehow manypeoplewillbeleftwithout achairwhen themusicstops.

Thisisthecaseat TikTokwhichlookssetto reduceitsheadcountbyanother300people. Italreadyannounced areductionof300in Marchoflastyear.

Youhavetocutthroughsomecorporate speaktomakesenseofwhatishappeningand why.

Thecompanysuggestedtheplanned restructuringwouldallow TikToktoshift internal resourcesawayfromlegacyfrontline tasksandtowardhigher-skilled,specialised positions.

Thequestionishowmanywillbeshifting? Andifyouworktherethequestionis,willitbe me?Clearlynoteverybodywillbeshiftingand somewillbeshufflingoutofthebuilding.

Thecompanysaid recently:“Weare exploring areorganisationtostrengthenour globaloperatingmodelfor TrustandSafety.”

Itsaidthiswillinclude“proposalsto evolvethewayweworktoensureteams remainscalableandagile;thecreationof hundredsofnewspecialist rolesherein Dublin, redeploymentopportunities,and advancingplatformsafetythroughthelatest technologicalinnovations”.

Thissoundslike redeployment,investment andnewjobsall round.Butthatobviouslyisn’t thewholestoryifthereendsupbeing anet reductionof300staffwhenitisover.

TikTokisplanningnewspecialisttrustand

safetyjobsinDublin,butitisn’tclearhow manyexistingstaffwillsecurethosenew positions.

TikTokis ahugelysuccessfulcompany whoseparentBytedancemadenetincomeof $10bnlastyear.However,thiswasdown70% ontheyearbefore.

TheIrishoperationlooksparticularly vulnerabletotechnologicalchangebecause itmakesmostofits revenuesfromcharging othergroupcompaniesforprovidingtrustand safetyservices.

Itchargedthewidergroup$862m(€752m) fortheservicesin2024,whichwasonethird morethanthepreviousyear. ItsUKparent companyspent$200msubscribingfornew sharesintheIrishentityearlierthisyear,which bolstersitsbalancesheetafterrackingupa shareholders’deficitof$810m.

TheUK-registeredparentlooksafterthe UK,EU,AfricaandSouthAmericaandhad revenuesofover$6bnin2024,but alossof

over$600m.

Whatdoesthe TikTokexperiencetellus aboutthefutureofjobsasAIexpands?Ittells usthatthosewhoareAItrainedhave amuch betterchanceofcompetingtotransferwithin companiestonewmorespecialist roles.AI willaffectjobnumbersinsomepartsofthe businessesmorethanothers.

Forexample,theDublinoperationison trackto reduceheadcountby600inthespace oftwoyearsasthecompanyrampsupitsown AIspending.

TheIrishoperationmaysufferfromthefact thatitprovidesmainlytrustandsafetyservices tothegroup–somethingitnowbelievesAI cando achunkofeffectivelywithfewerstaff.

Yetalarmbellsarenotgoingoffat governmentlevel.Messagingfrompoliticians ismorearoundtheexcitingopportunitiesand newjobsanAI-savvyworkforcecanbring.

Ibechaswarnedthatalmosttwo-thirdsof jobswill require significant re-skillingbecause

oftheimpactofAI,followingnew research fromAccenture.

Youwouldthinksuch afigure,ifcorrect, wouldbelike abombgoingoffinMerrion Street.Howmanyofourbetter-paidFDI workersareintasksthatcaneasilybe performedbyAI? We don’tseemtoknow.

Accentureitselfiswellknownforthequality ofits researchbutitsownparentgroupis investingmassivelyinAItoimproveitsinternal systems.

IthasmadeAIproficiency amandatory requirementforemployeecareeradvancement andpromotions.

AnditprovidesconsultancyonAI rolloutto partnerslikeGoogle. Youmightsayitis“allin onAI”.

Thereiszerosenseofalarmorradical responsefromgovernment.Whoisgoing topayto re-trainnearlytwothirdsofthe workforce?

Theprivatesectorwon’tdoitalone.Why

wouldtheytrainuppeopletheyknowthey won’thave ajobfornotfardownthe road? Theywillwanttotrainupsome,butnot everybody.

So,itfallstotheState,theeducationsystem andprobablyworkersthemselvestopayfor re-training.

FurtherandHigherEducation,Research, InnovationandScienceMinisterJamesLawless wasn’texactlyanimatedbythefigure.Maybe hedoesn’tbelievethenumber.

Hesaidthe reportis atimely reminderthat harnessingthebenefitsofAIwill requirea collectiveeffort.

“Ilookforwardtoworkingcloselywith employersandskillsproviderstoensurethe rightskills responsesareinplaceandthat IrelandiswellpositionedtobenefitfromtheAI revolution,”hesaid.

Maybeheshouldbetalkingtothesocial welfaredepartmenttoobecauseifAccentureis right,theyaregoingtogetalotbusier. ■

What’s keeping theTop 100 chiefs upatnight?

SymonRoss,director, CavendishConsulting,looksattheissueson themindsofourleadingfirmshereandhowwidersocietalissues andindustrydisruptioncanshapeinvestmentandreputations

Theworldin2026isanuncertain placeandtheissuesorganisations aregrapplingwitharebecoming morecomplex.

Forbusinessesofallsizes,political fragmentation,technologicaldisruptionand societalpolarisationareincreasinglyshaping investmentdecisions,affecting reputations, strainingstakeholder relationshipsand influencingsuccess.

We’veseenthisyearhowgeopoliticalunrest intheMiddleEastandUkrainehasaffected trade,energyprices,airtravel,consumer confidenceandmuchmore.Geographically we’realongwayfromtheseconflicts,but theimplicationsarebeingfelteverywhere, includingbytheleadersofbusinessesin Norther nIreland.

Butit’salsoclearthisisn’ttheonlyissue keepinglocalchiefexecutivesupatnight. Whetheritishighoperatingand regulatory costs,skillsshortages,increasinglyfrequent

extremeweather,digitaldisruptionorfragile supplychains,businessesineverysectorare facinganunprecedentedrangeofnewand emergingriskswithpotentialtohurttheir brands.

Socialmedianowmeansthatlocalissues canescalateintoglobalheadlineswithinhours –oftenfuelledbymisinformationandpublic outrage.

Cavendishhelpsorganisationsbuildand protectvalueinthesecomplexandcontested environmentsandthisyearwescouredthe annual reportsandCompaniesHousefilings ofover100ofNorther nIreland’slargest companiestoseewhattheyseeastheir biggestrisks.

Muchlikethe UlsterBusiness Top100, therewashugediversityinourlist,spanning agri-foodmanufacturers,pharmaceuticalsand diagnosticfirms,constructionandproperty businesses,techcompanies,financialservices playersandenergyproviders.

Somecommonriskswere highlighted,withalmosthalf theorganisationspointing outtheimpactofglobalgeopoliticsontheir business,while38%specificallycalledout supplychainandtraderisksconnectedtothis.

Evenbeforetheheatwavesofthissummer, over40%ofcompaniesflaggedtheimpactof extremeweatherandclimatechange related issues,perhaps reflectingtheamountofagrifood,manufacturing,constructionandenergy firmsinNI.

Talentandworkforceissueswerecalled outby37%ofcompanies,healthandsafety by30%,shiftingconsumertrendsand spendingby27%andtheimpactofchanging regulationsby23%ofthesample.

Interestingly,while26%ofbusinesses specificallypointedtorisksassociatedwith databreachesandcyber-security,lessthan 10%directlyflaggedartificialintelligenceas arisk.Thoughthisissurprising,it’sentirely

possiblethattherapidaccelerationofAI adoptionseenoverthepast18monthssimply wasn’tontheradarwhensomeoftheannual reportsweusedwerefiled.

Property,construction,FMCG(fast-moving consumergoods)and retailwerethemost ‘multi-risk’sectors,whileinfrastructure andenergycompaniestendedtoidentify

Socialmedianow means thatlocalissues canescalateintoglobal headlines within hours–often fuelled by misinformationand publicoutrage

climateissues,agrifoodandmanufacturing pinpointedsupplychaindisruptionandpharma &healthcaremostfrequentlyhighlighted economicuncertaintyandtalent.

Itgoeswithoutsayingthatmakingtough decisionscomeswiththeterritoryofbeing chiefexecutiveof abigNorther nIreland business.Buttoday,it’stheway abusiness respondsto acrisisthathasthebiggestimpact ontheir reputation,nottheinitialincident itself.

Thepolarisationofmuchofsocialmedia andonlinenewsmeans afalsestepcan result in asmallissuesnowballinginto afull-blown crisisifnothandledsensitivelyanddecisively, withclearcommunicationandengagement.

ThefindingsoftheRiskRadar reportalso highlightthat resilienceisn’tbuiltinthe momentsofcrisis,butlongbeforethen.

Organisationsthatunderstandtheirrisk landscape,prepareforchallenges,and respond withconfidenceandclarity,are theonesbest equippedtoprotecttheirbusiness,andtheir reputation.

Theyhavespenttimescanningthehorizon fordamagingscenarios,gamedouttheir responses,built relationshipswithinfluential stakeholdersandplannedhowandwhento communicatewithemployees,customers, suppliers,politiciansandthepublic.

Arobustcrisiscommunicationsplan won’tsolvetheissue,butitcanhelpensure businesseshave asayinthenarrativethat’s presentedandhowlongit’sintheheadlines.

Caneverybusinesslistedinthisyear’sTop 100saytheyarepreparedand readyshouldit happentothem?Ifnot,thetimetogetstarted isnow. ■

HowNI’smostfamous lottery winner turned £10m intoabooming whiskeybusinessand aBelfast touristdraw

Speakingtothe InGoodCompany podcast,lottery winnerandco-founderof TitanicDistillers, Peter Lavery,onabouttheaftermathofhis1996winand thebrandingofhiswhiskeybusiness

Norther nIreland’smostfamous lotterywinnerhas reminisced aboutthedayin1996when officialsfromCamelotvisitedhisShort Strandhometoverifyhis£10.2mwin.

PeterLavery(64),theco-founderof Titanic Distillers —and aformerbusdriver —speaks toCathyMartinabouthiswinandhiswhiskey businessinanepisodeofpodcastInGood Company.

He’dbeenoutdrinkingintheCityBus drivers’clubwhenhegot acallfromhisexpartnertellinghimshethoughthisnumbers hadcomeup —resultingin awindfallof £10.2m.

Peter,whosebusiness TitanicDistillersis also amajortouristattraction,said:“Itfelt unreal.Everybodyplayedthelottery.Itwas abig,bigthingthen.Itwasweek79 Iwon itbelieveitornot,itwasthatearlyinthe journey,soithadjustbeengoingoneanda halfyears.

“I remember afellainBlackpoolwonittwo weeksearlierand Iwasjustfinishedmyshift and Isaid,“someday,I’llwinit”but Ididn’t

realiseitwasgonnatobemetwoweekslater.

“Igot aphonecallthatnightinthebus drivers’clubafter Ifinishedmyshift,havinga fewswallies.ItwasmyexsayingI’dwonthe lottery.”

ButhewenttoworkasnormalonSunday,

andphonedCamelot,thecompanywhich operatedtheNationalLotteryuntil2024,to confirmthewinthatmorning.Hewastold adviserswerealreadyontheirwayandwould meethimathishomeat12.15.

“Theyweresittinginthesitting room, Iwalk inwithmybusman’suniformonandtheireyes poppedoutoftheirheads.”

Inthefourweeksfollowingthewin,he spent£3m,givingitawaytohisfamilyand charitiesandtakingagroupof12familyand friendstoSaintLuciaintheCaribbean.

Healsoboughthimself ahomeinCraigavad innorthDown —“stilljust15minutes awayfromShortStrand” —butdespite thetrappingsofwealth,Peterstillhas abus driver’slicence.

“Thelicencehasjust renewed,and Ijustgot

themedicaldonelastweek,soI’mpositivefor anotherfiveyears.Butbythen,I’llbenearly 70,soI’llnotneedit.I’llprobablyjustletitgo atthat.”

Peter’smostnotablebusinessventurehas beentheopeningof TitanicDistillersinthe historic TitanicpumphousebuildinginApril 2023.

InDecember2027,itwillproducethefirst whiskeydistilledinBelfastinaround90years. It’salsolaunchingitsownstout.

Yethedoesn’tdrinkbeyondhaving ataste ofhiswhiskeyduringsamplingeventsand admitsthathegaveupalcoholafterdrinking toomuchinthepast.Diabetesandbeing confrontedwithhisownmortalitymadehim giveup.“Iwasgivenanultimatum, redcard, liveordie,andthatwasit.

“Idotastemywhiskey.AndI’mlucky Ican doitthereinthedistillery,anditdoesn’tgive meanurgetobebackonthedrink.”

Itwas astrokeofhugelucktowinthe lotterybackin1996,butitdoesn’tmean businessiseasy,hetellsCathy.

Holdingprivateeventshasbecomean importantaspectofgettingvisitorsin.“We’re probablysittingataround28,000visitorsa year,andweneedtogettoaround80,000.”

Andinternationalgeopoliticsis afactorhe hastocontendwith,particularlytheimport tariffsimposedbyUSPresidentDonald Trump. “Wewereprojecting amillionbottlesof whiskey ayearinAmerica.

“Nowwe’reprojecting600,000becauseat thebottomtierofthemarket,peoplewillbuy bourbonbecauseit’s15%cheaper.”

Inside thenew north Belfast filmstudioaimingtoturnNIinto the‘HollywoodofEurope’

NiallMcGreevy speakstoChristianGerringabout openingthedoorsofPancakeStudiosinFebruaryand aimingtoturnNIintoa filmmakingheartland

Theownerof arecentlyopenedfilm studioinnorthBelfasthassaid heaimstohelpNorther nIreland becomethe“HollywoodofEurope”.

ChristianGerring,(28),openedthedoors ofPancakeStudiosinFebruarythisyearand hashad abusymonthasthespacecontinues attractingnewprojects.

Themost recentannouncementisBBCNI TVshowRewarding,whichissettostarBelfast comedian VittorioAngelone.

Theshowwillfeatureasasix-partcomedy series,exploringlifeonthefrontlinesof domiciliarycareaswellasthepeaksandpitsof workingwithneurodivergentclients.

OwnerChristiansaidhe’s“buzzing”with theannouncementandadmitsit’sthebiggest projecthe’sbeeninvolvedwithsofar.

Butthestudioitselfhasbeen alongtime coming,and apassionprojectforfilmlover Christian.

“I remember readinganarticlefromabout 10yearsagothatcalledNorther nIrelandthe HollywoodofEurope,anditannoyedmea bit,”hesaid.

“HollywoodseemstocometoNorthern Irelandforthetaxbreaksandcheap production,so Iwantedtosee areal Hollywoodhere,havinggrass rootsproduction companiesandstudiosthatcontrolandown theirowncreativeideas.

“Thisspacebecameavailableallofa sudden,so Idrewupabusinessplan,got abig fatloanandnowhereIam.”

