eolas Magazine Issue 69

Putting court users first

The Courts Service’s Angela Denning

ESRI’s Séamus McGuinness outlines performance gaps between the island’s two economies

Minister of State Niamh Smyth TD shares the Government’s vision of Ireland as a leader in AI

Oireachtas TV Broadcasting Manager Donnacha McKeon discusses parliamentary broadcasting

Wednesday 11 - Thursday 12 June

2025

Energy Ireland 2025 will bring together all the key stakeholders in the Irish energy sector to discuss and debate the key drivers of the energy transition and energy security. Ireland’s main energy conference will look at the developments that will decarbonise Ireland’s increasingly integrated energy system.

Speakers include:

Dr Caoimhe Archibald MLA Minister for the Economy Northern Ireland

Tanya Harrington Commissioner CRU

Paddy Hayes Chief Executive ESB

Cecilia Trasi Research Analyst Bruegel

Cathal Marley Chief Executive EirGrid

Ronan Galwey Interim CEO Gas Networks Ireland

Marzia Sesini Research Team Leader, Florence School of Regulation European University Institute

Denis O'Sullivan Director of Assets Bord Gáis Energy

Eva Barrett Director of Policy and Regulation Irish Solar Energy Association

Stephen Gallagher Managing Director SSE Airtricity

Pauline O’Reilly CEO Irish District Energy Association

Caroline Roche Offshore Environment and Consents Manager Energia

Declan Meally Director of Business, Public Sector and Transport Sustainable Energy Authority of Ireland

Cillian O’Donoghue Policy Director Eurelectric

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Battling for the soul...

It may not be the lead story on the Six One or at the forefront of voters’ priorities, but there are subtle manoeuvres afoot. In fact, the (potentially conclusive) generational battle for the soul of Irish unity is thoroughly underway.

Curiously, Sinn Féin is not currently in the vanguard. Rather, sitting Taoiseach Micheál Martin TD, erstwhile Taoiseach Leo Varadkar, allied to former SDLP leader Colum Eastwood MP are skirmishing across column inches and speaker platforms.

Not content with outflanking the Soldiers of Destiny on unity while in high office, former Fine Gael leader Varadkar has doubled down, with Martin ostensibly willing to concede the field, instead choosing to emphasise the noble ambition – and moral imperative – of reconciliation.

“Our new Programme for Government is clear on our commitment to the unity of the Irish people and our conviction that this can only be our sustained focus on and investment in reconciliation,” he asserted at the fourth Shared Island Forum in April 2025.

Speaking in support of Irish unity at an event in Philadelphia a few days later, Varadkar insisted: “Every generation has its great cause. I believe ours is the cause of uniting our island.”

Meanwhile, in a fascinating contribution published in the Irish Times, Eastwood took aim at the thesis of the man with whom he had previously agreed an “unprecedented and historic” political partnership – subsequently annulled in 2022.

“The creeping normalisation of the demand that reconciliation be a prerequisite for constitutional change needs to be addressed,” he wrote.

Writing in support, Varadkar replied: “Reconciliation can be achieved in a new and united Ireland as readily as a divided one.”

In short, while not mutually exclusive, reconciliation and unity are also not mutually dependent.

Intriguingly, and almost simultaneously, in an interview with eolas Magazine’s own Joshua Murray, the British Parliamentary UnderSecretary of State in the North, Fleur Anderson MP, destabilised unionism with what was either a masterful display of kite flying or cackhanded colonial misadministration when she stated that the criteria for holding a referendum on unity “would be based on opinion polls of the general public”.

Taking this policy to its logical conclusion, given polling trends and the compound effect of demographic change, the people of Ireland – north and south – could be asked to vote on the constitutional future much sooner than some political leaders may anticipate or would otherwise prefer.

Ciarán Galway, Editor

Editorial

Ciarán Galway, Editor ciaran.galway@eolasmagazine.ie

Joshua Murray joshua.murray@eolasmagazine.ie

Ciaran Brennan ciaran.brennan@eolasmagazine.ie

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79 Renewable gas report

84 Oxford Institute for Energy Studies’ Katya Yafimava discusses the EU’s energy transition

88 Report: Future of the gas sector of Ireland

98 International Sustainability Standards Research Institute’s Ines Bouacida on France renewable gas ambitions

by

102 Minister for Social Protection Dara Calleary TD on creating a bilingual public sector

110 UN Sustainable Development Solutions Network’s Patrick Paul Walsh discusses ESG professional training

116 Fingal County Council: Unique skills strategy increases Fingal’s economic attractiveness

by

136 Seán Kelly MEP: The

140 Mol an Óige: Barry Heneghan TD

150 Interview: Oireachtas TV Broadcasting Manager Donnacha McKeon

158 Trade union desk: SIPTU’s Paddy Cole

160 Back page: Stop Climate Chaos coalition’s Oisín Coghlan evaluates Climate Action Plan 2025

matters arising

Shannon LNG secures approval for Kerry power plant

An Bord Pleanála has granted planning permission to Shannon LNG Limited for the development of a major 600MW gas-fired power plant in County Kerry. This decision marks a significant milestone in the region’s energy infrastructure and is a key component of Ireland’s strategy to ensure a secure and flexible power supply.

The new facility will be constructed on a 630-acre site between Tarbert and Ballylongford. It will feature a gas-fired power generation plant, a 120MW Battery Energy Storage System (BESS), and essential infrastructure, including a re-gasification unit. The development is subject to strict environmental and

The Government missed its 2024 social housing delivery target by almost 20 per cent, delivering just 10,595 of a planned 12,930 homes. According to the Department of Housing’s Q4 Social Construction Status Report, significant delivery shortfalls were seen in new builds and leasing, with only acquisitions meeting target.

The shortfall occurs against a backdrop of growing need. The 2024 Summary of Social Housing Assessments recorded 59,941 qualified households – a 1.9 per cent increase from 2023 –driven by homelessness, ageing applicants, and economic hardship. Notably, 14.7 per cent of applicants were homeless, up from 13.5 per cent in 2023, while over 60 per cent were single-adult households.

planning conditions under Section 37G of the Planning and Development Act 2000.

The project will include three 30-metre-high turbine halls, two 35-metre exhaust stacks, and a new substation. The BESS will support the grid by providing backup power and helping to stabilise energy supply when renewable generation is low.

An Bord Pleanála noted that the plant aligns with national climate and energy policies by supporting system reliability. While this project is separate from the proposed LNG import terminal, both are part of Shannon LNG’s broader ambitions.

HOUSING

State falls short of 2024 social housing target

March 2025 homelessness figures further highlight strain, with 10,743 adults and 4,675 children in emergency accommodation. Over half of all adults were housed in Dublin.

Minister James Browne TD has promised enhanced oversight, including quarterly reports by local authority, to boost accountability. “The downturn in private-sector building output raised concerns that there would be a similar hit to social housing delivery. It appears from these figures that, while there certainly has been an impact, it has not been as pronounced as may have been feared.”

PUBLIC AFFAIRS

Thousands of extra voter names thought to be on election registers

An Coimisiún Toghcháin, the Electoral Commission, has estimated that hundreds of thousands of additional or outdated names may currently appear on the electoral lists.

In its first annual report since formation, An Coimisiún Toghcháin outlines that there are 31 separate registers maintained by local authorities, most of which do not interface with each other. This has led to a high level of duplication and the presence of names that are no longer valid, including those of deceased individuals and people who have moved abroad or changed address.

Eleven local authorities have been identified as having more registered voters than eligible residents, with eight of these –Sligo, Donegal, Galway County, Cork County, Carlow, Cavan, and

Mayo – recording the lowest accuracy indicators nationwide.

The Department of Housing, Local Government and Heritage is aiming to develop a new, consolidated national electoral register, expected to be completed by autumn 2026. An Coimisiún Toghcháin has requested that local authorities begin using unique identifiers, such as PPS numbers and Eircodes, to assist in data validation.

Chief Executive Art O’Leary, speaking on RTÉ News at One, said: “We do not make it that easy to take people off the register because it is a very fundamental thing, the right to vote, and we need to be really sure that someone is not entitled to vote before they take them off.”

INFRASTRUCTURE

Anne Graham appointed chair of Road Safety Authority

Anne Graham has been appointed as the chair of the Road Safety Authority (RSA).

Graham is a transportation and environment engineer professional with over 34 years’ experience across the transportation sector. She had an extensive career in Dublin City Council including as a traffic and roads engineer, before joining the National Transport Authority (NTA) as a director in 2010.

She served as Chief Executive Officer of the NTA from December 2014 to December 2024. Under Graham’s leadership, the NTA reached the landmark of one million daily public transport passenger journeys for the first time in 2024.

The RSA is due to be disbanded into two separate agencies, following a review in November 2024 which has been approved by government. It is envisaged that one agency will focus on the delivery of services and operations and the other will be responsible for wider road safety initiatives including media campaigns, education, and research.

Graham comments: “The reform of the RSA announced last November is an opportunity to ensure that our road safety structures are appropriately set up to deliver the Government’s Road Safety Strategy. I look forward to contributing to and supporting this important work in the role of chair.”

matters arising

DPENDR announces infrastructure priorities

The Department of Public Expenditure, NDP Delivery and Reform (DPENDR) has announced a suite of targeted reforms.

Central to this initiative is a comprehensive review of the National Development Plan (NDP), to be completed by July 2025, guiding public capital investment through 2035.

The review, underpinned by funding streams including Exchequer resources, Apple tax receipts, and proceeds from AIB share sales, aims to prioritise growth-enhancing infrastructure. A newly established Infrastructure Division within DPENDR will bring together seconded experts from key agencies like ESB Networks and Transport Infrastructure Ireland, tasked with crafting agile, evidence-based policy.

Celtic Interconnector Project reaches key technical milestone

EirGrid has confirmed the completion of a critical phase of the Celtic Interconnector project at Claycastle Beach, Youghal, County Cork. This milestone pertains specifically to the successful installation of onshore cable ducting infrastructure within the designated coastal corridor.

The operation, executed during a pre-defined tidal access window, involved the precision placement of multiple ducting conduits into a prepared cofferdam trench. The execution was facilitated by a coordinated deployment of five lifting cranes operating in tandem. Subsequent burial of the ducting infrastructure will be carried out using previously stockpiled excavated materials. This preparatory work is a prerequisite for the forthcoming subsea cable installation, scheduled to commence later in the calendar year.

The Celtic Interconnector, jointly undertaken by EirGrid and Réseau de Transport d’Électricité (RTE), represents a transnational energy infrastructure initiative designed to

Minister Jack Chambers TD will also chair a new accelerating infrastructure taskforce, convening monthly to track implementation of reform measures based on barriers identified in an upcoming national assessment. Meanwhile, the National Development Finance Agency will expand its role, offering bespoke support to departments overseeing major capital projects.

Minister Chambers says: “The programme of work for my Department is ambitious but achievable, as this government wants to ensure our economy is capable of sustainable prosperity.”

establish a 700MW high-voltage direct current (HVDC) electricity interconnection between the Republic of Ireland and the French national grid.

The project is a strategic component of Ireland’s broader energy policy framework, aiming to enhance system resilience, facilitate greater integration of renewable generation, and contribute to European energy market interoperability.

Michael Mahon, Chief Infrastructure Officer at EirGrid, says: “The success of this phase of works is a testament to the expertise and dedication of the entire project team, including engineers, contractors, and project partners from both countries. The collaborative efforts of all stakeholders, including local authorities and community representatives have played a crucial role in reaching this milestone.”

cúpla focal

“This Programme for Government is clearer than ever before on the need to get off fossil fuels… and yet the first big decision the Government made was to accelerate plans for a state-backed LNG import-terminal.”

Stop Climate Chaos coalition’s Oisín Coghlan

“You know why they have a housing crisis? Because they’re doing so well, they can’t build houses fast enough... That’s a good problem, not a bad one.”

US President Donald Trump offers his insight into the housing crisis in Ireland

“Mars will be colonised before contactless public transport payments exist here.”

Fine Gael TD Grace Boland

“I had hoped this would be like a Sláintecare for housing...”

Michelle Norris, UCD professor, speaking on the Report of the Housing Commission.

Where is the Report of The Housing Commission now?

Established by the previous coalition government, The Housing Commission was tasked with examining and reporting on long-term housing policy as well as a referendum on housing. Commencing its work in January 2022, the reports of The Housing Commission were published in late May 2024. Almost one year on, and with a new coalition government in place, eolas Magazine asks key policymakers, practitioners, and stakeholders to reflect on the initial response to the main report at Housing Ireland 2025.

Minister for Housing, Local Government and Heritage, James Browne TD

I would like to make it very clear that the Government does not underestimate the scale of the challenge and recognises that a radical step change in housing supply is required.

At a high level, the [Housing] Commission considered that housing should be affirmed as a unique national priority, supporting social cohesion and economic development, and with a focus on expressing our collective aspirations for society.

I wholeheartedly agree with the Commission in this respect and will work tirelessly to make this happen.

There is much to be considered in the report and there are many areas where implementation may be complex or have potential consequences elsewhere. But I can confidently say we are scoping and progressing many of the actions. Some have been committed to in the new Programme for Government, while others are informing our thinking on the step-change needed to build on Housing for All and deliver 300,000 or more new homes by 2030.

John O’Connor, Former Chair, The Housing Commission

Generally the Report of The Housing Commission was accepted well by the public and those involved in housing. There was an initial negative reaction from government which I think they are getting over... From the Programme for Government [2025] and the actions being taken now, I think the Government is beginning to take on The Housing Commission’s report more.

Michelle Norris, Professor, School of Social Policy, Social Work and Social Justice, University College Dublin

Within the social housing sector, it has been very positively received from AHBs [approved housing bodies] and local authorities... For people working in the sector, and leading the sector, there is an understanding that there needs to be quite fundamental reform. That was very positive.

In relation to government and colleagues in the Department of Housing [Local Government and Heritage], I was a little concerned, at the start, that the response was focused on getting more work done on The Housing Commission’s report by The Housing Agency, which has enormous expertise, I want to acknowledge. But I was just very keen that we would move on to implement the report. Since the report was launched, I have had a couple of very positive meetings with colleagues in the Department.

Finally, rather to my surprise, the report has been really positively received internationally... Lots of countries face the same issues as us and they were quite interested in The Housing Commission model. 4

Where is the Report of The Housing Commission now?

Kathryn Meghen, CEO, Royal Institute of the Architects of Ireland

Initially, the reaction was very muted and that was concerning because it is a very significant body of work – two years on behalf of the Commission’s members, but also the 60 or 70 people who worked with us on it, from right across the sector – public and private, and academia – and it would have been a shame if the initial reaction was maintained.

I think now, with the new government, we are seeing a very strong uptake of interest and it [the report] has been cited in meetings in the Royal Institute of the Architects of Ireland, but also among colleagues as well.

I really do hope that the level of research that has gone into it – and we read the report and people read the recommendations, but when you get into the appendices of the document, there is some incredible detail there which really needs to inform any changes in policy going forward. We are now seeing a change and really strong level of interaction with the report.

Eoin Ó Broin TD, Housing Spokesperson, Sinn Féin

In terms of the political system, the members of the Commission have been far too diplomatic – although I understand why – in terms of what they have said about the political response. Let’s be very clear. When the report was published, the previous administration – at a political level – was dismissive of the report. They [the thengovernment] went so far as to publish a list of alleged actions saying, ‘well, we are already implementing this’. Which clearly was not the case.

My understanding is that the outgoing minister [Darragh O’Brien] did not even have courtesy to meet the Commission before it was disbanded.

All of the opposition parties in the last Oireachtas repeatedly tried to get a formal Oireachtas debate on the detail of the report and we could not get it.

There is a change in language. The new minister and the new administration are talking about this report differently, but I think that it will be sometime before we see if the talk translates into action...

From our point of view, this report is as important at the National Economic and Social Council’s 2005 landmark Housing in Ireland: Performance and Policy study. That became a benchmark. This has to be treated the same. While, like any recipe, some of us many want a little bit more of one ingredient than another, we have to continually return to it during the policymaking process as a resource to tackle the challenges ahead. Certainly, in our party, we are very keen to use it for all of the good that has been put into it.

Conor Sheehan TD, Housing Spokesperson, Labour Party

For the best part of six or seven months, there was no Oireachtas debate. We have finally got the debate, and we have heard Taoiseach Micheál Martin TD speak in quite dismissive and disparaging tones certainly to my own party leader, Ivana Bacik, in the Dáil in relation to this [report].

There have been soundings from the new minister, certainly in engagements that we have had with him, that he is more open to the ideas and implementation of The Housing Commission’s report...

If you talk about it [the report] as a recipe, in order for it to work, it needs most of the ingredients in order to be cooked successfully. It seems to me that the Minister is picking parts of the report that he likes – he is claiming they [the Government] are already doing this – even though the reality of that is rather half baked...

If you look at what they are going to do, have a look at what they have done because it will give you a fair idea as to where they are going. I have no faith at this moment in time because they simply do not accept the deficit is as bad as it is. They talk about radical and urgent action, but they have not actually done anything radical or urgent.

Owen Reidy, General Secretary, Irish Congress of Trade Unions (ICTU)

The phrase ‘radical reset’ captured the imagination of a lot of people that this was not a normal government-commissioned report; that it is something different. It did strike me that it was fairly novel that we got such a diverse group of experts, stakeholders, people from the industry, and people that represent citizens in various capacities together for two-and-a-half years and nearly 200 meetings, really drilling down into this and coming to a consensus. That is pretty special in itself.

What I thought was shocking, quite frankly, by the previous government and the outgoing minister was that instead of owning it and wrapping themselves around it, it was put at a distance. I would have thought that there was real opportunity for the State – having put this commission together –to take it seriously in the initial period, ask commissioners to go on roadshows and engage with citizenry around the country, to popularise the issue.

We all see it is the issue of our time, we all talk about how it is going to affect our kids and Conor’s [Sheehan] generation – and it is – but it struck me as something that the Government set up and then got too concerned that endorsing and accepting the recommendations was admitting failure. I think the Government had a real opportunity to do a 180 degree turn and say, ‘we have set this commission up and we are now going to now examine and endorse these recommendations and build towards these things’. They did not do that and that was a missed opportunity.

In 2018, the Courts Service participated in an organisational capability review to scrutinise the Service’s structures, capacity, and approaches to strategy, leadership delivery, and organisational capability.

In this context, Denning was cognisant of the challenges facing the Courts Service when she was appointed Chief Executive the following year.

“I knew what challenges were facing the organisation and I knew what the solutions were,” she says, emphasising that she could not account for some of the subsequent complexities, not least the Covid-19 pandemic, the Judicial Planning Working Group Report, and the OECD’s Modernising Staffing and Court Management Practices in Ireland report.

“There are many dynamics at play, but we must be flexible and agile enough to deal with the unexpected,” she observes.

While the Courts Service manages an estate comprising 101 court venues, with court sitting every day across the State’s five court jurisdictions – District Court, Circuit Court, High Court, Court of Appeal, and Supreme Court – its remit is not simply confined to the courtroom. Rather, it provides a range of services essential to the operation of the courts system.

Putting court users first

At the halfway point of the Courts Service’s 10-year modernisation journey, Chief Executive Angela Denning discusses successes to date and ongoing work to provide enhanced service delivery on behalf of staff, court users, and legal practitioners.

“We are at the centre of the justice sector and, as such, there is significant connectivity between us and other justice agencies. For instance, we invest money on behalf of minors and wards of court, and we also work closely with to An Garda Síochána and the Irish Prison Service,” the Chief Executive explains.

“At the same time, we have a statutory obligation to provide information on the courts system to the public. Court users must understand what the courts system does, how it works for them, its limitations, and how they can use the system to vindicate their rights.”

Benefits to the justice sector

Having begun in 2019, under Denning’s stewardship, the Courts Service is now at the midway point of a 10-year journey of modernisation designed to improving access to justice, including through digital transformation.

Denning remains driven by the opportunities being unlocked for the wider justice sector “to undertake more work digitally”.

For instance, the Courts Service has continued to expand its portfolio of technology-enabled courtrooms, installing video technology in 165 courtrooms, supporting the digital administration of the courts while also enhancing collaboration with other justice agencies.

“In a post-pandemic context” Denning explains, “The use of video technology has enabled the Irish Prison Service to reduce its total number of prisoner transports by a total of around 21,000 each year. Indeed, in some district courts, we are approaching 100 per cent of prisoners produced by way of video. Equally the NGOs and representative organisations, who work with vulnerable witnesses and court users, have confirmed that the option to attend court remotely is helping to reduce the stress and anxiety among their users.

“The increased prevalence of technologyenabled courtrooms is also supporting An Garda Síochána’s digitalisation initiatives – including, for example, the introduction of body worn cameras for frontline gardaí – enabling evidence to be digitally displayed in court. A really good example of the wider benefits of Courts Service modernisation.”

Simultaneously, the Courts Service has undertaken a significant overhaul of Wi-Fi infrastructure, dramatically improving connectivity nationwide and enabling practitioners to interact digitally.

Quality data

In the area of data and data sharing, the Courts Service has established a dedicated unit to improve data management, while also introducing several new data policies to govern how it is stored, archived, accessed, and destroyed.

“Increasingly, as our data improve and as we roll out the new systems, we are beginning to see that the possibilities for their use in the future, particularly around policymaking,” Denning remarks.

“Data transfer saves time and administrative effort across the justice sector. Previously, the ability to access

cover story

“The increased prevalence of technologyenabled courtrooms is also supporting An Garda Síochána’s digitalisation initiatives –including, for example, the introduction of body worn cameras for frontline gardaí –enabling evidence to be digitally displayed in court. A really good example of the wider benefits of Courts Service modernisation.”

good quality and reliable data to inform future policymaking was absent across the justice sector.

“Now, however, the Courts Service has improved its data, as has An Garda Síochána, the Irish Prison Service, and other justice agencies. Together, the data and data sharing will continue to improve and unlock benefits across the entire sector.”

In a Courts Service context, the response to the Judicial Planning Working Group’s Report’s recommendations has produced a step change in the availability of quality data through the introduction of several dashboards and quarterly statistical reports by the new data unit.

Discussing this “unexpected but very welcome benefit” of the Judicial Planning Working Group’s Report, Denning emphasises: “The ability to determine a better understanding of trends is significant. Now, we can project how trends are materialising in particular areas of work, and work with the Court Presidents to respond to those before they become a challenge.”

Replacing 150 disparate systems

Another major component of the modernisation programme benefitting justice sector users will be the end-to-end processing of case work through the introduction of a new unified case management system (UCMS).

Previously, the Courts Service’s technology ecosystem has been highly fragmented. “There was no interoperability,” Denning reflects, adding: “In the High Court, for example, only a total of 56 people could be logged in each day versus almost 100 members of staff.

Already underpinning assisted decisionmaking capacity (ADMC) cases, probate, and the tracking of High Court cases and Circuit Court family law cases, the UCMS is replacing around 150 legacy IT systems – one jurisdiction at a time –with a single, standardised system.

Ultimately, the UCMS provides the backoffice technology for Courts Service staff which will be expanded for case tracking across all five jurisdictions in the courts system. One platform with three interfaces one for staff, one for legal practitioners via a portal, and the judiciary via UCMS Judiciary.

“The unified case management system with its three interfaces is the gamechanger for the Courts Service; ensuring data interoperability between systems. When we introduced the family law system in 2024, for instance, it replaced 27 individual databases. Now we can get search results quicker, automate list preparation and we can digitally populate case information into the court orders. Previously, all of this was being completed manually,” the CEO describes.

Continuing in phased and iterative

Angela Denning, CEO, the Courts Service

rollout, UCMS assists staff managing cases by improving digital recordkeeping through bulk actions, prepopulated order templates, validation for data entry, and automatically generated statistics and reports.

“When I last spoke with eolas Magazine in summer 2024, I explained that the Courts Service was launching the High Court system. We have one interface well underway. On the staff side, we have gone live with the High Court system, and assisted decision-making is up and running. We have introduced the internal case management system for Circuit Court family law cases, and for Probate,” Denning notes.

Turning to ongoing work to expand the UCMS, she emphasises that in terms of the external Portal, “a family law case was lodged in Athlone Law Centre to the Tullamore Law Centre” and “we are going live in the Dublin office this month [May 2025]”. There is also work underway on the judicial portal. This incremental approach allows us to improve based on user feedback as we develop the platform.

“Our ambition is to migrate all our staff onto the new system by the end of 2026, while the portal will be live for some areas of work for practitioners and the judiciary as well,” the Chief Executive outlines.

Court users

Amid the ongoing modernisation journey, Denning describes the Courts Service’s objective of supporting court users as “the whole ethos underpinning our programme of work”.

“We talk to court users, we listen to their pain points, we understand them, and then we design something that matches their needs,” she explains. “We then return to users and seek additional feedback to refine and iterate our system. For example, we have implemented an appointment booking system to enable court users to attend a court office at a time that suits them, simultaneously reducing waiting times.”

Furthermore, in response to court user feedback indicating that the language used on the Courts Service website was inaccessible for many, “we have pivoted to providing plain language information about family law, probate, repossessions and debt claims and sought to simplify our forms on our improved website”.

Overhauling the accessibility of information on the Courts Service website has, the CEO asserts, “made a material difference in assisting people to respond to basic questions on the court process”.

“The feedback we are receiving from our users, particularly in the NGO space, is

that the availability of plain language information in the area of family law has been of significant assistance. People who can better understand the process they are entering, what is required of them, and what assistance is available from the State, can make more informed decisions for them and their families,” she says.

Trauma informed practice training

Turning to the rollout of trauma informed practice training tailored to the needs of the Courts Service and court users, Denning is reflective. “At every interface along a person’s journey through the courts system, we can better understand the court users and meet the high standard of service delivery we have set for ourselves. Nobody comes to court because they want to. Rather, something has gone wrong in their lives, often resulting in trauma,” she says.

“Today, we have over 700 members of staff – including all of the management team – who have participated in trauma informed practice training. This has been transformational. It has helped us to better understand the people who are using the courts.

“At the end of the day, the Courts Service exists to help people navigate the Irish courts system in an optimal way. Anything we can do to helps victims, vulnerable witnesses, children, families, and even the people who are accused of crimes through the system is a positive.”

Trauma informed practice training has also shaped the Courts Service’s approach to court forms. “We recognised that by asking people to tell their story again, in order to help them fill out a court form replete with very complex legal language, was retraumatising. Designing with users for users, we have redeveloped our District Court Family Forms which were trialled in three pilot offices across the country. 60 per cent of users were able to complete the forms independently, in their space,” the CEO says.

Capital estate

Another significant part of the Courts Service’s remit is ensuring that its existing capital estate is accessible and fit for purpose in supporting the administration of justice.

While progress has been made on improving the overall estate, the Courts Service acknowledges that further action is required to ensure that all facilities meet modern standards.

In September 2021, Denning appeared before the Oireachtas Joint Committee on Justice to discuss the Courts Service’s estate of 103 courthouse venues and 251 courtrooms, most of which are protected structures with an average age of over 160 years. This presents a significant challenge.

Recalling this appearance, the CEO acknowledges the challenging condition of “our ageing capital estate” and the fact that “many court facilities which do not meet specifications for accessibility or usability”.

In its corporate strategy for 2024-2027, the Courts Service outlines four priority actions to “provide buildings that are modern, fit for purpose, safe and accessible and support the new ways in which we will conduct business”.

While emphasising that the challenges in relation to court facilities across the State is ongoing, Denning highlights the construction of new family law courts at the Hammond Lane site in Dublin – due for completion by the end of 2028 – as one such action that will make a tangible difference.

Vision

Reiterating that the Court Service’s vision is to position the court user at the heart of its services, Denning insists that her organisation will continue to improve access to justice, reduce inefficiencies within the courts system, and optimise digitalisation for improved service delivery.

“We will continue to roll out the UCMS across all areas of work and across all five court jurisdictions,” she outlines, adding: “Once complete, the Courts Service website will be an exemplar among public services. I am very pleased that the portions of the website that we have updated are already starting to record better engagement rates with users online. This type of recognition encourages us that we are making progress against our objectives.”

Asked what mission success will look like for the Courts Service, Denning’s

“Taking a service design approach, means we’ve been considering every step of a person’s journey through the courts system and how we can make it better, one step at a time.”

response emphasises continuous improvement. “We must continue to interact with our users, to iterate and to improve the High Court system, for example, that was rolled out in October 2023. Already, we have had 30 updates to that system. While this process is labour intensive, it works and is agile.

“Only by going out and engaging with people can we determine whether we are doing things well or not. I would like to see all our data dashboards trending along this upward trajectory."

Summarising, the Courts Service CEO expresses gratitude for the support that the modernisation programme has attracted from government. “We can see the continued improvements across the courts system in terms of technology, data, user feedback, and putting the court user first in everything we do. Government has supported us the whole way through this modernisation journey and as long as this support is sustained, we will continue to deliver,” she concludes.

Profile: Angela Denning

Angela Denning was appointed Chief Executive Officer of the Courts Service in September 2019 having spent most of her career working in court operations. The Courts Service is an independent agency established to manage the courts and court buildings, provide support services for judges, provide information about the courts system to the public, and provide facilities for court users.

Denning is responsible for delivery of the Service’s ambitious 10-year Modernisation Programme which commenced in 2020 and seeks to improve access to justice in a modern, digital Ireland.

Emerging gaps between the two economies in Ireland

A study undertaken by the Economic and Social Research Institute (ESRI) into the economic performance of the economies on the island of Ireland reveals systematic performance gaps favouring the Republic, write Séamus McGuinness, Research Professor, and Adele Bergin, Associate Research Professor.

A recent study, part of a joint research programme between the Shared Island Unit and the ESRI, compares the economic performance of Ireland (the Republic) and the North. The research uses the latest data to examine a wide range of dimensions including demographics and labour market trends, living standards, economic structures, aspects of the education and health systems, and overall wellbeing.

It is important to note this is not a like-for-like comparison given that the Republic is a national level economy and an EU member state, while the North is a UK regional economy that has much more limited fiscal and policy independence. Nevertheless, the research reveals systematic performance gaps favouring the Republic, many of which have widened in recent years.

Demographics and the labour market

The Republic’s population (5.1 million in Census 2022) is growing faster than the North’s (1.9 million in Census 2021), with higher growth in recent years largely due to strong net migration. The Republic also has a younger age structure, with a lower oldage dependency ratio (population aged 65 and over relative to the population aged 15-64) of 23.1 in 2022, compared to 27.7 in the North.

Labour market participation rates for those aged 1664 are higher in the Republic than in the North, with the gap widening in recent years. In 2022, the participation rate in the Republic was 76.8 per cent, some 4.4 percentage points higher than the rate in the North. Furthermore, in 2022 the employment rate for those aged 16-64 was 73.3 in the Republic, 3 percentage points above that in the North.

“The research reveals systematic performance gaps favouring the Republic, many of which have widened in recent years.”

Living standards

Household disposable income (per equivalised household), a reliable measure of living standards that is not distorted by globalisation effects most relevant to the Republic’s economy, was 18.3 per cent higher than in the North in 2018. This data was adjusted for price differences in both jurisdictions and the analysis showed that the gap in income has widened over time. In terms of wages, the data show a positive gap favouring the Republic, with hourly earnings 36 per cent higher than in the North in 2022, after adjusting for price differences.

Trade flows

While Great Britain remains the North’s largest trading partner, there was a decline in trade between the two over the period from 2015 to 2022, particularly marked in the share of services imports. Conversely, recent years have seen an increase in trade activity between the North and the Republic, with the rise in trade flows between the two being particularly pronounced in the North’s goods exports and services imports. It is likely that Brexit has played an important role in determining the changing patterns of trade.

Economic structure and taxation

Public sector employment remains higher in the North, accounting for 29.2 per cent of total employment compared to 25.3 per cent in the Republic. Employment in the Republic is more heavily concentrated in the ‘information and communication’ and ‘financial insurance’ sectors, which jointly account for 9.8 per cent of jobs relative to 5.4 per cent in the North.

The Republic’s GNI* per capita is 57 per cent higher than the North’s GDP per capita, reflecting stronger economic growth in the Republic and an indicator of aggregate productivity differences north and south. Labour productivity in the North lagged that of the Republic in eight of 10 sectors in 2021 and across all sectors, average labour productivity in the Republic was over 2.5 times that of the North in both 2015 and 2021, in part reflecting the strong prominence of the multinational sector in the former.

With respect to taxation, residents in the North pay significantly lower personal income tax than those in the Republic (€2,980 versus €6,725 per capita). However, corporate tax receipts per capita in the Republic (€5,760)

are over five times those in the North (€1,018), reflecting the dominance of multinationals in the former.

On the spending side, we find that the Republic allocates a higher share of expenditures to health (26.3 per cent versus 17.3 per cent in the North) and education (10.7 per cent versus 9.5 per cent).

Educational attainment

Education enrolment rates are higher in the Republic than the North across all age groups, with large gaps between young people. For instance, enrolment rates among 15–19-year-olds were at 71 per cent in 2022 in the North, some 10 percentage points behind the UK average and 21 percentage points behind the figure for the Republic. The percentage of 15–19-year-olds enrolled in education in the North fell by three percentage points between 2018 and 2022. These figures point to serious barriers to further education access in the North. In 2022, early school leaving in the Republic was 2.7 per cent compared to 10 per cent in the North, with the gap having widened in recent years.