ThestudioopenedonShrove Tuesday, with acelebrationofshortfilmsandplentyof pancakes.

“Peopleweretellingmethey’vewanteda placelikethisforeverinBelfast,so alotofhard workisstartingtopayoff”,hecontinued.

“ThispartofnorthBelfastisgetting alotof businessattractedtoit.

“BlueLightswasshotjustupthe road. Idefinitelyfeellikeit’sontheup,there’sa healthybuzzhere.”

ChristiansaidNorther nIrelandisoneofthe bestplacesintheworldforfilmmaking,and it’snot asurprisethatbig-budgetproductions havefoundtheirwayhere.

“Ithinkit’sdowntotheavailabilitywe have.Thereare obviouslystudios,butwehave incrediblelocationslikethenorthcoastand such adiverselandscape.

“Everythingiswithin atwo-hourdrive. You’renothavingtogofrom astudioto somewhereforsixhoursplus.Everythingisso convenientandclose.”

However,hesaidspaceneedstobegivento homegrowntalentamongstthebighittersthat cometoNorther nIreland.

“Weneedtocultivatethattalentandlet thebiggerwigsandhigher-upsknowourlocal talentisworthinvestinginandtaking achance on.

“Iwanttoseelocaldirectorsandproducers withthecreative reinsandbiggestfinancial gainforit.

“I’msickofNorther nIrelandbeinga locationforhire.

Beinganindependentstudio,Christianhopes hisspacecanbetheplacewhereyoungcreative thinkerscangettheirfootintheindustry “Wewanttogivethemnetworking opportunitiesand afootinthedoor.

“GettingintotheindustryinNorthern Irelandiscriminallyhard. Youneedthat lightningstrike.

“WewantPancakeStudiostobetheright place,attherighttime,forsomanypeople.”

AndChristiansaysthere’splentyofevidence

forthegreatworkthatcanbeproduced locally.

“LookatthelikesofDerryGirls,HowtoGet toHeavenfromBelfast,andtheKneecapfilm.

“Norther nIrishandIrishfilmshavebeen well receivedthroughouttheworld.

“Withmoreofthathappening, Ithinkthe marketislendingitselftogivingNorthern IrishandIrishpeopleevenmorechancesand opportunities.”

Christianalsosaysthestudiocanactasa “goldilocks”spaceforproducersinNorthern Ireland.

“Withbudgetsgettingtighterandtighter andmorecontentbeingmade,weare positionedin aniceplace,”hesaid.

“Thestudiohas a10,000sqftspace. We’re inanareathatisnottoobigthatit’sdaunting, butalsonottoosmall. We’vegotproduction officeshereaswell,soyoucanbeinthemidst ofitall.

“You’renotdetachedin adifferentlocation towhereit’sallhappening.So Ithinkwecan verymuchcatertosmallerTVshowsand independentfilmsandgivethemthespacefor agoodprice.”

ThatincludesBBCNI’s‘Rewarding’.

“It’sgreathaving Vittorioin.Hopefullyhe’ll makeuseofourpodcaststudioaswell!”

Thestudiohasalsotakeninspiration from recentindependentfilmsObsession andBackrooms,whichhavebothmadea largeimpressionattheboxofficethisyear, collectivelycomingclosetohalf abillionin earningsfromsmallbudgets.

“£750,000isstillmoremoneythanyou couldprobablymusterupyourself,butit’sa tightbudgetand Ithinktheindustryisgoing thatwaybecauseyoucancreatethataudience andthatplatformtojumpoff.” ■

Brexitanactofeconomicself-harm forBritain...but Windsor Framework hasgivenus acompetitiveedge

EconomyMinister

DrCaoimheArchibald looksatthevoteforBrexit adecadeagoandwhat it’smeantforNorthern Ireland’s business landscape

AdecadeagoBritainvotedtoleave theEuropeanUnion.Thenorth votedtoremain.In recognition oftheGoodFridayAgreement,andin ordertoprotecttheall-Irelandeconomy, uniquearrangementsundertheWindsor Frameworkkeptthenorthinthesingle marketforgoods.

Thesubsequentcontrastinourexport performanceisstark.Betweenthefirstquarters of2023and2026,BritishexportstotheEU decreasedby16.6%.Overthatsameperiod, exportsfromthenorthtotheEUincreasedby 10.3%.

WhileBrexithasproventobeanactof economicself-harmforBritain,dualmarket accesshasgivenourbusinessesa commercial edge.InvestNIishelpingbusinessesusethat advantagethroughexportandsupplychain advice,marketintelligence,mentoring,export skillssupport,trademissions,andfinancial assistance.

Itwilltakemore timebeforetheimpact onforeigndirectinvestmentworksitsway through.Evenintimesof stability,inward investmentprojectstakeyearstomaterialise.

However, thepoliciesoftheUS administrationhavecreated ahighlyuncertain globalinvestmentenvironment.There is alsoalackofunderstandinggloballyabout ouruniquetradingarrangements.Raising awarenessofhowdualmarketaccessimpacts

onparticularsectorsandproductshastherefore been afocusforInvestNIandmyownvisitsto theUS.

Inadditiontocontributingtoourstrong exportperformance,the WindsorFramework hasbeenveryeffectiveinprotectingtheallIrelandeconomy.Cross-bordertradeforgoods andservices reached£14.5bnin2024 —a remarkable16%increaseon2023’svalueof £12.5bn.

Tradehasgrowninbothdirections.Sales fromnorthtosouthincreasedby20%while salesfromsouthtonorthgrewby9%.Inthe faceofglobalchallenges,strongerall-Ireland tradehasbeenessentialtoourdomestic resilience.

TheworkofInterTradeIreland —supporting cross-bordercommerceandclusters —iskey tothissuccess.Itprovidespracticalsupportand programmesthathelpSMEsengageincrossbordertradeandnavigatepost-Brexittrade rules.Since2016thenumberoffirmstrading

acrosstheborderhasincreasedbyalmost a third.

Despitetheseadvantages,oureconomyhas notbeenunscathedbyBrexit. We havelost valuableEUfundingforskillsandemployability programmes.Universitiesface restrictions onforeignstudentsand researchers.Our businesseshavelostaccesstoskilledEU workers,exacerbatingskillsshortages.

InBritianitisincreasinglyacceptedthat Brexithasnotimproveditseconomy,quite thecontrary.Inanefforttoundothedamage, Britainisthereforeseekingto resetits relationshipwiththeEU.

Thenorthalsostandstogainfrom aBritish rapprochementwiththeEU.Thatis outsideof ourcontrol.Butwhatwecandoiscontinueto takeadvantageoftheopportunitiespresented bythe WindsorFramework

Ourimpressiveexportperformanceandthe flourishingall-Irelandeconomyshowsthat thereisstrongmomentumtobuildon. ■

Customer engagementfirm creates 61 new jobs forBelfast

Acustomerengagementplatform iscreating61newjobsinBelfast withaveragesalariesof£54,000,it hasbeen revealed.

Reward,whichsetupherein2016,said itwillbehiringsoftwareengineers,data engineersandothertechspecialists.Itwillalso befillingfivegraduate roles.

Thecompany,whichisownedbyRezolve Ai,workswithclientsincluding retailersand bankstodrivecustomerengagementthrough rewards.

Accordingtoitswebsite,it’snowthe biggestUKproviderinthefieldandoperates inmore than15countries.Clientsinclude Visa,Mastercard,NatWest,Amazonand McDonald’s.

ThecompanysaiditsBelfastgrowthwas partofinternationalexpansion,includinga growingpresenceinEuropeandtheMiddle East.

ItsaidtheBelfastofficeplays akey rolein supportingproductdevelopment,engineering

andbusinessoperationsacrossinternational markets.

KillianO’Rawe,chieftechnologyofficerandBelfastsiteleadat Reward,AnneBeggs,chiefcommercialofficeratInvestNI,and SeanMcDaid,financedirectoratReward

InvestNI,whichhassupportedtheexpansion, said:“Reward’slatestexpansionbuildsonthe strong relationshipwehavedevelopedwith thecompany,sinceestablishingitsBelfast operationin2016.

“Thecompany’schoiceto reinvesthere highlightshowthe regionis aprimelocation forbuildingandscalingadvancedtechnology anddataservices.

KillianO’Rawe,chieftechnologyofficerand BelfastsiteleadatReward,said:“Ourgrowth plansarecentredoncontinuedinnovation, internationalexpansionandbuildingan increasinglyefficientandscalablebusiness,and Belfastplays acritical roleindeliveringthat strategy.

“Theteamhereiscentraltohowwe enhanceourplatform,investindataand analytics,anddevelopnewcapabilitiesforour financialservicespartners.

“Weare alsoincreasingtheuseofAIand automationtoimproveproductivityand performanceacrossthebusiness.”

Hesaidthe region’stechnologyecosystem andqualityoftalenthadenabledthecompany tobuild astrongteamsupportingcustomers acrossinternationalmarkets.

Headded:“ExpandingourBelfastoperation is anaturalnextstepaswecontinuetogrow.”

AnneBeggs,chiefcommercialofficerat

“Bycreatingthese61high-value roles, thecompanycantapintothedepthofskills availablelocally,utilisingNorther nIreland’s pipelineoftalenttosupportitsinnovationas itgrows.

“Weare pleasedtocontinuesupporting RewardasitdevelopsitsBelfastbaseand servesglobalcustomersfromNorthern Ireland.”

InvestNIsaidthatwhenthenewjobsare inplace,theyareexpectedtogeneratemore than£3.3minannualsalaries —anaverageof £54,000.

SeanMcDaid,financedirectoratReward, added:“Wehavebuiltanexceptionalteam inBelfastoverthepastdecadeandhave consistentlybeenimpressedbythedepthof expertiseavailableacrossNorther nIreland.

“Combinedwith astrongfintech community,leadinguniversitiesand apositive businessenvironment,Belfastprovidesan excellentplatformforcontinuedgrowth.

“Thesuccesswehaveachievedheremade ittheobviouslocationforthisnextphaseof expansion.” ■

How to make theAI revolution alittlelessscary

Newtechnologymakesbecomingan entrepreneurmoreaccessibletoeveryone, writes NeilCrockett ofCatalyst

AIisscary.We’veallseenthe headlinesoverthepastcoupleof yearstellingusthatit’scomingfor ourjobs,thatthe roleyoudotodaywill beobsoletebynextyear,thatemployers nowonlyneed afractionofthegraduates comingoutofuniversitythattheyusedto.

It’strue,AIiscausinglabourmarketsaround theworldto rethinkand restructureand Norther nIrelandwillnotavoidit.

Forexistingbusinessesin awiderangeof sectors,AIisalreadychangingtheirbusiness modelsandtheshapeoftheirworkforce.

ButthereisanothersidetotheAIcoin. Itwillalsoempower alotmorepeopleto createtheirownbusinesses.Itwillenableand accelerate anewwaveofAIdrivenenterprises

(AIDEs)andentrepreneurs.AImakesbecoming anentrepreneurmoreaccessibletoeveryone.

AIcancodeandtestso aconceptcan become aproductwithoutspecialisttechskills, customerscanbeidentified,qualifiedand demandtestedwithoutmonthsof research, websitesandmarketingcanbeproduced quicklyandautomatedoperatingprocesses developedanddeployed.Newbusinessescan getfromsetuptofirstpayingcustomersin weeks,notyears.

Thebarriersthathavetraditionallyslowed downNIentrepreneurs,suchasspecialist techorengineeringskills,hardtogetstartup investmentanddistancefrommarkets,are dissolved.

Thisisnotjusttheory.Thedisciplined

approachtobuildingcompaniesdeveloped atMIThas a69%five-yearsurvivalrate inindependent research,andinCanada theLab2Marketprogrammehasproduced 132newstart-upsfrommorethan1,000 participants.ItsnewAI-focusedsuccessor, AI2Market,islayeringtoday’stoolsontopof thatsamediscipline.ThemagicisnotAIalone, ormethodalone,butthetwocombined.

Theopportunityhereisnotjust anew waveof“techbro”entrepreneurssellingAI enabledtechtools.It’sabouthelpingpeople whohave apassion,livedexperienceor deepknow-howabout anicheproblemintheir communitytoconvertitinto asolutionanda businessthatmaynotbethenextunicorn,but cangrowandcreateopportunity.Probably mostimportantlythisincludes ahuge opportunitytoincludethosewhotodayare furthestfromentrepreneurialopportunity

sociallyandgeographically.

AtCatalyst,creatingandsupporting entrepreneurshipiswhatwedo. We were recentlyrankedbytheFinancial Timesasthe leadingstart-uphubontheislandofIreland andtheonlyhubinthetop10intheUK outsideLondon,thankstothequalityofour partners,programmes,people,facilitiesand network.

Ourbeliefisthatentrepreneursaren’tborn. Theycanbemade —particularlyinthisnew AIera.

Independent researchproduced bytheNationalCentreforFamily BusinessatDCUBusinessSchoolfound thatalmost90%ofparticipantsinour recentHelloPossibleprogrammewouldstart theirownbusinessifgiventhechanceto lear nentrepreneurialskillsandincreasetheir confidence.

Theprogramme,deliveredbyCatalyst andfundedbytheDepartmentforthe Economy,wasdesignedtohelppeople fromunder-representedgroupsexplore self-employmentandbusinesscreationasa crediblepathway.

Whatsetitapartfrom atraditional enterprisecoursewasthemethod.Rather thanstoppingatconfidenceandinspiration, itmovedpeoplethrough astructuredprocess totest realdemandandvalidate agenuine businessopportunity.Thesamedisciplinethat, pairedwithtoday’sAItools,nowcompresses whatoncetookyearsintoweeks.

Onenewfounder,DianeReilly,said shewouldn’thavehadtheconfidenceorclarity topursuetheideaforherbusinessEndovia, anearlypre-consultationtoolforwomenwith endometriosis,despitehavingtwodecadesof experienceworkingintheNHS.

BybroadeningDiane’sunderstanding ofhowtechnologycouldhelpaccelerate diagnosisandsupportbetterhealthoutcomes, shewasabletotakethefirststepincreating somethingshe’sdeeplypassionateabout.

Aswellasexperiencedfirst-time entrepreneurslikeDiane,generational attitudestowardsentrepreneurshipare startingtoshiftamongstuniversitystudents andyoungerpeople.This regionhaslonghad alowEuropeanrankingonentrepreneurial activity,soraisingambitionisessential.

ButwhileI’veyettomeetsomeone whodoesn’tliketheideaofNorther nIreland

havingmoresuccessfulentrepreneursand buildingonourproudhistoryofinnovation, thatambitionhastobebackedup.

Thesearetestingtimesforgovernment budgetsandthereare manycompeting priorities.Butitisdeeplyworryingthatatthe verytimethisopportunityisopeningupthat theNIExecutivehas aheavily reducedbudget forentrepreneurship.

Catalystisdoingallitcantopresentthe evidencethatthiscanwork,butNIneedsa changeofgearandinvestmenttoscaleupthe AIDEopportunity.

Itrulybelievethisis agenerational opportunity.Butonlyifwearepurposeful, getonthefrontfootandputthesystemand mechanismsinplacetoensuremorepeople areequippedtobuildAIenabledbusinesses.

Itusedtobethatthebigambitionin thissectorwastoseethefirstunicorn businessinNorther nIrelandandlookto deeptechtoprovideit.Thatisstillan importantobjectiveandsomethingCatalyst andourpartnersarealsoveryfocusedon makinghappen.

Butlet’snotmisstheothernewopportunity here.Theopportunitytoscale asystemthat creates anewwaveofentrepreneurs.Ifwe getthatright,itwillhavepositivebenefitsfor ourwholesocietyinevery regionofNorthern Ireland.

Entrepreneurscanbecreated.Let’smakeit happenandmaketheAI revolutionjust alittle lessscary. ■

Privatehealthcarechiefon

‘shiftthinking’about treatment

JamesMcNaney speaks to Bar ry Downes of Affideaonthehealthcare firm’songoingexpansion anddevelopingamajor newBelfastbase

Theheadof amajorprivate healthcarebusinesssaysBelfastis thesiteofoneofthemulti-national firm’s“biggestever”investments.

BarryDownes(45)isthechiefexecutive ofAffideainIrelandandtheUK,andhas beenoverseeingthecompany’sexpansionin Norther nIrelandover recentyears. Itdescribesitselfas amedicalimagingand

out-of-hospitalservicescompany,whichsaw around30,000patientsinNorther nIreland lastyear.

OperatinginNorther nIrelandsince2008, whenithandledtheMRIimagingservicefor UlsterIndependentClinic,todayitsservices hereincludeanimagingcentreonMalone Road,OrthoderminHillsborough,whichit boughtin2021,and arecently-openedMRI

facilityinOmagh.

Ithasenteredmorepeople’slexiconsover thelastyear,afteritbecamethesponsorof UlsterRugby’shomestadiumatRavenhill,with AffideaStadiumsignspoppinguparound southandeastBelfast.

Barrydescribesthecompanyas“thelargest providerofoutpatientdiagnosticsontheisland ofIreland”,anditisworkingon“thelargest facilitythatAffideahaveeverbuilt”onBelfast’s BoucherRoad.

“It’s100,000squarefeetofpurpose-built clinicalspacedesignedtomeettheneedsof theNorther nIrishmarket,”hesays.

Affideaacquiredprivatehealthcareclinic Orthodermin2021fromitsfounders, orthopaedicsurgeonMichaelEames,and dermatologistDrElizabethMcMullen.Michael continuestoworkasanNHSsurgeon.

RavenhillwasrenamedAffideaStadiumin2025

Barrysaidhediscussedgapsinthe healthcaremarketwithMichael.“Wespoke aboutthepatientpathways,thedifficulties inpatientaccessandcare,andevensomeof thelimitationswehadinourexistingservice offering.

“Michaelwasseeingpatients,theywere havingtheirdiagnosticwithus,theywere having aconsultationwithus,butanybody who requiredgeneralanaestheticeitherhadto be releasedbackintotheNHSpublicsystemor wassenttoanotherprivateprovider.

“Theonewishwehad,andthe visionwehad,wastohave afacilityor healthcareecosystemupthereunderthe Affideaumbrella,wherewecanmanage thehealthcarerequirementsofpatients inNorther nIreland.Andthat’swhatthe developmentofBoucherRoadisgoingto deliverforus.”

Barrydescribesthenewfacilityas“oneof themostexcitingprojectsI’vebeeninvolved with”sincehejoinedthecompanynineyears ago.It’sbeingbuiltonthesiteof aformer B&QwarehouseonBoucherRoad.

“It’sthebiggestgreenfieldinvestment Affideahaveevermade,andwe’remakingit inNorther nIreland.

“Wehave asimilarfacilityunder constructionincentralLondonatthemoment in Wimbledon,butit’sathirdofthesize. We werereallyfortunatewiththelocation.

“ButBoucherRoadisnot ahospital,it’sa healthcareclinic.Whenwecommencedthe officialgroundbreakinginFebruarythisyear,

Iwasatpainstopointoutthatitwasn’tjust aboutstartinganotherconstructionproject,it’s aboutshiftingthewaywethinkabouthealth careandhealthcaredelivery.

“Gobacktoyourownexperiencesand yourexperiencewithyourfriendsandfamily: everyoneassociatesthetraditionalhealthcare journeywithgoingto ahospital.

“Hospitalsarefor really,reallysickpeople, they’recomplexcampuses,itcanbequite stressful.

“WhatwewanttodoontheBoucherRoad isdeliverhigh-qualityprofessionalcare,where peoplework,wheretheylive,andmakingsure thathealthcarekindoffitsintoyourlifeand nottheotherwayaround.

“Whatwewanttodoisbringdiagnostic services,specialconsultations,surgical capabilityintotheheartoftheneighbourhood.

“Andwe’realwaysveryclear,hospitalswill alwaysbevitalinanyhealthcareinfrastructure foracuteemergenciesandcomplexsurgeries.

“Butthefactis,forthevastmajorityofour dailyhealthneeds,youdon’tneed ahospital bed. Youneed acommunityhubwhereyou canaccessthatrangeofservices.

“Andthat’swhatwe’redoinginBoucher Road.”

Barryispassionateabouthealthcare,buthis journeyinbusinessdidn’tstartthere.

Bor ninKill,CoKildare,hisprimarydegreeis inmechanicalengineering.“As achild, Iwas inclinedtowardshowthingsworkandwhy thingsdon’twork:Lego, Technicandallthings mechanical.

“It’squiteinterestingbecause Idon’thave aclinicalbackground,butifyoulookatour familytree,halfofthefamilyareclinicians, whetherthat’smyownsisterwho’saprofessor aconsultantpathologist,anothercousinwho’s anotherpathologist,anothercousinwho’salso acardiacnurse,wehave aGPinthefamily, whereas Icamefrom adifferentarea.

“Itwasveryfunnyactually,when Ifirst toldmysisterthat Iwastaking arolein healthcare.Shesays,‘whatdoyouknowabout healthcare?’

BarrywasapproachedbyAffideaIreland totake aroleaschiefoperatingofficerand startedatthefirminApril2017.

Hemovedquicklyupthroughtheranks, becomingchiefexecutiveinDecemberofthat year,andhas remainedin aleadershipposition fornineyears.

Affideahascontinuedtoexpandits operationsontheislandinthattime,including anumberofpurchasesandinvestmentsnorth oftheborder.

One recentmovewasitspartnershipwith UlsterRugby,takingoverfromKingspanas

thetitlesponsorofthefamousgroundat Ravenhill.

Whilemanyrugbyfanswillhavefirstheard ofAffideawhenitsponsored astadium, Ulster’splayerswerealreadyfamiliarwiththe companyasitworkswiththemedicalteamat theprovince.MichaelEameshadworkedwith theteam’sdoctorforsomeyears,andeven operatedonsomeoftheplayers.

“Itgoesbacktothevisionmyselfand MichaelhadforthebusinessinNorthern Ireland:howdowe reallydemonstratetothe peopleofNorther nIrelandwhoweare,what weare?

“We’reinvesting alotofmoneyinthatnew facilityonBoucherRoad.It’sreallyimportant thatpeopleknowusandtheytrustus. Ithink thealliancewithUlsterRugbyprovidesthat reassurance.

“I’llsayonething,I’vesaiditpublicly,I’ve saiditprivately,IhavefoundtheteaminUlster Rugby —fromthecommercialteamandtheir back-officeteamandtheirchiefexecutives andtheirtrustees–tobeamongstthemost professionalwe’vecomeacrossinanyofour

businessdealingsandsoeasytoworkwith.”

Onanislandwithsuchaninterestinsport, helpingbothamateurandprofessionalplayers formsanimportantpartofAffidea’sbusiness. ItsupportscountyGAAandgrassroots sportssuchasunder-10s,under-12sandGAA minors.

The relationshipwithteamphysiosis important.“Sporthasevolvedsignificantly.If oneoftheirgoodplayersgetsinjured,weneed tomakesuretheycanjogoutnextSaturday inthecountyfinal,etc.”HesaidAffidescan provideeasieraccesstoanMRIthanpublic healthcaresystems.

“Weare thelargestproviderofoutpatient diagnosticsontheislandofIreland. Youcan getanappointmentwithuswithin24hours.

“Andthemainthingaboutthatis,you comein,you’llhaveyourMRI,theMRIwill be15or20minutesand24hourslater,your doctororyourphysiowillhavetheradiology reportback.

“Oncetheyhavethat reportbackandthey canaccesstheimages,theycanthendecide whatwedonext.” ■

Medicaldiagnosticsgiant reports £24m pre-taxloss

Randoxhasreported alossbefore taxofover£24mdespitewhile turnoverhasrisentomorethan £190m.

Theglobalmedicaldiagnosticsfirm,which isbasedinCrumlin,CoAntrim,hasimproved itsperformancefromlastyear,seeinglossesfall byover50%.However,moneyowedinbank overdraftsandloansgrew.

OneofNorther nIreland’sbest-knownfirms, RandoxHoldingsoperatesotherlocationsin CoAntrim,CoDonegal,Bengaluru,Indiaand West VirginiaintheUS.

Thecompany, headedbyfounderand managingdirectorPeterFitzgerald,“estimates thataround5%oftheworld’spopulation,or some400millionpeople, received amedical diagnosisinthepast12monthswhichutilised aRandoxproduct”.

ReflectingontheaccountsforRandox HoldingsfortheyearleadingtoJune30, 2025,thedirectors’ reportsays:“Overall,the directors remainpleasedwiththecompany’s performance,andwiththebenefitof recent investments,considerittobeverywell-placed tocontinuetogrowandtoplay aleading role

intheglobaldiagnosticsindustry.”

Turnoveratthegroupgrewby8%between 2024and2025,risingfrom£176mto£190m. It wasalsosuccessfulin reducingcostofsales andadministrativeexpensesbyaround10%to £127mand£90m respectively

Therewas areductioninotheroperating income overtheperiodfrom£14.3mto£7.6m. This47%fallwasattributableinpartto a£3m fallinresearchanddevelopmentcredit,while otherincome reducedfrom£4mto£750,000.

Randoxlost£24mbeforetaxforthe2025 accountingperiod,whichwas areductionof morethan50%fromthe£52mitlostbefore taxin2024.

Onthebalancesheet,thegroupisowed £61.4mfromdebtors, a24%risefromthe £50mowedlastyear

Bankoverdraftsatthegroupmorethan tripledfrom£5min2024toover£17min 2025,whiletheinterestpayableonthiswent up72%from£2.5mto£4.4m.

Randoxowes£4minbankloansduewithin oneyear,and£26mdueafterthattime,the bulkofwhichissettobepaidwithintwoto fiveyears.

Thegroupcutalmost400employees numbersbetween2024and2025,going from2,319to1,926onaverage.Overallstaff costsfelltounder£80m,howeverdirectors’ emolumentsmorethandoubledto£585,000.

Inthecompanyaccounts,RandoxHoldings saidthatlossesare“significantly reduced”from lastyear,andadds:“Thisperformancelargely reflectstheincreasing returnsbeinggenerated fromthesignificantup-frontinvestmentsmade inR&DandourRandoxHealthclinicbusiness overthepastfewyears.

“Thestrong returnsgeneratedduringthe pandemicperiodhaveallowedthecompany tofundtheseinvestments,andthegroup retains astrongandstablebalancesheet,with relativelylowlevelsofgearing.

“Thegroupperformanceinthe2025year hasbeenwithinexpectation,notingthe requirementforpost-Covid realignmentand investmentforfutureopportunity

“Thebalancesheet remainsstrong, investmentshavebeenmadeincapabilities thatarevery responsivetoeconomiesofscale and anumberofexcitingnewR&Dprojectsare comingtomarket.” ■

Bootschiefin NIonpotential takeoverand newstores

Bootsboss AileenMcGroggan saysshe’sconfident inthebusinessasitpreparestoopensecondairport store,writes JamesMcNaney

TheheadofBootsstoresinNorthern Irelandsayssheisconfidentin thebusinessinNorther nIreland, asthefirmpreparestoopen asecond newairportstorethisyear,andtohire 15-plusnewstaff,allwhilecelebratinga milestoneanniversary.

AileenMcGrogganhasworkedatBoots herentire career,andsaysthatthecompany isconfidentofgrowthinNorther nIreland, despitespeculationthattheUK-widefirm couldbesoldtonewowners,orputupforan IPOinthecomingmonths.

Thebusinessisoneofthemostprominent playersinthecommunitypharmacy,healthcare andbeautysectorshere,with67stores employing1,200staff.

Bootsisalsocelebratingits60thanniversary inbusinessinNorther nIreland,andAileen hopestocontinuetobuild acompanythathas beenatthecentreofherworkinglife.

“Iwasbor nandraisedjustoutside Limavady.Iamapharmacist,so Itrainedat Queen’sUniversityBelfast,andthenmovedto

Ballymena.I’vesincegottenmarriedandhad children.

“Atschool, Iwas reallyinterestedin healthcareandnavigatedtowardsthescience subjects.

“Iwasalwaysintriguedbythe roleofa pharmacist. Ijustfoundit reallyinteresting, becauseyougotthechancetomakea differencebutinteractwithpeople really regularly.

“Ididsomeworkexperienceinourlocal communitypharmacy,anditjustfelttheright thingtodo.

“Iwas reallyfortunate: IjoinedBootsasI trainedatQueen’s,soI’vefortunatelybeen withthemmyentirecareer.”

Aileensaysthatherearlyexperiencewith thecompanyafteruniversity,workinginits Foylesidestore,was“brilliant”.

“The realbenefitofstartingatthatpointis yougettogrowinconfidence. Icertainlyfelt that reallysupportedmethroughuniversity.

“Igrewinconfidenceinhowtointeract withthepublic,howtomanagethatand

then,latterly,asyougrewyourownskills, particularlyyourabilitytocounselandgive adviceto acustomer,Ijustfinditall really workedtogether.

“Bythetime Iqualified–orindeedasI wasdoingmytrainingyear–Ifeltlike Ireally enjoyedthataspect,anditcertainlyfeltvery natural.”

“Theabilitytospeaktocustomersandmake adifference; Istill reallyenjoythat,it’sstilla real reason Idothejob.”

Hercareernowspanstwodecades,since joiningBootsin2005,andAileensaysthejob haschangedinthattime.

“The roleof acommunitypharmacistis definitelyevolving. Iamqualified23years, andcertainlythe roleinthattimehasmost definitelydeveloped.

“Ithinkwhathaschangedandcontinuesto developishowthepublicseethepharmacist. They reallytrustthatadvice.