Health

With regards to health, while inpatient and outpatient waiting lists were similar for those waiting between zero and six months for treatment, the rates for longer durations are much higher in the North. In 2024, for instance, there were 86 persons per 1,000 population on waiting lists (inpatient plus outpatient) for more than 18 months in the North compared to an equivalent figure of 12 persons per 1,0000 in the Republic. Furthermore, in 2021, infant mortality rates per 1,000 live births were 2.8 in the Republic, 3.6 for the UK average, and 4.8 in the North.

Life expectancy

Differences in life expectancy tend to reflect cumulative differences in welfare arising from differences in income, education, access to healthcare etcetera. In 2021, life expectancy for children aged below one in the Republic was 82.4 years compared to 80.4 years in the North, and a UK average of 80.7 years. As was the case with many other indicators in our study, the gap in life expectancy has grown over recent years in favour of the Republic.

Successfully delivering nationally significant infrastructure

Attended by several key infrastructure delivery stakeholders from across the economy – including the transport, water, and energy sectors – Jacobs hosted a roundtable discussion to explore the challenges and opportunities in delivering nationally significant infrastructure in Ireland.

What is the single greatest obstacle to the delivery of nationally significant infrastructure in Ireland?

Mitch Tunikowski

The main challenge revolves around supply chains. We have a great opportunity to examine how Ireland can increase its purchasing power amid the ongoing challenges such as inflation and planning. Within our supply chains, some stakeholders are more vulnerable than others to escalation. We must ensure that we can forward-buy or that our logistics models are prepared to meet

our purchasing power needs over the next decade.

David Bennett

We are facing a significant challenge in trying to coordinate the demand for resources across a compact space. We are in a delivery space where there are different government organisations effectively competing against each other. From my experience in the UK, an act of parliament became the main delivery catalyst because there was a statute pertaining to timescales. There are wider challenges in community engagement but having political leadership from the very top is the key to infrastructure delivery.

Round table discussion hosted by

Paul Hendrick

The biggest obstacle is still planning; delivery is often delayed due to the nature of the current planning appeals process. There is a significant challenge with the Aarhus Convention which, while well-intentioned, can often be misused in a way that is not in the public interest. It is worth noting that Ireland is the only common law EU member state which is subject to the Aarhus Convention which can present its own legal complications relative to our European counterparts. One potential solution lies in the fact that legislators can pass laws which directly allow for the delivery of a project which can lower the planning appeals risk. The legal entitlement to build the initial Luas light rail system was based on a direct piece of legislation – the Transport (Dublin Light Rail) Act 1996 – passed in the Dáil. This demonstrates that where legislators would like to help support the planning/permitting process for major projects, there is scope for them to help by way of the legislative process available to them.

Maria O’Dwyer

The biggest challenge we face in Uisce Éireann is the significant complex consenting environment in which we must operate. Along with planning, we require a lot of different statutory consents, including licences that are necessary with the new abstraction legislation – Water Environment (Abstractions and Associated Impoundments) Act 2022 – which means that the challenge has somewhat increased. While we want to engage transparently and ensure the public can engage in the process, we need to streamline these processes, particularly for large projects.

Robert

Desmond

The consenting process, both statutory and non-statutory and the imparted delays are the main challenge. There is also a danger in having a siloed approach where each of the different infrastructure stakeholders are tasked in isolation with delivering on their own mandates. Dependent on the current review of NDP, we are looking to deliver infrastructure at a scale not seen since the mid-2000s. In this context, a single senior decision-maker overseeing infrastructure delivery would be useful. Nationally significant infrastructure needs central government support, and having things like spurious judicial reviews delaying processes will mean that momentum for projects will wane. We need strong leadership on nationally significant projects to garner strong public support and lessen delaying delivery.

Siobhán O’Shea

Our grid infrastructure programme is unprecedented and EirGrid’s challenges are similar to those of other agencies delivering nationally strategic infrastructure at scale and pace. Public acceptance and land access and acquisition are challenges EirGrid recognises and therefore we invest considerable effort in public and stakeholder engagement and collaborate across a wide range of stakeholders. We also welcome the strong leadership from government and their commitment to support strategic infrastructure delivery through the development of a range of cross-agency taskforces to identify and address barriers to delivery.

How can infrastructure funding and prioritisation be effectively derisked from changes in government?

Paul Hendrick

There are often years between the initial government approval to support a development project and the construction commencement of a project. One proposal is to ring-fence the project’s capital funds from the initial government approval to the extent that the eventual decision to fund the construction stage of the project is not in any doubt. The final funding investment decision – immediately prior to construction commencement approval – will still be subject to the usual due diligence in terms of assessing the project’s benefits, cost rationale and the outcomes from the tendering process. But there are long-term delivery challenges because prospective funders and project delivery participants are not assured as to whether a project will actually go ahead, even if it has approval from government, because the final decision takes place at the end of a tendering process. A contingency fund or some other form of ring-fencing could be the answer, because the projects we deal with are delivered over several government terms.

Maria O’Dwyer

It goes back to the need to ensure that there is support among stakeholders, government, and in society more broadly. This is a challenge. The solution is to ensure adequate engagement exists and is maintained; we cannot underestimate how important buy-in

David Bennett

David Bennett is programme director at Programme Advisory Services Ltd; and was previously Delivery Director of HighSpeed 2 for HS2 Ltd (seconded from Jacobs Engineering); programme manager for the Red Line of the Doha Metro for Jacobs Engineering; Implementation Director for London Crossrail for Crossrail Ltd; and the Implementation Director for the Channel Tunnel Rail Link (HighSpeed 1), Sections 1 and 2 for Union Railways Ltd.

Robert Desmond

Robert Desmond is head of PPP within the commercial operations division at Transport Infrastructure Ireland. Desmond is a qualified solicitor with over 15 years’ experience, more recently as in-house counsel for TII prior to starting his current role in 2021. In his role he provides support for the 15 operational PPP contracts to which TII is party as well as the procurement of any new PPP contracts within the remit of TII. His prior legal experience included working in a wide range of areas including banking and finance, commercial, and procurement law.

Paul Hendrick

Paul Hendrick is director of capital investments at Iarnród Éireann, having joined the organisation in March 2021. A chartered engineer, Hendrick has over 20 years’ experience in senior project delivery roles working on complex infrastructure projects and programmes including the inaugural Luas Red and Green Line, ESB Network renewals, Luas Red and Green Line extensions, Manchester Metrolink Phase 3 expansion, Heathrow Terminal 2, Luas Cross City, and the Grange Gorman TU Dublin PPP Campus. During that time, he held roles with TII (formerly RPA), Laing O’Rourke, Sisk, and Macquarie.

Maria O’Dwyer

Maria O’Dwyer is Infrastructure Delivery Director with Uisce Éireann and holds responsibility for the delivery of the water and wastewater capital investment programmes and projects at Uisce Éireann. The role has direct responsibility for all activities from design, planning and procurement through to construction delivery. Prior to taking up this role, Maria was head of asset management in Uisce Éireann and previously held a number of senior management roles in both Gas Networks Ireland and Uisce Éireann. Maria is also a non-executive director on the board of the SEAI.

Siobhán O’Shea

Siobhán O’Shea is Interim Chief Infrastructure Officer Onshore for EirGrid. She is responsible for the planning and consenting of onshore grid infrastructure across the State, including the public consultation processes and landowner engagement. With 16 years’ experience in operational and strategic roles in the electricity sector, Siobhán has held senior leadership roles in EirGrid in grid development, customer connections, external affairs, group regulation, and market operations.

Mitch Tunikowski

Mitch Tunikowski is the head of growth and sales for Europe in Jacobs. He has held several positions in his 23-year tenure in Jacobs, spanning both the advanced facilities and building and infrastructure businesses. These include project delivery and sales operations in advanced facilities, client account manager, regional growth project delivery, major programmes, country leadership and regional (Europe) leadership roles.

“In government policy, greater emphasis needs to be placed on the ‘interest of the common good’.” Maria O’Dwyer

is for a project if it to be delivered over a long-term period across multiple government terms.

David Bennett

We need the certainty that comes with multiannual funding if we are to continue to attract foreign direct investment at the current scale. Once a project gets to cabinet level for approval, it should mean that there is the certainty of multiannual funding because the prospective investment has already been cleared. If we want to ensure multiannual and consistent funding, we need private sector investment, and the best way to secure that is by giving the investor the certainty that their investment will be returned.

Robert Desmond

The challenge posed by multiple

gateways deciding whether a project goes ahead or not can lead to uncertainty which ultimately undermines delivery prospects. Ideally, when we are talking about nationally significant infrastructure delivery agencies would have the benefit of multiannual funding to work within with certainty, but too often projects are signed off in principle yet remain subject to go/no go decisions which can have a destabilising effect on attracting investment.

Siobhán O’Shea

The electricity sector has a clear mandate to decarbonise the power system, increase renewables on the system, meet growing electricity demand, and unlock greater energy independence and security. These objectives continue to be supported by the new government through its Programme for Government with an emphasis on prioritising the delivery of essential infrastructure projects and a commitment to investment in the electricity system. We engage regularly with government to inform their policy decisions to support economic growth, decarbonisation and a better society for all.

Mitch Tunikowski

A prospective FDI investor, seeing the certainty and stability provided by multiannual funding in Ireland may be much more inclined to invest. It reduces the risk of their investment and demonstrates stability amid election cycles. We must take a macro view to ensure the State’s interests are protected.

“Rolling infrastructure delivery programmes are vital for project delivery.” Paul Hendrick

“There is an opportunity to leverage climate policy and legislation to justify the progression of certain projects.” Robert Desmond

How can Ireland successfully compete with overseas markets to attract the capacity and resources to deliver major projects?

Robert Desmond

Ensuring that we have the right kind of contracting and consenting environment in place is the key to attracting contractors to the Irish market. For most of our recent significant infrastructure contracts, we have been moving into an NEC [new engineering contract] space, especially for significant roads projects, Luas Cross City, and MetroLink. We must ensure that the designated public authority is empowered and resourced to manage the project, especially in a scenario where more contractual risks are being retained. NEC does place a high level of responsibility on the client, which is useful, but we must also ensure that the client has adequate resources available to manage the contracts.

David Bennett

The key is rigorous administration. Often, there is a perception that just because a slightly less adversarial approach has been adopted regarding contracting, it means that the contract does not be administered robustly. However, counterintuitively, there is often tighter contract discipline required to ensure

that there is a genuinely collaborative way of working. If we look at the HS2 project in the UK, it was contracted through slimmed down NEC contracts, but there was still a need for robust administration and competence within the contracting authority.

Maria O’Dwyer

The key to attracting these markets is the engagement process. Uisce Éireann held a webinar event to attract interest in the Water Supply Project and the Greater Dublin Drainage Project. Our key focus was to demonstrate to the market an acceptance of the need for these projects with our stakeholders and to ensure confidence in the market that these projects will go ahead. We organised a Europe-wide market engagement in Dublin which was attended by 80 different companies. The fact that the State is funding our big infrastructure projects is –notwithstanding the challenges we face –attracting the investment we need and there is a high level of confidence in our sector. We need to continue this trajectory if we are to meet Ireland’s infrastructure needs.

Mitch Tunikowski

We must strike the right balance between responsibly accounting for public funds and attracting prospective investment. It is essential to convey a clear message that Ireland is a favourable place to do business. Attracting investment is crucial

for delivering nationally significant infrastructure projects. Multiannual funding is one way to do this and allowing investors to proceed efficiently once they have secured the contracting rights is also key.

Paul Hendrick

Active market engagement is important. For the Dart+ Programme, we engaged with prospective investors through a series of road shows throughout Europe. There is a need for proactive engagement and having a clear message that Ireland is an attractive place to invest and work in. This also means that we have to consider the terms and conditions for engagement if we want to attract the best organisations with the best resources to support the delivery of Irish public infrastructure, which means we must look at balanced and sustainable contracting models.

Siobhán O’Shea

It is important to acknowledge that we are competing in a tight market, with the volume of major projects to be delivered both within Ireland and on a global scale. Building our indigenous capability and capacity is key to ensuring a long-term pipeline of skills. In parallel, building strong relationships through contracting alliances for delivery has also proven effective and these delivery partners make a significant contribution to the ability to deliver at scale and meet the infrastructure demands and challenges.

What lessons from successful projects elsewhere can be applied to Ireland?

David Bennett

Owners worry about protecting their assets while meeting their project obligations, and this can appear mutually exclusive. We need to find a way to combine these priorities. This was something the London Crossrail did well in its early stages with the utility companies who worked directly with the contractor teams within the project, and it enabled both sets of stakeholders to achieve a mutually beneficial outcome.

Mitch Tunikowski

We are bound by EU procurement guidelines, which often lead to commercial tensions at the tender stage.

“Projects need to go slow to go quick.”

David Bennett

When you separate these commercial tensions, outcomes tend to be much more successful. In the US, these commercial tensons generally only arise after selecting the project partner. In Europe, they can become a factor too early, but we can change that.

Paul Hendrick

Rolling infrastructure delivery programmes are vital for project delivery. One great exemplar project that I worked on is the Manchester Metrolink Phase 3 tramway extension programme that was delivered on a rolling basis from 2008 to 2017. We signed an initial contract for an initial phase of projects, that included options to incrementally add further phases of work. As the programme progressed, further phases were progressively activated which meant that people could properly invest the time, effort and resources to consistently deliver and become more efficient with the delivery of each phase of the programme – which delivered the projects successfully for all parties with great value for money outcomes for the project funders. Achieving a long-term infrastructure delivery vision hinges on a sustainable rolling series of infrastructure projects over predictable timeframes.

Conversely, piecemeal delivery does not generate value for the project funders, the participants or the end users.

David Bennett

Projects need to go slow to go quick. As such, the wider ‘project definition’ is crucial before commencement and the

Mass Transit Railway system in Hong Kong several decades ago demonstrated how this can be done well. Although the initial stages of the project took longer, it was amazingly resilient thereafter because the totality of the programmes was established first.

Maria O’Dwyer

We need a culture change with respect to infrastructure and that is going to take a lot of nurturing, but ultimately infrastructure development brings benefits to society. We have taken advice and learned from similar projects across the world and are always seeking to engage and listen. Half of Uisce Éireann’s capital is now delivered through a programmatic approach, providing our delivery partners with predictable pipelines of work is key to our safe and efficient delivery.

Robert Desmond

Having a pipeline of projects with security of funding can be mutually beneficial for both public procuring bodies and private contractors. For example, on the Luas network the ideal is to have one project in each stage of planning, design, and delivery at all times. However, looking after and maintaining existing infrastructure is equally important as delivering shiny new projects and we are seeing this now where some of our existing transport infrastructure will require interventions in coming years. Security of funding is key to this, and we have seen the

“We need to shift our perspective on delivering these large-scale projects from focusing solely on the business case to emphasising the delivery case.” Mitch Tunikowski

consequences of failing to maintain existing infrastructure across road networks in Europe and US. What do we need to do differently as our focus moves from business as usual, to delivering mega projects?

Mitch Tunikowski

Different mega projects will compete for the same resources. To address this challenge, we can leverage AI advancements in engineering across design, consultancy, and delivery spheres. By doing this, we can realistically achieve the successful outcomes we all desire.

Siobhán O’Shea

We need a whole of system approach to the delivery of strategic infrastructure with greater alignment between statutory bodies. Greater support is also required from statutory bodies for major project delivery and from government and politicians, both nationally and locally, by showing their support for major projects across the country and increasing societal understanding of the need for this infrastructure and the benefits it brings to the lives of all people.

Paul Hendrick

In Ireland, there can be a love-hate relationship with major capital investment projects and programmes so managing the narrative is critical. The National Children’s Hospital is a good example. It has been comprehensively critiqued by the media, but the end product is spectacular and when the hospital is completed, the association people will make with it will not be the cost, but of the value of this amazing new hospital facility treating sick children (who are entitled to the best treatment in the best facilities) in this country. We must ensure that people see the long term essential and positive benefits that these infrastructure developments bring to the country and its citizens.

Maria O’Dwyer

In government policy, greater emphasis needs to be placed on the ‘interest of the common good’. Objections ultimately delay benefits being unlocked for the wider community. We are not serving all the people when we are distracted by the way in which policies are written.

Robert Desmond

I think there is an opportunity to leverage climate policy and legislation to justify

“We need a whole of system approach to the delivery of strategic infrastructure with greater alignment between statutory bodies.”

Siobhán O’Shea

the progression of certain projects. This can be an effective way to build momentum behind projects as we cannot meet our climate targets by continuing as we are. Planning decisions in recent months suggest this is the direction things are heading.

Mitch Tunikowski

We need to shift our perspective on delivering these large-scale projects from focusing solely on the business case to emphasising the delivery case and the desired outcomes. By highlighting the commercial and community value and looking beyond cost analysis, we can garner wider public support, leading to a more seamless delivery process.

Paul Hendrick

We must focus on real time-bound delivery outcomes above process compliance and be careful not to allow process compliance to become the driver of project delivery timelines which doesn’t deliver value for anybody. This approach reduces the value of projects and slows down their delivery. It is amazing what can be done when process compliance is not the sole focus.

David Bennett

Once a project is defined, we need to orientate the focus on the outcome. We must press ahead with delivery cognisant that it is impossible to please everybody during the delivery stage. People who object during the delivery process tend to be satisfied upon completion of a project, so we must focus on establishing and keeping the delivery momentum and work through the temporary dissatisfaction which often manifests during delivery.

Robert Desmond

In the new strategy published by the Department of Transport, the importance of ambition is highlighted. I think we need to be more ambitious across all sectors. Then, we need to get to work on the ground and adopt a solution focused mentality.

Health priorities for 2025

Since the new government came to office in January 2025, the Department of Health has published the Waiting List Action Plan and announced further measures on digitalisation and the potential for enhanced cross-border cooperation.

The Waiting List Action Plan (WLAP) 2025 aims to reduce waiting times and improve scheduled care. Backed by €420 million in funding, WLAP aims to drive measurable improvements across outpatient, inpatient/day case, and gastrointestinal (GI) scope services, focusing not just on numbers waiting, but also on how long patients wait for care.

The plan outlines four major national targets:

• 50 per cent of patients to be seen within Sláintecare targets (10 weeks for OPD and 12 weeks for IPDC and GI procedures) by year-end;

• reduce the weighted average waiting time to 5.5 months, down from 6.5 months in 2024;

• ensure 90 per cent of outpatient patients are seen within 12 months; and

• reduce by 90 per cent the number of patients waiting over 24 months, or those at risk of reaching that milestone.

In 2024, over 1.81 million patients were removed from waiting lists, a 4.3 per cent improvement on the previous year. However, demand remains high, with nearly 1.95 million additions expected in

2025. The WLAP responds with a twintrack approach: building capacity and reforming patient pathways.

Investments include the expansion of Surgical Hubs in south and north Dublin, Cork, Galway, Limerick, Waterford, and the northwest, as well as bolstering endoscopy capacity and modernised care pathways for gynaecology, orthopaedics, obesity, and paediatric care. Meanwhile, validation efforts, triage reforms, and commissioning through the National Treatment Purchase Fund (NTPF) will target long-waiting patients with precision.

Digital enablers such as Integrated Patient Management Systems, telemedicine, and data visualisation dashboards will support this transformation, offering clinicians and planners realtime insights and operational clarity.

HSE Health App

A major component of Ireland's digital health ambitions was realised in February with the launch of the HSE Health App by Minister for Health Jennifer Carroll MacNeill TD. The app is designed as a ‘digital front door’ to healthcare, initially targeting expectant mothers and expanding gradually to broader patient cohorts throughout 2025.

Early features include:

• access to flu and Covid-19 vaccination records;

• digital storage for health scheme cards (EHIC, LTI, DPS, etc.);

• self-declared and prescribed medication lists;

• view maternity appointments; and

• trusted information through HSE Live.

Built with high standards of security and GDPR compliance, the app requires MyGovID verification for access to personal health data. Future functionality will include public hospital appointments, screening referrals, chronic disease management tools, and the ability to nominate trusted carers to support care coordination.

The app has been piloted at Cork University Maternity Hospital, where patients and clinicians have praised its accessibility and usefulness. The app’s development was informed by direct user testing and engagement with disabled people’s organisations to ensure inclusivity and adherence to European accessibility standards.

As Ireland progresses toward an integrated Electronic Health Record (EHR) system, the HSE Health App stands as a key interface between patients and services, enabling greater autonomy, transparency, and convenience in managing care.

Health in Ireland: Key Trends 2024

The recently published Health in Ireland: Key Trends 2024 report paints a largely optimistic picture of national health outcomes, though it also underscores the pressures of a growing and ageing population.

The report finds:

• 79.5 per cent of Irish people rated their health as “good” or “very good” in 2023, the highest in

the EU;

• life expectancy is 82.6 years, placing Ireland fifth among EU member states;

• since 2015, the population has grown by 14.8 per cent, while the over-65 population has increased by 36.5 per cent;

• significant reductions in mortality rates were recorded between 2014 and 2023:

o cancer deaths down 14.7 per cent;

o circulatory diseases down 19.5 per cent;

o ischaemic heart disease down 27.7 per cent; and

o respiratory diseases down 15.4 per cent;

• 61.3 per cent increase in hospital doctors and a 34.9 per cent rise in nurses and midwives since 2015; and

• funding accounts for 77.4 per cent of all health expenditure.

Minister Carroll MacNeill describes these results as “among the best in Europe” but has also reiterated the need to anticipate future demand: “With our average life expectancy now at 82.6 years... We need to continue to focus on the future demands for healthcare.”

Cross-border health cooperation

The North’s Health Minister Mike Nesbitt MLA met with Minister Carroll MacNeill in Dublin in February 2025 to discuss enhanced cross-border collaboration. Their dialogue focused on potential partnerships in paediatric pathology, cancer treatment, health inequalities, and workforce planning.

“I was delighted to meet with Minister Nesbitt for the first time today to discuss enhancing NorthSouth cooperation on health and social care. Our health services already work together for the benefit of people across the island, including the North West Cancer Centre, the All-Island Cancer Consortium, the Congenital Heart Disease Network and our national ambulance services,” the Minister said.

“I am committed to deepening and expanding the existing cooperation on health we have and I look forward to engaging in further discussions with Minister Nesbitt, both directly and through our joint collaboration in the North South Ministerial Council.”

Making Ireland’s grid fit for future scale

Ireland has placed offshore wind at the centre of its sustainable future.

Ambitious offshore wind targets have set the tone and a strengthened and modern grid will enable this.

However, integrating offshore wind into the national grid presents challenges that require advanced technological solutions, including High Voltage Direct Current (HVDC) technology, and smart digital systems. Leading voices in the energy sector, including Ruairi Williamson of Hitachi Energy Ireland, provide valuable insights into how these challenges can be addressed, offering solutions that ensure Ireland’s grid is fit for a renewable future.

Offshore wind and renewable integration

Offshore wind energy is a key pillar in Ireland’s renewable energy strategy. The country’s extensive maritime coastline offers enormous potential for offshore wind farms, with estimates suggesting up to 30 gigawatts (GW) of offshore wind capacity could be harnessed. This is particularly crucial as Ireland aims to generate 70 per cent of its electricity from renewable sources by 2030, with offshore wind taking centre stage in this transition.

Recent government initiatives such as the Renewable Electricity Support Scheme (RESS) and the Maritime Area Planning Act (MAPA) are designed to encourage the development of offshore wind projects. MAPA, in particular, streamlines the approval process for offshore developments, helping unlock Ireland’s vast offshore wind potential and ensuring faster development. Ireland aims to have at least 20GW of offshore wind capacity by 2040.

Technology will be key in addressing critical grid connections

Hitachi Energy has been involved as a strategic collaborative partner in accelerating the energy transition in addressing key challenges such as supplying critical technologies for the integration of offshore wind into Ireland’s grid. Here the company has used its innovative High Voltage Direct Current (HVDC) transmission solutions. HVDC technology allows for more efficient

transmission of power over long distances, which is essential for connecting offshore wind farms, often located far from the mainland to the grid. Unlike conventional Alternating Current (AC) transmission, HVDC minimizes energy losses and provides a more stable and reliable method for transferring electricity.

Hitachi Energy has been at the forefront of HVDC technology for nearly 70 years, providing innovative solutions like the HVDC Light® system. Ruairi Williamson highlights that this system, based on voltage-source converter technology, is ideal for integrating renewable energy sources such as offshore wind.

Examples of this include the companies service agreement to provide service solutions to link the electricity grid in Ireland and the United Kingdom, via submarine cables for the East West Interconnector (EWIC) high-voltage direct current (HVDC) link that is owned by EirGrid Interconnector Designed Activity Company (EIDAC), Ireland’s grid operator.

The submarine cables run between HVDC converter stations in Ireland and Wales. The 500-megawatt interconnector is approximately 260 kilometres long and supplies enough energy to power 300,000 homes. Hitachi Energy designed and built the link and has been providing service solutions since it first went into operation in 2013.

Additionally, HVDC technology can enhance the flexibility of the grid by

connecting multiple power systems across regions. Williamson emphasizes that multiterminal hubs, coupled with DC circuit breakers, could establish extrahigh-voltage DC power grids, enabling more efficient use of renewable energy and optimising transmission lines.

Challenges in grid integration

While offshore wind presents significant opportunities for decarbonisation, integrating this renewable resource into the grid poses several challenges. Offshore wind is intermittent, meaning its output can fluctuate depending on weather conditions. This makes it harder to match supply with real-time demand, requiring advanced grid management and storage solutions.

Ireland’s existing grid infrastructure, which was initially designed for conventional energy sources, needs significant upgrades to accommodate the variable nature of renewable power, especially offshore wind. Grid operators must integrate large-scale renewable energy sources while maintaining grid stability and reliability. Ruairi Williamson emphasises that the country needs to overcome delays in grid transformation, citing how countries like Germany and Norway have made significant strides in upgrading their grids to accommodate renewables. Ireland, however, has been slower in this regard, largely due to indecision around the technological and infrastructural changes required.

To effectively integrate large amounts of offshore wind energy, Ireland must upgrade its grid infrastructure to make it more flexible, efficient, and reliable. This requires not only improving transmission lines but also investing in advanced grid technologies that can manage renewable energy fluctuations while ensuring grid stability.

Grid upgrades should focus on incorporating smart systems that enable real-time monitoring and forecasting. Additionally, technologies like static synchronous compensators (STATCOMs) can help improve the grid’s stability by providing reactive power support, which is crucial for maintaining voltage levels. Investments in energy storage systems will also be necessary to smooth out supply and demand imbalances, especially when renewable generation is low.

The role of digitalisation and artificial intelligence

As Ireland’s grid transitions to accommodate more renewable energy, digital technologies will play a crucial role in managing the increasing complexity of energy generation and consumption. Artificial intelligence (AI) is particularly significant for optimising grid operations. AI can predict renewable power generation based on weather forecasts, adjust to fluctuations in supply, and provide real-time balancing of energy resources.

The use of digital technologies will help operators enhance grid stability and efficiency while reducing reliance on fossil fuels for backup generation. Ruairi Williamson advocates for the digital transformation of Ireland’s energy sector, pointing out that the increasing volume of data generated by renewable sources requires advanced communication systems and analytics for real-time decision-making. By incorporating AI and other digital technologies, Ireland can manage its grid more effectively, ensuring a reliable power supply as renewable energy grows to become the backbone of the nation’s electricity system. It is also important that we meet the demand from the increased electricity demand driven by the growth of AI. AI-related electricity demand is expected to grow by as much as 50 per cent annually from 2023 to 2030, therefore it is crucial that we have a grid that can handle this increased demand and flexibility meet our future needs.

Conclusion

Ireland’s offshore wind sector offers a significant opportunity for the country to meet its renewable energy goals, but realising this potential requires overcoming substantial challenges. The integration of offshore wind into the grid requires the development of new technologies, infrastructure, and grid management strategies. HVDC technology stands out as a key enabler for transmitting large amounts of offshore wind power efficiently and reliably. At the same time, the grid must evolve to be more flexible, efficient, and responsive to fluctuations in renewable generation. Digital solutions, particularly AI, will be essential in ensuring the grid can manage future demand while maintaining stability.

By combining innovations like HVDC technology, smart grid solutions, and digital transformation, Ireland can create a more resilient, sustainable energy system.

Ruairi Williamson, Hitachi Energy

For further information visit W: www.hitachienergy.com

OECD Economic Survey of Ireland 2025: Key challenges and opportunities for Ireland

Ireland’s strong economic fundamentals continue to support resilience and growth in the face of international uncertainty, according to the OECD Economic Survey of Ireland 2025, which presents a mixed picture of remarkable performance and persistent structural vulnerabilities.

The biennial report, published in February 2025, outlines robust labour market conditions, ongoing fiscal strength, and opportunities for long-term reform in housing, climate policy, and taxation.

“Despite several major shocks, Ireland has raised its economic performance and standard of living over recent decades”, the OECD says. A stable institutional framework, a well-educated workforce, and a supportive business environment have underpinned success, attracting significant foreign direct investment.

However, the survey also underscores pressing challenges that threaten to erode this progress if left unaddressed. Chief among these are Ireland’s high housing costs, fiscal reliance on a narrow

corporate tax base, and lagging progress toward ambitious climate goals.

While Ireland’s public finances are currently in “good health”, the OECD warns that “fiscal restraint is called for in the near term”, especially in light of capacity constraints and inflationary pressures. Public debt, though low at 43.2 per cent of GDP in 2023, remains significant when measured against modified gross national income (GNI*), reaching 76 per cent.

While Ireland has benefited from windfall corporate tax revenues, the OECD cautions: “Around one-third of income earners do not pay personal income taxes or the universal social charge... While the standard value-added tax rate is high, reduced rates decrease its yield.”

The report stresses the importance of improving medium-term revenue resilience, advising that Ireland “develop a roadmap to diversify tax revenues in the medium term, for example by broadening the personal income and the value-added tax bases”.

To enhance fiscal credibility, the OECD recommends making the existing domestic spending rule more binding: “Recurrent breaches of the domestic spending rule are lowering its [ability to] establish more binding fiscal guardrails to complement the new EU rules, with stronger political anchoring and welldefined escape clauses.”

issues eolas

Modified domestic demand versus real GDP and employment (Ireland, 2019-2025)

Source: OECD

Cost of labour

Ireland’s labour market continues to post record performance. “Employment reached a record high in the third quarter of 2024... the unemployment rate remains near historical lows.” However, the report notes that “firms cite skills and labour shortages as a main concern”, which could limit progress on green and housing investments.

High childcare costs continue to dampen labour participation, especially among women. “Despite marked increases in childcare subsidies, the high cost of childcare creates disincentives for some groups of women to enter work or work more hours.” The OECD recommends “making public financial support for childcare more means-tested and couple it with continued measures to expand childcare capacity”.

Challenges on rising legal and administrative costs are also flagged. “Lengthy court proceedings... and high legal costs, especially of litigation, can also reduce competitiveness.” The OECD calls for competition-enhancing reforms: “Enhance competition in legal services by easing the setting up of multi-disciplinary practices with a Limited Liability Partnership status.”

Housing

Housing remains one of the State’s most pressing challenges. “High housing costs could lower the attractiveness of Ireland

for foreign direct investment and talent,” the Survey states. While the Government’s Housing for All plan has spurred increased completions, “supplydemand mismatches persist”.

The OECD urges a “more dynamic, datadriven” approach to housing targets: “Ensure housing targets reflect housing needs accurately through regular updates and better align local targets with local conditions, especially in urban areas where housing shortages are more acute.”

Construction costs are cited as a major barrier. “Costs are high and productivity is low in the construction sector, notably for apartments in urban areas.” Among the recommendations is the implementation of the 2023 Residential Construction Cost Study, including reforms to unit specifications and wider adoption of standardised building methods.

On social housing, the OECD notes that “the system is characterised by increasing costs and dependence on housing allowances and the private sector rental market”. The report calls for a funding reform to allow “a switch of some social transfers to the construction of social or affordable housing”.

Climate and energy

The survey delivers a stark warning on climate: “Ireland is not on track to meet its 2030 greenhouse gas emission targets

and needs to make faster progress in putting emissions on a sustained downward trend.” Despite an established framework, the OECD stresses that “a shift from planning to implementation, focusing on delivery of concrete actions, is needed”.

Among the more urgent measures is harmonisation of carbon pricing: “Carbon prices are highly uneven across sectors, reducing incentives to reduce emissions.” With fossil fuel subsidies totalling €3.5 billion in 2022, the OECD recommends to “further align carbon prices across sectors in line with their environmental impacts and phase out fossil fuel and other environmentally harmful subsidies”.

Ireland’s electricity infrastructure also needs urgent attention. “Electricity demand is rising... requiring an acceleration of renewables. Faster permitting and grid connection processes, and upgrades in transmission, distribution, and storage infrastructure are needed.”

The survey concludes with a forwardlooking vision: “Maintaining stable growth and high living standards... requires policies to address challenges due to population ageing, ensure adequate supply of affordable housing and combat climate change.”

CAP25: Minister O’Brien says ‘we are falling behind’

Climate Action Plan 2025 (CAP25) – the first CAP update since Darragh O’Brien became Environment Minister – makes updates on retrofit and EV charging policy but fails to adjust policy and targets on renewable energy despite the consensus in the energy sector that the State is not on track to meet its targets.