“Weare thefirstpointofcontactin communitiesandweplaysuchanimportant role.Andtherefore,thethingthatdoes surpriseisjustthatvolumeof requests,the volumeofadvice.

“Thatshowswhatispotentialan opportunityforthepharmacist role,butalso sometimescanbechallengingbecauseyou aresometimesdealingwithsomeofthemore challengingsituationsthatcustomersfind themselvesin.”

Aileensaysthegoodfortuneshehas experiencedinhercareer,whereshewas offeredtocoveramanagement roleearlyon, hasgivenherenergyandinspiredher“tokeep

thatcultureofgrowthgoinginourbusiness”.

“We’vegot1,200colleaguesinBootsin Norther nIreland,whichisamazing,and20pc ofthosehavebeenwithusformorethan20 years.”

BootsisexpandingfurtherinNorthern Irelandthisyear,withnewstoresopeningup atBelfastCityAirportandBelfastInternational Airport.

TheInternationalAirport’sstoreisa relocationand refurbishment,whiletheCity Airportspotisanentirelynewstore.Itwill opennextmonthwiththecreationofatleast 10newjobs.

TheInternationalAirportlocationopened lastweek,withAileensayingitis a“brilliant opportunityforus”.

“We’vecalleditouron-the-goformat,

essentially,whatwehavemanagedtodoin thatlocationisbringthebestofwhatweoffer onthehighstreettoourcustomersasthey travel.

“OurInternationalAirportstorehas areally excitingrangeofproducts. We’vethoughtvery carefullyaboutwhatourcustomerswouldlike whentheygoandtravelandhowdoweget thatbalancebetweenconvenience,butthe bestofwhatBootshastooffer.

“Wehaveupto15positionsthereforour colleaguesandthatincludesmanagement positions,sothat’sbeen areallywelcome investment.

“Thennextmonth,wealsohavethestorein theCityAirportopeningaswell.”

Allofthisispartofthefirm’splanstomark its60thanniversaryinNorther nIreland:“We

reallywantedtocelebratewithourcolleagues, andwe’redoingthatrightacrossthiswhole year.

“We’re usingitasanopportunitytoconnect morewithourcharitypartners. We’redoing anumberofbirthdaybrunchesacrossour pharmaciesandacrossourstoresinNorthern Irelandacrosstheyear.We’rereallywanting ittobecelebratory,celebrateourgreat colleagues,butalsouseitas achancetoyes be reallyclearthatwedoneedtocontinueto investinourbusinessandmakesurethatwe cantocontinuetoevolvefortheyearsahead.”

OneareaofBoots’thathasbeenevolvingin recentyearsisitsownership,withpress reports inthepastweeksuggestingthatmorechanges areafoot.

The Times reported recentlythatcurrent ownersSycamorePartners, aprivateequity firm,areintalkswiththe Westonfamily,as wellastheAustralianpharmacygroupSigma Healthcare,about apotential£7.5bnsaleof thefirm.ButonMonday,bossesatSigma saidthecompanyhas“electedtowithdrawits interestandceasediscussionsimmediately”.

ThefirmhasalsobeenconsideringanIPOin

London,withownership reportedlypushingfor avaluationofmorethan£7bnbeforemoving forwardwiththemove.

Askediftheuncertaintyaroundownership hasimpactedtheNorther nIrishbusiness,orif anychangesareanticipatedas aresult,Aileen said,“Ifeel reallyconfidentinourbusinessin Norther nIreland.

“Iam reallyproudtoleadour67shops,and thereforethatdoesn’timpactandcertainly doesn’tchangethe rolethat Idoorindeed ourcustomers,howtheytrustusinNorthern Irelandorindeedhowourcolleaguesare.

“Ifeel reallyconfidentinthe rolethat wehavehere,and Idon’tanticipatethat changing.”

Anypharmacyfirmisseekingbothtomake aprofitandtoprovidehealthcare,andata timewhencustomershaveneverbeenmore demanding,hasAileeneverfelt atension betweenthosetwo roles?

“What Ihavefoundas apharmacistand aprofessionalisthatwepharmacistsare veryskilled. We’vegothealthcareteamsthat weinvest alotoftimeintheirtraining,and therefore,primarilyour roleistomakea

differencetoourcustomers. Icertainlyfeltthat Ihadtheopportunitytodothatin abusiness likeBoots.

“Thatisabsolutelyourstartingpointin termsofhowdowemakesureourpeoplefeel trainedandqualifiedtogivethebestadvice andmake adifference.

“Throughthat,youcangrow asuccessful businessandmakesurethatyoucontinueto be relevantforyourcustomers.

“Itcertainlyhasn’tfeltlike aconflictfor me.From acolleague’sperspective,whenyou make adifferenceto acustomer,andthey leaveyourshopfeelingbetterthantheycame in —veryoften,theywillbeunwellorvery often,you’vegotthechancetohelpthem feelbetterinthemoremediumtermandtake morecontroloftheirhealth.

“Idon’tfeelthatis aconflict.Andactually, ourpeople,becausewe’vegot alevelof loyalty,becauseweinvestintheirtraining,they reallyenjoythedifferencethattheycanmake, whetherthat’swith anewservice,whetherit’s with anewproduct.

“That’sdefinitelytheculturethatwehave grown.” ■

ExecutiveeditorMartinBreen, EconomyMinisterDrCaoimhe ArchibaldandEdwardMcCann,head ofMediahuisinNorthernIreland

BelfastTelegraph opensnorth westofceaspartofmajor investmentinlocaljournalism

TheBelfast Telegraphhasnow officiallyopened anewofficein Derry~Londonderryaspartofa majorexpansionofitsnewscoverage acrossthenorthwest.

LouiseDoyle,ShaunKeenan,GabrielleSwan andlong-standingnorthwestjournalistGarrett HarganarebasedatEbringtonSquare,placing theteamattheheartoflocallife.

Morethan70peoplefromtheworlds ofbusiness,community,sportsandpolitics fromacrossthenorthwestattendedan officiallauncheventattheofficeonThursday evening.GuestsincludedEconomyMinisterDr CaoimheArchibald.

“Thisnewfacilityis asignificantboostfor thenorthwest,ensuringmoreofourstories

aretoldandourvoicesareheard,”shesaid.

“With realeconomicmomentumacross the region,fromMagee’sexpansion[ofthe UlsterUniversitycampus]togrowingtourism andinvestment,thishubisperfectlyplacedto capturethatprogress.”

EdwardMcCann,headofMediahuisin Norther nIreland,saidthemovecomesata criticaltimefortheindustry.

“Derry~LondonderryisNorther nIreland’s second-largestcity,andtheBelfast Telegraph has alonghistoryofservingthearea,including havingpreviouslyoperatedanofficethere,” hesaid.

“Wewanttoliveuptooursloganthatthe Teleis‘whereNorther nIrelandgetsitsnews’. Inanerawhentrustedjournalismhasnever

beenmoreimportant,wewant readerstoput theirtrustinustotelltheirstories.”

ExecutiveeditorMartinBreensaidthenew northwestofficeis atangibledemonstration oftheBelfast Telegraph’sinvestmentinlocal journalismat atimewhenmanymedia organisationsarereducingtheir regional footprint.

“Having adedicatedofficeatEbrington Squaresends aclearmessageaboutour ambitionsforthenorthwest,”hesaid.

“Weare investinginjournalists,investing incommunitiesandinvestinginthefuture oflocaljournalismbyputting reportersat thecentreofthestoriesthatmattermostto peopleacrossDerry~Londonderryandthe wider region.” ■

‘We knew the restaurantwould work... butwedidn’t expect to belooking for more stafalready’

NoelMcMeel,whocookedforworldleadersatthe G8andcateredPaulMcCartney’swedding,isnow takingthehelmofTheNineteenHundredatthenewlyopenedBedfordHotel.Hespeaksto JohnMulgrew

LoughErneinFermanagh.

Andhe’scookedforworldleadersatthe G8,aswellaslookingafterthecateringforthe weddingofSirPaulMcCartneyandHeather Millsin2002.

“We’reservingmoder nNorther nIrish foodhere…it’sabouttakingthebestoflocal ingredientsandcookingitwithgreatskill,”he says.

“It’susingproducefrompeoplethat Ican ringup…understandingwhere itcomesfrom andunderstandingtheproduceisextremely important.”

AsItakemyseatatthenewlyopenedBedfordHotel’srestaurant on asunnyafternoon,I’mthefirst customerthroughthedoorjustaslunch servicebegins.

Cuttolessthanhalfanhourlater,and thebrightexpanseoftheEdwardianformer ScottishMutualbuildingintheheartofBelfast citycentrehasalreadybegunfillingupwith dozensofdiners.

“Weknewitwouldwork,”saysNoel

McMeel,executivechefoftheNineteen Hundredtellsme.

“Butdidwethinkthatthelunchtimetrade andtheeveningtradewouldbloomtothe extentofnowlookingformorestaff?”

Thechef,whoisalso afamiliarfaceonour televisionscreens,hasspenttimeinkitchens aroundtheworld,includinginNew Yorkand Paris.Morerecently,hewasworkingatthe EbringtonHotelinLondonderry,andbefore that,spentmorethan adecadeatthefive-star

Duringtheday,there’satightmenuof Noel’sinterpretationsofclassics,suchasa roastbeefsandwich —themeatcooked slowlyfor24hours —fishandchips,and ploughman’slunch.

“Nighttimeisverydifferent —youwillhave thingslike abeefcarpaccio,oneofthedishesI didatthebeginningofmycareerontheGreat BritishMenu,”Noelsays.

“Smokedsalmon,duckconfit…theyare thetypesofdishes Ilove.Maincourses,from

thebeef,thehake,andthelamb.Thelatter twohaveshone.There’snothinglikespring lamb. We thinkofourmother’sroast —that lovelysmellandflavour.Iwanttotastehome cooking.”

Butwhilehesayshe’s“alwaysbelievedin fancycooking”,it’saboutusingskillstoelevate heartylocalfare.

“Issodabreadfancy? Ifeelsodabreaddone intherightwayisphenomenal,right?”he says.

Inthekitchen,there’scurrently ateamof seven.ButNoelsayshe’snowseekingnew staffduetothe“expansionandsuccess”.

The restaurantcanhandle110covers.But whilesomespots,especiallythoseinbigger citiessuchasLondon,areallaboutturning tablesquicklytogetinmorecustomers,Noel says“onceyou’rebookedin…that’syour table”.

Hotel restaurantscanfacesomethingof achallengewhentryingtodoitall —from breakfastservice,toin-room,lunch,anddinner —andthus,enticinglocalswhohavedozens

ofchoicesattheirdoorstepinthecitycentre andbeyond.

“AfocusofTheBedfordisthat,yes,it’sa hotel,butwehave arestaurantwith ahotel, ratherthan ahotelwith arestaurant,”hesays.

TheNineteenHundredsitsproudlyon BedfordStreet,withitsownaccesstothe outside,withoutdinersmakingtheirway throughthemainhotellobby.

“Youcanbewalkinginthesunshineand seethesemassivedoors,andyoucansee directlyintothe restaurant.Whatyouseeis whatyouaregoingtoget…it’sadifferent identityanddirection.

“There’soneareatowalkinwithyourbags, andanothertowalkinwithyourfriendsto enjoy agreatafternoonorevening.

“Thisgivesme arealNew Yorkvibe —the lookofit,butbeingabletowalkoffthestreet intosomewherelikethis.”

Onhistimecookingforpresidentsand primeministersattheG8summitatLough Ernein2013,Noelsaysservinglocalfare wasn’tupfordebate.

“Ifyou’recomingtomyhome,I’mgoing toserveyouwhatourpeoplemakeandgrow. Thatwas anon-negotiation.

“Itdoesn’tmatterifit’sthelikeofanyofthe presidents,orwhotheyare…wewilldodishes whicharetasty,nourishing,andbeautifully served.

“Obviously[theywerehappywiththefood] as Igotinvitedtoallofthecountries.Itwas lovelygoingtotheWhiteHouse,Paris,and Germany.”

Andontheappointmentofsuch awellknowncheftoheadupthekitcheninthecity’s latesttophotel,Noelsayshe’salreadyhad customersvisitingforwhomhecookedtwo decadesago.

“Itisgoodtothinkthereissomeonethere whoiscaring,with atrack record,wantingto dogoodfood…thereare phenomenaland skilledchefsworkinginNorther nIreland.

“I’vebeenmostoverwhelmedbycustomers whohavecomeintoeatwhosay,‘Iknow Noel’,and‘I’veeateninyour restaurant’.That mighthavebeen20yearsago.” ■

Review: IsFlout! pizzathe bestinthe world?

Thesliceshopthatbroughtqueuestoeast Belfasthasmovedto anewspaceintheheart ofthecitycentre. JohnMulgrew paysit avisit

There areafewthingswhichirkme morethanhavingtostandin along queueforanyparticularlengthof time.

That’sespeciallywhenitcomestofood. It’seitherdrivenbyappetiteorbecausethe hypetrain,whichhasbledintohospitalityhere andelsewhere,is aparticularirritant.

It’snotthepurveyor’sfault,mostofthe time.Allittakesis acoupleofwell-positioned socialmediagurustobrandanestablishment as‘lush’or ahumbleburgerasa ‘totalbanger’ andwe’reoff totheraces.

Ioncequeuedforthegutsofanhourin

thebitterwintercoldofManhattantoget abelowaveragepastramisandwichfrom Ellen’sStardustDiner(notmychoice),while thereweresomeofthebestJewishdelisjust ashortdistanceaway.TheBroadwaytalents? Entertaining.Thefood?Notworththewait. DemandandqueuesaresomethingPeter Thompsonhasbattledwith,anecdotally,since hisfirstFlout!pizza restauranttookoffineast Belfast.

Aflurryofsocialmediasoonfollowed,as didtheviewsandhyperbole —coulditbethe bestpizzaintheworld?

Peter’sfirmonhisownpositionandview

here.Thereisnosuchthing.It’sentirely subjective.

Flout!onlyopenedfor acoupleofhoursa day,afewdays aweek.Andas aresult,the queuesformed. Ichosemymomentstotryit, andwasverygladwhen Idid.

Buthe’snowmovedtohisnewbricksand mortar restaurantintheheartofthecity

centre,locatedinthe refurbishedCathedral Buildings —ablazerippingthroughthelisted structurebackin2022.

Inside,it’slightandairy —asmallerspace thanPortview,butfittedoutforFlout! —red brickwalls, alargeglasscabinetontheway inshowcasingthewares, afewbarstoolsand smallseatingareastowardsthewindow,anda BeastieBoyspaintingadorningthewall.

Peter’sbeenupfrontaboutthenew business.It’sdesignedasalong-termvenue, in alocationwithsuitable retailfootfall, ashinyuniversitycampus,andstudent accommodation,sittingjust ashortdistance away.

“Thisis100%me,”hetoldme recently. “Everypennythatthebusinesshasmadehas goneintothis,andit’stakenmoreuponthat. I’veneverbeenabletopaymyselfinfour years,which Ican’tdoanymore.”

It’shisiterationofthedeep-dishDetroit-style pizzawhichhelpedthecrowdsflock —the SpicyKingwithpepperoniandhothoney takingupmoretimelinecentimetresthanany other.

Forthedough,it’sakinto afocacciain

fluffiness,butwithanoiled,goldenbrown, crustonthebottom.Atopissomesuitably well-seasonedpepperoni —madebyCo Down’sownIspini —alongwith ahefty measureofgooeymozzarella.

Butit’sthatdeep,darkbrown,deckled fringeofencrustedcheeseonthecorner pieceswhichsparkinterest —it’ssupremely savoury,withcontrastingtexturestokeep thingsinteresting.

Thepepperoniiscrisparoundtheedges, burnished,withplentyofsodiumtobalance outthesoftnessofthecheeseanddough.

Thesausageiterationisdeeply-flavoured andherbaceous,withsomepiquancyfromthe sausageandfreshnessfromthebasil.

TheSpicyNew Yorkslicedoeswhatitsays onthetin.Thebaseiscrisp,thecrustpuffy, anddarkinareaswhichhavebubbledinthe sizeablehotovensthatbangthesethingsout. It’salittledry,perhapsasit’sbeensittingfora while —althoughallslicesarereheatedinthe ovenbeforebeingserved.

Thecoralsauceappearsasifsomethinglike Romesco,butistangy,rich,with asubstantial heatfromthechilliesatwork.

Youcanpickup aslicewithcheeseand tomatoforfourquid,whiletheotherswillset youbackaroundfiveorsix.Oneisenough for aquicklunchonthego,whiletwowill certainlyprovideenoughsustenancetoget youthroughtheday.

Whilethequeues returnedatthestartof opening,earlyon amiserable Wednesday, therewasnobattlingthroughthethrongsof would-becustomers.

There’shopethatFlout!maintainsits popularityhere,butisn’tsolely relianton thoseaudaciousqueues,whichbothhelped setoutitsstall —throughno realfaultfrom thebusinessitself —andinsteadcanmuster aconsistentand regularfootfallofbothlocal workers,students,andvisitors.

Ithinkthehypesubsidingcanonlybea boon.ThosewholearnedofFlout!through millionsofviewsonthesocialmediahype trainmayhavefeltdisappointed.There’sso muchhyperboleinthefoodspaceonlinethat it’shardtobusinessestomeetexpectations.

IsthepizzaatFlout!thebestinthe world?Probablynot.Butisitstillverygood? Certainly. ■

Flemishbeefstew withbeeffatfries

Boozy Belgianstew with beeffat fries ispeak comfortfood

JohnMulgrew takesonaclassic heartyBelgianbeerandbeefstew

I’vespentmanyaneveninginthewarm boozyembraceofoneofBelgium’s browncafes.

Makinganinauguraltrip,maybe20years ago,I’veonlytemporarilypressedpauseon at leastoneortwoquickannualjauntsinthelast coupleofyearsamid agrowinghouseholdof boyswho’dlikelyprefer softplayand parksto lambicsandFlanders reds.

Whilethewiderfoodscene isconsiderably varied,manyofthedishesinsome ofthebest beercafesare simple.Butmuchofitmarries wellwiththefocusofthevisit —ambience aside

Rabbitwithgueuze,a spontaneously fermentedsourblendedbeer,issuperb, whilecroquetteswillhelpsoakuptheoften considerablehigherABVtrappists,strongdark andblondeales,whichsetBelgianapartasthe world’sgreatestbrewingdestination.

You’lloftenalsofindBelgium’s versionof a

slow-cookedstew.Wehaveourowntakeonit, whilemostotherEuropeannationsandbeyond havetheirs —frombourguignon,togoulash, andtagine.

Flemishbeefstew,stoverij,orcarbonnade flamande,isaperfectmarriageofheftybovine flavours,and adeep,richbaseofdarkBelgian beer.Thosearethetwoelementsyou’re essentiallytrytogetacross,with afewother additionsplayingsupporting roles.

Startingwithyourmeat,beefshinis agood option.Itneedsslow-cooking,butit’sfairly affordable,andyou’llalsohavethatchunk ofbonemarrowtoaddsomerichnessand viscositytothefinishedstew.Beefcheekwill alsoworkwell,oryoucouldgooff-pisteand use shortribsonthebone.

Thisisbestcookedfromstarttofinishin a heavy-bottomedpot,somethinglike acastiron. Startbyfryingoffsomechunkybeeflardonson amediumheatuntilthey renderoutandbegin

toslowlybrown,beforeaddingeithersmall wholeonions,orshallots(cutinhalfiftheyare toobig).

Getsomecolourontheonionsand remove. Cutyourbeefintotwoinchchunks,andthen add alittlebeeffattothesamepot(keeping allofthatfondonthebottom),andgetsome goodcolour

Now,addinyouronionsandbacon,along withhalfofthebeer.Some recipescallfor a Flemish redorbrownale,whichusuallyhave a littlefunkandacidity,butI’vegonefor abottle ofChimayBlue.SomethinglikeRochefort10 orStraffeHendrikQuadrupelwouldequally workwell,butyou’llfindtheformerinsome supermarketshere.

Scrapeoffanythingstucktothebottomand

thenaddin adollopofdijonmustard,some beefstock, adashofredwinevinegar,a glug of Worcestershiresauce(asitmakeseverything better), acoupleofsprigsoffreshthyme,a coupleofbayleaves, agoodgrindofblack pepper,andyourbeefshinbone,ifyouhaveit Addthe restofthebeerandplaceinanoven at160-170Cforaround twohours, untilthe meatistender,buthasn’tfallenapart.

Whenit’s done,taketwopieces ofsliced whitebreadandcoverliberallyindijon mustard,beforeplacingontopofthestew, spooningalittlefreshparsleythrough it,and thenbackintotheovenforaround10minutes orso,uncovered.

Look,thisisn’ttweezerfood.Andit’salsoa relativelysimplepieceofcooking.

So,ifyou’reinclinedtogiveyourself significantlymorework,thenfollowthisrecipe forsometopnotchfriesfromscratch.Belgium doesfrieswell.Mostbars,andevenstreet vendors,tendtocooktheminbeeftallow, soyou’llendupwith acrispexteriorandthat deepsavourybovinecharacter

Butkeepingitsimple,aswellasputting thefocusonthestewitself, reverttodecent frozenfries.However,sincewe’rekeeping thistraditionalaswellastryingtoelevateit, cookingtheminbeeffatwillgetyouthebest results.

Keepinmind,many restaurantsbuyintheir friesandthencookthemwithwhateverfat theychoose.SomeoftheKoffmann’sFriesin particularare verygoodoptions,andyou’ll

ThefinishedFlemish beefstewand aglass ofChimayBlue

findthemonmenusatsomeofLondon’stop eateries.Unless arestaurantputsinthetime andefforttodothemproperlyfromscratch withmultiplecooks,theyoftenproducebetter results.

They’vedonemostoftheworkforyou,so justaddyourthinfriesinto apotofmelted beeffatataround190Candcookuntilcrisp andeversoslightlybrowned.Drainoffon kitchenpaperandseasonimmediatelywith salt,orsaltandvinegarpowder.

Serveupwithyourstewand acoupleof piecesofthetoastedbread,adding alittlefresh parsleyatoptofinishthingsoff.Thispairswell withmanybrews,butideallywiththesame beeryou’veusedtocookwith,or,cutitwith somethingacidiclike alambicorgueuze. ■

Word FROMTHE Wise

Thecolumnwithan earforexperience...

Howdidyoustartoutinyourbusiness?

IappliedtojointheboardofProgressive BuildingSocietybecause Iwasinterestedin workingwith acustomer-ownedbusiness.The mutualmodelappealedtome,and Ifeltmy backgroundinaccountancy,audit,governance andriskcouldhelpthesocietycontinueto deliverpositivecustomeroutcomesforits membersandcustomers.

Whathaveyoufoundthemost challengingduringyouryearsofbusiness, sofar?

Acontinuingchallengeisthatmanypeopledo notfullyunderstandwhatourmutualethos meansinpractice.Someassumewearesimply anotherbank.AlthoughProgressivehasbeen inbusinessforover100years,westillhave toexplainclearlywhat abuildingsocietyis, whyitexistsandhowthatpurposeshapesthe decisionswemake.

Howwouldyoudescribeyour managementstyle?

Iwoulddescribemystyleasparticipative.I liketoheardifferentviewsbeforesettling on acourseofaction,particularlyatBoard levelwherethequalityofdiscussionmatters. Ideally,wereachconsensusonkeymatters issues,whichusually requirescarefullistening. Ialsobelieveindelegation.Progressivehasan experiencedboardandskilledstaffteam,so peopleneedthespaceandtrusttodotheir jobswell.

MartinPitt Chairman,ProgressiveBuildingSociety

Whatwouldyouchangeifyoucouldgo backanddoitallagain?

Ijoinedtheboardjustbeforethepandemic,so muchofmyearlyexperienceinvolved remote working.Itwasdifficulttounderstandthe businessandgettoknowpeoplewithoutthe informalconversationsthathappennaturally whenyoumeetfacetoface. Imayhave contributedearlierhad Ijoinedafterthat period.Thatsaid,helpingtheSocietynavigate thosecircumstancescertainlydevelopedmy skills.

Haveyoudoneitallonyourown?

Absolutelynot.Businessis ateamsport. To performwell,youneedtalentedpeopleand therightenvironment.AtProgressive,the talentisourpeople,andpartofmy roleisto ensurewehavetherightskillsandexperience acrossthesocietytomeetourcustomers’ needs.Theenvironmentmatterstoo -our branchesshouldbesafeandwelcoming,while

ourtechnology,trainingandneedtosupport consistentlyhighstandards.

Howwouldyoulikeyourbusinesstobe remembered?

IwouldlikeProgressivetobe remembered asanorganisationthatmade areal differenceforitscustomers.Forme,that meansdeliveringthebestexperience everytime,stayingtruetoourvaluesand showingthroughouractionswhat amutual organisationcanachieve.

Whatpieceofadvicewouldyougiveto a20-year-oldyou?

Buildgoodworkinghabitsearlyandenjoy thelearningexperiencesthatcomeyourway. Rememberthatyourjobiswhatyoudo, notwhoyouare. Treatpeoplewith respect, whatevertheir role,andtrytoseesituations fromtheirpositionaswellasyourown.That willserveyouwellinbusinessandlife. ■

Motoring

PatBurns

Too6e foranEV

Thenewallelectric6efromMazda hasjustbeenlaunched.

TheUKspecificationmodelsfeaturea 78kWhbatteryandarepricedat£38,995for the Takumiand£39,995for TakumiPlus. With stylishpremiumsaloonproportionscombined withhatchbackfunctionality,the6eoffers superbstyle,comfortand roadholdingina worlddominatedbySUVs.

Thelow rooflineandshort-deckcoupe silhouetteoffer asportyandstylishlookwhile atthesametimekeepingthefunctionalityof afive-doorhatchbackwithmorethanample spaceinsideandinthefrontand rearstowage spaces.

Bringing afreshtaketothewell-regarded Mazda6,whichranacrossthreegenerations from2002to2023andproved apopular modelwithcustomersinbothretailandfleet markets,the6e represents afreshtakeonits predecessors.

Thenew78kWhbatterycomesfrom ChineseEVmanufacturerChanganand

delivers acombinedWLTPrangeof348 miles,while10to80%chargingon a195kW DCchargertakesjust24minutes. Witha 258pspoweroutput,the rear-wheeldrive6e will reach62mphin7.9secondsandwith 290Nmoftorquedeliversgreat real-world performance.Itsaggressivestylingmatchesthe highclassinteriorandit’sanEVthathandles reallywell,with agoodweightdistributionand rearwheeldrivehandling.

Designedundertheconceptof‘Electrifying DesignCraftedtoPerfection’the6eintroduces thenextevolutionofMazda’s‘KodoSoulof Motion’design.

Standoutdetailsincludeframelessdoorsand aboldlightingsignature-allofwhichcreatea seamlessandmoder nappearance.Atthefront thenewglowingsignaturewingilluminates roundthegrilletogive auniquefacetothe6e. Itfeaturescleverilluminationwhichmakesthe logoappeartoflutterwhenthecarischarging, whilethelightingalsoindicateschargestatus.

Inside,the6e’scabinisfloodedwith

naturallightthanksto apanoramic roofthat contributestoanairyambianceandsense ofspace.Designedtodeliversophisticated simplicity,thespaciousinteriorisinspired bytheJapaneseconceptof‘Ma’which emphasisesthebeautyofspaceandthe floatingcentreconsoleandinstrumentpanel addtothisthissenseoflightness.

Premiummaterialsfeaturethroughoutboth theavailabletrimlevelswhichareTakumi and TakumiPlus. Takumimodelswillfeature blackorstoneartificialleather,while Takumi PlusofferspremiumtanNappaleatherwith ArtificialSuedeClothwovenfabricseattrim.

Thesmartdriver-focusedcockpitfeatures a14.6-inchtouchscreenand a10.2-inch instrumentset,complementedby ahead-up display.Blendingcraftmanship,thoughtful designandcutting-edgetechnologythe6eis theperfectcarforthe return oftheMazda6 as aBEVintheageofelectrification,whilea 336-litreboot,excellentpassengerspaceand 72-litrefrontbootensurestrongpracticality.

LaterintheyearthenextchapterinMazda’s BEVstorywillarrivehere–withthedebutof theall-newCX-6eSUV. ■

GTIGolfmarks 50 years

Thoseofusof acertainagewill remembertheoriginalGolf GTI –thatwasfirstunveiled50 yearsago. To celebratetheoccasion, Volkswagenhaveproduced aspecial 50thEditionGTI.

TheEdition50isthefastestandmost powerfulproductionGolfGTIbuilttodate. Its2.0TSIengine,pairedwith aseven-speed automaticdirect-shiftgearbox(DSG),is tunedtoproduce325PSand420Nmof torque –enoughtoaccelerateto62mphin just5.3secondsand reach atopspeedof 168mph.

Upratedsuspensionandchassis componentsmakesuretheadditionalpower andspeedtranslateintosuperiorhandling, while Volkswagen’sadaptivechassiscontrol system –astandardfeatureonthismodel–

retainscomfortforeverydayuseability.The carsits15mmlowerthanthestandardGolf GTIanditsoverallweightof1,930kgison aparwiththecurrent VolkswagenGolfGTI Clubsport.

AnoptionalPerformancePackage reduces weightandenhancesdrivingdynamics furtherstill,withsemi-slicktyres,forged Warmenau19-inchblackalloywheels,twin Akrapovicexhaustsystemandlowered suspension.