The publication of Climate Action Plan 2025 (CAP25) reaffirms the Government’s continued commitment to achieving a 51 per cent reduction in greenhouse gas (GHG) emissions by 2030 and climate neutrality by 2050, as mandated under the Climate Action and Low Carbon Development (Amendment) Act 2021.

CAP25 outlines an all-of-government approach to emissions reduction, climate resilience, and sustainable development. However, developments since the Plan’s publication raise questions regarding the viability of key delivery pathways, particularly in the energy sector.

While official documentation maintains ambitious renewable energy generation targets, including 5GW of offshore wind by 2030, there is now consensus among industry stakeholders that Ireland is not on track to meet these goals. This divergence between policy ambition and delivery capacity is not acknowledged in CAP25.

With the recent appointment of Darragh O’Brien TD as Minister for the Environment, Climate and Communications, attention has shifted to the operational aspects of climate delivery.

While CAP25 introduces several new or continued actions, particularly in the areas of residential retrofitting and electric vehicle (EV) infrastructure, the lack of progress in offshore renewable energy generation poses systemic risks to Ireland’s overall emissions reduction trajectory.

Electricity sector

The electricity sector remains central to Ireland’s decarbonisation strategy. CAP25 reports that electricity-related emissions have decreased by 26.2 per cent from 2018 to 2023, driven largely by a higher share of renewables, increased interconnection, and fossil fuel displacement. Wind generation now accounts for over one-third of electricity supply, with solar capacity also expanding significantly.

However, the sector’s medium- to long-term decarbonisation is critically dependent on the realisation of offshore wind infrastructure. Despite continued policy emphasis on the delivery of 5GW of offshore wind by 2030, and an additional 2GW for non-grid purposes, planning delays, regulatory complexity, and slow grid development have substantially inhibited progress.

CAP25 does not reflect updated delivery timelines or risk-adjusted projections for offshore capacity. Moreover, the potential over reliance on electricity to decarbonise other sectors,

including transport and heating, heightens systemic exposure to underperformance in renewable energy generation. These risks have not been modelled in the current iteration of the Plan.

Further investment in grid infrastructure, planning system reform, and alignment of consenting processes are likely prerequisites to realising offshore targets. The integration of such measures in future updates will be essential for restoring sectoral credibility.

Built environment

The built environment is one of the strongest performing sectors to date. Operational emissions have decreased by 21 per cent since 2018, and the sector is currently on track to meet the first carbon budget ceiling. The retrofit programme has scaled up significantly, with over 1,000 homes per week receiving energy efficiency upgrades, supported by the Sustainable Energy Authority of Ireland (SEAI) and new finance instruments such as the Home Energy Upgrade Loan Scheme.

CAP25 outlines further actions, including:

• transposition of the Energy Performance of Buildings Directive;

• continued expansion of district heating in urban areas;

• a phased approach to the elimination of fossil fuel boilers in new builds; and

• training and capacity building via BER assessor expansion and onestop shop development.

This sector illustrates the benefits of coordinated governance, dedicated funding (including €951 million from carbon tax revenues in Budget 2025), and regulatory alignment. However, continued performance will be conditional on supply chain resilience, ongoing capital availability, and planning streamlining.

Transport

The transport sector presents one of the greatest challenges to emissions compliance. In 2023, emissions rose marginally by 0.3 per cent, highlighting the difficulty of reversing long-standing reliance on private car travel.

CAP25 projects that, to meet carbon budgets, transport emissions must decline by an unprecedented 12.4 per cent annually in both 2024 and 2025. Key measures in the Plan include:

• expansion of public transport capacity, which has already exceeded one million daily journeys;

• enhanced rural transport services, now recording over 100,000 weekly trips;

• rollout of EV charging infrastructure through the National EV Charging Strategy; and

• continued investment in active travel and fleet electrification.

While behavioural change and modal shift are central to transport decarbonisation, CAP25 does not propose regulatory demand-management mechanisms, such as congestion pricing, low-emission zones, or urban parking reform. Without such tools, the anticipated behavioural shift may not be realised at the necessary pace.

Agriculture

Agriculture remains Ireland’s highestemitting sector, accounting for 34.3 per cent of total GHG emissions. CAP25 notes a 4.6 per cent reduction in 2023, attributed mainly to reduced nitrogen fertiliser application.

The Plan continues to pursue mitigation through voluntary uptake of technical measures, including:

“We are making progress, but we need to be honest about where we are falling behind, particularly in offshore wind and planning reform.”

Darragh O’Brien TD, Minister for the Environment, Climate and Communications

• deployment of low-emission slurry spreading (LESS) technologies;

• use of protected urea fertilisers;

• expansion of methane reduction strategies, particularly via feed and breeding innovations; and

• development of the Biomethane Strategy, targeting 5.7TWh by 2030.

However, the Plan does not propose a structural change in herd size or land-use patterns, despite growing international pressure to address emissions through supplyside constraints.

The sector’s reliance on voluntary adoption may not yield the transformational reductions necessary to meet its legally binding sectoral ceiling. Therefore, the upcoming review of unallocated emissions savings may need to address this policy gap directly.

Land use, land use change and forestry (LULUCF)

The LULUCF sector has undergone significant recalibration due to revised modelling techniques by the Environmental Protection Agency (EPA), resulting in a 45 per cent downward revision of emissions from the sector.

Despite this, LULUCF remains a net carbon source, due in part to the age profile of Ireland’s forests and harvesting patterns. CAP25 outlines a new trajectory for the sector, including:

• a fixed reduction target of 0.626 MtCO2eq by 2030, relative to a 2016-2018 baseline;

• increased investment in peatland rehabilitation and organic soil rewetting;

• targeted afforestation, although current rates remain below the 8,000 ha/year target; and

• improvement in grassland management on mineral soils.

While CAP25 adopts a more realistic modelling baseline, delivery will require not only sustained funding but enhanced coordination between forestry licensing, afforestation incentives, and local authority planning.

Adaptation

CAP25 dedicates one of its final chapters to adaptation, noting that 2023 was the warmest and wettest year on record in Ireland. The plan builds on the publication of the State’s second National Adaptation Framework in June 2024 and sets out several priorities:

• all 31 local authorities have adopted Local Climate Action Plans;

• the National Climate Change Risk Assessment is under development and due for completion in Q1 2025;

• the TRANSLATE project, led by Met Éireann, is generating updated national climate projections; and

• sectoral adaptation planning is ongoing across 13 priority sectors, with deadlines set for Q3 2025.

Despite these developments, the EPA’s State of the Environment 2024 Report notes that implementation of adaptation measures remains fragmented and underfunded. More comprehensive cross-sectoral integration will be required to meet rising exposure to climate-related events, including floods, coastal erosion, and agricultural impacts.

Governance and delivery

CAP25 retains the governance structure established under CAP24, with the Department of the Taoiseach responsible for oversight and quarterly progress reporting. The Plan aligns with the legally binding carbon budgets for 2021-2025 and 2026-2030, and includes updated actions derived from the mid-year progress review.

However, the plan does not incorporate any scenario analysis to reflect emerging delivery risks in offshore wind, grid expansion, or planning system capacity. Nor does it recalibrate policy responses in light of underperformance in specific sectors.

The inclusion of key performance indicators (KPIs) and reduced overall number of actions are intended to improve accountability. However, further scrutiny of carbon budget overspend risks, unallocated savings, and contingency planning may be warranted in future iterations.

Public sector and finance

The public sector recorded a 2.7 per cent decrease in emissions in 2023. CAP25 updates the Public Sector Climate Action Mandate, with targets of:

• 51 per cent GHG reduction by 2030; and

• 50 per cent improvement in energy efficiency.

Significant investment frameworks underpin the Plan, including:

• €951 million in carbon tax revenues in Budget 2025;

• €3.15 billion through the Infrastructure, Climate and Nature Fund (2026–2030);

• €663 million allocated to Ireland via the EU Social Climate Fund (2026–2032); and

• private capital mobilisation through Green Bonds and the Home Energy Upgrade Loan Scheme.

This financial architecture provides necessary support, however, success will likely require further policy direction due to the shortfall in the initial projection in overall renewable generation.

Minister O’Brien said: “We are making progress, but we need to be honest about where we are falling behind, particularly in offshore wind and planning reform. My priority is to turn ambition into action and ensure climate policy delivers for people in their homes, in their communities, and in their futures.”

A colossal missed opportunity

Ireland faces fines of up to €26 billion to the EU “if it does not step up climate action swiftly”, according to a joint report by the Climate Change Advisory Council (CCAC) and the Irish Fiscal Advisory Council (IFAC).

The report, A colossal missed opportunity, published in March 2025, says that if the State remains on its current trajectory, Ireland will face fines of between €8 billion and €26 billion to the EU.

However, the report also states that if the Government follows through on its Climate Action Plan ambitions for 2030, this would reduce potential costs by more than half. However, the plan is “not being delivered at the scale or the speed required”.

“With a faster and more comprehensive approach to implementing measures under the plan, it could potentially result in a fall of potential costs to between €3 billion and €12 billion,” the report states.

Under the Climate Action Plan and subsequent Climate Action and low Carbon Development (Amendment) Act 2021, the State is legally obliged to reduce its greenhouse gas emissions by

51 per cent by 2030, and reach net zero greenhouse gas emissions by 2050. These targets exceed EU strategic targets, but the State is currently on tract to reduce emissions by only 29 per cent.

Three actions

To illustrate how stronger policy would help, the report sets out three key actions that can reduce the scale of charges looming over the State: Upgrading Ireland’s energy grid, speeding up the roll out of electric vehicles, and supporting changes in farming practices.

These measures, the report asserts, would cost “just one-tenth of capital spending planned by the Government out to 2030” and they are “less than half the upper cost estimate for missing targets”.

1. Reduce the cost of EVs

The report suggests reducing the cost of 700,000 new EVs to below €15,000 per unit, alongside an expansion of the national charging network. This investment, estimated at approximately €4 billion, aims to encourage a substantial shift in the private vehicle market away from internal combustion engines.

The shift is intended to support emissions reduction targets under the Effort Sharing Regulation, particularly in the transport sector, which accounts for approximately one-quarter of emissions covered by the regulation. The measure would require coordination across the Department of Transport, the SEAI, and local authorities.

Failure to implement this measure “risks exacerbating Ireland’s projected non-

“The Government must take clear and decisive action now to transition to a climate neutral economy.

Marie

Donnelly, Chair of the Climate Change Advisory Council

compliance with transport sector emissions targets”, while successful implementation would “contribute to meeting EU obligations and reduce exposure to fossil fuel price volatility”. Broader benefits include improved air quality and technological spillover into related sectors such as grid storage and renewable energy.

While the since-published Climate Action Plan 2025 has announced measures for expanding EV charging infrastructure, the challenge of cost is not addressed in the latest update to the Climate Action Plan

2. Upgrading the electricity grid

The report says that a “modernised, expanded, and digitised” grid is necessary for integrating increased levels of renewable electricity, particularly wind and solar, into the national energy mix.

The grid upgrade is framed as a strategic enabler of other policy measures, including offshore wind development, expanded electrification, and the deployment of distributed energy resources. The current grid infrastructure is insufficient to handle future demand scenarios.

Without action, the report says that the State “may fall short of the Renewable Energy Directive targets”, which call for a 43 per cent renewable share by 2030.

“Delays in delivery or underinvestment would likely constrain the pace of decarbonisation, increase compliance costs, and reduce Ireland’s energy security over the medium term,” the report states.

3. Forestry and peatland restoration

The allocation of €1 billion toward forestry expansion and peatland rewetting forms a core component of Ireland’s proposed nature-based solutions under the Land Use, Land Use Change, and Forestry (LULUCF) Regulation.

Current projections indicate that without further action, Ireland will exceed its LULUCF emissions target by over 18 MtCO₂eq by 2030. Rewetting drained peatlands and afforestation efforts are “central to shifting the sector toward becoming a net sink”. Funding is expected to support a combination of landowner incentives, technical assistance, and capital works on degraded land.

The report outlines that ecological benefits of such actions – enhanced biodiversity, water regulation, and carbon sequestration – are “well documented”. However, it warns that the policy must be underpinned by robust monitoring and verification systems to ensure emissions reductions are both “real and durable”.

Successful implementation would not only mitigate financial risks arising from noncompliance but also contribute to Ireland’s broader environmental objectives under the EU Biodiversity Strategy. Without intervention, Ireland faces both higher costs and reputational risks in the international climate governance space.

Reaction

Seamus Coffey, Chair of the Irish Fiscal Advisory Council, says: “This is a clear case of being able to reduce a massive fiscal risk. Ireland can take actions now to offset potential costs down the line. It can do so in a way that does not threaten the wider sustainability of the public finances.”

Marie Donnelly, Chair of the Climate Change Advisory Council says: “While we have made some progress in reducing emissions, our pace of change is not enough to meet our national and EU climate targets.

“The Government must take clear and decisive action now to transition to a climate neutral economy. It is better to make the investments into Irish households, communities and businesses now, rather than paying significant compliance costs in the years ahead.”

Housing Ireland 2025

Housing Ireland 2025 took place on Thursday 20 March at Croke Park, Dublin. Over 400 delegates attended the event, which was held in association with The Housing Agency and sponsored by Beauchamps and the Land Development Agency. The conference explored the challenges, and tangible opportunities for Ireland’s housing practitioners as they seek to deliver 303,000 new homes by 2030. Delegates in attendance heard from speakers, both visiting and local, from organisations including the Department of Housing, Local Government and Heritage; Local Government Management Agency; Housing Europe; Irish Council for Social Housing; University of Melbourne; Trinity College Dublin; and Tuath Housing Association.

Ciarán Galway, eolas Magazine; John Coleman, Land Development Agency; Graham Doyle, Department of Housing Local Government and Heritage; Fidelma McManus, Beauchamps; Paul Hogan, The Department of Housing, Local Government and Heritage and David Silke, The Housing Agency.

Minister James Browne TD addresses delegates.

Martina Bracken and Helen Geoghegan, Dublin City Council.

Jim Miley, The Housing Alliance; Neil Anderson, Tuath Housing; Dan O'Riordan, Tuath Housing; and Monika Flanagan, Tuath Housing.

Delegates visit the Prepay Power exhibition stand.

Housing Ireland 2025 crowd.

Ciarán Galway, eolas Magazine; Owen Reidy, Irish Congress of Trade Unions; Eoin Ó Broin TD; Conor Sheehan TD; Kathryn Meghen, Royal Institute of the Architects of Ireland; Michelle Norris, University College Dublin; Paddy Gray, Tuath Housing; and John O’Connor.

Ray Fanning, Respond; and Paula Nyland and Antonia Smith, Approved Housing Bodies Regulatory Authority.

Paul Lennon, COADY Architects; Derek Allen, National Development Finance Agency; and Maurice Healy, Bank of Ireland.

Jim Baneham, Director of Delivery and Innovation with The Housing Agency answers a question from the floor.

Matthew Farrelly, Fingal County Council, asks a question.

Delegates visit the Respond exhibition stand.

David Silke, The Housing Agency and Ann Marie O’Connor, Department of Housing, Local Government and Heritage.

Final revision OF THE NPF APPROVED issues eolas

Incorporating amendments arising from public consultation and environmental assessments, the first revision of the National Planning Framework (NPF) was approved by government and both Houses of the Oireachtas in April 2025.

Commencing in June 2023, including a public consultation between July and September 2024, the first revision of the NPF has now concluded. On a motion moved by Minister for Housing, Local Government and Heritage, James Browne TD, the Dáil voted (87 members in favour versus 66 against) to approve the Final Draft Revised NPF, as approved by the Government.

Outlining his view that the revised NPF “reflects the significant changes” which have occurred since the original NPF was published in 2018, the Minister says: “This plan will allow for reviews of current regional strategies and local authority development plans to reflect today’s reality and to ensure the zoning of land for residential, employment, and a range of other purposes meets our country’s needs.”

Among the significant changes referenced by the Minister are:

• population growth and associated housing demand;

• infrastructure delivery which aligns homebuilding with the provision of services and community facilities; and

• new policies relating to renewable energy, climate, and the environment.

Local authority development plans

At the same time, Minister of State with responsibility for Local Government and Planning, John Cummins TD suggests that the clarity afforded by the revised NPF will enable local authorities to “translate the revised housing requirements at a national level into their city and county development plans”.

In other words, the revised NPF is intended to set policy direction to enable local authorities to quickly translate population and housing figures into their local development plans and reflect the updated housing targets.

Opposition

Despite its approval in the Dáil, opposition parties remain critical of the revised NPF. Sinn Féin’s spokesperson on rural affairs, community development and the Gaeltacht, Conor D McGuinness TD says: “This plan is silent on the very concept of community development. There is no vision, no urgency, no new thinking. Just more vague promises from

a government that has repeatedly failed to invest in the services, supports and social infrastructure communities need.”

Similarly, the party’s spokesperson on housing, Eoin Ó Broin TD asserts that the revised NPF “significantly underestimates” the scale of unmet demand that currently exists within the State. “This is a disappointing document. It repeats many of the mistakes of its predecessor as well as creating new mistakes. It does not have my party’s support at this stage, and we will continue to make the case for a planning framework that will meet the social, economic, cultural, and environmental needs of our people,” he says.

Meanwhile, speaking in the Dáil, Labour’s Conor Sheehan TD insists: “We believe that this is a weak document and that there are a number of key flaws in it. This should have come before the Oireachtas for scrutiny. It should have come before the committee and we should have had the opportunity to go through it in granular detail, which is what my colleagues in the Labour Party and I believe is necessary. That is why, at this stage, we cannot support this document.”

Similarly, Social Democrat TD Jennifer Whitmore says: “The issue for us as a country is not writing these documents but rather implementing them and seeing them delivered. To date, we have not seen the development of communities.”

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AI Minister Niamh Smyth TD: Ireland can be an international leader in AI

As the first Minister of State designated with a specific portfolio concerning Artificial Intelligence, I am proud to share my vision that Ireland becomes an international leader in AI to the benefit of our enterprises, public services and most importantly our people, through a human-centred, ethical approach to AI development, adoption, and use, writes Minister of State for Trade Promotion, Artificial Intelligence and Digital Transformation, Niamh Smyth TD.

My appointment reflects the Government’s recognition that AI requires dedicated focus – not just as an economic opportunity but as a societal transformation that must be managed thoughtfully.

The new Programme for Government contains key digital commitments including:

• updating the National Digital Strategy to bring together digital policy and regulatory responsibilities;

• transforming our public services by applying the latest technologies and maximising the potential benefits of AI to better plan for and deliver services, through the establishment of a single digital unit; empowering

people to access public services easily, whether online or in person;

• ensuring the integration of digital services across departments as an alternative user access channel, including through the life events approach and Digital Wallet;

• specific sectoral commitments, in particular in health (including an AI in Health Strategy), and justice/Courts Service reform;

• strengthening cybersecurity; and

• commitments on online safety, in particular in relation to children and young people.

It is clear that AI has become a major part of the national conversation. It has captured headlines and sparked real

public debate. I have been meeting various stakeholders, listening to businesses – big and small, entrepreneurs, educators, and civil society. I must also mention the invaluable insight and expertise of the AI Advisory Council. The Council’s report with high-level recommendations to the Government is very timely and is currently being considered.

In my short time as minister, I have learned that AI is a transformative force that has the potential to reshape our economy, society, and daily lives. There are fantastic opportunities for efficiency and productivity improvements. I have been impressed that there is so much already being progressed across the public sector for example on the MyGovID platform, the immigration

“We are at a pivotal juncture to solidify our position as a significant player in the global AI ecosystem.” Minister of State for Trade Promotion, Artificial Intelligence and Digital Transformation, Niamh Smyth TD

services website, the Companies Registration Office, to name but a few.

The pace of development has been breathtaking and there is now a global race to harness AI capabilities. We are in a good position because Ireland has had a National AI Strategy in place since 2021, even before the increase in awareness of AI and the major developments in ground-breaking large language models. This strategy was refreshed in 2024 to reflect these developments and to also take account of the regulation now in force, namely the EU AI Act.

The new strategy is a roadmap for the future. It sets out a whole-of-government approach to putting the necessary enablers in place to underpin AI adoption in enterprise and public services, including a supportive innovation ecosystem, a secure data and connectivity infrastructure, and policies to ensure that the workforce is prepared for the impact of AI.

I am determined that AI benefits all enterprises, and my priority is to drive AI adoption, particularly in small and mediumsized businesses, with targeted supports through our agencies. One of the biggest opportunities around AI deployment is driving productivity gains and competitiveness in our indigenous SMEs. Our ambition is that 75 per cent of all enterprises will be using cloud, AI and big data by 2030.

The benefits are clear. AI is a powerful tool that can future-proof business, help enterprises to remain competitive, transform business processes and improve productivity. Simply put, AI can save business owners time and money and give them the freedom to focus on growth. I want every business to get a fair shot at using AI to grow, compete, and thrive.

Every technological shift alters the types of skills we need and AI is no different. Ireland’s workforce is our best asset. We want to ensure that we have the talent and skills necessary to reap the benefits of AI. Enterprises will need to be proactive in upskilling their workforce to develop the AI skills and knowledge necessary to leverage the technology. This is not just an investment in people, it is an investment in competitiveness and in the future of a business.

I am acutely aware of the fear out there that AI has the potential to undermine Irish jobs. While that is understandable, our ambition is that the use of AI will empower workers but not replace them. Of course there will be changes, but we are agile, and we can adapt.

Ireland is implementing the EU AI Act, the first comprehensive legal framework for AI anywhere in the world. It is designed to provide a high level of protection to people’s health, safety, and fundamental rights and to simultaneously promote the adoption of human-centric, trustworthy AI.

I am confident we can create a future where innovation and integrity go hand in hand. But it is critical we work together – government, industry, the research community, and civil society – to harness the opportunities of AI for societal and economic good in Ireland.

We are at a pivotal juncture to solidify our position as a significant player in the global AI ecosystem. We can do this by leveraging our established technology infrastructure, favourable business environment, highly educated workforce, strategic investments, and our commitment to responsible AI governance which is anchored in EU frameworks.

Supporting AI innovation through policies, funding and incentives is my priority. As we navigate this transformation, we must remember that technology will not determine our future – our choices do.

Driving energy efficiency: Fexco’s 15-year innovative partnership with SEAI

Martin Ryan, Director of Fexco’s Managed & Advisory Services, takes a closer look at how continuous innovation in customer delivery has further strengthened and enhanced this enduring and successful partnership.

For more than 15 years, Fexco and the Sustainable Energy Authority of Ireland (SEAI) have forged a successful partnership that serves as an excellent example of how collaboration between the public and private sectors can contribute significantly to the betterment of society. This partnership has played a pivotal role in advancing the national energy efficiency, innovation, and sustainability agenda. The collaboration, which initially began in 2009, has not only enhanced customer engagement but also remains essential to Ireland’s ongoing commitment to implementing sustainable energy solutions across the country.

The recent renewal of this partnership is a strong testament to our continued dedication to supporting homeowners, businesses, and public institutions in making well-informed decisions about energy usage and sustainability. With nearly 200,000 customer interactions on an annual basis, Fexco’s deep expertise in customer management has been instrumental in assisting the SEAI in promoting energy efficiency and encouraging the widespread adoption of renewable energy solutions throughout Ireland. This ongoing collaboration represents a critical step in driving Ireland’s energy transformation and ensuring a sustainable future for generations to come.

A partnership rooted in innovation and excellence

At its core, the longstanding relationship between Fexco and the Sustainable Energy Authority of Ireland (SEAI) is founded on the principles of open communication, continuous innovation, and a mutual commitment to a shared vision for long-term sustainability. This strong foundation has enabled both organisations to work seamlessly together in pursuit of common goals that benefit both individuals and communities across Ireland.

Over the years, our collaboration with the SEAI has steadily evolved, grown stronger, and expanded in both scope and impact. This ongoing evolution has been marked by the seamless integration of cutting-edge technologies, forward-thinking strategies, and innovative service delivery models designed to meet the needs of today’s energy-conscious society. These advancements have played a crucial role

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in enhancing overall customer experiences, strengthening engagement across all user groups, and streamlining the implementation and management of key energy efficiency programmes nationwide.

By consistently embracing innovation and proactively adapting to the evolving, dynamic, and ever-changing needs, behaviours, and expectations of energy users across the country, our partnership continues to set a high benchmark for excellence in the energy and sustainability sectors. This forward-thinking approach enables us to remain agile and responsive, ensuring that our services and strategies remain relevant, effective, and future-ready in a rapidly shifting landscape.

We remain firmly positioned at the forefront of driving meaningful, measurable, and impactful change within the broader sustainability space; helping to shape a future that is not only more energy-efficient and technologically advanced but also more environmentally responsible and socially conscious. Together, we are contributing to the creation of a greener, smarter Ireland and making a positive impact that reaches well beyond national borders.

Customer management and advisory services

For Fexco, one of the most important, impactful, and enduring aspects of our longstanding partnership with the SEAI lies in our vital and multifaceted role in managing the SEAI’s customer interactions on a daily basis.

This responsibility serves as the backbone of how we provide support to individuals, businesses, and communities across the country who are actively seeking clear, accurate, and timely energy-related information, advice, and guidance.

Our dedicated team delivers comprehensive, end-to-end, omnichannel customer management services, ensuring that people can easily access support and information; 4

Martin Ryan, Managing Director, Fexco.

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whether through phone calls, emails, online platforms, live chat, or other preferred communication channels.

This strong, customer-focused approach includes the delivery of SEAI’s Energy Advisor Services, which offer expert, personalised guidance specifically tailored to the unique needs of homeowners, small businesses, and larger organisations as they navigate the path toward improved energy efficiency and more sustainable practices.

In addition to these advisory services, we also provide critical administrative support for a wide range of key national programmes and initiatives, such as the Building Energy Rating (BER) scheme. This particular scheme plays an essential role in assessing, benchmarking, and communicating the energy performance of residential and commercial buildings. It empowers property owners and occupants to better understand their energy consumption patterns and identify practical opportunities for improvement.

Through these combined services and our collaborative efforts, Fexco helps ensure that SEAI’s energy programmes remain accessible, effective, and responsive to the evolving needs of Irish society. Together, we are working to support a greener, more energy-aware nation that is firmly aligned with Ireland’s broader sustainability objectives and climate action goals.

Harnessing innovation for energy efficiency with AI

Fexco has been a driving force behind several transformative innovations in its work with the SEAI. One of the most notable advancements is the deployment of Fexco’s proprietary SmartAssist Platform within Fexco’s SEAI operation, Fexco SmartAssist at its core is an AIdriven platform that provides personalised energy advice by tailoring recommendations at the appropriate balance between customer information and energy efficiency measures, empowering homeowners and businesses to make informed decisions about energy conservation and renewable energy adoption.

Moreover, Fexco has coupled SmartAssist with its omnichannel customer management platform, integrating phone, email, chat, and selfservice options to enhance accessibility for the SEAI customers. The system streamlines grant applications and energy efficiency assessments by leveraging AI and automation, reducing wait times and improving the overall experience.

These innovations have not gone unnoticed. In December 2024, the partnership received the ‘Outsource Partnership of the Year’ award at the CCMA Irish Customer Contact and Shared Services Awards, a testament to

their dedication to excellence in service delivery.

A spokesperson from the SEAI commented on the impact of the collaboration: “Working with Fexco has significantly enhanced how we engage with the public on energy efficiency and renewable energy initiatives. Their expertise in customer service and technological innovation has been instrumental in making our programmes more accessible and efficient. Together, we are ensuring more people can take advantage of SEAI’s support to reduce their energy costs and carbon footprint.”

Collaboration for a greener future

Our collaboration with the SEAI is more than just a business arrangement – it is a model of public-private sector cooperation that drives real change. Their partnership actively supports the Irish government’s climate action goals, helping to reduce the nation’s carbon footprint through targeted energy-saving initiatives.

Through our collaborative work with the SEAI, Fexco plays a vital and proactive role in advancing Ireland’s national energy-saving obligations. Our efforts help ensure that public sector organisations, private enterprises, and businesses of all sizes align with the

country’s broader environmental and sustainability targets. By providing essential support, resources, and expertise, we assist in driving progress toward a greener, more energy-efficient future.

This strong and effective partnership has already enabled thousands of individuals, households, and businesses to successfully transition to more energy-efficient solutions, demonstrating the real, measurable impact that strategic collaboration can have in the fight against climate change. It highlights how coordinated efforts between the public and private sectors can deliver meaningful outcomes, contributing not only to national policy goals but also to the everyday lives of people and communities across Ireland.

Job creation and economic impact

By continuously investing in both talent and advanced technology, we ensure that our collaboration with the SEAI remains at the forefront of innovation and excellence. This ongoing commitment not only strengthens the effectiveness of our joint initiatives but also plays a key role in supporting meaningful employment opportunities within Ireland’s growing green economy. Through this investment, we are actively fostering a skilled workforce equipped to meet the evolving demands of the sustainability sector.

This important aspect of the partnership goes beyond environmental impact, highlighting the wider economic and societal benefits that stem from wellexecuted sustainability initiatives. It demonstrates how climate action can serve as a catalyst for job creation, innovation, and long-term resilience; ultimately creating new opportunities for individuals and businesses alike while simultaneously addressing the urgent challenges posed by climate change.

Creating a better future together

As Ireland continues its ambitious and far-reaching journey toward transitioning to a greener, more energy-efficient, and environmentally sustainable economy, partnerships like the one between Fexco and the SEAI will play an increasingly vital and strategic role. These types of collaborative efforts are essential not

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only for scaling up national energy efficiency programmes and initiatives but also for ensuring that Ireland’s long-term environmental goals and broader sustainability targets are successfully met, maintained, and continuously improved upon.

By harnessing the collective strengths, capabilities, and resources of both the public and private sectors, such partnerships can significantly help accelerate meaningful, lasting progress in the face of mounting climate-related challenges.

Our enduring, dynamic, and everevolving relationship with the SEAI stands as a proven and effective blueprint for how impactful and mutually beneficial public-private partnerships can operate. It demonstrates that when organisations come together with a shared vision, embrace technological innovation, and prioritise a customercentric approach to service delivery, they can collectively drive transformative change. The positive effects of this collaboration extend well beyond the energy sector alone; reaching into many critical areas of Irish society, including housing, financial stability, road safety, community development, Social Inclusion, and numerous other interconnected domains that influence quality of life and long-term resilience.

In today’s global landscape, where

climate action has become not just a priority but a defining and urgent necessity, the partnership between Fexco and the SEAI serves as a compelling example of how strategic collaboration can empower local communities, stimulate continuous innovation, and accelerate the broader national and international transition to a low-carbon economy. This ongoing alliance has become a reliable and trusted source of guidance, expertise, and practical support for individuals, homeowners, public institutions, and businesses across the country who are actively working to enhance their energy efficiency and reduce their environmental impact.

By maintaining a clear and unwavering focus on sustainable development, longterm environmental stewardship, and increased energy awareness, this partnership continues to pave the way for a cleaner, more resilient, and environmentally conscious Ireland; bringing tangible benefits not only to current generations but also to those of the future.

W: www.fexco.ie

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AI Advisory Council: Recommendations to secure Ireland’s position in the AI ecosystem

Published in February 2025, the AI Advisory Council’s Helping to Shape Ireland’s AI Future outlines opportunities for government to accelerate AI adoption and “reinforce Ireland’s role in the global AI ecosystem”.

Asserting that current economic models and forecasts may potentially underestimate the growth trajectory of AI, the AI Advisory Council’s argues that by acting decisively now, Ireland can strengthen its leadership position in AI.

Simultaneously, the council emphasises the need to ensure that the labour market and wider economy are optimally positioned to capture the opportunities and mitigate the challenges ahead.

Future of skills/work

The recommendations are organised into six key categories:

1. AI and the future of skills/work;

2. AI ecosystem;

3. AI literacy and education;

4. AI sovereignty and infrastructure;

5. Biometrics and the public service; and

6. AI and the creative sector.

Aimed at enhancing understanding of the transformative impact of AI on the labour market.

The AI Advisory Council calls on government to:

• “Directly invest in the development of a real-time, publicly available ‘AI Observatory’”, to deliver data insights across several metrics, enabling policymakers, educators, and individuals to “better navigate the changes ahead.””

Ecosystem

Aimed at supporting start-ups and SMEs to accelerate funding and leveraging, while expanding testbed initiatives.

The AI Advisory Council proposes:

• Establishing a “high-visibility innovation campus” with a specific AI focus to provide startups with access to hardware, research labs, resources, and engagement with policymakers.

• Creating “AI expert panels”, similar to Innovate UK, to bring together independent experts to evaluate/guide funding decisions.

• Rolling out an AI regulatory sandbox.

• Creating a “dedicated Irish AI Office” to help align stakeholders around a single AI vision for Ireland.

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Literacy and education

Aimed at emphasising the significance of AI literacy training for educators and ensuring equitable access to tools for students AI Advisory Council’s recommendations include:

• Government establishing and and publishing guidelines for the use of AI in the form of a live document.

• Government taking leadership of the development and implementation of AI literacy training for educators.

• Government creating of “a system to ensure equitable access to generative AI tools” in education.

• Government facilitating a “national conversation” between educations stakeholders to “create a more stable and directed approach to leveraging AI in education”.