Specialdrivemodesandsettingsarealso onofferinadditiontotheeco,comfort, sportandindividualprofilesalreadyfamiliar tomany Volkswagendrivers.TheGTI Edition50gains aNürburgringmodethat isdesignedfortrackdriving.Thereisalso anS+modeforthegearbox,foroptimum downshiftsgoingintotrackcorners,anda

manualM+modethatlimitsautomaticgear upshiftingevenathigh revs.

TheGolfGTIEdition50hasalready writtenitselfintothehistorybooksofthe Nürburgringandthe Volkswagenbrand. RacingdriverBennyLeuchtercompleted alapoftheNordschleifewith anearproductionversionofthecarinjustseven minutes46.13seconds –thefastesttimeso far roundthe‘GreenHell’trackforany roadapproved Volkswagen.

TheveryfirstGolfGTImadeitsdebutin 1976,completewith apoweroutputof110 PS, aredradiatorgrilleandtartansports seats.Insteadoftheplanned5,000units, tensofthousandsweresoldinthefirstyear. Nosurprise,asthecarwashighlydynamic, yetaffordableandeconomical.TheGolfGTI Edition50ispricedat£47,995. ■

NewEVmodeladded totopselling C-HR range

Toyota’sC-HRisoneofthemost stylishsmallSUVsonthemarket and thatappealhas beenaddedtowith thelaunchofanallelectricEVmodel,the C-HR+.

Theall-newC−HR+demonstrates Toyota’s commitmenttocreatingbatteryelectric vehicles(BEV)thatpushthepotentialofelectric technologyforengagingperformance,long drivingrangeandcustomerchoice

Buildingontheaccomplishmentsand popularityoftheToyotaC−HR –whichhas amassedmorethanonemillionsalesinthe UKandEuropethroughtwogenerations–it raisesthebar,showcasingaToyotaapproach toBEVdevelopmentthatcombinespowertrain efficiency,goodperformanceandstylish designwiththebrand’squality,durabilityand reliability

Customerchoiceiskeyto Toyota’sapproach. Itincludes achoiceofhigh-powerallelectric powertrainswith adrivingrangeofupto 376 milestosuitdifferentdrivingcustomerneeds andbudgets

Toyotaalsohelpsownersfullyharness

theircar’spotentialthroughadvancedbattery chargingsolutions,suchas a150kWDC fastcharger,22kWAConboardchargerand technologytooptimiserangeandcharging performance. Aconvenientanddependable BEVownershipexperienceisunderpinnedby Toyota’scommitmenttoqualityandsafety, addingthelatestdriverassistancetechnologies and a10-yearBatteryCar Warrantyas standard.

Suspension refinementsandthestiffer eTNGAchassisprioritiseresponsivehandling,as wellas asmooth,quietride.

To meetdifferentcustomerneedstheC−HR+ isavailablewithtwobatterycapacityoptions.

A57.7kWhbatteryisfeaturedintheIcon model,delivering165bhpand adrivingrange ofupto284miles.Forcustomerswanting morepowerandmaximumdrivingrange, a77kWhbatteryisprovidedintheDesign andExcelmodels. Withmaximumpowerof 221bhp,thisenables adrivingrangeofupto 376miles,thelongestofanymodelin Toyota’s currentBEVSUVline-up.

Severalfeatureshelp reducetheimpactof

theairconditioningsystemondrivingrange, withoutcompromisingcabincomfort.The systemprovidestwo-layeroperation.Freshair withlowhumidityisintroducedintotheupper cabin,whichhelpspreventfogging,while warmairis recirculatedinthelowersection aroundtheoccupants’feet,improvingheating performancewhilesavingenergy.Itfeatures aheatpumpwhichusesthermalenergyfrom outsideairtoheatthecabin,reducingenergy consumptioncomparedto astandardsystem

Theairconditioning’secomodefocuses heatingonthedriverwhenotherseatsare unoccupied,controllingairvolumeand temperatureandengagingseatandsteering wheelheaterstocreate awarmspacewhile conservingcharge.

Thisnewmodelusesthecompactand lightweight ToyotaeAxles –singleunitswhich houseinverter,motorandtransaxle.

Thedrivingexperienceisfurtherenhancedby achoiceoffourlevelsof regenerativebraking, activatedusingpaddleshiftsbehindthe steeringwheel.Thefrontwheeldrive77kWh modelispricedat£36,995. ■

The3 Series goesall -electric

BMW ha sjustunveile dthe allele ctric versionofthe topselling 3Serie s. Thenew i3 modelarrives here in the autumn andwilloffer arange of between 471and 563miles.T hisisthe second Neue Klas se modelfromthe German manufacturer anda specialFir st Editionmodel cannow be ordered.

Thei350x Driveispowered by two elec tric motors,one on each axle,resulting in acombineds ys temoutputof4 69 hp,a peak torque of 645Nmand 0to62- mph acceleration in 4.7seconds

Thenew i3 will featuresix th -generation BM We Drivetechnolog yaswellasa soft stop func tion.BMW saythisisthe smoothes t stopping ac tion in it shis tory,bringingthe vehicletoacompletehaltwithout anyjerking or brakingnoisesthrough precisecontrol of theelectric motors

Theassis teddriving experience also

reachesnew height swithBMW Symbiotic Drive, enabling an easy interactionbet ween as sist ance func tionsand thedriver.

With driveras sist ance ac tivated, driver s canrespond to situations in theirown st yle by accelerating,s teeringorbraking without deac tivating theactiveassis tances ys tem. TheoptionalM otor wayA ssis tant enables hands-free as sisted drivingonthe motorway at speeds of up to 81 mph( or thenational speedlimit)withautomated lane changes af terconfirmation.Clear op eratinglogic and displays ensure that as sisted drivinginthe BM Wi3isalway sintuitive andcontrollable, enabling safe useofthe highes tSAE Level2 automation

Thei350x Driveispowered by ahighvolt agebat tery with newc ylindrical cellsand a netcapacit yof108 .7 kW h. 80 0V technology significantly reduceschargingtimes,enabling up to 263miles of rangetobeadded in just

10 minuteswhenconnected to a4 00 kW DC rapidcharger.Bidirec tional charging is also suppor ted. In Firs tEdition specification,the i3 50 xDrive of fers arange of up to 563miles

Theinteriorofthe i3 50 xDrive Firs tEdition includes additional st andard features,such as elec trically adjust able frontmultifunc tion seat s, three-zone automaticclimate control, sunprotectionglazing ands teeringwheel heating.

TheBMW 3D head -updisplay is also st andard fit.Itisintegratedabove theBMW PanoramicV isionand projec ts selected contentexclusively into thedriver’slineof sighttoenableprecise spatialperception–especially useful when followingnavigation instructions.Fur ther st andard features include theHarmanKardonsurroundsound sy stem, automatict ailgateoperation andACcharging profes sional –increasingthe AC charging rate from 11 to 22 kW ■

BMWunveilsfifth generation X5availableasafull EV

BMW’sX5returnsfor afifth generationwith aboldnewlook andbroadenginerange,includinga newhydrogenversionaspartofitsglobal line-up.

Thislatestmodelcomeswith anewdesign that resemblesthe recentlyintroducediX3, featuringslimheadlightsand acompact interpretationofBMW’skidneygrilles.Itarrives asthethirdmodelinBMW’sNeueKlasserange ofvehicles,alongsidethei3andtheiX3.

BMWhaslaunchedtheX5withfiveseparate powertrains,too.Themodelsarestandard petrolanddieselmodels,joinedbyplug-in hybrid,electricandhydrogen-poweredcars.

Thebattery-powerediX5comeswitha claimedrangeofupto845km,whilerapid 460kWchargingshouldmeanfasttop-ups, thoughBMWhasn’tyetconfirmed atime.

Thehydrogenversionuses acombination ofBMW’sHydrogenFlatStoragesystemand ahigh-voltagebatterytobringupto750km from asinglefill-up.

Twoplug-inhybridswillcombine a3.0-litre, turbo-chargedsix-cylinderpetrolenginewitha singleelectricmotorand26.5kWhbattery.

BMWsaysthatwith afullcharge,the X5plug-inhybridwill retur nupto100km ofelectric-onlyrangetoo.Standarddieselpoweredcarsuse a3.0-litreenginethathasa claimedconsumptionof40.4mpg,makingita goodoptionforlong-distancedrivers.

Allversionsrideonadaptivesuspension asstandard,whileupgradescanaddair suspensionand rear-wheelsteeringtogive greateragilityatslowerspeeds.

Theexteriorischaracterisedbyanupright frontendwiththeBMWIconicGlowvertical kidneygrille,anddebutsnewswitchable double-Xiconsforthedaytimerunninglights.

Thesideprofilefeatures acontoured silhouettewith asloping roofline,muscular wheelarchesandsoft-closedoorswherenew BMW Wingletdoorhandlescanbeusedto operatenewelectrically-powereddoors,if specified.

Inside,thenewX5incorporatesBMW’s PanoramiciDrive,whichcombines alarge centraldisplayand awraparoundscreen displayingkeydrivinginformation.

A3Dhead-updisplaysystemisalso included,while apassenger-facingdisplay willbeavailableasanoptionalextra.Forthe firsttime,buyerscanalsochooseslateasa

decorativematerialforcertaininteriorsurfaces, too.

Standardfeaturesinclude alargepanoramic sunroofandsportsseatswithenhanced quilting,whileoptionalmulti-functionseats offerventilationandmassagefunctionality, availableinBMWIndividualMerinoLeather.

Anewrangeofsteeringwheels,crafted frompremiummaterials,offershapticfeedback throughtechcontrols,helpingdriverskeeptheir handsonthewheelandeyesonthe road.

ASmokeWhiteBMWIndividualsteering wheelcanalsobespecifiedinconjunction withtheSmokeWhiteMerinoLeatherinterior design.Four-zoneclimatecontrol, rear-seat heatingandfront-seatventilationandan 18-speakerBowers &W ilkinssurround-sound systemwithDolbyAtmossupportarealso optionallyavailable.

Rearpassengersbenefitfromanupdated Travel &Comfortsystem,includingoptional magneticholdersforattachingsmartphones andotherdevicestothebackofthefront seats.

Thereare 11paintcolourstochoosefrom andanarrayofrimsupto23inches.

Pricesandfinalspecswillbeannounced closertolaunchnextspring. ■

Electricvehicleshavehelped carsalesincreasehere

NIcarsalesgrowthrestof UK

Thenumberofnewcarspoweringout ofNorthernIrelandshowroomshas risenbymorethan12%,newfigures show

The regionoutpacedthe restoftheUK with a12.4%bumpinsalesinJune,basedon figuresfromlastyear releasedbytheSocietyfor MotorManufacturersand Traders(SMMT).

Some4,826carswereregisteredherein June.OverallUKsalesincreased11.4%,with volumesup12.2%inEngland,7.8%in Wales, and4.4%inScotland.

TheFordPumawasthebestsellingcarin NorthernIrelandinJune,with183vehicles, followedbythe TeslaModel 3with159,and Hyundai Tucsonon147.

Meanwhile,Chineseautomakersnewtothe UKmarketarenowmakinginroadshere.

ThelatestfiguresshowedtheJaecoo 7was thethirdbestsellingcarsofarthisyear,andthe seventhmorepopularinJune.

AndinGreaterLondon,threeof the topfive

sellingcarswereChineseautomakers.

“TheUKnewcarmarket’srecoverycontinued inJune,with registrationsrising11.4%to reach 213,166unitsinthebestperformanceforthe monthsince2019,”theSMMTsaid.

“June’sperformanceisverystrong,showing EV uptakeisgrowing,withbatteryelectric cars reachingtheirhighestmarketsharethis yearandmorethanhalfofbuyerschoosing electrifiedmodels,”MikeHawes,SMMTchief executive,said.

“Buteventhese record levelsarestill notenoughtomeetmandatedtargets. Manufacturersareinvestingbillionsdeveloping and bringingthevehiclestomarket –and spendingbillionsmoretosellthem,yet the marketisstillnotmovingfastenough. Reformingthemandatenowisessentialnotjust tokeepthetransitionontrackbuttoprotect the UK’scompetitiveness,attractinvestment and safeguardjobs.”

Theincreaseinsaleswasdrivenentirelyby

electricvehicles(EVs)as“themarketcontinues toevolve,thankstoongoingmanufacturer investmentin awidechoiceofmodelsand powertrainsprovidinglowerandzeroemission mobility,aswellasanexpandedpoolofbrands nowoperatingintheUK”.

“Plug-inhybrids(PHEVs)took12.5%ofthe market,whilehybrids(HEVs)accountedfor 14%.Batteryelectricvehicles(BEVs)sawthe mostsignificantgrowthtotake a30%share–thehighestsofarthisyear,reflectingthetrend ofhighvolumesattheendofeachquarterand consumerinterestspurredbytheimpactofthe MiddleEastconflictonfuelprices.

“Automotiveleadersareunitedinviewing the2030targetascurrentlyunachievable,with 100%of respondentstoSMMT’slatestUK AutomotiveBusinessLeadersBarometersaying theUKisbehindthetrajectoryneededtomeet themandated80%share,andalmostthree quarters(73.8%)believingitissignificantly behind.” ■

TM EN TS

Nikita Lynnhasbeenappointedaudit partnerinGrantThorntonNI’sauditand assurancepractice.Shebringsover15 years’experienceacrossaudit,assurance andadvisory,havingledauditsforlarge privatelyandpubliclyownedbusinesses.

ClareFitzgeraldhasbeenappointedtax partnerinGrantThorntonNI’scorporate taxteam.Shebringsover18years’ experienceadvisingprivatelyowned businessesandSMEs.

OliverJohnstonhasbeenpromotedto seniordirector,professionalservices,at CBRENI.With14years’experience,and as amemberoftheRoyalInstitutionof ChartedSurveyors,hespecialisesinlease consultancy,businessratesadviceand valuation.

ChrisDonnellyhasbeenappointedpartner atcorporatefinanceadvisoryfirmHNH Partnersasitcontinuestodriveitslocal andregionalgrowthambitions.

PJHegartyhasappointedMauriceKilleen asmanagingdirectorforIreland.He joinedthecompanyin1993andhassince deliveredcomplex,high-valueprojects forPJHegartyacrossthecivil,industrial, pharmaceutical,lifescienceandcommercial sectors.

JoshMcCreadyhasbeenpromotedto seniorsurveyor,professionalservices,at CBRENI. AmemberoftheRoyalInstitution ofCharteredSurveyors,hehasextensive experienceprovidingvaluation,lease consultancyandbusinessratesadvice.

Robert Walkerhasbeenappointedas buildingservicesmanageratLoftlines, thenewbuild-to-rentneighbourhood inBelfast’sTitanicQuarter,whichisset towelcomeitsfirstresidentslaterthis summer.

NIChamberhasannouncedthe appointmentofNeasaQuigley,jointhead ofcorporateatCarsonMcDowell,asits newpresident.ShesucceedsKailashChada ofPhoenixEnergywhohascompletedhis termafter ayearintherole.

KateMooretakesontheroleofhead ofprivateclientsatAbbeyAutoline.She willleadtheprivateclientsdivisionwhile alsooverseeingthepropertyownersand privatemedicalinsuranceteams.

1. MaireCowan,Geological SurveyofNorther nIreland, eventorganiserErinAtkinson, JudyMcElroy,NIENetworks, JendaMcSwiggan,Cushon, eventorganiserDanielle McCormick,LauraEdens, Cushon,ChristopherMartin, DanskeBank,launchthe 2026All-IrelandFestivalof SustainableImpact.

2. JulieEllison,picturedwith herhusbandPeterLontonand daughtersZoe,SophieandAmyis hopingtoraise£2,000forAction Cancerbyhosting aSummer SolsticeBBQ.

3. AlphaHousinghasagreeda £20msustainability-linkedloan fromDanskeBanktohelpdeliver 240newsocialhomesacross Norther nIrelandoverthenextfive years.

4. EconomyMinisterDrCaoimhe Archibaldhassaidthatevents supportedby TourismNIin thenorthwestwillcollectively generatearound£21mforthe localeconomy.

5. Some31studentshave graduatedfromBelfastCity Airport’sIGNITEyouthleadership programme,successfully completingyearsevenofthe scheme.PicturedareTaylorBrown, KieranDevlin,AndrewGemmell, andMichelleHatfield.

6. UlsterUniversityand HillsboroughCastleand Gardensstrengthen educationalpartnership advancingheritage, sustainabilityandstudent opportunities.

7. DanskeBankhasextended itsDiscoveryCurrentAccountto childrenaged 8to17,lowering theminimumagefrom11.The bankhasalso removedfeesonall accountsforcustomersunder18.

8. Picturedattheannouncement thatLinwoodsHealthFoodshas been recognisedinTheSunday TimesBestPlacesto Work Awards aremanagingdirector,Patrick Woods,founderJohn Woods, marketingexecutive,Ellen Woods, anddirector,Joe Woods.

9. DWF,theglobalproviderof integratedlegalandbusiness services,iscelebrating10years ofitsBelfastoffice,markinga decadeofinvestment,growth andmeaningfulcollaboration withclientsandpartnersacross Norther nIreland.

10. Brown &Brownhasbecome thelatestPatronofNIChamber, strengtheningitscommitmentto supportingbusinessgrowthand economicdevelopmentacross the region.PicturedareShauna Graham,Brown &BrownUKand SuzanneWylie,NIChamber.

11. Businessleadersfrom acrossIrelandgatheredin Dublintodiscussoneofthe mostpressingrisksfacing organisationstoday;cyber resilience,atanexecutive briefinghostedbyLeafIT inpartnershipwithDublin Chamber.

12. LawfirmArthurCoxNorthern Irelandhasannounced aseriesof seniorpromotions, reinforcingthe firm’slong-termgrowthstrategy andcontinuedcommitmentto investinginlegaltalentinthe region.

13. HealthMinisterMikeNesbitt andCommunitiesMinister Gordon Lyonshavelauncheda newhousingdesignguideto supportpeoplelivingwithsensory andcognitiveimpairments.

14. LauraMcCorry,chief executive, TourismNI,and ColinJohnston,chiefexecutive, GalgormCollection,during avisittoRoe ValleyResortto viewplansforthenextphaseof developmentatthe resort.

15. SpeakingattheAll-Island EconomyAnnualConference inDundalk,IbecandtheCBI calledontheUKandIrish Governmentstofurtherco-invest inmajorinfrastructureprojects toaddresscriticalcapacity,as wellasensuringgreaterall-island alignmentonaddressingskills constraints.

16. PicturedattheKPMG Food &Agribusiness BreakfastareRussell Smyth,partnerandhead ofsustainablefuturesat KPMG,AdamHenson, farmerandBBCCountryfile presenter,TomMcEvoy, partnerandheadoffood andagribusinessatKPMG, JohnMcLenaghan,president oftheUlsterFarmers’Union, andAshleenFeeney,partner atKPMGinNorther nIreland.

17. TitanicDistillershaswon goldatthe2026SanFrancisco WorldSpiritsCompetitionand GoldattheIWSC,in asignificant milestoneforthepremiumIrish spirits’brand.Picturedishead distillerDamienRafferty.

18. TheCullodenEstate& Spa’sMichelle Wells,Mark Begley,CormacFadden,Andre Joubertarepicturedasthehotel celebratesits150thanniversary withthecompletionofitssecond renovationprogrammeof2026.

19. Lisburn-basedExchange Accountantshasexpandedits operationswiththeacquisition ofspecialistmedicalaccountancy practiceMedFinancial.Pictured areConor Walls, WilliamGould andGaryLaverty.

20. LaumaKilgasofCo Roscommon,winnerofIreland’s Next TopChef2025,ispictured atthelaunchofIreland’sNext Top Chef2026attheBalmoralHotel, Belfast.

21. SumerNIishosting aneventinconjunction withAMIC,entitledthe SumerNIInnovationSeries: UnlockingInnovationwith AMIC.PicturedareColm Higgins,AMIC,Caroline Keenan,SumerNIandDrPhil Chambers,SumerNI.

22. Deloittehasappointed threeNorthern Ireland-based partners.AndrewMcKee,Ross GrehanandChrisNugentwill betakingonseniorleadership roleswithinthefirm’stechnology andtransformation,auditand assurance,andadvisoryteams.

23. MalachiCush,St Vincentde Paul(SVP)volunteerambassador, isjoinedbyPaulineBrown, SVP regionalmanager,and LaurenBullock’smumMary,as theypreparefor‘MilesinTheir Memory’inDungannonPark.

24. CorporatelawfirmA&L Goodbody(ALG)hasappointed Emma-JaneFlanneryasthe newheadofemploymentlawat itsBelfastoffice.She’spictured withGareth WallsandMichael Neill.

25. ClareGuinness,chief ofBelfastChamber,James Applegate,USConsulatein Belfast,DarraghMcCarthy, presidentofBelfastChamber, andLisaComerton,headof engagementatBelfastChamber, picturedaheadof aBelfast ChambertrademissiontoNew York.

26. Jean-ChristopheNovelli returnedtoBelfastfora summershowcaseatAC HotelbyMarriottBelfast.He’s picturedwithSiobhanKielt, MichaelSheppard,Paula Stuart,and WilliamMills,AC HotelbyMarriottBelfast.

27. TitanicQuarterhaslaunched acommunity-focusedapp, embracingtechnologydesigned toenhancehowpeoplelive, work,visitandstayinthecity’s iconicwaterfrontdistrict.Pictured areShonaAndertonof Titanic QuarterandJosephineCoulterof OdysseyPlace.

28. Kainosiscreating500new jobs,with341seniorposts beingsupportedbyInvestNI. PicturedareInvestNIchiefKieran Donoghue,deputyFirstMinister EmmaLittle-Pengelly,Kainoschief BrendanMooney,FirstMinister MichelleO’Neill,andEconomy MinisterDrCaoimheArchibald.

29. PhoenixEnergyandthe Norther nIrelandHousing Executive(NIHE)havecommenced anewhybridheatingprogramme. PicturedareRobertClementsand NathanBolton,NIHE,MrsIrvine, tenant,JonathanMartindale, PhoenixEnergy,andMareanne Bradley.

30. CommunitiesMinister Gordon Lyonshaslaunchedthe firstAffordableRentprogramme forlowerincomehouseholdsin Norther nIreland.He’spictured withDeirdreSteele,headof MapleandMay.

31. Launchingthe10th CentraRun Togetherare Centrabrandmanager JenniferMorton,Centra brandambassadorPete SnoddenandActionCancer seniorfundraisingmanager LucyMcCusker.

32. DrSusanLagdonMBE,Ulster University,JuniorMinisterJoanne Bunting,JuniorMinisterAisling Reilly,andProfessorRuthFee, UlsterUniversity,havelaunched a newcampaigntoraiseawareness ofcoercivecontrolandsupport betterpublicunderstandingofthe signsofabuse.

33. SarahKennedy,Favourit (left)andColmOatesofThe GarrickBarpicturedat aspecially organisedhospitalityindustry eventdesignedtohelpconnect UlsterUniversity’sBScCulinary ArtsManagementstudentswith potentialemployers.

34. AngelaCraiganhasbeen electedchairofChartered AccountantsUlsterSocietyatits 119thannualgeneralmeeting. She’spicturedwithpastchair MarkLawther.

AgricultureMinisterAndrewMuir ispicturedat aMetOfficeclimate changeeventatParliament Buildings.He’spicturedwith deparmentpermanentsecretary KatrinaGodfrey,MetOffice representatives TomCrockerand JasonLowe,departmentdeputy secretaryJaneCorderoyand official,ClaireCockerill.

36. Nowenteringitseighth year,AICONwill return asIreland’spremierAI conferenceatitsnewhome inICCBelfast.Picturedare SteveOrr,Matrix,Gareth Workman,Kainos,Suzi Murtagh,Allstate,David CrozierCBE,AICC,andJenny Collins,Options.

37. HendersonGroup’sMartin andGeoffreyAgnewhaveeach receivedMBEintheKing’s BirthdayHonourslist.Theyare picturedwithJohnAgnewCBE.

38. McMillanMcClurehas reporteditsstrongestfinancial andoperationalperformanceto dateasitsecuredmajorUKand NIindustryawards.Picturedare McMillanMcCluredirectorsJim McMillan,LauraMcMillan,Katrina HeaneyandBarrieMcClure.

39. LibertyIT’sdirectorof communicationsandSTEAM Studioprogrammelead,Laura Mackin(centre),isjoinedby STEAMambassadorsDavidGibson and AvaWhoriskey,astheITfirm celebratesglobalandnational recognitionforitsimmersivetech educationprogramme,STEAM Studio.

40. Thewinnerofthisyear’s CompareNI’sFintechScholarship, AnnaDonnelly, whohasjust completed aMaster’sdegreein Financial TechnologyatUlster University,hasurgedherfellow studentstoexploretheprospectof acareerinfintech.She’spictured withIan Wilson,managing directorofCompareNI.com.

41. HealthMinisterMike NesbittvisitedOmagh HospitalandPrimaryCare Complexandmetstaff andpatientsatitsRegional EndoscopyCentreandDay ProcedureCentre.

42. TrainingSolutionsNI,Northern Ireland’slargestprivatetraining provider,isproudtoannounce acontinuedpartnershipwith LurganRugbyandCricketClub.

43. ArmaghDentalClinichas undergone afull refurbishment withsupportfromDanskeBank.

PicturedareCiaraMallon,Danske BankUK,DrAndrewLittle,owner ofArmaghDentalClinic,and OonaghMurtagh,DanskeBank UK.

44. Picturedduring avisitto Rocco,CrossmaglenareAlistair Quinn,headofsouther nregional business,InvestNI,Economy MinisterDrCaoimheArchibald, andShaneConnolly,chief executive,Rocco.

45. Aheadof TechTidesBelfast areSuziMurtagh,principal digitalproductmanager,Allstate, ErinMcFeely,director,Northern Ireland,AlchemyandAlastair Cameron,founderof TechTides, picturedinBelfast’sCathedral Quarter.

46. Thesixfurthereducation collegesherehavecelebrated theachievementsatthe FurtherEducationNI Excellence Awardswhich werehostedinCookstown. PicturedareLeeCampbell, FurtherEducationColleges principalsgroup,KateGrant, CathyMcNally,lifelong learnerawardwinner,and JanisScallon,Departmentfor theEconomy.

47. NIENetworkslaunchesits firstRP7InnovationReport, highlightinghownewideasand technologiesarehelpingbuild amoreresilient,lowcarbon electricitysystemforNorthern Ireland.Picturedare Ciarán McManus,PeterGlover,and CaronMalone,NIENetworks.

48. SterlingInsuranceambassador SamMaddenpicturedwith CountyArmaghpremiersquad playersEoghanMallon,Alfie DavidsonandJaydenDoyle aheadofthe2026BudgetEnergy SuperCupNI.

49. Thevoluntary,communityand socialenterprisesectorwasunited inthefaceofviolentsceneshere earlierthissummer,asover300 sectorleadersgatheredforthe 2026NICVASummit.Picturedare Sarah Travers,MattWhittaker, CelineMcStravick,andStephen Dallas.

50. Thousandsofstudentsareto benefitfromincreasestohigher educationmaintenanceloans andgrants.PicturedareEconomy MinisterDrCaoimheArchibald andNUS-USIpresidentBenFriel.

Raredesertelephantsnear theHoanibRiver,Namibia

Butterfliesandbig mammalsin thedesert:

My bucket-list trip to Namibia

Goingonsafariandvisitingremotetribesweren’ttheonlymagical momentsduring arecentvisittoNamibia,writes ÉdaeinO’Connell

OnmyfinaldayinDamaraland camp,situatedinthebarren beautyofNamibia, Iwasgivena bracelet.Itwasblackleather,with awhite patter nengravedalongthecurve.My safariguide,Silvester,toldmetoholdout myhandandplaceditinmypalm.

“Agift,”hesaid.“It’smagic.”Thenhe added,with ahumorousglintinhiseye:“You willalsomeet amanintwoweeks.”

Istartedtosweat.Howcouldthismanwho Imetonly48hoursagoknewaboutmysinglelifeplight?Then Iremembered: Iovershared over asundownerginandtonictheevening before.

Beinghonest,Ioversharedaboutmany aspectsofmylife.MaybeitwastheNamibian gin,thefizzinessofthetonic,thepeople,or thebreathtakingsightof agreenplainflowing

into amountainofvolcanic rock.But Ihad beengiddy,andNamibiadidit.

Ononeofourfirstsafaris,Silvesterstopped inthemiddleof adirttrack,inthevalley betweentwomountains.“Whateveris happeninginyourlife,”hetoldus,“Iwillpick itupandcarryitforyou.Leaveitallonthe mountains.”

Atthispointinmy31yearsonearth,the weight Iwascarryingwasheavy.Aoncefearlesstraveller,Ihadbeengrippedwith anxietyintheweeksleadinguptothetrip.I didn’twanttoleavemydadormybrothers. Whatifsomethinghappened?Whatif someonetriedtocallinanemergencyandI wasunreachable?

Butonce Isettledin, Iforgotmyanxieties. Iwasinthesafehandsof Wilderness, anAfricansafariandconservationtravel

companythathasspentoverfourdecades craftingimmersivejourneysintosomeofthe continent’smosticonicwildplaces.

Firstandforemost,thejourneytoNamibia islong. IjourneyedfromDublintoLondon toJohannesburg(11hoursfromHeathrow toJoburg)andfinallytoNamibia’scapital, Windhoek(anothertwohours).In Windhoek, IstayedovernightattheHotelHeinitzburgto breakupthetrek.