Sovereignty and infrastructure

Aimed at ensuring recognition of the value of sovereign data and highlighting centrality of enhanced energy infrastructure as an enabler of participation in the AI economy.

AI Advisory Council suggests that:

• Government must “fully integrate AI into its operations” to enhanced public services, with an emphasis on “Irish AI” to incentivise local innovation.

• Government should establish an “AI Energy Council” to recommend policies to accelerate electricity grid development and cultivate “public conversation on whether and how safe nuclear energy can be adopted in Ireland”.

• Ireland contributes to AI innovation by “making available key public data resources” while maintaining privacy and security and proposing updates to the EU Open Data Directive.

Biometrics and the public sector

Aimed at providing recommendations for the responsible use of AI-powered facial recognition technology in public services.

The AI Advisory Council recommends that:

• Any decision to legislate for the use of FRT by An Garda Síochána must be accompanied by a clear legal rationale for use cases and establish legal parameters.

• A bespoke procurement framework for FRT systems should be adopted and implemented.

• Prior to procurement/deployment of FRT, an independent evaluation should be undertaken in real-world conditions.

• Regular independent auditing of FRT be provided for.

Creative sector

Aimed at determining the transformation impact of AI on the sector while protecting creators.

The AI Advisory Council suggests that:

• Government evaluates copyright laws and licencing regimes for preparedness amid AI disruption.

• Government introduces a specific law to prohibit the creation of digital deepfakes of individuals without consent.

• Government explores policy initiatives to “protect and promote Irish and European culture in the age of AI”.

Summarising, the AI Advisory Council regards its recommendations as “key opportunities to strengthen Ireland’s AI ecosystem”. Emphasising the balance between economic competitiveness and ethical oversight, the recommendations are intended to build on existing AI initiatives and “provide an initial focus that will evolve in step with advances in AI”.

Speaking after the release of the report, AI Advisory Council chair, Patricia Scanlon said: “This report lays out actionable recommendations to ensure Ireland remains competitive in the global AI arena while fostering an inclusive, ethical, and sustainable future.

Writing in eolas Magazine, Minister of State for Trade Promotion, AI and Digital Transformation, Niamh Smyth TD praised the work of the AI Advisory Council for its “invaluable insight and expertise” and indicated that “the Council’s report with high-level recommendations to the Government is very timely and is currently being considered”.

Are we entering the unlimited age of digital labour?

Following recent spending cuts in the UK and similar initiatives by the US Department of Government Efficiency (DOGE), Ireland may face fiscal constraints in the coming year. Historically, austerity measures have been met with resistance in Ireland.

Unlike traditional AI models that merely generate responses and require constant human intervention, Agents function as autonomous digital workers. Think of them as new hires or apprentices. Trained on your organisation’s data, they work within clearly defined boundaries to streamline processes, retrieve critical information, and automate routine tasks. This not only drives operational efficiency but also underpins a model of “smart austerity” by delivering cost savings without the collateral damage typical of traditional spending cuts.

This distinction is vital. Many current AI implementations are either too limited in scope or suffer from a lack of robust governance. For example, embedded Agents – systems confined within a single application – are restricted in their capacity to effect meaningful

transformation. Conversely, large language models (LLMs) operating in isolation often resemble independent contractors, disconnected from an organisation’s secure knowledge base and broader operational framework.

The key to unlocking AI’s full potential in the public sector lies in deploying secure, controlled Agents that integrate seamlessly into existing workflows, thereby providing a sustainable path to efficiency and fiscal prudence.

Walking the AI tightrope

Public sector leaders find themselves on a tightrope where bold ambition to embrace AI collides with the real fears of fiscal tightening and service disruption. In this delicate balancing act, three key pitfalls emerge:

1. AI paralysis: Organisations often hesitate to move forward due to perceived risks – even though some employees are likely already using AI informally. The true danger lies not in AI itself, but in the absence of a strategic, confident approach. Without a clear vision, opportunities for transformative change can be lost.

2. AI by familiarity: Some agencies adopt AI tools that are easy to access but not purpose-built for their needs. Adopting AI should not mean settling for half measures. Just because it is included or was a faster approval does not make it right. AI needs to be by design, which means, like a good Guinness, do not rush it!

3. AI anarchy: Without robust governance, AI deployments can become fragmented and uncoordinated, resembling a freefor-all where departments act independently without a shared strategy. This can lead to inconsistent outcomes, escalating costs, and a lack of accountability. The solution is a centralised governance framework that involves a wide range of stakeholders across the organisation, ensuring that every AI initiative aligns with overarching public sector goals.

Navigating these challenges is not about stalling progress, it is about strategically aligning ambition with caution. By establishing a comprehensive governance framework that includes input from all relevant areas, governments can harness the power of Agents to deliver significant efficiency gains while avoiding the pitfalls of traditional austerity.

The value of agents in government

Adopting AI is not solely about boosting efficiency; it is about realigning public sector operations to deliver essential services without the harsh trade-offs of traditional austerity. Agents contribute to this objective in three significant ways:

• Productivity gains: Automating repetitive tasks allows civil servants to focus on high-value work.

• Cost savings: Agents streamline processes across departments, trimming overheads while preserving service quality. This “smart austerity” approach enables governments to achieve substantial savings without the typical collateral damage of past spending cuts.

• Knowledge building: Rather than losing vital institutional know-how, Agents help organisations build internal knowledge. They capture operational insights, foster continuous learning, and provide a reliable resource for training –instilling confidence in AI adoption and empowering staff to make wellinformed decisions.

Not everyone wants a Big Bang AI. Many agencies are taking a measured approach by starting with internal AI deployments, for example, using Agents within IT helpdesks, HR functions, and developer teams to automate document retrieval, respond to routine queries, and support software development. One of the most untapped opportunities is empowering tech and development teams with AI, allowing them to focus on innovation rather than repetitive tasks. This low-risk approach not only delivers tangible cost savings and efficiency gains but also lays the groundwork for broader, citizen-facing implementations in the future.

Real-world success stories

The potential of Agents is already being demonstrated in the real world. Consider the experience of Capita, a UK-based outsourcing firm, which used Agents to

overhaul its recruitment process, cutting hiring times from months to days. By automating candidate screening and communication, Capita improved efficiency while maintaining a highquality candidate experience.

Similarly, Salesforce transformed its global help salesforce website, replacing traditional search with a fully agentic experience. The results were staggering: the Agent resolved 80 per cent of queries without human intervention and was twice as effective as a traditional chatbot. This shift showcases how AIdriven experiences can provide instant, accurate support at scale, freeing up human teams for more complex queries.

These examples illustrate that agents can be a powerful tool for realising “smart austerity” – ensuring that governments and organisations can trim costs and enhance service delivery simultaneously.

AI as an integrated partner

Public sector organisations will increasingly rely on multi-modal AI, which is a blend of specialised AI tools and models rather than a one-size-fits-all approach. The best AI model today may not be the best tomorrow, so flexibility is essential.

Salesforce has embraced this AIagnostic approach, allowing organisations to bring their own models and reasoning engines. This ensures cost control, adaptability, and alignment with organisational objectives and flexibility to pivot as innovation is released across the AI space.

For AI to succeed in the public sector, it must be trusted, controlled, and

purpose-driven. Governments that embrace Agents in a structured way will gain not only efficiency but also resilience, ensuring knowledge is retained, employees are empowered, and citizens receive seamless, responsive services. AI is not replacing human workers; it is scaling and enhancing their impact.

The best way to understand an Agent is to build one. Salesforce Trailhead offers free tools to explore how agents work, enabling organisations to experiment, learn, and implement AI-driven transformation in a risk-free environment.

The key message? Do not DIY your AI. Govern it wisely, integrate it strategically, and unlock its true value for public service transformation.

Interested to learn more? Download the copy of our new AI Handbook that is designed to guide you through the journey of integrating AI agents into your organisation, from identifying the right use cases to delivering measurable results, while continuing to safeguard citizen data and maintain public trust.

Download the copy of our new AI Handbook

www.salesforce.com

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Halfway through the Digital Decade

Barry Lowry, the Government’s Chief Information Officer, tells eolas Magazine that Ireland has built a “solid foundation” on Digital Decade delivery, but that the work ahead demands “ambition, innovation, and relentless delivery”.

The Digital Decade was formally launched in 2021 by European Commission President Ursula von der Leyen, setting out a vision for Europe’s digital transformation by 2030. The initiative outlines four key dimensions: digital skills, digital infrastructure, digital business, and digital public services. Progress in these areas is closely tied to funding through the EU Recovery and Resilience Facility and accompanied by regulatory developments at both EU and national levels.

Lowry begins by framing Ireland’s position within this European context. “We are halfway through the Digital Decade, and the European Commission is closely monitoring how each country is progressing,” he says. “It is essential that Ireland continues to align with the targets while also addressing our own national needs and priorities.”

Strong foundations for digital government

Lowry outlined how digital government capability directly influences wider economic performance. Citing international examples such as Denmark, Singapore, and Estonia, he argues that countries with robust digital public services tend to lead in digital business competitiveness. “Ireland is a positive example of how digital government can attract foreign direct investment, support indigenous enterprise, and contribute to wider economic growth,” he states.

Ireland’s digital economy is currently valued at approximately €50 billion, representing 13 per cent of national GDP. The Irish ICT market is worth €19 billion and continues to expand. Over 1,000 companies operate in the sector, including a mix of foreign multinationals and Irish-owned SMEs.

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“If Ireland is to remain at the forefront of digital innovation in Europe, we must continue to invest in talent, infrastructure, and the systems that support digital governance.”

This growth, Lowry notes, has underpinned strong corporate tax revenues, enabling increased government investment in public services. “A significant portion of the €28 billion in corporate tax collected last year can be attributed to the strength of the tech sector,” he says.

Skills, AI, and regional balance

Despite this progress, Lowry highlights several areas of concern. Growth in artificial intelligence capabilities in Ireland has been modest, with only a 0.6 per cent year-onyear increase on 2023. “This level of growth will not position Ireland to benefit fully from the AI-driven opportunities emerging globally,” he cautions.

Digital skills remain a key area for development. The proportion of ICT specialists in the workforce declined by 1.6 per cent in the most recent data, against an EU target of 10 per cent by 2030. Moreover, participation in ICT-related third-level education is not increasing at the necessary pace, and gender imbalances persist. “We are not yet making digital careers sufficiently attractive or accessible, particularly to young women,” Lowry notes.

Geographic disparities also present a challenge. While Dublin exceeds the EU’s 2030 target of 10 per cent of its workforce employed in ICT roles, many other regions fall significantly behind. “Despite the National Broadband Plan and increased investment, the digital economy remains heavily concentrated in the capital,” Lowry says.

Programme for Government

In assessing Ireland’s preparedness to meet future digital demands, Lowry pointed to several structural strengths. Ireland has been positively rated by the OECD for its progress in digital government, ranking eighth in the organisation’s most recent assessment.

“We have embraced digital by design, prioritised user-driven services, and

increasingly adopted open-source solutions,” he says.

The current Programme for Government, Lowry asserts, reflects a strong understanding of the digital agenda. “The Minister [Jack Chambers] is engaged with the issues and has demonstrated commitment to scaling our digital capabilities,” he notes.

Key priorities include supporting the growth of data centres powered by renewable energy, expanding digital skills, and ensuring inclusive participation in the digital economy. However, Lowry also emphasised the need for legal and regulatory frameworks to keep pace with technical progress. “We developed a new digital wallet that was technically ready for launch, but legislative delays meant it could not proceed,” he said. “If we do not align our legal frameworks with our digital ambitions, we risk stalling progress.”

Future priorities

Looking ahead, Lowry reinforced the importance of maintaining momentum and translating strategy into delivery. He highlighted the economic significance of AI, the need to scale infrastructure sustainably, and the role of public sector digital services in reinforcing Ireland’s international competitiveness.

“The next three to five years will be critical,” he says. “If Ireland is to remain at the forefront of digital innovation in Europe, we must continue to invest in talent, infrastructure, and the systems that support digital governance.”

Lowry concludes with a call to action. “The Programme for Government provides a strong vision, but delivery is where success will ultimately be measured.

“Our collective responsibility is to ensure that this vision is realised in a way that benefits the economy, the public service, and society as a whole.”

Ensuring responsible AI in the public sector

As governments worldwide integrate AI into decision-making, the question is no longer whether to use AI, but how to do so responsibly.

From predictive analytics in law enforcement to chatbots for citizen engagement, we have seen how AI can reshape the way governments interact with citizens and manage resources. Additionally, EY has supported government to consider the use of AIdriven tools for fraud detection, resource allocation, and crisis management, enabling governments to respond more effectively to challenges.

As AI continues to evolve, its integration into the public sector brings opportunity and risk. In February 2024 the Irish Government published Interim Guidelines for the Use of AI in the Public Service – these guidelines are currently being reviewed and updated, and further guidance is expected to be published soon.

The 2024 Guidelines focused on seven key requirements for the responsible use of AI in the public service and these areas are likely to remain central to the updated guidelines. Government has made a commitment that AI tools used in the civil and public service will comply with seven key requirements:

• human agency and oversight;

• technical robustness and safety;

• privacy and data governance;

• transparency;

• diversity, non-discrimination and fairness;

• societal and environmental wellbeing; and

• accountability.

While AI tools can assist human capabilities, the Government guidelines are very clear that they should never replace human oversight. All AI tools used in the public service must be part of a process that has human oversight built into the process.

There are a number of important steps that should be followed to support the responsible use of AI in the Irish Government sector. These include:

1. Develop a responsible AI governance framework: To ensure that AI usage complies with the guidelines, it is essential that an initial risk assessment is completed to consider the legal, moral and societal impact of the proposed development. This assessment should be the first step in the development process and align to a documented “Responsible Governance Framework” that includes each of the seven areas set out in the guidelines. The risk assessment should also address any challenges around AI and set out how the development demonstrates individual and societal benefits.

The absence of a Responsible Governance Framework can give rise to a lack of accountability, increases the risk of a bias in the data of AI models and may undermine the prospect of AI uses for good. The Responsible Governance Framework should recognise ethical, moral, legal, cultural, and socioeconomic implications and drive a human centred, trusted, accountable, and interpretable AI system.

2. Establish ongoing oversight and accountability: The development of AI-based systems should include regular and ongoing processes to monitor accountability and oversight. It is not sufficient to consider the guiding principles of accountability and oversight at the start of any project. There should be consistent performance monitoring and regular audits of the

decision-making process against pre-defined metrics – thereby making certain that the performance of the system is consistent and maintains accountability. A key element of the monitoring process should ensure that appropriate steps are taken to test for accuracy and bias. Robust monitoring is necessary to confirm that data sets represents the diversity of potential end users in real world conditions.

3. Ensure legal and regulatory compliance: Key requirements include the GDPR and the EU AI Act. It is important to ensure that any data used in an AI model complies with GDPR requirements. Under GDPR, permission must be sought to use personally identifiable information. This includes facial images and voice. The EU AI Act began a phased implementation in August 2024 and requires any AI development to be categorised by risk (unacceptable, high, limited, and minimal) and imposes stricter requirements for higher-risk applications. The development of high-risk AI must ensure transparency, robustness, and traceability, conduct risk assessments, and maintain human oversight. The Act also mandates regular monitoring and reporting of AI systems’ performance and security.

EY’s Responsible AI framework

Recognising the importance of developing AI in a responsible and compliant way, EY has developed a Responsible AI framework that can help to evaluate AI risk and build controls across trust attributes, risk categories and governance domains.

The framework is designed to ensure the following:

• Performance: That AI’s outcomes are aligned with stakeholder expectations and perform at a desired level of precision and consistency.

• Unbiased: Inherent biases arising from the development team composition, data and training methods are identified and

addressed through the AI design. The AI system is designed with consideration for the needs of impacted stakeholders and to promote a positive societal impact.

• Transparent: When interacting with AI, an end user is given appropriate notification and an opportunity to select their level of interaction. User consent is obtained, as required for data captured and used.

• Resilient: The data used by the AI system components and the algorithm itself is secured from unauthorised access, corruption and/or adversarial attack.

• Expandable: The AI’s training methods and decision criteria can be understood, are ethical, documented and readily available for human operator challenge and validation.

Gary Comiskey is Partner and leads EY’s Government and Infrastructure Consulting practice. He has more than 20 years’ experience supporting Government clients with some of the largest and most complex transformation projects.

Ciaran Hickey is a Partner in EY’s Data and Analytics practice and leads the Wavespace AI Lab. Ciaran has led a range of innovative AI projects across the public sector in Ireland and Europe.

Conclusion

There is no doubt that AI can bring enormous opportunity for the public sector, improved citizen experience, greater access to services, personalised citizen solutions increased productivity and increased levels of data driven policy making to name but a few. However, as we are reminded by the old Dutch saying “trust arrives on foot and leaves on horseback”, trust takes time to build, but is quickly lost, effort is required to build AI solutions in a responsible and trusted way.

W: www.ey.com/en_ie

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Government survey: How Ireland’s government departments are using AI

eolas Magazine surveys Ireland’s government departments for their use of artificial intelligence.

Across the State’s government departments, there is a clear and cautious approach to the use of ChatGPT and other artificial intelligence (AI) tools. While nearly all departments have discussed AI and its implications, very few are actively using generative AI like ChatGPT in conducting official business.

The overall trend suggests that while there is growing interest in AI’s potential to enhance efficiency, productivity, and public

service delivery, departments remain wary of the risks. Common challenges include data protection, misinformation, and ethical governance.

Any AI usage is typically subject to risk assessment and compliance with cybersecurity guidelines. Departments like Enterprise, Social Protection, and Health are among the most proactive, either trialling generative AI or implementing supportive infrastructure and training.

Department of Agriculture, Food and the Marine.

The Department of Agriculture, Food and the Marine (DAFM) has discussed the potential use of ChatGPT; however, the Department is not using ChatGPT or any other generative AI applications to conduct business. In addition, the department has an AI policy in place which has been communicated to all staff through an AI awareness campaign.

The following predictive AI models have been employed within the Department, largely for research and analysis purposes:

• predicting the likelihood of TB outbreaks;

• image analysis of crop claimed under CAP schemes;

• image analysis for identifying species susceptible to H5N1 (bird flu);

• customer segmentation analysis for developing agri-food policies;

• analysis for identifying risk factors for microbial food safety; and

• smart text analysis to prevent and contain data breaches.

All current and future use cases are subject to human review, data protection and governance measures. The Department is committed to ensuring that any use of AI is informed by a risk assessment in line with our AI policy of any potential human rights and equality implications, with a need for careful management in accordance with privacy and broader ethical and legal frameworks.

The Department of Children, Equality, Disability, Integration and Youth

The Department of Children, Equality, Disability, Integration and Youth (DCEDIY) has discussed ChatGPT and/or other AI applications and provided familiarisation sessions to officials on its potential uses.

DCEDIY is guided by the Interim Guidelines for Use of AI in the Public Service published by the Public Service Transformation Delivery Unit in the Department of Public Expenditure, NDP Delivery and Reform, the Office of the Government Chief Information Officer and by the National Cyber Security Centre on ICT policy and for decision making security matters.

DCEDIY does not use publicly available large language models including ChatGPT to conduct business.

Beyond this, DCEDIY is currently developing a specific policy on the use of AI to guide officials in the use and development of AI, including large language models.

Department of Defence

The Department of Defence’s core IT infrastructure is delivered by the Office of the Government Chief Information Officer (OGCIO) under the ‘Build to Share Managed Desktop’ shared service.

In line with advice issued from the National Cyber Security Centre (NCSC), OGCIO do not allow AI tools to be accessed by default on official devices. The use of AI, as with all enabling technologies, is considered on a solution-by-solution basis. Any such considerations are discussed and a risk assessment conducted as appropriate.’

Department of Education

The Department continues to review and follow guidance issued by the National Cyber Security Centre, Office of the Government Chief Information Officer, and the Department of Public Expenditure NDP Delivery and Reform on the use of artificial intelligence.

A limited trial is underway by the communications unit within the department to assess the opportunity for productivity gains of AI services which includes the transcription of public audio recordings to text, grammar and spelling assistance, translation of public information, and editing text in plain English. All text is reviewed and verified by a human.

A proof of concept to examine if AI technologies could support Departmental staff in responding to customer queries was completed. The proof of concept focused on the potential for using AI technologies to analyse large volumes of publicly available information. An external service provider assisted with this at no cost to the Department.

The Department has no AI systems in place that processes citizens information.

The Department will continue to assess the suitability of AI on a solution-bysolution basis.

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Department of Enterprise, Trade and Employment

The Department of Enterprise, Trade and Employment first issued a policy document on the use of Generative AI to all staff in July 2023. That policy highlighted some of the potential areas where Generative AI could deliver efficiencies but also set out the risks of using such technologies and the mitigations that staff in the Department must adopt to avoid those risks. This was based on guidance received from the National Cyber Security Centre (NCSC). The Department’s original generative AI Policy has recently been reviewed, and an updated version has been issued to all staff which encourages and fosters greater use of Generative AI. The new policy mandates Microsoft Copilot Chat as the preferred Generative AI chat tool to be used by staff in the Department. Copilot Chat was chosen based on its built in Enterprise Data Protection which ensures that the Departments data is kept secure and private and is not used to train foundation models. Other AI applications may be used if a risk assessment is carried out and it confirms that similar levels of enterprise data protection can be guaranteed.

The Department does not record exactly what individual staff might be using generative AI tools for, but the new policy encourages staff to use it to find information, answer questions, and generate content and ideas. The policy makes staff aware that AI can make mistakes, and third-party content on the internet may not always be accurate or reliable and that they should always check the sources before making decisions or taking actions based on AI generated content. Department staff remain 100 per cent responsible for all outputs regardless of whether AI assistance was involved or not. Where appropriate, content approval processes are put in place and staff must notify anyone receiving the document to review/approve that they have used Generative AI and that they have checked the sources for accuracy. These internal assurance processes align with the European Commission’s High-Level Expert Group on AI which presented Ethics Guidelines for Trustworthy Artificial Intelligence. These guidelines are focused on ensuring that there is ultimately a human in command to ensure the accuracy of materials which may have been generated with the help of generative AI tools.

In the wider context of AI, one of the Department’s Offices, the Companies Registration Office (CRO), uses machine learning to scan digitised annual returns to check whether they are signed in the appropriate places. This technology has proven to be very effective in delivering processing efficiencies for the CRO. The CRO received over 240,000 Annual Returns in 2022, all of which were processed using this signature recognition facility. The Department and the CRO also collaborated on an artificial intelligence project to scan CRO annual returns and extract company financial data. Work on data analysis from this project and in planning the further scaling out of this project is currently ongoing.

When considering the use of any new technologies, the Department assesses the risks and benefits of appropriate technologies, including AI, on a case by case basis. Some of the rationales considered are enhanced efficiency and productivity, improved decision-making and cost savings through the automation of tasks and the optimisation of processes. Convenience, accessibility and ease of use for the end user will also be considerations in the development and selection of public facing new technologies in the future which may include elements of AI capability. The Department led the development of the National Artificial Intelligence Strategy, AI: Here for Good. As part of this Strategy, the Department of Public Expenditure, National Development Plan Delivery and Reform and the National Cyber Security Centre (NCSC) play a key role in providing advice and guidance on the deployment of AI tools across the public sector. The National AI Strategy and this crossgovernment engagement will continue to inform the Department’s future approach in seeking to leverage AI in relation to the work and functions of the Department.

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Government audit: How Ireland’s government departments are using AI

Department of the Environment, Climate and Communications

The Department of the Environment, Climate and Communications did not respond to eolas Magazine

Department of Finance

The Department of Finance declined to comment.

Department of Further and Higher Education, Research, Innovation and Science

The Department is currently considering potential use cases for the adoption of AI in its work, not specifically ChatGPT, and a working group has been established to progress this. Limited circumstances in which AI is currently used include summarising text and workshop structuring. All text is reviewed and verified by a human. There are no AI systems in place that processes citizens’ information. The working group have a draft terms of reference which include identifying potential training needs and to create guidelines to consider the use of AI within the Department.

The Department continues to review and follow guidance issued by the National Cyber Security Centre, the Office of the Government Chief Information Officer, and the Department of Public Expenditure NDP Delivery and Reform on the use of artificial intelligence.

Department of Health

The Department of Health has an approved policy on the use of generative artificial intelligence (Gen AI) which is based on recommendations from the National Cyber Security Centre’s (NCSC) Cyber Security Guidance on Generative AI for Public Sector Bodies and the Department of Public Expenditure NDP Delivery and Reform’s (DPENDR’s) Interim Guidelines for Use of AI in the Public Service.

Training was provided to 25 staff as part of a proof of concept, regarding possible use cases of gen AI, including improved efficiency and productivity. This will inform decisions regarding the potential use of gen AI in the future.

Department of Justice

The Department of Justice did not respond to eolas Magazine

Department of Public Expenditure, NDP Delivery and Reform

In relation to the use of AI, the Department of Public Expenditure NDP Delivery and Reform (DPENDR) has regard to relevant guidance published by the National Cyber Security Centre, the seven requirements for ethical AI that have been developed by the European Commission’s High Level Expert Group on AI in their Ethics Guidelines for Trustworthy AI and the Interim Guidelines for the Use of AI in the Public Service. These Interim Guidelines, which were published by this Department, underscore the Government’s commitment to promoting the adoption of trustworthy AI in the Public Service and set out high level principles to support this.

Reflecting on the rapid pace of change in the adoption of AI tools, the coming into force of the EU AI Act and the refresh of the National AI Strategy by the Department of Enterprise, Trade and Employment in November 2024, this Department is now finalising more advanced, practice-orientated Guidelines for the Responsible Use of AI in the Public Service, including Generative AI.

Specifically regarding use of ChatGPT within DPENDR, a guidance note on AI, in the context of the use of ChatGPT, was issued to all staff in May 2023. This reminded staff of their responsibilities in general as set out in the Department’s Acceptable Use of ICT policy and advised staff that an appropriate risk assessment should be carried out before using any new technology. Known risks in using AI were also flagged in the guidance. The Department does not currently use ChatGPT, or similar AI products, to conduct official business. However, potential use of AI to enable the Department’s work is kept under review so that we can avail of the opportunities AI offers where appropriate. If the use of AI tools is being considered, this will be discussed and an appropriate and proportional risk assessment will be conducted.

Department of Rural and Community Development

The Department of Rural and Community Development did not respond to eolas Magazine

Department of Social Protection

The Department of Social Protection is currently examining the potential future use of AI technologies.

An AI chatbot on the Department’s MyGovID platform is in use, providing realtime advice to customers on how best to use the MyGovID service. As part of an internal review of Microsoft Office services in the Department, a small number of users are temporarily piloting an upgrade, which includes limited integration of AI tools within the suite as standard.

The Department will continue to examine the merits of AI suitability for its needs.

Department of the Taoiseach

The Department of the Taoiseach did not respond to eolas Magazine

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Department of Transport

The Department is awaiting the publication of updated guidelines on the use of AI from the Department of Public Expenditure, NDP Delivery and Reform, which are due in the near future and these will inform any internal policy that is subsequently developed. In the interim, some departmental staff have attended events and training relating to the capabilities and potential applications of AI. Use cases and possible “proof of concepts” are being explored.

A free version Microsoft’s Copilot is being assessed by staff in the Department under strict controls. A project has also commenced with an AI proof of concept for the Coast Guard. Further use cases and additional proof of concepts may be explored in the year ahead but no specific projects have been approved nor budget allocated at this time.

AI: Here for Good, a national artificial intelligence strategy for Ireland published by the Government in 2021, states in Section 4.1: “Government will leverage the potential of AI to assist in achieving excellence, innovation, and improved productivity in the delivery of public services and in other key activities”. In this context, the Department of Transport is assessing potential applications of AI which may deliver efficiencies and other benefits to the work of the Department.

Department of Housing, Local Government and Heritage

The Department does not use ChatGPT or any other AI to conduct business. As with all new technologies, the Department is assessing the potential of AI in the delivery of services, in line with the National Cyber Security Centre guidance on its usage in the public service.

Department of Tourism, Culture, Arts, Gaeltacht, Sport and Media

The Department is guided by relevant legislation, policies and the National Cyber Security Centre in respect of all matters related to the use or operation of AI. All applications and platforms used or operated by the Department must be in line with relevant policies and be consistent with advice provided by the National Cyber Security Centre (NCSC). The Department occasionally uses the European Commission’s eTranslation machine translation platform, which is based on neural machine translation, being a form of artificial intelligence. This platform can be used to provide a draft translation of a text or a document between the Irish and English languages as part of the Department’s work, thus assisting in making efficiencies in the organisation’s operations.

Exploring common questions about choosing the right cloud infrastructure for AI workloads

As AI continues to transform the enterprise landscape, a key decision looms: Should organisations rely on public cloud or private cloud to support their AI workloads? Rajesh Raheja Senior Vice President and General Manager for Private Cloud, HPE and Carita O’Leary, Sales Leader Ireland, HPE, write.

cloud – balancing private cloud with selective use of public cloud – offers the best combination of performance, security, cost management. Some of the following are key questions in exploring what is the right fit for today noting the mix of workloads.

Q: How do you typically decide between public and private clouds and how does deploying AI change this approach?

Private cloud use for AI is seeing remarkable growth. Public cloud offers advantages like elasticity, ease of use, and quick access to new features. But many Users still prefer on-premises or private cloud solutions for a variety of reasons, such as security, governance, latency, and lower cost of ownership. The choice between public and private cloud depends largely on the enterprise’s workload needs.

Carita O’Leary, Sales Leader Ireland, HPE.

Rajesh Raheja Senior Vice President and General Manager for Private Cloud, HPE.

AI is one of the workloads behind the resurgence of interest in private cloud. AI workloads require very large amounts of data and consistent utilisation of compute resources, this can be more cost effective on private cloud. Data gravity is also critical. High-quality data needs many complex data pipelines to feed and train machine learning models, it is more efficient and less costly to compute close to where the data resides, which may largely be on-premises. Therefore, users tend to adopt a hybrid cloud approach, blending both public and private cloud depending on workload requirements.

Q: With regulations like the EU’s General Data Protection Regulation (GDPR) and the EU AI Act in mind, how do public and private clouds compare in terms of data governance and sovereignty?

Private cloud provides ownership, hence, more control, governance, and flexibility over security policies. This is why it is increasingly preferred to meet regulatory needs such as GDPR, other data sovereignty, risk and control considerations under the EU AI Act also. Public cloud can handle some of these needs, but users may struggle with issues like data leakage, transparency in incident management, ensuring true isolation of resources and sensitive data.

Q: How do security requirements influence the choice between public and private clouds? Are there specific AI applications where one type of cloud is significantly more secure?

Security overlaps with regulatory, compliance concerns because a lot of the regulatory requirements, like FedRAMP, also tie into security. There is much to consider around data sensitivity, role-based access control, ensuring that proprietary data is locked down, including who holds the encryption keys – the cloud provider or the enterprise. Having full control in a private cloud gives customers much more assurance that their data is secure. While managing all this can be complex, managed private cloud services make it simpler for users to handle security without giving up control.

Q: How does the total cost of ownership of running AI workloads compare in public versus private clouds? Are there hidden costs to be aware of with either option?

Public cloud’s flexibility, elasticity come with a

steep price. Public cloud costing may appear simple because for each CPU used per minute, you pay a few cents. This may work quite well for development teams experimenting before committing to any infrastructure. But as usage grows, especially with production AI workloads, costs can quickly escalate. At scale, public cloud bills can take up a significant portion of the IT budget, with hidden costs including storage costs, ingress charges due to moving data between regions.

There are also costs related to security, compliance customisations, which may come as a surprise. Owning resources outright can reduce costs significantly. According to recent data, private cloud can deliver 50 per cent lower TCO compared to public cloud.

It also provides 65 per cent higher workload performance, making it an attractive option for users that need high performance, predictable costs. With the rise of generative AI, we are going to see a mix of approaches when it comes to where compute resides.” Although public cloud is beneficial for quickly testing new technologies on a small scale, private cloud can offer better long-term value for sustained AI workloads, especially when security, regulatory, performance factors are considered. This is why CIOs are now being more thoughtful in their choice of where workloads are executed.

Choosing the right cloud infrastructure is crucial for managing AI workloads. Each option has its strengths, the best fit ultimately depends on your enterprise’s specific needs. Private cloud often provides the control, security, flexibility required for handling complex AI operations, while reducing the complexities of managing infrastructure. As AI initiatives grow, evaluating managed private cloud services could offer a solution that balances performance with operational efficiency, helping your business stay agile in a rapidly evolving landscape.

W: www.hpe.com/ie

The AI economy in Ireland

Although AI adoption could contribute €250 billion to Ireland’s economy over the next 10 years, half of all organisations still lack clear AI policies, a report has found.

The report, The AI Economy in Ireland 2025: Trends, Impact, and Opportunity, published by the Trinity Centre for Digital Business and Analytics (CDBA), finds that “a supportive AI policy environment” could inject an additional €60 billion into the economy. Widespread AI adoption with supportive policies would result in Ireland’s per capita GDP being 42 per cent higher than if AI adoption does not take place, it claims. However, the report also outlines “a more realistic scenario”, where AI begins in the high-tech sector followed by a “delayed broader adoption”.