Nothingquitepreparesyouforthe expansivenessofDamaraland.TheHuabRiver Valleystretcheswide, asweepofopenplains framedbyancientmountains.Thecampis embeddedinthe rockylandscape,andmy suite,raisedabovetheground,mademefeel attimeslike Iwas apartofit.

Daysbeganearly,with5amand6amstarts tobeattheheatoftheafternoonsun.Our

guideSilvesterwasbothknowledgeableand quietlyattentive.Heknewthedirttracksby heartandcouldidentifyeveryplantliningtheir edges.

Thesesafariscertainlydon’tcomecheap. Wildernesswilltailoryourtriptoyourbudget, butit’simmediatelyclearwherethemoney goesandwhatitsustains.

Oneafternoon,wevisitedDeriet, asmall villagearound30minutesfromcamp.The relationshipbetweenthecampandthe communityispractical. Apoultryproject supplieseggsdirectlytothecampkitchen, whiletravellerspassingthroughcontribute books,tables,andotheressentialstothelocal school.Nothingfeltstagedorperformative.

Anhour-longflightthencarriedmeonward tomynextstop –HoanibSkeletonCoast Camp,anotherworld.Thelandscapeisstark andlunar.Frommytentedsuite, Icouldsee awateringholewhereafamilyofbaboons gatheredeachday.

Onourfirstsafari,wejourneyedalong thedriedriverbedandtrackedtwodesertadaptedlions.Thereare onlyfiveinthewild inNamibia,theyeatseals,andtheywerea wondertowatch.OurguideMaxnotedwe wereincrediblylucky,astheyhadn’tbeenseen fordays.

AhighlightofHoanibis avisittotheviolent, yetbeautifulSkeletonCoast.Thejourneythere

wasbumpy,movingthroughwildbush,past thedunesofthedesert,andfinally,tothe Atlantic.

Densefog,treacherousBenguelacurrents andshiftingsandbankshaveturnedthisstretch ofcoastlineinto agraveyardforships,and thereare hundredsofwrecks.

We finishedwithlunchonthecoast,the wavesbashingbeforeus,andsippedonthe bestginandtonicsofthetrip.

Ourfinalstopwas,forme,themostspecial: SerraCafema,anhour’sflightfromHoanib. Here, Wildernesslivesuptoitsname.There isnothingbutdesertformiles,not asoulor animaltobeseen,whilemountainridges surroundit.

TheHimba,Namibia’slastsemi-nomadic community,livejust a10-minutedrivefrom thecamp. Togetherwithourguide,Clement, wevisitedtheirvillage,metthe residents,were invitedintotheirhuts,andwitnessed away oflifethatisalmostunimaginable.Theylive totallyoffgrid.Noelectricity.Norunningwater systems.Nophones.

Afterwards,wedrifteddowntheriverby boat,spottedcrocodileslurkingintheshallow watersandobservedlocalsgoingabouttheir livesonthefarbank,justacrosstheborderin Angola.

Onthedaywearrivedinthecountry, thefirstthingtocatchmyeyewas awhite

butterfly.Lastsummer,whenmymother passed, awhitebutterflyhadflownpastmeat theverymomentshetookherlastbreath.

InSerraCafema,theywereeverywhere –flutteringthrougheverybush,ridingevery breeze.Itwasasiftheywerefollowingme. Ononeofourfinalmornings,Clementtook usto aviewpoint.TheSerraCafemamountain rangesstretchedbeforeme,butall Icouldsee werebutterflies,hundredsofthemswirling around. Istartedtocry.

Clementcameover,askingwhatwas wrong.Asseemedcustomarywiththeguides, Iovershared.Heputhisarmaroundmeand saidtheywouldcallthisspot“ButterflyPoint” fromnowon. We stoodfor alongtime watchingthebutterfliesrace,andsomehow,I feltmomtherewithme.

Since returninghome, Ithinkaboutthat momentoften,andaboutthatlastdayin Damaraland.Themanwhowasfatedto appearinmylifedidnot,butthebracelet has remained. Ilookatitnowandthinkof Namibia. Ithinkofthebutterflies. Ithinkofmy mother.

IthinkaboutwhatSilvesterhadsaid, becausehewasrightaboutonething –itwas magic. ■

GETTINGTHERE

BritishAirwaysfliesfromDublinto WindhoekviaLondon,withonward connectionsthroughCape Townor Johannesburg.Retur nfaresstartfrom €2,048inlowseason(November-April).

EdaeinO’Connellwas aguestof GrifcoPR,onbehalfof Wilderness.Food wasincredibleacrossthecamps.It’snot 100%local,buttheydotrytoserve regional,farm-to-forkmealsbyprioritising ingredientsgrownwithinthecountries theyoperatein.

WildernessDamaraland: Nightlyrates startfrom€444perperson; Wilderness HoanibSkeletonCoastCamp:nightlyrates startfrom€922perperson; Wilderness SerraCafema:nightlyratesstartfrom €771perperson.wildernessdestinations. com/africa/namibia

AppleexecutiveGreg

JoswiaksaidtheEU’s DigitalMarketsActhas singledAppleoutfor tech-stuntingtreatment

‘It’struly unbelievable’: Appleonwhy thecompany has gone to warwiththe

EuropeanCommission over AI

GregJoswiakbelievesthe EUCommissionwants thetechgianttodiluteits privacypromisestousers, writes Adrian Weckler

TheOxfordEnglishDictionarydefines “myopic”asbeing“unabletosee whatthe resultsof aparticular actionordecisionwillbe”

Atthe recentannualsoftwareWorldwide DeveloperConference(WWDC),Apple executives repeatedlyusedthetermtodescribe

theEuropeanCommission’sblockingofits majornewiPhonefeature,SiriAI,intheEU.

“Theyareverymyopic,”Greg‘Joz’Joswiak, Apple’sheadofglobalmarketing,toldthe IrishIndependentattheeventinCupertino, California.

“Foryears,westayedsilent,urgedbythem

[EuropeanCommission]tonotmake apublic ruckusyouknow,thatwe’llworkitallout.And itneverworkedout.”

SiriAIwillnow rolloutfullyintheUKand US,butnotoniPhones,iPadsorApple Watches inIrelandortheEU.Instead,itwillbelimitedto Maccomputersand VisionPro headsets here.

It’soneofanincreasingnumberofstandoffs betweenbigtechcompaniesandtheEU’s rule-makingbodythatisleavingconsumers leftwithout newtechnologyservices;Meta andGooglehavealsopreviouslywithheldor delayedfeaturesintheEU,citing regulation.

AppleispositioningSiriAias“notjust a feature but acoretechnologyforour products todayandtomorrow,”saidJoswiak.

“Thescaleofwhatwecannotbringto Europewillonlygrowifwecan’tbringthis here.”

TheEuropeanCommissiontakes adifferent view

“Thedecisionnotto rolloutSiriAIintheEU isApple’sandApple’sonly,” aspokesperson said.

ButApple’smaincomplaintis thatthe EuropeanCommissionis“interpreting”the DigitalMarketsAct(DMA) regulationtomean thatevencore,customer-sensitiveinformation hastobesharedbyApplewithcompetitors suchasMeta,GrokandOpenAI,companies thattake adifferentapproachtoprivacythan Appledoes.Applesaysitcan’t dothisfor securityandprivacyreasons;theCommission saysthisis purelya caseof acompanythatis tryingtoavoid acompetitionlaw

SiriAIis anewfeaturethatallowsaniPhone, iPadorMaccomputertoreachintoparts of thedevice,suchasMessages,Mail,camera features,screencontentandpersonalaccount information,datathatAppleisswornagainst allowinganyothercompanytomonetise.

BecauseApplehassuchaninfluentialphone ecosystem,qualifyingas apowerfulindustry ‘gatekeeper’,theEU’sDMA regulationholds thatcompetitionisbetterservedifitisn’t allowedtocloseoffmajornewtechnology featurestoitselfanditsowncustomers

AccordingtotheEuropeanCommission, thatmustincludeSiriAIoniPhonesandiPads, meaningApplemusthandoverthekeysto newsystemstocompetitorsatlaunch

“Applewassimplyunabletodevelop interoperabilitysolutionsthatmeetessential EUprivacyandsecuritystandards,”the Commissionspokespersonsaid.

“Insteadoftryingtofind asuitable

compliancesolution,Applesimplymade a requesttotheEuropeanCommissiontobe exemptedfromtheirinteroperabilityobligations undertheDMA,andthisforatleast18 months.That’snotanoption.”

ButApplesaysthatintakingthisstance, Europeisshootingitselfinthefoot.The regulatorwouldbedemandingthatApple, whichpositionsitselfas amoreprivacyand security-orientedtechgiantthanthelikesof Meta,OpenAIorElonMusk’sGrok,diluteits privacypromisestoiPhoneusers.

“TheCommissionisaskingustobasically conductanexperimentontensofmillionsof users,” saidJoswiak.

“Ifyoustandat100,000metres,itsounds good,inthateverybodyshouldhavethesame accesstothethingsthatAppledoes,because thenit’dbe amorecompetitiveworld.That’s untilyoustarttogetmuchclosertoit,and youseethatthere’sareasonthatthatdoesn’t happenandthatyouneedsafeguards.”

The reason,hesaid,isthatSiriAIbuildsa “semanticindex”ofaniPhoneuser’sentire communication,everythingonthedevice forthenewAItousewhenaskedabout something.

Thisincludes“personalcontext”aswellas on-screenawarenessand aSirimodeinthe camera.

“Theywantustodeliverunfetteredaccess tothatforanythird-partyvirtualassistant,” Joswiaksaid.

“Thisiseverythingthat’sinyoursystem. AnyAIsystemcouldpotentially readallyour messages,edityourfilesorevendeletethings, deleteyourphotos,takeactionsacrossapps withoutyourknowledgeorconsent.Itistruly anunbelievablesituation. Ican’timagine anythingmoreconcerningthangivingthissort of accessacrossyourentireoperatingsystem to athirdpartyassistant,unfettered,through virtuallyeverythingonyourdevice.It’struly unbelievable.”

Therisk,hesaid,appliestoeveryuser, includingchildren.Joswiakclaimedthat

“underthecommission’sview,wecouldnot putanythinginplacefortheguardrailsthat webelievearenecessarytoprotectchildrenas well”.

Applesaysthattheprocessofengagement doesnotincludedataprotectionagencies withintheEU,justtheCommissionitself.It saysthattheCommissionwon’tengageon substantivetechnical,securityandprivacyissues neededtodealmeaningfullywiththetopic, becauseitdoesn’tbelieveithasto.

“Thisgroup[theEuropeanCommission]says, ‘that’snotmyjob,that’ssomebodyelse’sthing andyouhavetofigurethatout’,”saidJoswiak.

DespiteLive TranslationovercomingDMA teethingproblems,Applehas atrack record ofwithholdingsomenewfeaturesaltogether becauseofEuropean regulation.Thisincludes iPhoneMirroring,whichMacuserswithin theEUhaveexpressedfrustrationaboutnot getting.

Sowhathappensnow?Applesaysthat thereisnoquestionofanythreattoEuropean investmentorjobsinIreland.Moreover,theEU isApple’ssecondlargestmarketwithsalesof almost€100bnin2025.

Butthecompanyclaimsthatithasnopath tomakingSiriAIavailableinEuropebecause theEuropeanCommissionwon’tdiscusswhat todonext.

“TheCommissionhasnotacceptedor meaningfullyevenengagedwithuswith a solution,”saidJoswiak.

“Sohowcanweengineerit? We don’thave somethingwecanengineertowards.Soifwe don’thave atarget,wecan’tprovideourusers with atimeline. We justdon’tknowwhatthey [Commission]willaccept.”

Heclaimedthatthecompanyoffered a technicalsolutionoversixmonthsagothatwas flatly rejectedbytheCommissionin“myopic” fashion.

“Weare veryfrustratedaboutthis,it’sreally thestarkestexampleyetofthe[Commision’s] extremeinterpretationoftheDMA,”said Joswiak. ■

my day

6.30am

Thedaybeginsearly.W iththealarmringing, Icatchuponovernightnewswhilegetting readyforthedayahead.Keeping acloseeye ontheeconomicandbusinesslandscapeis essentialwhenyour roleinvolvessupporting entrepreneursandadvisingcorporatepartners in achangingenvironment.

7.15am

IsetofffromhomeinDerrycityforthe commutetoBelfastand Ireallytrytomake thistimecount.Once Ihavecaughtuponthe newsfromthebrilliantteamatRadioFoyleI canstarttomake afewearlycalls –eitherto myteamwhostartearlyorclientswhoprefer anearlymorningcatchupbeforetheystart theirbusydays.

9am

Once Iarriveattheoffice,themorningstarts withemails,meetingsanddiarycatchups. Ireviewprogressagainststrategicpriorities, prepareforupcomingeventsandtouchbase withtherestoftheteam.Stayingconnected, alignedandinformedisvitalwhenleadinga busy,impactdrivenorganisation.

10.30am

Muchofmy role revolvesaround relationships. WhetherI’mmeetingcorporatemembers, strategicpartnersorpotentialsponsors, collaborationisattheheartofeverything wedo.Thesepartnershipsenable Womenin Businesstodeliver real,measurableimpact.

1pm

Itmightbeinformalwiththeteam,ora workinglunchwith astakeholdergroup, partnerorganisationor WomeninBusiness member.Someofthemostproductive conversations –andideas –happenoverfood. We havesuch abrillianthospitalitysectorin NIandsomeofourclientsaredoingamazing thingsinthefoodsector.

1.50pm

Theafternoonoftenshiftsintofocusedproject work.Thiscouldmean reviewingsponsorship proposals,progressingeventplans,orshaping

newinitiatives.Fromthe Womenin Tech Awardstoourentrepreneurshipprogrammes, strategicplanning,oversightandmomentum matter.

3pm

Speakingengagementsandexternalmeetings arearegularfeature. Imaybepresentingto partners,meetingwithpotentialsponsorsor speakingatanevent.Championingwomenin business –andmakingtheirvoicesvisible –isa corepartofthe role.

5pm

Beforeheadinghome, Itaketimeto reflect. I’m abigfanof alist. Iliketo reviewwhathas beenachieved,assessprioritiesandprepare forthenextdayahead.Leadershipisn’tjust aboutaction;it’salsoaboutcreatingspaceto

think. Ialsocheckifanyofcolleaguesneeda liftto Toomebridgeparkandridetohelptry andkeepdowncarbonfootprint, Itrytobe consciousofmine.

6.45pm

Commutecomplete.Ifnothinghasbeen planned,dinnermaybeoutorsomething quickathome. Itendtoget aswimattheCity Hotel afewdays aweekafterworkorcatchup with afriendfor awalkalongthequay.Some daysarelong,buttheworkisenergising, purposefulandgenuinely rewarding.Being directorof WomeninBusinessisabout visibility,collaborationandmomentum.Every daybringsnewconversations,newideasand freshopportunitiestosupportwomentothrive inbusiness –andthat’swhatmakesthe roleso fulfilling. ■