“Under this scenario, per capita GDP with supportive policies would still be 8.3 per cent higher compared to a slower adoption case. Over a 12-year period, even with phased adoption, AI integration would lead to a 31 per cent increase in Ireland’s total economic output, underscoring the long-term benefits of AI-driven growth.”

Multinationals lead on policy preparedness as 50 per cent have or are working on an AI policy. Only 10 per cent of public sector organisations have an AI policy, with 40 per cent developing one. Of organisations with revenue exceeding €40 million, 5 per

Fresh Thinking

cent do not have an AI policy, compared with 25 per cent of organisations with revenue under €10 million. The report asserts that this signifies a greater need for support and guidance in small organisations regarding AI adoption.

The report found that 75 per cent of organisations recognise AI’s value, up from 65 per cent in the CDBA’s 2024 study. While 65 per cent of small organisations believe in its usefulness, this rises to 85 per cent for large organisations. In the public sector, belief in AI grew from 42 per cent in 2024 to 65 per cent.

Multinationals lead the way

The CDBA found that 9 per cent of organisations do not use AI in any from, down from 51 per cent in 2024. It also found that that the amount of organisations integrating AI across all divisions grew from 1.81 per cent in 2024, to 8 per cent.

Multinationals lead in AI-adoption, with 63 per cent actively using the technology. For the domestic private sector, 60 per cent use AI, while the public sector has an adoption rate of 50 per cent.

The report highlights “the prevalence of shadow AI culture”, where employees use AI despite it being against company policy. It found that 13 per cent of organisations strictly prohibit free or public AI tools, but that of this group, 61 per cent of managers said they are aware that employees use these tools. The report asserts that “organisations would likely be better off managing AI usage rather than attempting to prohibit it outright”.

Analysis of AI implementation found that it is instigating “major organisational redesign” in 12 per cent of organisations. The report notes: “However, 50 per cent report little to no productivity gains, highlighting the need for more thoughtfully integrated, enterprise-

grade AI tools to drive higher efficiency and transformation.”

Multinationals leverage AI more effectively with 38 per cent reporting no or minor productivity gains from AI, with this figure rising to 51 per cent for domestic public and private sector organisations. The report says: “Organisations may currently view AI as more valuable for strategic transformation rather than day-to-day administrative functions.”

Challenges

Training and workforce readiness were also examined in the report, finding that multinationals report lower investment in end-user AI training compared to Irishowned organisations. However, 70 per cent of multinationals expressed confidence in their workforce’s AI adaptability, compared with 55 per cent in the public sector.

Recruitment challenges identified in the report necessitate investment in manpower training, curriculum updates, and reskilling initiatives. The report adds: “While talent shortages persist, the situation is gradually improving, potentially due to a combination of increased AI training efforts and a growing talent pool.”

With 56 per cent of organisations claiming sectoral regulations create barriers to implementation, the report illustrates they are “perceived as a major inhibitor to AI adoption”. However, 63 per cent of organisations believe the Government supports AI adoption.

On AI ethics and security the report found that only half of senior managers believe their organisation has a responsible or ethical approach to AI adoption. The report also highlights a “potential gap in security preparedness”, as only 50 per cent of respondents believe their organisation has implemented enhanced security measures in response to AI adoption.

During a Dáil Éireann debate on AI in April 2025, Taoiseach Micheál Martin TD said: “AI can be a game-changer in helping us to deal with many of the economic and societal challenges we face here in Ireland and across the European Union. We need a balanced approach that does not stifle entrepreneurship or over-burden innovative firms with regulation. We must be open to the significant economy-wide productivity gains made possible by fast-growing young firms at the technological frontier.”

Artificial intelligence report: Taking Irish organisations from experimentation to impact

Artificial intelligence (AI) is firmly embedded in our day to day lives. In Ireland, 73 per cent of professionals are aware of GenAI tools, and nearly half have used them1. Deloitte’s State of Generative AI in the Enterprise Q4 report2 shows that while companies see returns on GenAI investments, scaling them is challenging.

This report highlights six key findings.

1. There is a speed limit: GenAI continues to advance at incredible speed. However, most organisations are moving at the speed of change in their organisation and not the speed of the technology.

2. Barriers are evolving: Significant barriers to scaling and value creation exist, with these challenges increasing over the past year due to regulatory uncertainty and only moderate levels of trust in the accuracy of GenAI outputs hampering adoption and creating hesitancies to move forward.

3. Some users are outpacing others: GenAI is further along in some areas than others with IT, cybersecurity, operations, marketing and customer service showing strong adoption.

4. The focus is on core business value: A strategic shift is emerging from technology catch up to competitive differentiation with GenAI.

5. The C-Suite sees things differently: CxOs tend to express a rosier view of their GenAI investments and underestimate how easily GenAI barriers can be addressed.

6. Agentic AI is here: GenAI powered systems having “agency” to orchestrate complex workflows, coordinate tasks with other agents and execute tasks without human intervention represents a breakthrough innovation that may unlock the full potential of GenAI.

“There are two steps to take: invest in training your team on how to use GenAI and create effective policies around its use... more comprehensive training can support transition hesitant users to confident ones and employers implementing clearer policies will help.”

Martin Mannion

Martin Mannion Nicola Flannery

These findings ring true when we see that many Irish businesses continue to struggle to move beyond small, fragmented AI initiatives, with pilots remining locked in a perpetual ‘proof-ofconcept’ phase that promise significant gains but are always one step away from delivering true value. For organisations to make a step-change in their pace of change for AI adoption there are three key areas they need to address.

1. Define and commit to an actionable AI strategy

Companies that successfully scale AI have one thing in common: they integrate AI deeply into their core strategy. This demands executive sponsorship, clear policy frameworks, and comprehensive integration plans. Organisations need to move beyond treating AI as an experimental sideproject to embedding it within their strategic agenda, ensuring alignment with key business goals and priorities.

A recent Deloitte survey highlights this strategic gap vividly: despite significant adoption and positive user feedback, most Irish companies have yet to establish a structured, company-wide AI strategy.

2. AI fluency and change management are essential

The Deloitte Digital Consumer Trends report finds: “Irish employees are ahead of employers and ready to take advantage of GenAI. Employers need to back this up with initiatives and investment for organisational changes to take place.”

At its core, the success of AI is not about algorithms or computational power alone; it is about people. This means communicating the organisation’s AI strategy effectively, providing training and education to demystify employee fears and concerns and gives them fluency to adopt AI solutions effectively and safely. three key points are critical here. 1.82 per cent of interviewed leaders believe that AI increases job satisfaction and enhances performance of their employees. 2. the EU AI Act, obligates that providers and deployers of AI must take measures to ensure a sufficient level of AI Literacy and, 3. Common reasons for low AI adoption include: lack of time to explore the technology; lack of capability to use it effectively and lack of direction for where it can provide

“Designing with intent and ensuring that safety, integrity, accessibility, security, privacy and transparency are baked into the technology from the outset and risk is addressed throughout the lifecycle is taking a proactive and holistic approach to AI development. This approach increases user trust, adds value, and ultimately enables innovation to move at a faster pace.”

Nicola Flannery

This means organisations need to be controlled and specific about guiding how AI can be used, providing hands on training and time to employees and directly putting tools in the hands of users to encourage adoption. This will accelerate the pace of adoption and change and ultimately increase the return on investment that the CxOs are demanding.

3. Design with intent

AI solutions need to be designed with clear intent from the outset, designed with the intent that it will deliver value, designed with the intent that it will need to be scaled, designed collaboratively from day one with interdisciplinary input from across the organisation (such as compliance, risk, legal, IT, data, business, strategy etc.) with the intent to challenge and adapt the solution to meet the needs of the business and designed with the intent that trustworthy AI principles are applied. Failing to design with this intent leads to stalled pilots, frustrated leadership with investment not yielding return, loss of consumer/user trust and ultimately leading to the organisation falling behind in race for value driving AI adoption.

Becoming AI leaders

Irish businesses have the potential to lead globally in AI adoption, but realising this ambition demands strategic clarity, organisational commitment, and effective execution. Beyond this, Ireland’s position as an

1. www.deloitte.com/ie/en/Industries/tmt/research/digital-consumer-trends/digital-consumer-trends-generative-ai.html

2. www2.deloitte.com/us/en/pages/consulting/articles/state-of-generative-ai-in-enterprise.html

innovation hub for Europe offers unique opportunities for Irish organisations to leverage sovereign AI solutions and refresh their R&D capabilities. Ireland’s investment in AI-centric infrastructure and policies can cultivate a landscape ripe for innovation and advance its role in shaping European AI standards. Many use-cases so far have been focused on efficiency plays, but moving towards experience and capability plays can propel Irish businesses to the forefront of global AI adoption. 50 per cent of leaders cite the top challenges of adoption as managing AI-related risk, a lack of executive commitment, and a lack of and post-launch support.

In the age of AI, the winners will not merely be the technologically sophisticated, but those who master the integration of human intelligence with AI capability.

The next step is action. At Deloitte we can support you in implementing scaled AI capability that brings value to your business. Drawing on our expertise we can help you meet your AI vision by navigating your challenges in technical and data infrastructure, advising and implementing changes in your processes and governance, and fostering AI adoption with your teams.

W: www.deloitte.com/ie/en/services/cons ulting/services/artificial-intelligenceand-data.html

Fresh Thinking

Ensuring responsible and ethical design for AI

Abeba Birhane, Assistant Professor at the School of Computer Science and Statistics in Trinity College Dublin, speaks to eolas Magazine about why the future of artificial intelligence must be rooted in empirical evidence.

“We are at the peak of the AI hype cycle,” she says. “Whether you are in research, in the tech industry, or in regulation, much of what we hear today is based on inflated narratives. AI is too often portrayed as autonomous, intelligent, even god-like; capable of performing on par with or surpassing humans.”

However, the Trinity College Dublin (TCD) professor says that this portrayal is far from the truth. AI systems, particularly the large language and image models capturing the public’s imagination, are not sentient. They do not understand, think, or possess agency. What they do, Birhane explains, is regurgitate patterns in vast datasets through statistical computation.

“They are incredible technical feats,” she acknowledges. “But at their core, they are

prediction engines; predicting the next word tokens, generating likely image outputs, or mimicking structure based on training data. They do not ‘understand’ in any human sense. And it is dangerous when we pretend otherwise.”

Pattern matching

This mischaracterisation has significant implications. By viewing AI as an autonomous force, we overlook the deeply human foundations that enable these systems, and the very human consequences of their deployment.

“These models are human through and through,” Birhane stresses. “From the data they are trained on, often scraped from the internet with little oversight, to the underpaid workers – often in the global south – who clean, label, and detoxify that data, AI reflects and reproduces the world as it is, including its inequalities.”

She points to the LAION dataset, one of the largest open-source image-text datasets used in AI development. In an audit conducted by her team, stark biases emerged in how different identities were portrayed.

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Birhane outlines that searching the term ‘African’ returned stereotypical and often dehumanising imagery. “Compare that with what appears under ‘European,’ and the difference is immediate,” she notes. “AI systems do not just reflect ‘reality’, they amplify the societal assumptions embedded within it.”

Birhane warns that these encoded stereotypes have real-world consequences. From healthcare and hiring to education and law enforcement, biased systems can shape outcomes for individuals and communities in seemingly invisible, yet powerful, ways.

Common misnomers

Birhane warns of how speculative narratives such as the arrival of artificial general intelligence (AGI) are diverting attention and resources from the actual, measurable harms AI systems are already causing.

“We are hearing claims that models like GPT-4 are showing signs of human-level intelligence or ‘sparks’ of AGI,” she says. “But these claims are not backed by thorough empirical evidence. In fact, when these models are rigorously evaluated for tasks like mathematical reasoning or logical coherence, they often fall short, especially as complexity of tasks increases.”

She references recent audits in which large language models were tested on grade-school mathematics. “The more complex the questions, the more the systems struggled,” she notes.

Despite these limitations, the AGI narrative persists in part, she argues, because it serves particular interests. “When AI is framed as something that might soon become superintelligent or even dangerous, it draws attention, investment, and urgency but often away from the real ethical, environmental, and social concerns.”

Proper regulation

This shift in focus is beginning to affect policy, Birhane warns. “We are seeing regulation that is increasingly preoccupied with hypothetical risks, rather than addressing real-world harms,” she says. “There is a tendency to focus on ‘compute thresholds’ or abstract metrics, when what we need are safeguards against discrimination, exploitation, and misinformation.”

She points out that many audits and studies highlight consistent failures in AI performance especially in areas where the public is told these systems excel, such as document summarisation or code generation.

“In one audit of summarisation models, humanwritten summaries were rated 81 per cent coherent, while AI summaries scored just 47 per

cent,” Birhane says. “Important information was often omitted, and what was presented was frequently incoherent or misleading.”

However, Birhane says that these same models are being rapidly deployed in government services, journalism, education, and corporate decision-making. “We are being told they are ready for real-world use, but when you look at the data, the picture is very different.”

Cultural bias

Birhane also draws attention to more subtle forms of algorithmic discrimination, which she calls “covert bias”. One recent study analysed how dialect impacted perceptions of intelligence in AI-generated speech assessments. Identical statements were judged very differently depending on whether they were written in African-American Vernacular English or Standard English.

“In one example, a perfectly coherent sentence written in vernacular dialect was rated as ‘lazy’ and ‘dirty,’ while the same sentence in standard English was rated as ‘intelligent’ and ‘brilliant,’” she recalls. “This kind of covert racism is harder to detect and correct, and it is deeply embedded in how these systems function.”

It is, she says, a reminder that bias is not simply a technical problem, but a societal one. “AI systems inevitably carry the values, assumptions, and exclusions of the worlds they are built in.”

Responsible AI

For Birhane, the solution lies in a more grounded, empirical approach to AI that centres people, and not just performance.

“We must base our decisions on what the research tells us, not on what marketing departments or speculative theorists want us to believe,” she says. “Responsible AI is not just about technical performance. It is about recognising and accounting for power asymmetries and ensuring accountability and justice.”

That includes valuing the work of auditors, social scientists, and affected communities.

“Too often, those sounding the alarm are sidelined in favour of the loudest voices in tech,” she says. “But we need a diversity of perspectives to understand and govern these systems responsibly.”

Concluding, the TCD professor rejects the consensus that AI development is an unstoppable force. “There is nothing inevitable about AI. These systems are made by people and we have the power and responsibility to shape how they are made, used, and governed.”

Five things the board should know about AI

Many public sector organisations in Ireland are now actively exploring AI through pilots, procurement, or internal working groups. Here are five areas that senior leaders should focus on right now writes Nathan Marlor, Head of Data and AI at Version 1.

These are not abstract principles – they reflect the practical, grounded conversations taking place today and the kinds of conversations that should be encouraged.

1. Strategic focus matters more than technical ambition

We are already seeing AI improve outcomes across public services. From prioritising housing inspections to categorising citizen queries, to forecasting surges in emergency care, early examples are delivering tangible benefits. The common thread in

successful cases is this: they begin with a clear, specific problem linked directly to a public service priority.

By contrast, projects that are disconnected from real-world challenges – those launched primarily to explore “what is possible” – often struggle to deliver sustained value. Strategic alignment must come first. Every AI initiative should start with a defined problem, a measurable outcome, and a direct link to your mandate – whether that is reducing wait times, improving equity, or boosting efficiency.

This becomes especially important when seeking support or investment.

Outcomes will always matter more than novelty. Define the public value first; the technology can follow.

2. Ethical governance must be embedded, not added on

Trust is core to public service. People need to know that decisions shaped by AI are fair, explainable, and subject to oversight. This means governance must be structured, active, and organisationwide – not just a technical responsibility. Start with internal clarity. Who approves the use of AI? Who is responsible for monitoring risks, and who is accountable

if something goes wrong? There should be a formal process for assessing each use case based on its potential impact – light-touch tools may need minimal oversight, but decisions that affect services or entitlements require deeper scrutiny.

Transparency must also be built in. Systems that affect the public should come with clear, plain-language documentation: what the system does, what data it uses, and how decisions can be reviewed or challenged.

Some public bodies in Ireland are already introducing AI registries – internal tools that track use cases and governance requirements. Others are preparing for the EU AI Act by mapping risk levels across departments. These steps are well worth considering now.

3. Workforce capability Is the most common bottleneck

The biggest constraint on AI adoption is rarely technology; it is people. Many public service teams do not yet feel confident working with AI, and without support, tools often go unused or underperform.

Building capability needs to happen across the organisation. Senior decision-makers must be able to assess proposals and understand ethical risks. Operational teams should help shape how AI is introduced in day-to-day delivery. Technical staff need training in areas like model management and data governance.

Ireland’s Civil Service AI masterclasses are a valuable foundation, but they must be scaled and matched with in-house initiatives. This could include internal experimentation time, AI champions, or peer learning groups.

It is also essential to frame AI as a support, not a threat. When staff see that AI reduces repetitive work and creates space for more meaningful tasks, morale and adoption both improve. The goal is to bring staff along, not leave them behind.

4. Return on investment needs to be measured, not assumed

As budgets tighten, public bodies are expected to justify every investment – including AI. While the potential is real, so are the costs: training models, integrating systems, and maintaining oversight all require resources. And that is before factoring in staff upskilling or data security.

That is why every AI proposal should begin with a clear understanding of current performance – what the process costs, how long it takes, and where the pressure points are. From there, leaders can assess how a system might realistically improve outcomes, and on what timeline.

Starting with small, well-defined pilots helps manage risk. One local authority began with a tool to triage environmental complaints. After showing a measurable reduction in staff workload and processing time, they scaled it to other departments. These modest successes generate insight and internal momentum.

AI systems also need regular review. Some may underperform or introduce risks that outweigh their benefits. If that happens, they should be redesigned – or retired. The same principles that apply to any capital programme apply here: monitor performance and act accordingly.

5. Procurement will shape outcomes as much as technology

Most public sector organisations will rely on external providers for at least part of their AI solutions and that makes procurement a strategic function. The design of contracts influences everything from performance and compliance to ethics and transparency.

Procurement processes should include clear expectations for explainability, bias mitigation, data protection, and model updates. Contracts should define who monitors system behaviour, how models evolve, and what happens if the vendor relationship ends.

Some departments now require vendors to document how their systems meet trustworthy AI principles. Others are building requirements around accessibility and data sovereignty into their RFPs. These are not simply legal safeguards – they help shape a more ethical and reliable AI ecosystem in the long term.

Bringing legal, data protection, and technical teams into procurement conversations early helps ensure strong outcomes from day one – not just after deployment.

Final thoughts

AI is already shaping the future of public service delivery, but how it is deployed – where, by whom, and with what oversight – will determine whether it delivers sustainable public value.

Now is the moment to move from exploration to strategy. Set clear priorities, invest in people and build governance that lasts. And make sure each project, no matter how innovative, ultimately improves outcomes for the people and communities served.

W: www.version1.com

Fresh Thinking

Supporting innovation through the EU Artificial Intelligence Act

Eamonn Cahill, head of the AI and Digital Regulation Unit at the Department of Enterprise, Trade and Employment, tells eolas Magazine that the EU Artificial Intelligence Act currently being rolled out in phases will support the adoption of AI, rather than impede it.

Cahill asserts: “The AI Act is not an obstacle to the adoption or the deployment of AI systems. Quite the opposite. The AI act is designed to be supportive and even to accelerate the adoption of AI across the EU.”

It is predicated on the definition of AI by the OECD which states AI systems generate outputs based on an inference from inputs they receive. Cahill says the inference process is “the secret power of these systems”, but adds that its “inherent uncertainty” can pose risks. The Act, Cahill hopes, will “go some way towards putting manners on these systems so the power is exercised responsibly and ethically, and in a human-centric manner”.

Governance

The Act is linked with the EU’s AI strategy which is based on three pillars: innovation, governance – which includes the AI act – and guardrails. On governance,

Cahill indicates that “a coherent, unified” structure regarding AI must be implemented across member states. Essential to facilitate this are national competent authorities, the European Commission’s AI Office, the European Artificial Intelligence Board, an advisory forum, and a scientific panel.

The AI Office forms “the backbone of the framework”, by producing secondary legislation including standards, guidance, and codes of practice, all of which Cahill says are “necessary for the full implementation of the AI Act”.

He asserts that the Act is designed to provide “the minimum proportionate protections that are necessary to foster the development and adoption of safe, responsible AI”. Central to this is the European Artificial Intelligence Board, where member states decide on AI strategy. Cahill describes it as “the decision-making platform for Europe’s engagement with the broader world”.

Fresh Thinking

He explains that the scientific panel will comprise independent AI experts who will support the AI Office and national competent authorities to implement and enforce the Act. It has not yet been appointed, but Cahill says the Commission aims to launch a call for expression of interest for the panel soon.

Aimed at “pre-empting any anomalies or inconsistencies” in its application across the EU, the Act is designed to intervene only “where absolutely warranted”, according to Cahill. He adds: “It does not in any way smother or hinder the adoption of AI or AI innovation.”

Guardrails

Cahill traces how the Act is applied according to a risk hierarchy comprising four categories:

• unacceptable;

• high;

• transparency; and

• minimal or no risk.

In February 2025, eight AI practices with ‘unacceptable’ risks were

The AI act is designed to be supportive and even to accelerate the adoption of AI across the EU.”

prohibited under the Act, including subliminal techniques, exploitation of vulnerabilities, discrimination, inference of emotions, and certain uses in law enforcement. However, there are exceptions to these rules and Cahill outlines that exemptions can relate to safety concerns.

High-risk categories fall into two categories: the use of AI connected to safety systems in 12 product categories, and applications of AI that can impact people’s fundamental rights.

Some applications of AI pose a lower risk but require transparency such as customer service chat bots that must reveal they are enabled by AI. Cahill claims most applications of AI will not pose “credible risks to health, safety, or fundamental rights”, and adds that people should be able use these applications “to innovate, untrammelled by any considerations of the AI Act”.

Rollout

The Act will be rolled out on a phased basis until August 2027. Provisions on general-purpose AI models will apply from August 2025, regulations of

certain high-risk uses of AI will apply from August 2026, and obligations on the use of AI in certain products categories will apply from August 2027.

Cahill asserts that August 2025 is “the big deadline” for member states as this is when competent authorities must be designated to apply penalties for breaches of the Act. Fines for the most “egregious” breaches can be up to €35 million, or 7 per cent of annual global turnover.

Under the act, providers, developers, deployers, and importers need to ensure they have evidence which demonstrates that appropriate quality control mechanisms are in place to mitigate risks that may arise from the use of AI.

Cahill concludes: “The EU AI Act, if implemented properly, can drive AI innovation and AI adoption by building confidence in systems, and by providing regulatory certainty for investors, developers, and deployers across the EU.”

Leading with purpose in the age of augmented intelligence

In today’s rapidly evolving technological landscape, artificial intelligence (AI) is transforming the way organisations operate, offering unprecedented opportunities for innovation and efficiency.

However, the journey to harnessing AI’s full potential presents challenges. Many organisations struggle to move beyond the ‘Proof-of-Concept’ stage, often due to a lack of strategic alignment between AI initiatives and overall business goals. Moreover, becoming the ‘Boss of AI’ also requires an understanding of which AI technology to use, often with a need to balance predictive and generative AI. But fundamentally decisions should be anchored to responsible and sustainable practices.

This article considers how prioritising strategic alignment and purpose, can turn AI into a powerful tool for sustainable innovation, ensuring longterm success.

Public sector organisations that do not strategically align their AI initiatives risk

falling behind those who are leveraging AI as a force for sustainable innovation.

According to Gartner, 60 per cent of AI projects will falter without strategic alignment to business goals. Strategic alignment of AI with business goals is non-negotiable for long-term success, requiring innovation, empowerment, ethics, and organisational transformation. For example, organisations with B-Corp accreditation are uniquely positioned to turn AI into a force for ethical growth.

Three areas are key to guiding your journey towards strategic, sustainable, and profitable AI utilisation. First, consider the various types of AI that can benefit your organisation. Second, focus on empowering your team to effectively utilise these tools while engaging in ethical considerations. Finally, emphasise

the importance of governance to build trust in AI applications.

1. Types of AI: Leading with strategic clarity

By understanding the strengths and applications of different AI types, you can strategically implement solutions that enhance productivity and foster innovation.

For example, generative AI, like retrieval augmented generation (RAG), acts as a knowledge search engine, saving time by providing expert-like responses from internal documents. Customer-facing chatbots and AI video-call interfaces, such as BearingPoint’s Virtual Consultant, are also emerging in the modern, augmented workplace. Recently, BearingPoint implemented a RAG tool for the Department of Social Protection to help understand circulars and allow users to more easily navigate the directives prescribed within them. This effort saves time and reduces potential errors, helping people better address citizens’ needs. Generative AI used in this way is highly impactful, similarly, the Autorité des Marchés Financiers (AMF) in France is leveraging generative AI to enhance its supervisory functions, including pre-processing documents, detecting market abuse, and classifying ESG themes in issuer press releases.

Predictive AI, as a more mature technology, has had large-scale impact in fields like supply chain analysis, intelligent sourcing, etc. Unilever, for example, is using AI to locate sources of Palm Oil that do not contribute to deforestation. One example of this is in demand forecasting, within an Irish public sector department that has tight deadlines for delivery to citizens, we have built predictive tools that estimate upcoming demand and allow for staff to be assigned in time to meet demand, returning to other value adding work when demand will be lower.

Ellie Fitzpatrick

Barry Haycock

Typically, strategic leaders use predictive AI for efficiency and GenAI for innovation. Through a balanced combination of both techniques, modern augmented workplace ideals can be reached in a way that is sustainable and ethically responsible while generating business buy-in.

2. Empowerment through ethical guardrails

The modern augmented workplace movement is also keenly focussed on upskilling teams, not replacing them. This makes sense on every dimension, people deliver their best when given the best tools for the job, and AI is just a new tool. With a view to B-Corp alignment, initiatives like AstraZeneca’s GenAI accreditation programme is a great example of empowering people. By gamifying training, employees not only learn technical skills but also gain confidence in integrating GenAI into workflows ethically.

Sustainability requires us to know how new initiatives will impact employees, but also the subjects of the predictions or analysis. There are now readily available tools designed to ensure that data bias and AI bias can be reduced effectively.

Tools like Microsoft’s Responsible AI Dashboard and Amazon’s Sagemaker Clarify, monitor AI predictions for bias and fairness. Explainable AI techniques, now widely adopted, allow us to understand the metrics behind individual AI decisions, exposing and mitigating latent biases.

The identification and mitigation of bias is an ongoing concern at academic and business level. Stanford University’s recent paper, Fairness through Difference Awareness: Measuring Desired Group Discrimination in LLMs proposes benchmarks to assess AI models’ awareness of biases. Thought leadership like this informs offerings like BearingPoint’s Data Strategy Framework to better enable wide adoption.

3. Governance: The linchpin of trust

Effective governance that simultaneously enables the benefits of AI while providing guardrails and enabling understanding of why the AI does what it does is critical for success in the future of work. This is achieved by building

trust via the cross-functional leadership that enables AI in the first place. Implementing a framework that proactively addresses regulatory compliance (e.g., EU AI Act) while integrating sustainability metrics into decision-making processes is key.

Examples include how Pfizer’s crossfunctional AI council oversees ethical AI deployment, while AWS uses AI to reduce data centre emissions. Aligning AI investment with employee goals maximises success, as shown in BearingPoint’s 2024 survey of 700 global companies titled Transitioning into an Augmented Organisation, where it is shown that leaders are more likely to include employees in AI decision making.

A responsible AI framework integrates principles like algorithmic fairness and transparency while minimising environmental impact through energyefficient models. As the field evolves, both in policy and technical advancements, a sensible framework must continue to develop.

Our framework also includes privacy preserving methods, for example techniques like federated learning ensure data privacy by keeping sensitive

information decentralised during model training.

Conclusion

The future belongs to organisations where AI serves purpose by delivering measurable value to citizens, communities, and the environment. Strategic alignment of AI initiatives with organisational goals is most impactful when it enables measurable improvements in citizen well-being, community resilience, and environmental sustainability. Invest in the right technologies, upskilling and practices for your needs that balance growth with environmental responsibility. Most importantly, build trust through transparency and ethical governance. Organisations that audit their initiatives against KPIs and ESG goals, adapting frameworks such as B-Corp’s Impact Assessment for public sector needs, will be more successful in implementing AI.

Organisations that align AI with purpose will thrive in an era where technology must serve humanity and sustainability.

W: www.bearingpoint.com

How AI can enhance public services

Michaela Black, professor of artificial intelligence (AI) at Ulster University, says that with careful planning, strong governance,

and an unwavering focus

on fairness and

transparency, AI can be a transformative tool in

creating more equitable and effective

public services.

“One of the most compelling benefits of AI is its ability to enhance frontline services,” Black says, adding her belief that, in public sector settings, AI can act as an “interface, allowing citizens to ask questions and receive quick and accurate answers”.

“AI tools can sift through vast amounts of data, instantly providing citizens with the information they need, often creating the impression that they are speaking with a knowledgeable colleague rather than navigating an impersonal bureaucracy.”

What makes AI particularly powerful in this instance, according to Black, is its ability to retain context from prior interactions: “This means that when citizens follow up with additional questions or requests, they do not have to start from scratch.”

“The AI tool remembers past exchanges, helping to streamline communication and making the experience much more efficient. In a public service environment where staff are often overwhelmed with a high volume

of inquiries, AI can greatly alleviate this burden, enabling human workers to focus on more complex or sensitive cases.”

A citizen-centric approach

Talking on prospective uses of AI in the public sector, Black emphasises the prominent role that AI can make in enabling the transition towards more remote and self-service options in public services.

“As AI technologies evolve, they enable citizens to resolve challenges independently, without the need for direct interaction with a human agent.”

Black states that this shift is especially important in circumstances where in-person service is limited or impractical, such as during crises or in geographically remote areas.

“AI-powered systems allow citizens to find the information or solutions they need on their own,

reducing the need for human intervention. This, in turn, helps to reduce pressure on public sector workers and allows them to focus on more nuanced or complicated challenges.”

According to Black, this empowerment of citizens is a key factor in reshaping the public service experience:

“By providing self-service options, AI can make public services more efficient, flexible, and accessible to all”.

Integrating and enhancing AI

The Ulster University professor says she is optimistic about the potential for AI to accumulate institutional knowledge over time.

“As public service organisations use AI tools, these systems can learn from every interaction, building a wealth of knowledge that can be used to answer citizens’ questions more accurately and effectively.

“Over time, the AI system becomes an expert in its own right – drawing on a vast pool of information to provide reliable and precise responses.”

In Black’s view, this ability to accumulate and refine knowledge is especially beneficial in large organisations that handle a broad range of queries and services. By integrating AI into daily operations, she asserts that public service organisations can build a “deeper, more robust internal knowledge base”, which benefits “both citizens and employees”.

The AI tool, trained by the data it accumulates, becomes an ever-more efficient source of expertise, improving service delivery for everyone involved.

AI also plays a role in transforming the workforce in the public sector, according to Black. The younger generation, often described as “digital natives”, are wellversed in AI and other emerging technologies. Unlike previous generations, they are not intimidated by AI’s integration into the workplace but rather see it as an opportunity to enhance their work and productivity.

Black believes that the newest generation of workers, can bring “not only technical skills, but also an inherent understanding of how AI can be a tool for positive change”. She underscores that these digital natives will need to be equipped with AI literacy training.

“For AI to be integrated successfully in public services, employees must understand both its potential and its limitations. Without this training, organisations risk using AI in ways that could be inefficient or even harmful.”

The need for AI governance

While Black is enthusiastic about the potential of AI, she is equally aware of the risks associated with its adoption, especially in public sector settings. One of the most pressing concerns is the risk of bias in AI models, outlining that if AI systems are trained on biased data, there is a significant risk that they could perpetuate inequality or unfair outcomes. The Human in the loop (HITL) approach is vital in developing and widening these new technologies, as is adhering to the REST principles: Responsible, Explainable, Sustainable, and Trustworthy AI.

Black warns that “AI tools in areas like healthcare, social services, or law enforcement could unintentionally disadvantage certain groups of people if not properly trained and monitored”.

Black also emphasises the importance of using diverse and representative data when developing AI tools. AI systems must be designed to avoid reinforcing biases that may already exist in society.

She believes that transparency is also critical, as citizens and employees need to understand how AI makes decisions and what data it relies on: “Strong governance frameworks must be put in place to ensure that AI tools are used ethically and fairly.”

Another major concern for Black is the risk of misinformation and disinformation, particularly in the context of AI’s ability to generate content. As AI systems like ChatGPT become more prevalent, she warns that the potential for spreading inaccurate or misleading information grows.

In her view, AI systems need to be “carefully managed to avoid spreading false or misleading content”.

Concluding, Black says that she believes AI holds the potential to “significantly improve” public services, making them “more efficient, accessible, and usercentred”.

“By enhancing frontline services, enabling remote selfservice, and accumulating knowledge, AI can help public institutions meet the growing demands of an increasingly digital society.”

However, Black stresses that the successful adoption of AI requires careful planning, strong governance, and an unwavering focus on fairness and transparency, saying: “When used responsibly, AI can be a transformative tool in creating more equitable and effective public services.”

From intent to impact: Ireland’s next step in AI and cloud leadership

Ireland has established itself as a hub for cloud and digital services in Europe. This is reflected in daily conversations with our customers and partners –including public bodies laying the groundwork for smarter, connected services, writes Robbie Byrne, Country Manager in Ireland, Red Hat.

Strong infrastructure, consistent foreign direct investment and a tech-savvy workforce have positioned the country well to take on opportunities in AI and hybrid cloud.

But future progress will not be defined by infrastructure alone. It will depend on how effectively organisations align strategy, skills and technology to extract meaningful outcomes – particularly in areas where public services and citizen impact are at stake.

AI is no longer a distant goal. It is already testing how well organisations can execute.

According to Red Hat’s research, 95 per cent of IT managers in Ireland plan to increase investment in AI over the next 12 months. 93 per cent will do the same for cloud. These figures put Ireland ahead of many peers across Europe. It is encouraging to see – but it also raises the question: how ready are organisations to act on that investment in a way that is sustainable, cost-effective and aligned?

A strategic gap, not just a technical one

Our survey, which examined the priorities and challenges facing IT managers in cloud and AI adoption, uncovered a difference between Ireland and other European markets.

While countries like the UK identified AI as their most significant skills gap, IT managers in Ireland pointed to strategic thinking and the ability to address business-level challenges – cited by 44 per cent as the top area of concern. That stood out to me. While we are building real technical strength, the challenge now is turning that into meaningful, organisation-wide outcomes – a critical next step for delivering trusted, datadriven public services.

AI adoption is not only about adding tools or hiring data scientists. It requires clarity around what AI is being used for, how it will integrate with existing systems and how outcomes will be governed.

Cost remains central to cloud strategy

While AI continues to dominate headlines, cost optimisation remains the top priority for IT managers in Ireland as they evolve their cloud strategies, cited by 71 per cent of respondents.

This reflects a maturing market that is moved past early adoption and is now grappling with sprawl and rising costs. For public sector teams managing tight budgets and legacy systems, these challenges are acute.

In many cases, applications have been moved to the cloud without being rearchitected. As organisations begin layering AI workloads onto these systems, issues around scalability, data movement and cost control become pressing.

That is why we are seeing renewed focus on platform-based approaches –using technologies like Red Hat OpenShift to refactor legacy applications, modernise delivery pipelines and centralise governance across hybrid environments.

Siloed teams are slowing progress

Almost every IT manager we spoke to (96 per cent) mentioned a key challenge: siloed teams are creating obstacles for cloud and AI adoption. For more than half, these silos are a frequent issue.

We have seen the impact: increased costs, limited visibility and difficulty in adopting new technologies. In the public sector, this means slower service delivery and challenges in scaling digital programmes. As AI becomes more embedded across functions, the cost of fragmentation will rise.

Addressing this requires new ways of working. Organisations are adopting platform engineering and modern operating models like Team Topologies, which create clearer interfaces between teams and enable efficient collaboration.

When combined with enterprise automation, through platforms like Red Hat Ansible Automation Platform, these approaches reduce manual effort, improve security posture and ensure governance at scale.

AI is shifting to smaller, targeted models

While attention often focuses on large language models (LLMs), our research

shows the majority of IT managers in Ireland (84 per cent) cite domain-specific models as a key factor in establishing trust in an enterprise approach to generative AI.

We are seeing interest in smaller models that perform specific tasks effectively while using significantly fewer computational resources. For example, a 10 billion parameter small language model (SLM) can be optimised for enterprise use at a fraction of the cost and complexity of a 400 billion parameter LLM.

This is relevant for organisations with sensitive data – including those in the public sector – where training models on-premise using synthetic or internal data offers greater control over privacy, security and compliance.

Their smaller footprint makes them more flexible and easier to deploy across hybrid environments, enabling organisations to run AI where it delivers the most value.

Trust is no longer optional

AI adoption will not scale without trust. The majority (85 per cent) of IT managers in Ireland say transparency, modifiability and explainability are essential to trusting enterprise AI models.

Open source plays a critical role. It gives organisations greater visibility into how platforms, tools and models are built, how they perform and how they can be improved. They also help democratise AI and overcome skills gaps. For example, the open source project InstructLab,

developed by Red Hat and IBM, makes AI development more accessible to domain experts with relevant business knowledge, not just data scientists. Hosting AI workloads within a controlled environment also matters. This is relevant for government departments and agencies that handle sensitive data or operate under strict compliance frameworks. With Red Hat OpenShift, organisations can deploy and govern the full lifecycle of AI applications in a common way across their preferred environments, keeping data where they choose.

From building platforms to driving outcomes

Ireland has proven its ability to build infrastructure, attract global players and scale fast. But the next stage of digital leadership will not be defined by what is built – it will be defined by how well it is used.

The opportunity is to move from deploying tools to shaping outcomes. At Red Hat, we are proud to support Irish enterprises on that journey – with open, hybrid platforms that reduce complexity, enable innovation and build trust in AI systems from the ground up.

Discover how Red Hat can support your AI and cloud journey

W: www.redhat.com

Fresh Thinking

AI’s growing importance in the Government’s plans

The rapid integration of artificial intelligence (AI) across society is demonstrated by its prevalence in the Government’s 2025 Programme for Government (PfG) in comparison to the singular, brief mention it got in the 2020 PfG.

AI’s only mention in the 2020 PfG came when the Government stated its aim to “further develop Ireland’s leadership in new digital technologies, including cloud computing, data analytics, blockchain, Internet of Things, and artificial intelligence”.

The use of AI has permeated every sector of society since then, reflected in the Government’s AI strategy published in 2021, AI: Here for Good This document was refreshed in November 2021 to align with developments in technology and regulation, such as the EU’s AI Act which is currently being rolled out in phases.

In the 2025 PfG, the new coalition government, comprising Fianna Fáil, Fine Gael, and the Regional Independents Group, makes 16 references to AI, setting out its aims to make Ireland a leader in the digital economy and AI. Specific actions the Government aims to take regarding AI are as follows:

• realise the benefits of AI to increase

productivity of Irish businesses;

• ensure Ireland and the EU benefit from the innovation and investment potential of AI by working with EU partners while protecting privacy and fundamental rights;

• invest in AI digital skills at all levels;

• provide AI skills necessary for its deployment, innovation and support; and

• research the impact of AI on classrooms.

The 2025 PFG asserts that the development of AI will increase the importance of data centres which it identifies as critical in economic growth and public service delivery. It also identifies the “opportunities presented by artificial intelligence” to improve teaching and learning methods “as schools adapt to digital learning”. AI will also play a role in justice as the Government says it will “support the Gardaí to use artificial intelligence in criminal investigations subject to clear guidelines and oversight”.

Fresh Thinking

Government approves implementation of EU AI Act

In March 2025, the Government adopted a distributed model of implementation of the EU AI Act.

The Department of Enterprise, Trade and Employment states that this approach to implementation of the Act will “build on the deep knowledge and expertise of the established sectoral regulators”.

The Government has approved the designation of an initial list of eight public bodies as ‘competent authorities’, responsible for implementing and enforcing the Act within their respective sectors. These authorities are:

• Central Bank of Ireland;

• Commission for Communications Regulation;

• Commission for Railway Regulation;

• Competition and Consumer Protection Commission;

• Data Protection Commission;

• Health and Safety Authority;

• Health Products Regulatory Authority; and

• Marine Survey Office of the Department of Transport.

Additional authorities, and a lead regulator tasked with coordinating enforcement of the Act and providing additional centralised functions, will be designated by a future government decision to ensure comprehensive implementation of the Act.

The EU AI Act aims to provide a high level of protection to people’s health, safety, and fundamental rights, and to simultaneously promote the adoption of human-centric, trustworthy AI. The Act entered into force in August 2024 and its provisions apply in a phased manner over the period to August 2027.

Minister for Enterprise, Tourism and Employment, Peter Burke TD says: “AI presents Ireland with a strategic opportunity; it holds the prospect of major benefits for our economy and for our society. For business it can boost productivity, spur innovation, and deliver better customer services; for the public it can provide enhanced public services; and for society, accelerated advances in science and medicine. It is a priority for me to ensure that we capture these benefits.

“However, to capture these benefits, we

must build trust in AI systems. For this reason, the landmark EU AI Act, the first in the world comprehensive regulation establishing guardrails for the safe and ethical use of AI, is a strategically important regulation for Ireland, as well as the EU. I am committed to an efficient and wellresourced implementation of the Act in Ireland, in a manner that provides the necessary safeguards, while spurring innovation for the benefit of our economy and our society.”

Minister of State for Trade Promotion, Artificial Intelligence and Digital Transformation, Niamh Smyth TD says: “The decision by Government to use the existing national framework of wellestablished sectoral authorities for enforcement of the EU AI Act will make compliance with the AI Act easier for businesses. It is also an important step towards the commitment in the Programme for Government to make Ireland an EU centre of expertise for digital and data regulation for companies operating across the EU Digital Single Market. Providing an efficient, comprehensive, fair and transparent implementation of the Act in Ireland will enhance Ireland’s reputation for quality regulation and its competitiveness for attracting further investment in this burgeoning technology.”

#DMDublin

Digital marketing is now more important than ever and should be at the heart of your organisation’s overall marketing strategy. It is important to ensure that each element of your digital strategy is playing its part and fully optimised for your organisation to benefit. This conference will look beyond social media and will get to the heart of digital planning and strategy. #DMDublin will feature expert speakers from across the spectrum of digital marketing including a focus on targeting specific audiences through tools such as SEO, paid search, and AI.

Key issues to be examined:

• Digital marketing strategy and planning

• AI and new technologies for digital marketing

• How to effectively communicate your organisation’s sustainable practices

• Influencer marketing

• Content marketing

• SEO

• Paid search advertising

• Data and analytics

• Social media

• Video

• UX

As Ireland accelerates its journey toward a decarbonised energy system, the transformation of the national gas network plays a critical role in delivering a cleaner, more secure energy future. David Kelly, Director of Customer and Business Development at Gas Networks Ireland, discusses the utility’s vision to repurpose and decarbonise the country’s €3 billion gas network infrastructure using renewable gases, biomethane, and green hydrogen.

Gas Networks Ireland’s David Kelly:

Ireland’s future with renewable gas

Q: David, you have recently been appointed Vice President of Dublin Chamber for 2025. Congratulations. How does your new role align with your work at Gas Networks Ireland?

Thank you. I am honoured to take on the role with Dublin Chamber and to support the business community through this important platform. There is a clear synergy between my role at the Chamber and my work at Gas Networks Ireland — both focus on long-term economic sustainability, innovation and supporting Irish enterprise through change. At Gas Networks Ireland, we are working on one of the biggest transformations in the history of Ireland’s energy infrastructure: transitioning the gas network to carry 100 per cent renewable gas by 2045. That ambition goes hand-inhand with the need to support businesses as they adapt and decarbonise.

Q: Let us start with that vision — what is the Pathway to a Net Zero Carbon Network?

The pathway is our strategic roadmap to fully decarbonise Ireland’s national gas network by 2045. Right now, over 99 per cent of the gas in the network is natural gas. By 2045 we plan to replace that entirely with renewable gases; a third will be biomethane and two thirds will be green hydrogen. That means repurposing existing infrastructure and ensuring that that the national network is capable of safely and efficiently transporting renewable gases. It is a bold but achievable vision, and one that is essential to Ireland achieving its national climate targets while maintaining energy security.

Moving Ireland’s Energy

Q: Why is renewable gas so important to Ireland’s energy transition?

Renewable gases – especially biomethane and green hydrogen – have unique advantages. Biomethane is a carbon neutral gas produced from organic waste and is already being injected into the gas network with little or no changes required to existing infrastructure. It is available today and can immediately displace natural gas in heating, transport and industry. Green hydrogen made from wind and solar on the other hand is a longer-term solution that will play a central role in decarbonising sectors that are hard to electrify, like heavy industry and high temperature manufacturing.

The gas network also provides critical backup for Ireland’s electricity grid, especially during periods of low wind generation. In 2024, gas generated a total of 41 per cent of electricity used in the country, reaching up to 83 per cent of our electricity needs at times of peak demand and low wind energy generation. Replacing natural gas with renewable gas in that role means we can deliver clean, secure, and flexible energy for all customers – something that is essential for a net zero future.

Q: Biomethane seems to be the immediate opportunity. What progress has Gas Networks Ireland made in this space?

We have made great strides in the last few years. Gas Networks Ireland’s new

Central Grid Injection (CGI) facility in Mitchelstown represents a key step in supporting Ireland’s transition to renewable energy. This €32 million investment will enable the injection of biomethane into the national gas network, providing an essential connection point for producers located remotely from existing gas infrastructure.

Once fully operational, the facility is expected to reduce Ireland’s CO2 emissions by approximately 130,000 tonnes annually. Biomethane injected through the Mitchelstown CGI will contribute around 12 per cent of the Government’s 2030 target of 5.7 TWh. Market interest remains very strong, with estimated biomethane volumes from 22 interested producers exceeding the CGI’s total capacity by more than two and a half times. Commissioning of the first phase is expected in early 2026.

We have also signed a significant gas network connection agreement with Bia Energy, who are building a €60 million anaerobic digestion plant in Huntstown. Once operational, the plant will inject large volumes of biomethane directly into the national network.

There is strong market appetite as well. We received 176 expressions of interest from potential biomethane producers in response to a recent national Request for Information process – almost triple the current 2030 target. Ireland has the highest per capita biomethane potential in Europe, and we are working to unlock

that. It is not just about emissions reduction, biomethane has huge potential to support the rural economy potentially creating new income streams for farmers and supports circular agriculture.

Q: How is Gas Networks Ireland enabling the growth of Ireland’s biomethane sector?

Gas Networks Ireland is facilitating connections to the gas network and constructing its first central grid injection point in County Cork for those renewable gas producers that are not located close the gas network. We are working closely with developers, customers, and policymakers. Our role is also about de-risking the market and creating confidence that renewable gas projects can connect, sell their output, and operate sustainably over the long term.

Q: What are you hearing from biomethane developers and customers on the ground?

There is definitely appetite in the market, but there are also some headwinds. Developers are working hard to progress projects, but until the Government’s Renewable Heat Obligation (RHO) is published and challenges with the planning system are overcome, we will see some investor uncertainty.

Customers, particularly in the agri-food and industrial sectors, are telling us they want to move to renewable gas, 4

Gas Networks Ireland’s Pathway to a Net Zero Carbon Network has four distinct phases in the journey to Ireland’s carbon neutral gas network, outlining how the national gas network can transport 100 per cent renewable gas by 2045, playing an essential role in transitioning Ireland to a carbon neutral economy.

Moving Ireland’s Energy

helping to unlock projects, and build investor and customer trust in the sector.

Q: Are there recent developments or partnerships you are particularly excited about?

Yes, as well as announcements from CycleØ, Bia Energy, and Nephin Renewables, we are seeing new market entrants come forward, such as Greengate Biogas, which has announced plans to develop a 250 GWh anaerobic digestion plant in Carlow. They are actively engaging with the local community and have hosted a public information event. These kinds of projects demonstrate both ambition and a real commitment to collaboration –something that is essential to success in this space.

Q: Large energy users (LEUs) are increasingly being linked to renewable gas. What is the significance of this trend for the development of biomethane in Ireland?

We are seeing large energy users expressing an interest in renewable gas as a decarbonised energy solution and signing long-term gas purchase agreements with anaerobic digestion (AD) developers, which is helping to underpin the commercial viability of new biomethane projects.

The National Biomethane Strategy identifies industry investment as one of the three core pillars – alongside capital grants and the RHO – to put Ireland on a trajectory to meet its 5.7 TWh biomethane target by 2030. What we are

seeing now is industry stepping up with LEUs playing a key role. Their early commitment sends a strong signal to the market.

Q: Green hydrogen is a longer-term ambition. What is Gas Networks Ireland doing to prepare for it?

Hydrogen is absolutely critical to achieving net zero. But producing it at scale in Ireland will require a significant buildout of offshore wind to power electrolysers. That will take time but we are getting ahead of the curve by ensuring our network is hydrogen-ready now.

We are already conducting green hydrogen trials, including a successful project at Daltons Chancellors Mills in Athy, where a local family business is taking advantage of its connection to the gas network to blend green hydrogen to power their industrial processes, which is working seamlessly.

We are also investing in hydrogen research working with UCD and other partners and preparing our interconnectors with Britain for future hydrogen imports. Britain is likely to begin blending hydrogen into its network in the next few years and we need to be ready for that.

Q: What is the role of hydrogen clusters in your strategy?

Clusters are a smart way to build out the hydrogen economy incrementally. These are regions where hydrogen production, use and storage are all co-located, typically around large industrial users. Our first major project in that regard is the Celtic Hydrogen Cluster in east Cork. It leverages existing infrastructure and industrial demand, and is a blueprint for other clusters around the country.

Over time we will connect these clusters into a national hydrogen backbone, which could then integrate with the European Hydrogen Backbone, allowing for international trade and energy resilience.

Q: How is Gas Networks Ireland supporting industrial customers during this transition?

We are very focused on partnership and innovation. Many businesses want to decarbonise but need help figuring out how. We have established a dedicated Customer Solutions team to provide a key support to our largest customers.

Gas Networks Ireland’s Director of Customer and Business and incoming Dublin Chamber Vice President, David Kelly, photographed at Dublin Chamber’s 2025 AGM dinner in February, with incoming Dublin Chamber President Eoghan Quigley.

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in October 2024, then-Tánaiste

This team provides proactive, regular, collaborative engagement, to inform and empower large customers to facilitate their transition to renewable gas solutions.

For biomethane, we are working closely

the

of

with energy suppliers, energy traders, and the wider energy ecosystem to ensure there is a clear and simple pathway for large customers to procure renewable gases. Through our Innovation Fund, we co-fund projects that trial

Gas Networks Ireland’s Pathway to a Net Zero Carbon Network is structured into four key phases:

1. Foundation (to 2027): This phase is underway. The groundwork is being laid; injection points are being established, biomethane delivery is being enabled and the network is being prepared to safely accommodate renewable gases. A key milestone is the new Central Grid Injection (CGI) facility in Mitchelstown, County Cork, which will inject up to 700 GWh of biomethane per year.

2. Development (2028–2032): This phase will see scaling of operations. The aim is to meet the Government’s 5.7 TWh biomethane target and initiate hydrogen blending into the network. By the end of this period, renewable gases will account for 17 per cent of the network gas mix.

3. Repositioning (2033–2040): Large sections of the network will be repurposed, and hydrogen clusters will be deployed around key industrial hubs. By 2040, biomethane and hydrogen will together comprise over 80 per cent of the gas mix.

4. Conversion (2041–2045): The final transformation phase. Two parallel renewable gas networks will be operated: one for hydrogen and one for biomethane. Natural gas will be fully phased out by 2045.

renewable gas solutions for high heat customers. We have also published a Hydrogen Technical Guide to help industrial customers assess their compatibility with hydrogen.

Q: How does this all tie into energy security?

A decarbonised gas network does not just support climate goals, it also strengthens our energy independence. By using indigenous biomethane and producing green hydrogen from Irish wind and solar, we will reduce our reliance on fossil fuel imports. Our gas network is also a strategic asset valued at €3 billion, it provides vital energy backup and system flexibility.

In 2024 when wind generation dropped, gas generated up to 83 per cent of Ireland’s electricity needs. By replacing that gas with renewable alternatives we are ensuring both security and sustainability.

Q: Looking ahead to 2045 — what does success look like for Gas Networks Ireland?

Success is a fully decarbonised gas network that enables Ireland to meet its climate targets, supports economic growth and provides clean, secure energy for homes and businesses. It is a network that carries 100 per cent renewable gas – split between biomethane and hydrogen – and integrates seamlessly with electricity and transport systems.

It also means Ireland is recognised as a European leader in renewable gas, with strong domestic supply, export capability, and thriving rural and industrial economies built on clean energy.

The energy transition is a once-in-ageneration challenge, and opportunity. At Gas Networks Ireland we are proud to be doing our part. Our team is passionate about delivering practical, scalable solutions that work for Ireland.

The future is renewable – and it is already underway.

Photographed

Micheál Martin TD turns

sod to launch construction

Gas Networks Ireland’s €32 million Mitchelstown Biomethane Central Grid Injection facility, pictured with David Kelly and Gas Networks Ireland colleagues Brian Sheehan, Edwina Nyhan, and Cathal Marley.

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Navigating the EU’s energy transition

Speaking to eolas Magazine, Katja Yafimava, Senior Research Fellow at the Oxford Institute for Energy Studies, offers a deep dive into the European Union’s decarbonised gas and hydrogen package.

“The future EU gas system will look very different,” Yafimava says. “There will be much less natural gas to transport as the system decarbonises.”

With the adoption of the Recast Gas Directive and Regulation, the EU is laying the groundwork for an energy system increasingly defined by decarbonised gases and pure hydrogen. “Existing gas networks will face a massive challenge, transitioning to accommodate more low-carbon gases, and some will inevitably need to be repurposed or decommissioned,” Yafimava states.

Building hydrogen networks

Central to the legislation is the vision of a dual system: one network transporting lower-carbon gases such as biomethane, and another dedicated to high-purity ‘green’ hydrogen. However, as Yafimava notes: “The topology of the future hydrogen networks is very uncertain. There is a big uncertainty about both supply and demand.”

Yafimava further stresses the risks of investing in infrastructure prematurely: “You do not want to build infrastructure and then find there is neither supply nor demand at either end of the pipeline.”

Regulation will play a critical role in managing this uncertainty. Flexibility, Yafimava emphasises, is paramount: “The regulation must be sufficiently flexible to allow small-scale, no-regret networks to start and to scale up if needed.”

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The EU’s current hydrogen infrastructure is minuscule by comparison to the gas network, with just 2,000 kilometres of hydrogen pipelines confined largely to industrial clusters. “It is a huge difference in scale,” she said, warning that ambitions for a European hydrogen backbone, largely championed by transmission system operators (TSOs), may not materialise at the projected size. “Most of the proposed hydrogen backbone relies on repurposing existing gas pipelines because it is less expensive,” she adds, “but whether that will happen at the projected scale remains to be seen”.

Yafimava also points out the pragmatic steps being taken: “The first PCI [project of common interest] list for hydrogen and electrolysis projects confirms that hydrogen infrastructure will initially build on existing industrial clusters, predominantly in western Europe.”

Despite the legislative ambition, she cautions that “there is no hydrogen market in Europe as such”. Legislators, she explains, face a “tabula rasa” when drafting rules for hydrogen, opting to largely “cut and paste” natural gas market models, including unbundling provisions and regulated thirdparty access. Whether this will prove too rigid for a nascent market remains an open question: “It is valid to ask whether such regulation might stifle market development.”

Nevertheless, Yafimava acknowledges that flexibility has been integrated into the framework. “There is a transition period until 2033 for regulated access to hydrogen infrastructure,” she says, a compromise reached after initial proposals for immediate implementation faced resistance. Furthermore, the framework allows “all sorts of exemptions and derogations for both existing and new hydrogen networks”, offering critical breathing space for market evolution.

Phasing out LNG

On natural gas, Yafimava says the EU’s energy package was “hijacked” by the energy crisis of 2022. Emergency measures such as storage mandates, tariff discounts for LNG imports, and a now-expired wholesale price cap were introduced. However, she says: “The fundamental

provisions governing the natural gas market have been preserved. There are no groundbreaking changes.”

A key focus going forward, she argues, must be on coordinating the development and repurposing of networks. “The legislation requires national network development plans to identify infrastructure that can be decommissioned or repurposed,” Yafimava explains. However, she highlights a troubling inconsistency: “There is currently a huge gap between national plans and the EU TenYear Network Development Plan, particularly regarding low-carbon gas infrastructure.”

Implementation will determine the success of the framework. “It is critical to ensure that the natural gas phase-out and hydrogen phase-in are done in a coordinated manner without jeopardising security of supply,” she warns. Gas will remain important during the transition: “Although the role of gas is fading, it is still crucial for security, especially on low-wind, low-sun days.”

Further regulatory evolution is inevitable. Yafimava outlines several pressing challenges: the fate of emergency measures inherited from the crisis, increased tariff uncertainty due to regulators’ discretionary powers on discounts, and the urgent need to update capacity allocation rules to reflect changing gas flow patterns. “Flexibility and efficient provision of capacity will be crucial,” she says.

On LNG, Yafimava outlines a growing need for reform: “Given the increased role of imported LNG, changes are needed to allow more flexible secondary capacity trading and avoid hoarding.”

Path forward

In conclusion, while the decarbonised gas and hydrogen package sets the stage for a transformed European energy system, much depends on the details of implementation. “The package is not the end of the journey,” Yafimava reflects.

“A roadmap will be necessary to ensure consistent and efficient implementation, particularly for financing the move from natural gas to hydrogen infrastructure.” She reiterates that if rigidity hampers market development, “flexibility could and must be added as needed”.

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France’s plans for hydrogen and biomethane

Ines Bouacida, a senior researcher at the International Sustainability Standards Research Institute (ISSRI), speaks to eolas Magazine about France’s plans for biomethane and hydrogen; a cornerstone of its energy transition.

France has set ambitious targets for biomethane, aiming for it to comprise between 10 per cent and 15 per cent of the gas network by 2030, up from just 3 per cent today. “The goal for biomethane was raised from 35 TWh to 44 TWh by 2030,” Bouacida says, referring to a graph which asserts that fossil fuel-sourced gas will “nearly disappear” from France’s energy mix.

The policy leans heavily on feed-in tariffs, which have driven significant investment. “In the past two years, support for biomethane amounted to €1 billion annually,” she says. Unlike Germany, where biogas production initially focused on combined heat and power (CHP), France prioritises injection into the gas grid. “The injection sector is growing extremely fast –it is where the policies are focusing.”

However, France’s approach is distinct in

its emphasis on sustainability. “The idea was to avoid the German model, where large-scale energy crops dominated,” Bouacida explains. Instead, France limits energy crops to 15 per cent of feedstock and promotes small-scale digesters to support farmers. “Intermediary crops, which are grown to protect soil, can also feed digesters, creating a win-win for agriculture and energy.

“Environmental impacts vary wildly depending on farming practices,” she says. While some digesters enable organic farming, others reinforce intensive agriculture. “We can project instances where digesters push farms toward even higher productivity, with trade-offs like nitrogen pollution from digestate spreading.”

With France targeting a four-times increase in biomethane production by 2030,

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“If we want 150 TWh by 2050, do we sacrifice sustainability or affordability?”

Ines

Bouacida, International Sustainability Standards Research Institute (ISSRI)

Bouacida raises fundamental questions: “Are we just scaling up current challenges, or will new problems emerge? Competition for crop residues is already driving up costs in some regions.”

Hydrogen

France’s hydrogen strategy, launched in 2020, is highly ambitious but faces delays. “The goal is 6.5GW of electrolysis by 2030, backed by €9 billion in public funding,” Bouacida says. However, progress lags: “Only 300 MW have been built so far, so targets may need revising.”

Hydrogen’s role in decarbonisation is clear, but Bouacida stresses it will not replace fossil gas outright. “In France’s scenarios, gaseous fuels shrink in volume but become critical for security of supply – backing up renewables, heating hard-todecarbonise buildings, and fuelling heavy transport.”

The challenge, according to Bouacida, is that “hydrogen is expensive and scarce”, meaning that “we must ask where will it add the most value”. She points to steelmaking, where alternatives are few, and warns against inefficient uses like hydrogen cars: “Battery electric vehicles are far more energy-efficient.”

Biomethane trilemma

Bouacida frames France’s biomethane policy as a trilemma: balancing low cost, low environmental impact, and large-

scale availability. “Policymakers hoped to achieve all three, but trade-offs are inevitable,” she says.

For example, strict sustainability rules such as digestate spreading plans can increase costs. “Farmers face conflicting incentives: minimise expenses or reduce pollution? Without the right equipment, digestate spreads at the wrong time, harming soils.”

The looming question is whether France’s 2030 targets are realistic. “If we want 150 TWh by 2050, do we sacrifice sustainability or affordability? These debates are already stalling France’s long-term climate strategy.”

Optimising scarce resources

To optimise scarce resources, Bouacida proposes a hierarchy of end uses for both biomethane and hydrogen. “We need sectoral mandates, like the EU’s Renewable Energy Directive, which prioritises hydrogen for industry.” Contracts for difference (CfDs) are another potential solution: “Germany and the Netherlands use them to de-risk industrial decarbonisation and now France is starting to follow.”

However, redirecting biomethane from buildings to industry requires phasing out gas heating. “Today, injected biomethane mostly heats homes – a lowpriority use. Without phase-out policies, we will struggle to shift it to sectors like heavy transport or chemicals.”

Biomethane and hydrogen are at the heart of France’s energy transition and its political tensions. “Biogas is so controversial that it is blocking climate policy discussions,” Bouacida observes. Nevertheless, she remains pragmatic: “By defining clear priorities, we can align conflicting interests and optimise limited resources.”

For now, France’s path forward rests on scaling up sustainably. “The next five years will show whether this model works or if ambition outpaces reality,” Bouacida concludes.

Moving Ireland’s Energy

The future of gas in Ireland

A new research report published by the National Economic and Social Council (NESC) examines four key aspects of Ireland’s energy transition which are important for national economic resilience: enterprise opportunities, the reliability of power supply, energy costs, and energy exports.

Published in April 2025, the Future of the Gas Sector in Ireland report asserts that Ireland’s energy future hinges on a profound transformation of its gas sector. The report states: “Natural gas is one of Ireland’s primary fuels for energy generation,” with over 60 TWh delivered to more than 720,000 users in 2023. However, this dependency presents vulnerabilities: “80 per cent of the natural gas used in Ireland is imported directly from the United Kingdom,” a fact that raises “energy security risks due to limited source diversity”.

Despite its significance, the gas sector must undergo a radical overhaul. Natural gas combustion accounted for roughly 20 per cent of Ireland’s annual greenhouse gas (GHG) emissions in 2023. The Climate Action Plan (CAP) sets out decarbonisation targets of a 51 per cent reduction in GHG emissions by 2030 and full net zero emissions (NZE) by 2050. Achieving this in the gas sector, NESC notes, requires “a shift to NZE while at the same time maintaining affordable energy for consumers”.

1. Renewable gas

The report states that Ireland’s biomethane production target of 5.7 TWh by 2030 will necessitate “the delivery of an average of between 20 and 30 mid-sized plants each year by 2030”. This is a substantial undertaking given that, currently, Ireland has only two operational biomethane facilities with a combined capacity of 75 GWh.

Gas Networks Ireland (GNI) estimates a national biomethane production potential of 14.8 TWh, based on responses from 176 potential producers. Feedstock is anticipated to come predominantly from “animal slurries (38 per cent), forage (28 per cent), and other crop residues (14 per cent)”. However, the report highlights critical infrastructure needs, including reverse compression facilities and cluster-based connections to enable cost-effective grid injection.

Hydrogen, meanwhile, is cast as a longer-term solution. The National Hydrogen Strategy foresees

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domestic hydrogen demand ranging from 4.6 TWh to 39 TWh by 2050, potentially rising to 74.6 TWh when including aviation and shipping. The report warns, however, that these timelines “could be delayed without regulatory frameworks, research and early-stage projects to enable hydrogen technology deployment”. Despite the challenges, hydrogen’s role is vital in sectors difficult to electrify – industrial heat, heavy-duty transport, and dispatchable electricity generation. Its deployment hinges on the successful delivery of dedicated offshore wind capacity, with 2GW already earmarked for hydrogen production between 2031 and 2035.

2. Infrastructure pressures and market uncertainty

Transitioning the gas grid is as much a logistical challenge as a policy one. Ireland’s gas infrastructure, comprising “2,476km of transmission pipelines, 12,188km of distribution pipelines and two sub-sea interconnectors”, currently lacks the adaptability for hydrogen integration or large-scale biomethane injection.

Furthermore, the report identifies a looming cost conundrum: “A challenge arising from the potential disconnections from the gas network might be the reflection of the gas network charges onto the smaller number of customers.” Without new regulatory mechanisms, decarbonisation could disproportionately burden remaining users, particularly in rural or economically disadvantaged areas.

The financial landscape for renewable gases also remains uncertain. According to the report, “the levelised costs of biomethane and hydrogen require financial incentives and regulatory frameworks to provide clear guidance on project development procedures and timelines, reduce the risk for investors, and create demand”.

3. Delays and risks

NESC’s report cautions that Ireland is already falling behind. While the CAP outlines a 15–20 per cent reduction in gas use by 2030, actual progress is stalling. “The recent number of annual energy retrofits was considerably lower than the required levels for the climate action plan targets,” the report finds. Moreover, the 2.7 TWh district heating target by 2030 faces “significant uncertainties in support mechanisms”. This sluggish progress raises the spectre of “natural gas lock-in”, particularly if infrastructure for hydrogen and biomethane is delayed. As the report warns: “Delaying the delivery of biomethane and hydrogen infrastructure... increases the risk of Ireland’s continued reliance on natural gas imports.”

4. Opportunities

Despite the technical challenges, the report also underscores opportunities particularly for rural and farming communities. The biomethane rollout envisions a decentralised production model “on agricultural-based feedstock and involving local farmers’ communities”. With the right supports, this could foster local economic development, job creation, and energy self-sufficiency.

However, NESC stresses that the green gas transition lacks coherence: “The current planned actions and guidance documents do not provide a clear pathway for the development of the green gas sector in Ireland.” Without integrated planning, Ireland may need to import renewable gases just to meet its climate obligations.

On the publication of the report, Larry O’Connell, Director of NESC, said: “The Council believes there is an urgent need to address the strategic gaps identified in this report in a way that reinforces both the energy transition and economic resilience, while moving Ireland forward.

“NESC’s recommended actions represent an agenda for the policy system to work through immediately to make transition in Ireland’s power sector more likely, and more likely to be successful.”

Driving the energy transition in rural Ireland: Calor’s commitment to renewable solutions

As a leading provider of energy solutions in Ireland, Calor is at the forefront of the nation’s energy transition, particularly in rural areas.

The company’s strategy is focused on delivering lower carbon and renewable liquid gas energy solutions to replace higher carbon fuels like kerosene for home heating and diesel and heavy fuel oil for industrial applications.

Calor has been actively contributing to Ireland’s decarbonisation efforts since the launch of its certified renewable liquid gas, BioLPG, in 2018. It is made from a blend of renewable vegetable oils and sustainably sourced waste materials. As a chemically identical alternative to LPG, BioLPG can be blended seamlessly with conventional LPG without requiring any changes to existing equipment, facilitating a smooth

transition for customers. A further advantage for users is that they have the opportunity to choose from a range of blend options, offering them flexible renewable energy solutions that enable them to gradually reduce their carbon footprint at a pace which meets their sustainability goals.

At the heart of Calor’s mission is the continuous research and development of additional production pathways for BioLPG, as well as the advancement of hybrid energy solutions incorporating renewable ready gas boilers. By collaborating with other renewable energy companies and integrating multiple renewable technologies such as

hybrid heat pumps and solar PV, Calor is ensuring that cleaner, more sustainable energy sources become increasingly accessible across rural Ireland.

Innovation in sustainable fuels

Calor’s parent company, SHV Energy, is further advancing the production of sustainable fuels. One key innovation is rDME, a low-carbon liquid gas produced through gasification and catalytic synthesis of feedstocks like municipal waste, forest residues, and energy crops. rDME can be blended with LPG or BioLPG, working with existing infrastructure, offering an affordable, flexible solution for off-grid homes and businesses. With applications in domestic and industrial heating, cooking, and transport, rDME represents a significant step forward in carbon reduction. Calor has also integrated a local research strategy to examine the development of an indigenous fuel source in the future.

Calor remains committed to leading the way in renewable energy innovation, ensuring that rural communities across Ireland have access to cleaner, more sustainable energy solutions. Through continued investment in research and collaboration, Calor is not only addressing today’s energy challenges but also paving the way for a greener future.

W: www.calorgas.ie

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Hydrogen in the Programme for Government

Containing specific aims for hydrogen and evidence of application of the National Hydrogen Strategy published in 2023, the 2025 Programme for Government (PfG) demonstrates a clearer picture of the future for renewable hydrogen than the 2020 PfG.

While hydrogen was mentioned in the 2020 PfG, it lacked reference to specific actions to be taken for its development, arising from the nascence of the technology at the time. It stated that the Government wanted to remain “at the cutting edge” of hydrogen development to meet climate targets by introducing a “transformational programme of research and development”.

Similar to the 2020 PfG, the 2025 PfG asserts that the Government will support “cutting-edge research and development in renewable energy”, including hydrogen. However, in the 2025 document, there is no mention of a “transformational programme of research and development”.

In the 2020 PfG, the Government outlined intentions to invest in the research and development of green hydrogen for use in power generation, manufacturing, energy storage, and transport.

One specific aim included in the 2020 PfG was the development of a long-term plan to capitalise on the “massive potential of offshore energy on the Atlantic Coast”. Amongst many potential benefits of the plan, the 2020 PfG traced how it could be used to develop “innovative transmission and storage technologies” including hydrogen.

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National Hydrogen Strategy

Following the 2020 PfG, the National Hydrogen Strategy was published in 2023 to provide a framework for developing the renewable energy with three aims: to decarbonise the economy, enhance energy security, and develop industrial opportunities.

Decarbonisation was a key priority identified in the 2020 PfG in order to reduce reliance on fossil fuel, cut greenhouse gas emissions by 51 per cent by 2030, and achieve net zero emissions by 2050. In the 2025 PfG, the Government reiterated these commitments. The Strategy says “indigenously produced renewable hydrogen can play a significant role” to deliver on these objectives as a zero-carbon substitute for fossil fuels.

Energy security was one of the main drivers of the National Hydrogen Strategy, and it identifies the opportunity to harness Ireland’s sea area for hydrogen production to achieve this. This aligns with the long-term plan of tapping into the potential of the Atlantic outlined in the 2020 PfG. However, this plan is not mentioned in the 2025 PfG.

The opportunity to develop industrial opportunities is identified as the third key priority of the strategy. It states that there is a demand for renewable and low-carbon hydrogen imports in many European countries, adding that “Ireland could be well-placed to supply these markets”. This is pinned as a way to stimulate economic growth and create “highly skilled” jobs.

The 2025 PfG combines the priorities of energy security and the opportunity to develop industrial opportunities. In it, the Government lays out its objective to leverage its position as a “leader in renewable energy” to “secure the advantages of our industrial base”. The document states: “We want to achieve energy independence by harnessing our untapped renewable energy resources.”

Actions

The Strategy set outs 21 actions to be fulfilled by 2030 to develop hydrogen in Ireland, and five of these actions are referenced in the 2025 PfG. It dictates that commercial business models be developed between 2023 and 2030 to support the scale up of renewable hydrogen via 2GW of offshore wind from 2030. Although not specifically mentioned this is referred to in the 2025 PfG as the Government details intentions to unlock “at least 5GW of offshore wind by 2030”.

Another action sets out that hydrogen-powered heavy duty vehicles will be rolled out along with refuelling infrastructure between 2024 and 2030. In the 2025 PfG the Government traces its intention to support the decarbonisation of road freight by replacing fossil fuel with hydrogen, biomethane, and hydrotreated vegetable oil. Although refuelling infrastructure is not mentioned in the PfG, hydrogen refuelling stations are due to be deployed across Dublin, Galway, Limerick, and Cork from 2027.

The Strategy sets out objectives to create strategic hydrogen clusters between 2024 and 2026. While the 2025 PfG does not make specific reference to hydrogen clusters, it does detail plans to establish “renewable energy clusters”.

Planning processes of energy systems are also due for review between 2024 and 2026 in line with the Strategy. It recommends changes that would “support a more integrated long-term approach to planning across the network operators”, including hydrogen amongst other renewable energy sources. In the 2025 PfG, the Government says a plan will be formed “to accelerate energy generation, connectivity, and planning processes”.

The Strategy also stipulates that the future skills needs of the offshore wind and renewable hydrogen sectors be supported through the expert advisory group established under the Offshore Wind Delivery Task Force. This is addressed in the 2025 PfG, with the Government vowing to expand the taskforce to include IDA Ireland. It also details intentions to “focus on attracting and retaining capital investment to drive offshore wind development”.

The role of municipal anaerobic digestion plants in meeting the 2030 biomethane targets

As part of Ireland’s commitment to reduce emissions by 51 per cent by 2030, the Government’s Climate Action Plan sets a target of 5.7 TWh of biomethane to be generated from an estimated 200+ agribased anaerobic digestion (AD) biogas plants to be constructed and commissioned over the next five years, writes John G Devlin, PreContract Director at Celtic Anglian Water Ltd.

Although much of the focus is currently on the development of agri-based AD plants the municipal wastewater treatment sector has been successfully generating Biogas (c.60 per cent Biomethane) from AD processes for decades. Currently, there are c.16 municipal AD plants located across the Island of Ireland generating an estimated 16.5 million Nm3 of Biogas annually with an approximate energy content of 100 GWh.

The single biggest Municipal AD Plant in Ireland is located at the Ringsend Wastewater Treatment Works (WwTW) in Dublin. The Ringsend WwTW is operated and maintained by Celtic Anglian Water Ltd (CAW), as part of the ABA Consortium, on behalf of Uisce-Éireann, The AD plant, comprising four 4,500m3 mesophilic digestors, generates approximately 11.5 million Nm³ of biogas

annually, with a biomethane content of c. 60 per cent (vol/vol), equivalent to approximately 70 GWh of energy.

The biogas is stored on-site in a gas holder and used to fuel combined heat and power (CHP) units and/or two steam boilers at the WwTW. There are currently four CHP units operational at the Ringsend WwTW, each with an electrical output capacity of 1 MWe. A fifth CHP unit is currently being commissioned and once operational, the combined electrical output of all five units will be approximately 100 MWh per day, sufficient to meet c. 45 per cent of the WwTW’s electricity demand.

Additionally, each CHP unit is fitted with heat recovery steam generators that capture waste heat from exhaust emissions, producing low-grade steam for use in the sludge pre-treatment

process. The residual biosolids from digestion are pathogen-free and suitable for use as a Class A fertiliser in agriculture, further enhancing the environmental benefits of the AD process.

Elsewhere, other AD plants operated by CAW generate c. 1.1 million Nm³ (6.6 GWh) of biogas annually from municipal wastewater sludge digestion.

At CAW we believe that expanding the utilisation of wastewater-derived biogas could complement agri-based AD projects. By integrating wastewaterderived biomethane into the broader renewable energy mix, Ireland can move closer to its 2030 emissions reduction target while enhancing sustainability and energy security.

W: www.caw.ie

What Climate Action Plan 2025 means for the gas sector

Climate Action Plan 2025 (CAP25) has not changed any of the overriding statutory or strategic targets for the production and integration of green hydrogen or biomethane into the Irish gas grid system.

Biomethane

To further support the decarbonisation of the heat sector, the Government has agreed to the introduction of the Renewable Heat Obligation (RHO), with scheme parameters now being finalised for approval.

CAP25 states that the RHO will obligate suppliers over a certain threshold to ensure a proportion of the energy they supply is renewable, and it will incentivise the production of indigenously produced biomethane, in line with the National Biomethane Strategy published in 2024.

In addition to the delivery of multiannual programmes, 2024 saw the publication of the National Biomethane Strategy and the launch of grant aid towards development of the sector. This is expected to drive expansion of the anaerobic digestion sector towards the target of 5.7 TWh by 2030.

CAP25 asserts that the reopening of the Organic Farming Scheme and the implementation of the Forestry Strategy have “significant potential to create

opportunities for Irish farmers to diversify their farming enterprises”.

The National Biomethane Strategy was launched and funding of €40 million was secured to further the ambition of the sector. As energy policy lead, CAP25 says that the Department of Environment, Climate and Communications (DECC) will “take responsibility for this second round of capital funding from 2026”.

The Government says it will “encourage the use of renewables in the petroleum refining process, investigate further the use of biomethane as per the Biomethane Strategy, and encourage the reduction of the use of petroleumbased fuel”.

Hydrogen

The National Hydrogen Annual Work Programme has been updated for 2025. The programme will further develop an understanding and put in place appropriate regulatory arrangements to support future scale-up of the sector as it evolves. A Hydrogen Task Force will oversee the delivery of the Hydrogen Annual Work Programme, and emerging

relevant actions.

The National Policy Framework for Alternative Fuel Infrastructure Regulation (EU) 2023/1804 (AFIR) on the deployment of alternative fuels infrastructure sets out mandatory minimum levels of alternative fuels infrastructure to be deployed by EU member states on the TEN-T network, across land transport, maritime, and aviation sectors.

CAP25 says that the Regulation will require a significant programme of infrastructural deployment to support EV charging and hydrogen refuelling station deployment for LDVs and HDVs in urban nodes and on the TEN-T core network, as well as the provision of onshore electricity supply for large vessels at berth; and electricity supply for stationary aircraft in the State’s TEN-T airports.

The only other mention of hydrogen in CAP25, reaffirms how, in 2024, the Department of Transport “undertook public and stakeholder consultation to update the National Policy Framework prior to submission to the Commission”.

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Solutions for a sustainable agriculture industry

Green

Growth Deputy Director at the North’s Department of Agriculture, Environment and Rural Affairs, Jonathan McFerran, talks about the steps the Northern Ireland agriculture industry is taking to safeguard its future while meeting climate targets.

McFerran asserts that, similar to the Republic of Ireland, the agriculture industry is the “bedrock” of the Northern Ireland economy, saying: “We punch above our weight in terms of agriculture in Northern Ireland.”

Illustrating this, he says Northern Ireland produces enough protein to feed 10 million consumers despite its total population of 1.9 million, adding that the agri-food sector employs 113,000 people. However, he indicates that this level of agricultural activity has “a negative impact on the environment”.

McFerran says Northern Ireland produces 10 million tonnes of slurry, and 6,000 tonnes of phosphorus every year. He explains that this poses risk to waterways and the environment, demonstrated by the findings of the Lough Neagh Report published in July 2024. McFerran says: “62 per cent of the problem in Lough Neagh is caused by agriculture.”

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Generational change

Two approaches to tackling the problem have been identified, the first of which is to reduce livestock numbers to produce less waste. However, McFerran insists: “If you reduce the agriculture industry, it would be horrendous for Northern Ireland.”

Therefore, the agriculture industry needs to become sustainable and McFerran says this will require “a generational change”, adding: “I believe the agriculture industry is up for it.”

Creating a sustainable agriculture industry is one of the priorities set out by the Department of Agriculture, Environment and Rural Affairs (DAERA), along with decarbonisation, and net zero targets. McFerran claims that biomethane is the answer to achieving these priorities, but points out that the Northern Ireland Executive does not have a biomethane strategy.

He underlines the importance of this strategy as companies put pressure on the Executive to replace fossil fuel gas with biomethane so they can comply with sustainability standards. Biomethane will also be essential for Northern Ireland to meet climate goals under the Climate Change Act, which McFerran says are “incredibly difficult for Northern Ireland to achieve”. McFerran also points out that the Department for the Economy (DfE) is responsible for producing a biomethane strategy.

However, DAERA recently published its Green Growth Strategy which sets out a long-term vision for climate action and commitment to net zero targets. McFerran outlines its mission to reduce emissions and create green jobs in a “strong circular economy”.

For agriculture development of anaerobic digestion (AD), biomethane production, and the management of excess nutrients will be central to this. Regulation will also be key, as highlighted in the Lough Neagh report which identifies education, investment, regulation, and enforcement as the drivers for a sustainable agriculture industry.

Actions

In 2023, DAERA launched the Small Business Research Initiative competition under the Sustainable Utilisation of Livestock Slurry Project to find solutions to nutrient separation from slurry and digestate. Under phase one, six companies were awarded £100,000 each to investigate proof of concept models with this aim.

In phase two, £12 million of Executive funds will be awarded to three of these companies progress their concept. Two companies have already been awarded the contract, the first of which County Down-based firm, Blakiston Houston Estate Ltd for their project, Farm2 Export.

McFerran explains that the project reduces excess phosphorous in slurry by separating it into liquid and solids using a mobile separator. Liquid slurry created in this process produces less emissions and adheres to crops more effectively than untreated slurry.

Solids derived from the process are used to produce feedstock, which is then converted to digestate, but McFerran explains that this digestate cannot be spread on fields. A biofertiliser plant is needed to convert digestate to exportable firms, but no such plant currently exists in Northern Ireland.

Under the second project, a conglomerate of companies in Mid Ulster aim to construct a 10 MW biorefinery to produce biomethane to be injected directly into the grid. McFerran says they will also produce biochar to be used in cement making in order to capture phosphorous in concrete products, so it can be locked away. He indicates the importance of this, explaining that Mid Ulster is where many of Northern Ireland’s water quality problems arise.

“This will help develop our circular bio economy while reducing nutrients in Lough Neagh and other catchment areas. Improving our water quality in our rivers, loughs, and lakes,” he claims.

Producing a biomethane strategy will be key to building on the Sustainable Utilisation of Livestock Slurry Project. This will require collaboration between DfE and DAERA, with support from the Executive. McFerran claims: “It will improve our water quality, it will improve our nutrient management, and it will provide a sustainable agriculture sector.”

He adds: “I want to see this thrive for Northern Ireland, for the agriculture community, and for the good of the environment. The opportunity is there, we just need to grasp it.”

Gaeltacht Minister Dara Calleary TD: Towards a bilingual public service

Top-tier provision of bilingual public services and employers for those with Irish or those wishing to improve their Irish language skills – that is the vision for the public sector in the coming period, writes Minister for Rural and Community Development and the Gaeltacht, Dara Calleary TD.

Central to the Government's efforts in the move towards a bilingual public service is the full and successful implementation of the Official Languages Act. This work is critical in terms of embedding and normalising the Irish language as an integral part of the provision of public services in this country and enabling speakers of the language to use it in their dealings with the State.

In support of this work, the Government has set an ambitious recruitment target that 20 per cent of recruits to public bodies will have Irish by the end of 2030. Through working towards this goal, public bodies will ensure that they are adequately staffed to provide full and high quality bilingual services –particularly in the context of customer services and vulnerable services for the Gaeltacht and in general.

Of course this not a solitary goal, operating in a vacuum. It is part of the wider ecosystem being developed under the language legislation. The publication of the National Plan for Irish Language Public Services in October 2024 – the first national Government strategy in the history of the State for the provision of Irish-language public services – was a significant step forward in this regard. Extensive research was undertaken in preparation of this Plan, with the invaluable results set out therein.

The National Plan focuses on five major strategic themes in the following areas:

1. broad initiatives and structural strengthening;

2. provision of public services through Irish;

3. technology;

4. training, recruitment and language competence; and

5. data collection.

These areas are in line with other government reform strategies such as Better Public Services and the Civil Service Renewal Strategy

The National Plan will be supported by two three-year action plans, which will set out the specific actions to be undertaken to achieve the high-level strategic objectives under these themes. The first action plan will cover the period 2025-2027 and is to be submitted to Government for approval in the short period ahead.

In parallel with this work, dates will also be set shortly by which public offices in the Gaeltacht will operate through Irish and by which Gaeltacht public services will be provided through Irish. In

Credit:

Fianna

Fáil

“Government has set an ambitious recruitment target that 20 per cent of recruits to public bodies will have Irish by the end of 2030.”

Minister

for Rural and Community Development and the Gaeltacht, Dara Calleary TD

addition, the first round of consultations on the language standards is to be undertaken with public bodies and the public in the coming period. The system of language standards is based on the successful Welsh system and is to replace the system of language schemes here.

In support of all of this, work is underway under the Digital Plan for the Irish Language to ensure that the Irish language is front and centre of technological developments – particularly AI and the Government’s other targets under the Harness of Digitisation: Digital Framework for Ireland of moving applicable services online.

In the context of the 20 per cent recruitment target, the National Plan places emphasis on language upskilling of existing staff of public bodies – as well as recruiting people with Irish from outside. In line with this, the results of the survey carried out as part of the research for the Plan, in which approximately 35,000 public sector employees participated, showed particular positivity towards the language for example:

• 50 per cent would be interested in increasing their competency in Irish; and

• 23 per cent would be interested in working through Irish if given further training/supports (in addition to 5 per cent who are already working through Irish or would be ready to work through Irish immediately).

If you take into account that those who indicated that they did not know/had not thought about it, to these two questions could also perhaps be influenced (32 per cent and 27 per cent respectively), these are extremely positive figures.

In addition, the research showed that 11 per cent of the survey participants had a competent level of spoken Irish (level B2-C2 on the Common European Framework of Reference for Languages (CEFR), and 13 per cent of them had the imminent potential to be

competent (level B1). In contrast, only 3 per cent always or often use it as part of their official work. Another 10 per cent stated they used it now and again.

Given that the research also shows that it is not currently the norm for public bodies to keep a record of the number of staff they have with Irish and/or the number of staff who have undertaken an Irish language training course – it would seem that there is potential here for increased skills matching and a number of quick wins that public bodies can start capitalising on towards achieving the 20 per cent recruitment target, for example:

• utilising workforce planning as a core tool to identify specific roles that would require bilingual employees. Customer services and vulnerable services in the Gaeltacht and in general would be priorities in this regard as well as supportive corporate roles;

• providing Irish language training courses for current staff on a proactive basis, to keep a record of those undertaking the courses, and to promote the Irish Language Network for the Public Sector;

• proactively recruit people with Irish and gather information through the recruitment process on candidates’ wishes to work bilingually; their current level of Irish; and their wish to improve their Irish language skills, if necessary; and

• examine the current various career pathways to entering the public body and develop them to include Irish language aspects if needed. The development of apprenticeships through which language skills can be developed is seen as particularly important in this regard, in line with commitments given in the Public Service Apprenticeship Plan 2023, along with internships and periods of work experience.1

An tAire Gaeltachta Dara Calleary TD: I dtreo seirbhís phoiblí dhátheangach

Soláthraí den scoth de sheirbhísí poiblí dátheangacha mar aon le fostóirí den scoth dóibh siúd le Gaeilge, nó ar mian leo cur lena scileanna Gaeilge – sin í an fhís don earnáil phoiblí sa tréimhse amach romhainn, sríobhann an tAire

Forbartha Tuaithe agus Pobail agus Gaeltachta, Dara Calleary TD.

Ag croílár iarrachtaí an Rialtais sa bhogadh i dtreo seirbhís phoiblí dhátheangach, tá feidhmiú iomlán agus rathúil Acht na dTeangacha Oifigiúla. Tá an obair seo criticiúil ó thaobh an Ghaeilge a neadú isteach agus a normalú mar chuid lárnach de sholáthar seirbhísí poiblí na tíre seo, agus a chumasú do lucht labhartha na teanga í a úsáid ina bplé leis an Stát. Mar thaca don obair seo, leag an Rialtas síos sprioc uaillmhianach earcaíochta, go mbeidh Gaeilge ag 20 faoin gcéad d’earcaigh chuig comhlachtaí poiblí faoi dheireadh 2030.

De réir mar atá comhlachtaí poiblí ag obair i dtreo na sprice seo, cinnteoidh siad go mbeidh líon-dóthanach foirne acu chun seirbhísí dátheangacha iomlánacha agus ar ard-chaighdeán a chur ar fáil – go háirithe i gcomhthéacs seirbhísí custaiméara agus leochaileacha don Ghaeltacht agus go ginearálta.

Ní sprioc aonarach, i bhfolús í seo dar ndóigh. Tá sí mar chuid d’éiceachóras níos leithne atá á thógáil faoin reachtaíocht teanga. Céim shuntasach chun cinn sa mhéid seo a bhí i bhfoilsiú an Phlean Náisiúnta um Sheirbhísí

Poiblí Gaeilge i mí Dheireadh Fómhair 2024 – an chéad straitéis náisiúnta rialtais i stair an Stáit do sholáthar seirbhísí poiblí Gaeilge. Tugadh faoi thaighde cuimsitheach i leith ullmhú an Phlean seo agus déantar torthaí luachmhara an taighde seo a leagann amach ann.

Díríonn an Plean Náisiúnta ar chúig mhórthéama straitéiseacha sna réimsí seo a leanas:

1. tionscnaimh leathana agus neartú struchtúir reatha;

2. soláthar seirbhísí poiblí trí Ghaeilge;

3. teicneolaíocht;

4. oiliúint, earcaíocht, agus inniúlacht teanga; agus

5. bailiú sonraí.

Réimsí atá ag teacht le straitéisí athchóirithe eile de chuid an Rialtais ar nós Seirbhísí Poiblí Níos Fearr agus Straitéis Athnuachana na Státseirbhíse.

Beidh dhá Phlean Gníomhaíochta trí bliana ag tacú leis an bPlean Náisiúnta, a leagfaidh amach na gníomhaíochtaí sonracha chun cuspóirí straitéiseacha ardleibhéil na dtéamaí seo a bhaint amach. Clúdóidh an chéad phlean gníomhaíochta an tréimhse 2025-2027 agus cuirfear é faoi bhráid an Rialtais lena cheadú sa tréimhse ghearr amach romhainn.

Go comhthreomhar leis an obair seo, beidh dátaí á socrú go luath chomh maith faoina mbeidh oifigí poiblí Gaeltachta ag feidhmiú trí Ghaeilge agus faoina gcuirfear seirbhísí poiblí Gaeltachta ar fáil trí Ghaeilge. Beifear ag tabhairt faoin gcéad bhabhta comhairliúchán ar na caighdeáin teanga le comhlachtaí poiblí agus leis an bpobal chomh maith sa tréimhse ghearr amach romhainn. Tá córas na gcaighdeán teanga bunaithe ar chóras rathúil na Breataine Bige agus le teacht in áit chóras na scéimeanna teanga anseo.

I dtaca leis seo go léir, tá obair ar bun faoin bPlean Digiteach don Ghaeilge chun a chinntiú go bhfuil an Ghaeilge i lár an aonaigh ó thaobh forbairtí teicneolaíochta – go háirithe IS (AI) agus spriocanna eile an Rialtais ó thaobh seirbhísí ábhartha a bhogadh ar líne faoi Leas a Bhaint as Digitiú: Creat Digiteach na hÉireann.

I gcomhthéacs na sprice earcaíochta 20 faoin gcéad, leagtar béim sa Phlean Náisiúnta ar uasoiliúint teanga a chur ar fhoireann reatha de chuid comhlachtaí poiblí – anuas ar daoine le Gaeilge a earcú ón taobh amuigh. Ag teacht leis seo, léirigh torthaí an tsuirbhé a rinneadh mar chuid den taighde don Phlean, inar ghlac c. 35,000 fostaí den earnáil phoiblí páirt, báúlacht ar leith i dtreo na teanga, mar shampla dúirt:

• 50 faoin gcéad go mbeadh suim acu cur lena n-inniúlacht sa Ghaeilge; agus

“Rialtas síos sprioc uaillmhianach earcaíochta, go mbeidh Gaeilge ag 20 faoin gcéad d’earcaigh chuig comhlachtaí poiblí faoi dheireadh 2030.”

An

tAire Forbartha Tuaithe agus Pobail agus Gaeltachta, Dara Calleary TD

• 23 faoin gcéad go mbeadh suim acu dul ag obair trí Ghaeilge le breis oiliúna/tacaíochtaí (anuas ar 5 faoin gcéad atá ag obair trí Ghaeilge cheana féin nó a bheadh réidh le dul ag obair trí Ghaeilge láithreach).

Má thógann tú san áireamh go bhféadfaí dul i bhfeidhm chomh maith ar na daoine a chur in iúl nach raibh a fhios acu/nár smaoinigh air, don dá cheist thuasluaite (32 faoin gcéad agus 27 gcéad faoi seach), is figiúirí thar a bheith dearfacha iad sin.

Anuas air sin, léirigh an taighde go raibh leibhéal cumasach Gaeilge labhartha, leibhéal B2-C2 ar an CEFR, ag 11 faoin gcéad de rannpháirtithe an tsuirbhé agus poitéinseal a bheith cumasach gan mhoill, leibhéal B1, ag 13 faoin gcéad acu. I gcodarsnacht leis seo, níor úsáid ach 3 faoin gcéad í mar chuid dá gcuid oibre oifigiúil i gcónaí ná go minic. Bhí 10 faoin gcéad eile a d’úsáid í anois agus arís.

Ag tógáil san áireamh gur léirigh an taighde chomh maith nach gnáth-nós é ag comhlachtaí poiblí faoi láthair taifead a choinneáil ar an líon foirne atá acu le Gaeilge agus/nó líon foirne a thug faoi chúrsa oiliúna Gaeilge – feictear go bhféadfaí tuilleadh béime a chur ar meaitseáil scileanna agus go bhfuil cúpla deis anseo do chomhlachtaí poiblí céimeanna praiticiúla a thógáil gan mhoill i dtreo na sprice earcaíochta 20 faoin gcéad, m.sh.:

• an phleanáil don fhórsa saothair a úsáid mar chroí-uirlis chun róil ar leith a mbeadh fostaithe

dátheangacha de dhíth a aithint. Is iad seirbhísí custaiméara agus leochaileacha sa Ghaeltacht agus go ginearálta na tosaíochtaí aitheanta sa mhéid seo mar aon le róil chorparáideacha tacaíochta;

• cúrsaí oiliúna Gaeilge a chur ar fáil don fhoireann reatha ar bhonn réamhghníomhach, taifead a choinneáil díobh siúd a thugann faoi na cúrsaí, agus Gréasán Gaeilge na hEarnála Poiblí a chur chun cinn ina measc;

• earcú réamhghníomhach a dhéanamh ar dhaoine le Gaeilge agus eolas a bhailiú tríd an bpróiseas earcaíochta maidir le mian iarrthóirí oibriú go dátheangach, a leibhéal reatha Gaeilge, agus a mian cur lena scileanna Gaeilge, más gá; agus

• féachaint ar chonairí gairme éagsúla reatha isteach ag an gcomhlacht poiblí agus forbairt a dhéanamh orthu le gnéithe Gaeilge a chuimsiú iontu más gá. Feictear go mbeidh tábhacht ar leith ag baint le forbairt printíseachtaí trína bhféadfaí scileanna teanga a fhorbairt sa mhéid seo, ag teacht le gealltanas ina leith seo i bPlean Printíseachta na Seirbhíse Poiblí 2023, mar aon le hintéirneachtaí agus tréimhsí taithí oibre.1

Shape the future with confidence

The future of work: Adapting to thrive in a changing landscape

The workplace is undergoing a fundamental shift. Technology, evolving expectations of workers and employers, as well as new business priorities are shaking up the traditional workplace, write EY’s Judith Crawford and Hannah de Burgh Whyte.

Typical models of work, career progression, employee engagement and office life are being challenged. At the centre of this shift is a critical question: how can the public sector not only adapt, but gain a competitive advantage in this new world of work?

The EY 2024 Work Reimagined Survey, based on insights from 17,350 employees and 1,595 employers across 23 countries and 27 industries, highlights a clear trend: “traditional models of career, reward, and workplace structure are being redefined.” Employees today prioritise flexibility, meaningful rewards, and continuous development opportunities. Organisations that are not adapting at the same speed risk losing their competitive edge and attractiveness as employers of choice. While certainly a challenge, it does present an opportunity for the public sector. By rethinking workforce strategies, organisations can build talent advantage (their ability to attract, engage, and retain top talent) by focusing on three core areas:

• investing in agile skills development by ensuring staff are equipped for an AIdriven future;

• provision of holistic benefits and career development opportunities beyond the remuneration offering; and

• redefining workplace culture by embracing flexibility and hybrid models.

Key disruptors shaping the future of work, according to the EY survey include Generative AI (GenAI) adoption, which has surged from 22 per cent to 75 per cent in just one year. Flexible work remains a priority, prompting the public sector to reconsider the employee value proposition, staff engagement approaches, leader and line manager capability to manage performance appropriately and office space strategies.

How can the public sector build talent advantage?

1. Embracing AI and agile skills development

Shape the future with confidence

One of the most striking findings from the EY survey is the rapid acceleration of AI adoption. Over the past year, GenAI usage has risen significantly, with usage highest in the technology sector (90 per cent) and lowest in government and public services (60 per cent) across the globe. This disparity underscores the need for a structured approach to AI integration, ensuring that employees across all sectors have the skills and confidence to work effectively alongside emerging technologies.

The current Programme for Government points to ambitions to ensure Ireland is a leader in the Digital Economy and AI. Realisation of this vision will require public sector organisations to focus on investment in continuous learning for staff at all levels. A programme of digital maturity building will help to ensure staff can appropriately use AI technologies, manage and govern data, and apply data and technology to user design. Integration of AI into learning and development interventions via AIpowered learning platforms can personalise career development and improving learner journeys and change adoption. Focusing on digital transformation will certainly improve service delivery and efficiency but this is dependent upon upskilling the workforce to the level of digital maturity needed to fully embrace it and to harness its full potential.

2. Expanding rewards: A holistic approach to employee value

While competitive pay remains a key component of the employee value proposition, current and potential new staff want more than just financial compensation. They value well-being, career growth, and work-life balance. This is where the public sector can differentiate itself. To boost retention and engagement, organisations should consider greater prioritisation of wellbeing through flexible schedules, mental health supports, wellness programmes and personalised benefits tailored to meet diverse employee needs, including professional development and work arrangements. The provision of clear career pathways has been proven to support retention - while this may be a challenge for the ‘generalist’ civil servant, there are opportunities across specialist functions to provide these pathways and entice staff to stay and build their career within the public sector.

3. Rethinking workplace culture in a hybrid world

The traditional office-based work model can no longer be the default. Employees increasingly expect flexibility, autonomy, and a sense of purpose, making it essential for organisations to rethink how they cultivate workplace culture. To build an effective, untethered workplace culture, public sector organisations should focus on supporting leaders to manage hybrid teams – success in a flexible workplace depends on trust, clear objectives, and engagement rather than monitoring hours worked. Organisation should invest in digital collaboration tools that support seamless communication and productivity, and reconfigure office spaces to including collaboration hubs, not just provide space to sit at a desk. The focus here is on creating a modern, agile work environment, supported by policies that allow flexible and remote working arrangements.

The EY 2024 Work Reimagined Survey reinforces a simple truth: the world of work is evolving, and organisations must evolve with it. To remain competitive and future-proof their workforce, public sector organisations should prioritise:

Judith Crawford is a Partner in EY’s People Consulting team and leads services to the Government and Public Sector.

Hannah de Burgh Whyte is a People Consulting Director with EY and focuses on supporting client in the Government and Public Sector.

• investment in AI and skills development across the workforce;

• adoption of flexible, hybrid-friendly work models;

• broadening employee rewards and well-being programmes: and

• refining retention strategies to reduce attrition.

Public sector organisations that embrace these changes will not only thrive in the new world of work but will also play a pivotal role in shaping Ireland’s future economy and deliver on the commitments in the new Programme for Government.

W: www.ey.com/en_ie

Chartered director programme elevates Ireland’s C-suite

Eileen Gleeson, Programme Director, Chartered Director Programme in Ireland, Institute of Directors Ireland.

IoD Ireland’s gold-standard director programme equips leaders for today’s governance challenges.

Strong, empowered leadership is an essential component during times of great economic change, and for both national and multinational businesses operating in Ireland, the need for knowledgeable and effective leaders is more urgent than ever.

“Effective leadership is at the heart of every successful organisation,” says Caroline Spillane, chief executive officer of the Institute of Directors (IoD) Ireland.

“The role of a director or senior executive is ever-evolving, requiring a blend of strategic vision, strong governance, and technical expertise.”

IoD Ireland is forging a path towards leadership excellence through its Chartered Director Programme. This is the gold standard in director education, and is delivered by one of Ireland’s most respected authorities on governance and leadership.

Spillane adds: “Its blend of practical application, expert teaching and professional recognition makes the

Chartered Director Programme a musthave for directors and business leaders who are committed to governance excellence and are ambitious for their businesses.”

Programme structure and USP

The Chartered Director Programme offers an innovative blend of peer-topeer learning, academic education and real-world insights with participants from diverse industries and experiences. It is led by a faculty of governance specialists and chartered directors.

Programme Director Eileen Gleeson reflects that one of the distinguishing features of this course is its focus on small in-person class sizes, which fosters a collaborative learning environment where participants can engage deeply with the material and with one another.

“The breadth and scope of participants is impressive – spanning SMEs, large

corporations, multinationals, NGOs, charities and state bodies,” she said.

“These varied sectors bring different perspectives and experiences, enriching the learning experience and creating networks that last a lifetime. The programme is suitable for those in leadership positions within their organisations as well as those who are in non-executive roles or are transitioning into a non-executive career.

“Upon completing the programme, participants join an alumni community that continues to provide professional development opportunities and networking long after the programme ends. Their IoD membership and alumni community ensure they are supported throughout the rest of their executive and non-executive careers.”

Real-world impact

The true value of the Chartered Director Programme lies in the experiences and successes of those who have completed it. For Margot Slattery, global head of diversity and inclusion at ISS A/S, the programme offered both structure and support, making it manageable alongside a full-time role. She found it to be a transformative experience, leaving her “much better prepared for the future”.

Fiona Flannery, an independent nonexecutive director and financial services expert, emphasises its practicality, noting that while it sharpened her technical skills, it also equipped her with a “great toolkit to encourage meaningful boardroom debate and challenge.” The programme reinforced the importance of fiduciary duties, instilling a deep sense of responsibility in her board engagements.

A must have for directors and business leaders

For Peter Oakes, fintech leader and INED, the benefits extended beyond education thanks to its invaluable networking opportunities. The Institute of Directors, he says, offered “high-quality

Caroline Spillane, Chief Executive Officer, Institute of Directors Ireland.

events and access to a peer network that is incredibly useful for staying at the forefront of governance trends”.

Derek Kehoe, chief executive and head of country at BNP Paribas Ireland, experienced the programme as a pivotal confidence booster early in his board career. Shortly after stepping into the role of chief executive and joining multiple boards, he found that becoming a chartered director “gave [him] huge confidence at the board table”, particularly as a chairman.

Comprehensive syllabus

The Chartered Director Programme covers a broad range of competencies essential for effective directorship and leadership. Subjects include the role of the director and the board from an Irish and international perspective; the principles and practices that ensure ethical and effective leadership; strategic development – learning to guide organisations through both internal and external challenges; financial oversight and decision making; and leadership in

management and boards – cultivating leadership skills for managing teams and steering boards towards success.

Upon successful completion of the programme, the participant is awarded a certificate and diploma in Company Direction, and then may be eligible to pursue the prestigious Chartered Director accreditation.

As the only organisation in Ireland to offer full Chartered Director designation, IoD Ireland is uniquely positioned to help shape the future of corporate governance and leadership.

“The IoD Chartered Director Programme was a very professional, enriching and personally rewarding experience,” says Luke Hanlon, managing director of Supervalu and Centra. “The material covered was excellent, spanning leadership, governance, strategy and company finance. The programme was curated and organised in a really accessible way, which I found particularly helpful as I am in a full-time executive role.”

Spillane concludes that, “by participating in the Chartered Director Programme, directors and senior executives can position themselves at the forefront of leadership excellence. Equipped with the skills, knowledge and network necessary for guiding their organisations toward sustainable success, graduates of the programme are ready to take on today’s governance challenges.

“IoD Ireland remains committed to shaping the future of leadership in Ireland, empowering its vision of making the country an exemplar in corporate governance.”

The IoD Chartered Director Programme. Enrolling now for September 2025. Learn more: www.iodireland.ie

Shape the future with confidence

Sustainable development education and ESG

Patrick Paul Walsh, Vice President of Education and Director of the SDG Academy, UN Sustainable Development Solutions Network (SDSN), tells eolas Magazine about the imperative of sustainable development education in ESG professional training.

Walsh articulated the case for the integration of sustainable development education into professional training frameworks, particularly as they pertain to the evolving demands of environmental, social, and governance (ESG) compliance. His remarks underscore the need to equip the current and future workforce with the requisite knowledge and skills to navigate global sustainability challenges, which are increasingly shaping regulatory and corporate landscapes.

Walsh emphasises that the transition towards sustainable economic models cannot be achieved without a corresponding shift in workforce education. “Irrespective of prior academic or professional qualifications,” he observes, adding: “There exists a pervasive gap in understanding how economic activities intersect with ecological and social systems.” This gap, he argues, is particularly evident in

the corporate sector, where ESG reporting and compliance have introduced new layers of complexity.

The SDG Academy, under Walsh’s leadership, has sought to address this gap through the provision of open-access educational resources. “While the availability of free online courses represents a significant step forward, the real challenge lies in embedding these materials into formal professional development pathways, ensuring that they are not merely consumed but actively applied within organisational contexts,” he says.

Workforce development

Since its inception, the SDG Academy has disseminated knowledge through a suite of online courses, many of which have been widely adopted by academic institutions,

Shape the future with confidence

governmental bodies, and multinational corporations. Walsh highlights the scale of this reach: “To date, our courses have been certified by over one million learners, a figure that, while substantial, does not fully capture the broader, informal utilisation of these resources across sectors.”

Of particular relevance to the workforce of the future is the Academy’s focus on interdisciplinary learning. Courses such as the SDG Academy’s Planetary Boundaries and The Age of Sustainable Development are designed to provide professionals with a holistic understanding of sustainability, transcending traditional disciplinary silos.

“The feedback from corporate learners,” Walsh remarks, “indicates that this broader perspective is invaluable when navigating ESG frameworks, as it enables professionals to contextualise their roles within larger systemic challenges.”

Mission 4.7

Central to Walsh’s argument is the principle articulated in Sustainable Development Goal Target 4.7, which advocates for sustainable development education as a lifelong endeavour. “The prevailing assumption that sustainability education should be confined to primary or secondary schooling is fundamentally misplaced,” he asserts. “Given the urgency of the climate crisis and the rapid evolution of regulatory requirements, it is incumbent upon us to ensure that continuous learning opportunities are accessible to all segments of the workforce.”

This perspective has been reinforced by recent international policy developments, including the midterm review of the SDGs, co-facilitated by Ireland and Qatar, which explicitly endorsed lifelong learning as a cornerstone of sustainable development. “The recognition of this continuum at the highest levels of global governance underscores the necessity of aligning professional training with the broader objectives of the 2030 agenda,” Walsh notes.

Challenges and opportunities for SMEs

Walsh asserts that there is a disproportionate burden that ESG compliance places on small and medium-sized enterprises (SMEs), which often lack the resources to navigate these requirements independently. “The prevailing model is one in which larger corporations impose ESG standards upon their supply chains, effectively externalising the costs of compliance onto SMEs,” he observes. This dynamic, he argues, is unsustainable and necessitates a more equitable approach to workforce upskilling.

To this end, Walsh advocates for a coordinated industrial policy framework, wherein regulators, educational institutions, and industry stakeholders collaborate to standardise and subsidise ESG training. “The historical precedent for such an approach exists,” he notes, referencing Ireland’s experience with structural economic reforms in the late 20th century. “When the State assumes responsibility for workforce development, the transition towards sustainable practices becomes significantly more manageable for smaller enterprises.”

Insurance and financial services

Walsh states that that the insurance sector is a catalyst for ESG integration. “The increasing frequency of climate-related disruptions has rendered many assets uninsurable,” he says. “This presents both a risk and an opportunity for the financial services industry to reorient itself towards sustainability.”

Walsh highlights ongoing collaborations with reinsurance firms and academic institutions to develop training programmes that frame ESG through the lens of actuarial science. “By quantifying sustainability risks in financial terms,” he explains, “we can create a more robust incentive structure for ESG compliance, one that resonates with both corporate decision-makers and policymakers.”

Concluding, Walsh reiterates the necessity of systemic reform in workforce education. “The challenges we face are not merely technical but structural,” he says. “Without a concerted effort to democratise access to sustainability education, the transition to a sustainable economy will remain uneven and incomplete.”

Cyber resilience in the future of work

putting businesses at risk and leading to missed career opportunities in a fast-growing industry with 0 per cent unemployment and salaries, on average, 19 per cent higher than the national average.

The World Economic Forum’s (WEF) Future of Jobs 2025 report highlights that Ireland faces a 76 per cent transformation barrier due to skill gaps in the labour market, significantly higher than the global average of 63 per cent. Skill gaps are the biggest barrier to business transformation, with 63 per cent of employers identifying them as a major challenge over the 2025-2030 period. To address this, 85 per cent of employers plan to prioritise upskilling

their workforce, with 70 per cent expecting to hire staff with new skills.

How Cyber Skills is closing the gap

Cyber Skills is tackling this challenge by offering practical, industry-focused education that ensures professionals are workplace-ready. Funded by the Higher Education Authority (HEA) Human Capital Initiative (HCI) Pillar 3, Cyber

Skills is a collaboration between Munster Technological University (MTU), Technological University Dublin (TU Dublin), and the University of Limerick (UL). It provides online, flexible, university-accredited micro-credentials and job role-specific pathways to help professionals upskill and reskill in cybersecurity. Learners can benefit from the HEA HCI Pillar 3 Micro-Credentials Learner Fee Subsidy, which provides an 80 per cent reduction on course fees, making cybersecurity education more accessible.

To meet specific workforce demands, Cyber Skills has developed targeted programmes in partnership with industry and government agencies. One example is a programme designed with two regional councils to support information security roles in small IT departments, such as those found in regional county councils and small businesses. This initiative equips learners with both technical skills, such as vulnerability analysis, and managerial skills, including AI for cyber resilience and cyber policy and process management. With direct relevance for

SMEs and all 31 local authorities, this programme strengthens organisations’ ability to handle evolving cybersecurity challenges.

Cyber Skills Project Manager Jacqueline Kehoe highlights the growing industry shift: “By working closely with partners such as Dell, Mastercard, and government agencies, Cyber Skills ensures that its programmes align with industry needs. More companies now view cybersecurity as a core business strategy rather than a niche IT concern. This shift underscores the importance of developing a cybersecurity workforce capable of protecting Ireland’s businesses and public services.”

Cybersecurity careers: Technical and nontechnical pathways

Cybersecurity is no longer just about prevention; it is about resilience and recovery. As businesses strive to protect their digital assets, the demand for skilled professionals is growing across multiple domains.

For technically skilled professionals, career paths include:

• IT networking and engineering

• Cloud security

• Secure software development

• Chief Information Security Officer (CISO) roles

For those cross disciplinary roles, opportunities exist in:

• Risk management

• Legal and compliance

• Incident response management

• Cybersecurity communication and education

“The NIST NICE framework defines 52 cybersecurity roles, and that is probably not even all of them,” Kehoe adds.

Hands-on cybersecurity training: The Cyber Range

A critical component of Cyber Skills’ approach is its investment in a national Cyber-Range infrastructure made possible by initial funding from the HEA. The Cyber Range provides a safe, cloud-based environment where learners can gain practical experience in cyberattack and defence scenarios.

Key features:

• Real-world training: Students take on both attacker and defender roles to understand security vulnerabilities.

• Customisable exercises: Instructors tailor training modules to specific skills and industry challenges.

• Live progress tracking: Educators monitor student performance in real time, offering feedback and guidance.

This hands-on experience ensures that graduates are workplace-ready, equipped with the skills to handle realworld cybersecurity threats.

The future of cybersecurity education in Ireland

With regulations such as NIS2 and DORA coming into effect, businesses must act now to remain compliant and secure. Cyber Skills offers industrydriven education to equip professionals with expertise in security threats, risk assessment, and data protection.

For those new to cybersecurity, the Higher Diploma (HDip) in Cybersecurity Operations, offered through Springboard, provides an ideal entry point. Designed for individuals without a technical background, it covers network security, threat detection, and compliance-helping professionals transition into the cybersecurity workforce.

Killian O’Leary, a tech recruiter and coach at The Berkley Group, shares his experience as a student of Cyber Skills’ Certificate in Digital Operational Resilience at MTU: “With a full-time job and two kids, professional development can sometimes take a back seat. Selfdiscipline and time management are key. The Cyber Security Risk Frameworks course, excellently delivered by Gillian O’Carroll through Cyber Skills, has been hugely worthwhile. It aligns perfectly with my passion for cyber and learning and provides invaluable insights into resilience, risk management, and the evolving DORA regulations.”

Technology and human skills: A balanced approach

The Future of Jobs 2025 report highlights that the fastest-growing skills include Big Data, AI, networks, cybersecurity, and technology literacy.

However, creative thinking, resilience, flexibility, agility, curiosity, and lifelong learning are also expected to be highly valuable over the 2025-2030 period. With skill gaps being a major challenge for businesses, effective reskilling and upskilling initiatives are essential for talent retention and attraction. Cyber Skills addresses this demand by providing micro-credentials—small, accredited courses designed to meet the needs of learners, enterprises, and organisations. These courses upskill and reskill SMEs, ICT professionals, public sector organisations, and individuals, equipping them to navigate an evolving digital landscape. With the HEA HCI Pillar 3 Micro-Credentials Learner Fee Subsidy, a micro-credential that was €800 is now €160.

Killian O’Leary reinforces the importance of acting now: “The demand for cybersecurity professionals is growing fast. Now is the time to gain the skills that employers are looking for.”

Securing Ireland’s digital future

Cyber threats are constantly evolving, and cybersecurity education must adapt accordingly. Cyber Skills continues to expand its offerings to include AI security, cloud security, and threat intelligence, ensuring professionals are prepared for future cybersecurity challenges.

As the digital economy grows, so too does the need for a highly skilled cybersecurity workforce. While Ireland faces significant skill gaps, initiatives like Cyber Skills are bridging the divide through flexible, industry-focused education. By investing in skills today, Ireland is positioning itself as a global leader in cybersecurity, ensuring its workforce is prepared to tackle the challenges of the future.

Take the next step in your career. Upskill or reskill in cybersecurity.

Apply now at www.cyberskills.ie

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Towards a National Better Work Strategy

Four proposed actions to improve job quality in Ireland through the ‘better work’ agenda are outlined in a report published in July 2024 by the National Economic and Social Council’s (NESC) titled Towards a National Better Work Strategy.

Better work is a concept of job quality based on material measures like wages, and non-material measures like autonomy. The report claims implementing better work leads to improved productivity, more robust recruitment and retention, and enhanced service and product quality.

The report also illustrates the benefits it can have for wider society, stating it improves living standards, creates more sustainable jobs, reduces poverty and inequality, improves the economy, and supports social cohesion.

The proposed actions outlined in the report are:

• to establish sectoral taskforces to build productivity and resilience in sectors with capacity to support better work;

• to collaborate with social partners on the delivery of a national strategy for better work;

• to conduct research to provide evidence in support of better work; and

• to promote workplace innovation to improve skills, thus increasing productivity.

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Challenges and reforms

Informing the proposed strategy, the report traces challenges facing businesses arising from labour market reforms already introduce or in progress. Such reforms include the replacement of the national minimum wage with the statutory living wage by 2026, statutory sick pay, and enhanced parental leave.

Analysis of reforms by the Irish Government Economic and Evaluation Service (IGEES) found they “will lead to benefits that accrue to both the individual employee and to broader society”. However, it notes that it will also lead to additional costs for businesses, stating there must a “trade-off” between low-income employees who will benefit from reforms, and low-margin businesses that will be worst impacted by them. Some firms will not be able to absorb costs, leading to reduced working hours or job losses for workers, and higher prices for consumers.

The report asserts that a strategy can mitigate the impact of these reforms on businesses, while realising their potential to improve employee wellbeing and increase productivity.

On increasing productivity, the report outlines how it is enhanced by increasing wages and vice versa. As identified by the European Commission, “a significant productivity gap” has opened up between large and small enterprises in Ireland, reducing the capacity small enterprises have to increase wages. This poses a significant problem for the labour market as 69.2 per cent of workers in Ireland are employed by smaller firms.

To address this, the NESC states that increased productivity can be achieved through enhanced employee engagement enabled by human resource management. This includes tailored sectoral programmes to “foster and deepen the quality of employee engagement”.

Policy

NESC traces gaps in data regarding the monitoring of job quality and fair work, suggesting that a national better work survey be conducted to address this, potentially on an allisland basis. A research programme, containing the views of employees, is pinned as vital in informing policy action to support better work.

Policy and institutional arrangements must be installed to support the implementation of the proposed strategy, the report notes. It points to the success of Scotland and Wales in implementing the Fair Work agenda, facilitated by the establishment of dedicated policy units. The report recommends adopting a similar approach to deliver the strategy for better work, noting that policy must balance the impacts of associated costs arising from better work, and its impact on the quality of public services.

NESC cautions that policy must be drafted in an inclusive manner to improvement the engagement of minority groups with the labour market, whom the report asserts face barriers to employment.

Building on the notion of a sectoral approach, the Strategy recommends the establishment of sectoral task forces to support the better work agenda. Pointing to the success of sectoral forums for the ‘Fair Work’ agenda in Scotland and Wales, the report states that this can “highlight the sector-specific issues and challenges of better work”. Adopting this approach can enhance productivity, increase investment, and enhance skills development, according to the report.

Skills development is pinned as a key priority in the strategy so workers can meet changing skills demands “generated by globalisation, demographic change, and the green and digital transitions”. A 2023 OECD study, Skills Strategy Ireland, cited in the report, notes that skills development has been “a consistent public policy priority” in Ireland, but asserts that many workers do not have the necessary skills to succeed in the labour market of the future. To address this, the OECD recommends that Ireland “reinvigorate its strategic focus on workplace innovation”, a suggestion endorsed by NESC.

In July 2024, the Department of the Taoiseach welcomed the publication of the report, asserting that its recommendations are “fully aligned with the Programme for Government 2020 and the White Paper on Enterprise 2022-2030”. However, as of May 2025, the recommendations have not yet been implemented.

Unique skills strategy increases Fingal’s economic attractiveness

With its strategic location, strong population growth, and diverse economic base, Fingal is a key driver of the Irish economy with a highly skilled and experienced workforce that supports both local and multinational companies.

In 2024, Fingal County Council adopted Future Fingal: An Economic Development Strategy which looks to develop the Fingal economy out to 2040. It highlighted the need for skills development to meet the challenges facing the Fingal economy. Having already launched, in 2019, the first cross-sector skills strategy developed at a local level in Ireland, Fingal already had a range of recommendations and actions in place to grow the skills of the workforce in Fingal, benefitting both citizens and employers.

Through the Skills Strategy Implementation Group, which was set up in 2021, Fingal County Council worked with local stakeholders to identify key sectors and potential skill

shortages that may emerge in Fingal before seeking opportunities to address these skills shortages by working in partnerships with industry and the education sector.

The key sectors identified in Fingal are:

• construction;

• green skills;

• services/hospitality;

• transport and logistics;

• pharma; and

• agri food.

In February 2025, the second iteration of the Fingal Skills Strategy was launched at an event in Baldoyle

Training Centre which was attended by Councillors, MEPs, Oireachtas members and representatives from private business as well as the education and training sector.

The new strategy, which is called Future Fingal: Fingal Skills Strategy 2024-2029, is more focused than the first strategy as it looks to directly address workforce needs, enhance business opportunities, and strengthen Fingal’s position as a leading economic hub according to John Quinlivan, Director of Economic Enterprise and Cultural Development with Fingal County Council.

“By identifying key sectoral needs and forecasting existing and future skills gaps, the Fingal Skills Strategy seeks to ensure that businesses, particularly SMEs, have access to a highly skilled workforce. The Strategy also encourages innovation, support for entrepreneurship, and adaptability, by focusing on the importance of transversal skills, supporting lifelong learning, and identifying the skills needed to keep pace with evolving digital and green economy trends,” says Quinlivan.

The latest iteration of the Fingal Skills Strategy builds on the successes of the original by incorporating European good practices from participation in the Interreg SKYLA Project which address local challenges and the evolving skills needs of the county. It also seeks to address global challenges, harness technological advancements, and tackle skills shortages, ensuring the county remains competitive and prepared for the future.

A key focus is how Fingal can enable the transition to a green economy. The strategy recognises that key sectors must adapt to new sustainability regulations, climate targets, and consumer demands for eco-friendly practices. To support this shift, the

The Fingal Skills Strategy has strong support from a variety of key stakeholders.

Strategy’s stakeholders are keen to integrate green skills into Further Education and Higher Education training programmes, apprenticeships, and progress industry collaborations to ensure employers and employees are prepared for a low-carbon future.

The Mayor of Fingal, Councillor Brian McDonagh, who launched the new strategy, added that residents of Fingal will benefit from meaningful and futureready employment opportunities closer to home.

“The strategy sets out an ambitious vision for the future of skills development in Fingal, empowering our citizens to reach their full potential and contribute to our vibrant and dynamic county. It also looks at ways to support labour market participation by removing barriers, such as childcare and transport, to provide a more inclusive work environment in Fingal. We want to continue to work in partnership with our Skills Strategy stakeholders to ensure that we have the right people for the right jobs in Fingal.”

The Fingal Skills Strategy 2024-2029 was developed by Fingal County Council in collaboration with the Skills Strategy Implementation Group (SSIG) which includes business and industrial stakeholders as well as education and training providers such as Dublin and Dún Laoghaire Education and Training Board (DDLETB), City of Dublin Education and Training Board (CDETB), Dublin City University (DCU), Technological University Dublin (TUD), Fingal Skillnet, Dublin Regional Skills Forum (DRSF), and the Skills and Labour Market Research Unit (SLMRU) in SOLAS.

According to the Chief Executive of Fingal County Council, AnnMarie Farrelly, having the right partners is the key to ensuring a successful implementation of the strategy.

“Fingal has supported the development of a strong collaborative working relationship between industry and academia to address the existing and future skills needs in the county and ensure that Fingal is a prime location to invest and grow a business in with a strong pipeline of talent,” says Farrelly.

That commitment was evident in the successes delivered in the first Skills Strategy which saw groups being set up to review the skills requirements in each of the prioritised sectors. In transport and logistics, for example, a need was identified for customs agents to deal with the extra paperwork created by

Brexit and the result was the successful roll out of suitable courses by the Dublin and Dún Laoghaire Education Training Board.

The first strategy also paved the way for the Xplore Your Future TY Expo which is an annual interactive event designed to help Transition Year students explore different career possibilities which they may not have considered before and meet and talk with young people already on these career paths for inspiration.

The development of the Fingal Skills Strategy has included consultations with stakeholders such as employers, education and training providers, and trade unions to identify skills gaps and forecast future needs. The Council hopes that participation in the Interreg Project SKYLA will raise awareness of available skills supports and provision; promote in-work progression through

life-long learning, upskilling and reskilling; and unlocking a wider talent pool by improving labour market participation.

By broadening the skills base and promoting flexible learning options, the Strategy aims to equip the local population with the necessary skills to pursue rewarding careers and contribute to the long-term success of the Fingal economy.

For more information on the Fingal Skills Strategy 2024-2029 go to: Web: www.fingal.ie/fingal-skillsstrategy

Or contact Alison Foster, Fingal County Council, Economic, Enterprise, Tourism and Cultural Department.

Email: alison.foster@fingal.ie Tel: 01-8905000

Mayor of Fingal, Councillor Brian McDonagh, with one of the key stakeholders in the Fingal Skills Strategy, Aidan Owens of Baldoyle Training Centre, who is also co-chair of the Skills Strategy Implementation Group.

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ESG Forum 2025

Speakers: Nessa Whelan, UN Global Compact; Susan Rossney, Chartered Accountants Ireland; Kevin

Governance Institute UK and Ireland.

Environment Ireland’s 2025 ESG Forum took place in the Talbot Hotel, Stillorgan, Dublin in February, bringing together key stakeholders to focus on the current challenges facing organisations and their ESG strategies.

The top line up of expert speakers, both local and visiting included Nessa Whelan, Country Manager for Ireland, UN Global Company; Robert Adamczyk, Board Member, Responsible Business Forum Poland; Lisa-Nicole Dunne, Managing Director and Founder, Mantra Strategy; Meaghan Carmody, Senior Sustainability Adviser, Business in the Community; and Johan Fridh, Principal, Sustainability Consulting, AFRY Management Consulting.

We would like to take this opportunity to thank the 2025 ESG Forum sponsors, Byrne Wallace Shields LLP and nucleo, as well as speakers, exhibitors and delegates who joined us in the Talbot Hotel, Stillorgan, Dublin and made the conference a huge success.

O’Sullivan, The Irish Times; Mona Costelloe, Byrne Wallace Shields LLP; and Niamh Duddy, Chartered

Lisa-Nicole Dunne, Mantra Strategy with Karen Outram, Byrne Wallace Shields LLP.

Simona Herbaj with Thomas McGrath, Méadbh Clake, Robert Brown and Henry Daly from sponsoring organisation nucleo.

Patrick Paul Walsh, UN Sustainable Development Solutions Network (SDSN).

Gillian O’Connor, University College Dublin with speaker Kathleen O’Regan, Enterprise Ireland.

Ankush Shirsath, Enterprise Ireland asks the panel a question.

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First post-Covid decline in remote working

The number

of people

who usually work from home decreased

by

approximately 4,100 in the 12 months to Q4 2024, according to the Labour Force Survey by the Central Statistics Office (CSO) published in February 2025.

Demonstrating a pivot away from the full-time work from home model, the number of people who do not work from home increased by 29,200 although the number of hybrid workers has increased by 83,100. However, the number of days this cohort works from home is not included in the data.

Of those surveyed, 19 per cent said they usually work from home, down from 20 per cent in Q4 2023. Data also shows that 16 per cent said they sometimes work from home, up from 14 per cent in 2023.

The trend marks a departure to attitudes to the remote work both during and immediately after the Covid19 pandemic, with the previous Fianna Fáil-Fine Gael-Green Party coalition having viewed he expansion of working from home as an economic and environmental opportunity.

Writing in eolas Magazine in October 2022, former Taoiseach Leo Varadkar

said that the pandemic “changed the world of work forever”. “Millions of people and businesses around the world moved overnight from the office to home working. This shift might have taken decades if it had been planned”.

Varadkar, who was also Minister for Enterprise, Trade and Employment between 2020 and 2022, introduced a remote work strategy in 2021, which outlines a goal of 20 per cent of public sector workers being fully remote. This was backed up by the introduction of legislation which gives workers a right to request remote work.

Former Green Party leader Eamon Ryan told eolas Magazine in August 2022: “If we can reverse volume of travel, and adopt remote working patterns in a way that works for everyone, then we can make transport more sustainable.”

The ending of lockdown restrictions was met with a number of prominent billionaires calling for an end to remote

work. James Gorman, the former CEO of Morgan Stanley, called for an end of the practice in 2022, stating: “If you can go into a restaurant in New York City, you can come into the office.”

This was backed up by Tesla and X (Twitter) CEO Elon Musk, who says: “Remote work is no longer acceptable... If you want to pretend to work, go somewhere else.” Musk subsequently threatened noncompliant employees with termination.

CSO Statistician with the Labour Market Division Colin Hanley says: “When it comes to remote working, almost 540,000 worked more than half their week at home in Q4 2024. This is the lowest reported figure since the onset of the pandemic and equates to an almost 20 per cent decline in people mainly working from home compared with Q4 2020. This was driven by a 5.3 per cent drop in males usually working from home.”

Future proofing business: Your solution to creating an inclusive workplace NOW

As organisations look to the future, embracing inclusion is not just a social responsibility; it is a strategic advantage that drives innovation, performance, and long-term success.

Maeve Monaghan, CEO of NOW Group, an award-winning social enterprise dedicated to supporting individuals with neurodivergence and autism into employment, highlights the importance of fostering inclusive environments as they expand their work across the island of Ireland. Monaghan also explains how the social enterprise that was founded in Belfast is expanding its services across the island of Ireland.

True accessibility goes beyond physical spaces; it is about creating a culture where individuals feel safe, valued and empowered to contribute. While inclusion is gaining traction among HR teams, it must also be a priority at the highest levels of leadership, across boardrooms and the C-suite.

An untapped talent pool in a competitive market

Ireland faces significant challenges when it comes to the employment of individuals with disabilities. Only 32.6 per cent of people with disabilities in Ireland are employed, compared to the EU average of 51.3 per cent. This results in an employment gap of 38.6 per cent between individuals with and without disabilities – significantly higher than the EU average of 24.4 per cent. These figures underscore the urgent need for proactive workplace inclusion initiatives. However, inclusion should not be seen merely as an act of levelling up – it is a smart business decision, especially in the era of skills shortages and workforce challenges. Companies that successfully embed inclusive practices gain a

competitive edge, fostering innovation, enhancing employee engagement and improving overall performance.

To address this challenge, the Government has introduced progressive targets to increase the employment of people with disabilities in the public sector. The statutory employment target, previously set at 3 per cent, increased to 4.5 per cent in 2024 and as of January 2025 is 6 per cent – a doubling of the 3 per cent target set out in the Disability Act 2005.

Achieving these targets across the public sector, and to increase the employment of individuals with disabilities in private organisations, requires fresh thinking and collaboration, and that’s where we at the NOW Group can play a vital role, connecting the dots and delivering solutions that benefit all.

Working across Ireland, the NOW Group has already demonstrated the success of such initiatives in Northern Ireland. In Northern Ireland alone, we have supported 973 people into paid employment over the past five years.

We now have an ambitious plan to support 700 people with disabilities into paid jobs across Ireland within the next three years.

With near-full employment in Ireland, businesses are struggling to fill positions – yet there is an untapped talent pool that, when given the right support, can thrive and bring real value to the workplace. NOW Group pride themselves on achieving a 93 per cent retention rate after six months for participants placed into jobs.

NOW Group’s initiatives: JAM card and employment services

At the NOW Group, we have been at the forefront of inclusion through innovative tools and programmes including:

• JAM Card: The JAM Card (just a minute) is a discreet tool that allows individuals with learning difficulties, autism, or communication barriers to indicate that they need a moment of patience in social or business interactions. Available as both a physical card and a digital app, the JAM Card is widely recognised, with over 3,000 businesses and 182,500 users globally. In Ireland, organisations such as the National Transport Authority, the Department of Justice, and the Office of Public Works have implemented JAM Card training, ensuring staff are equipped to offer accessible and inclusive service.

• Employment Services in Ireland: We have launched dedicated Employment Services in Dublin and Galway, with further rollouts planned for Monaghan, Cavan, Louth, and Meath later this year. These services provide training programmes across key industries such as tourism, hospitality, ICT, data analytics, and cyber security, equipping individuals with the skills they need to secure meaningful employment. A recent milestone saw 34 neurodiverse and autistic participants graduate from NOW Group’s training academies in Dublin, reflecting the organisation’s commitment to fostering inclusive employment opportunities. In 2025, our graduation numbers will have increased even further, which is reflective of our team’s progress in helping people to gain qualifications and engage with progressive employers who do not just talk about being ‘inclusive’ but who actually fully embrace inclusivity within the workplace.

In 2024, when welcoming the Department of Justice’s decision to become JAM Card Friendly, former Minister for Justice, Helen McEntee TD said: “I am delighted to support the rollout of the JAM card initiative across the Department of Justice. Removing barriers to equality is not always about building ramps or moving walls, sometimes it is just about showing that we understand the needs of the person in front of us.”

The business case for inclusion

Embracing inclusion delivers tangible benefits for businesses:

• Enhanced reputation: Companies known for inclusive practices attract a broader customer base and foster brand loyalty.

• Diverse perspectives: An inclusive workforce brings varied viewpoints, driving innovation and problemsolving.

• Employee retention: Inclusive workplaces experience higher employee satisfaction, leading to improved retention and reduced turnover.

In 2025, businesses have the opportunity to make meaningful change in workplace inclusion. By recognising and celebrating the abilities of all individuals, we can build a stronger, more diverse and more innovative workforce for the future.

Not sure where to start? We can help. We are open to partnering with forwardthinking businesses and organisations that embrace all abilities, across every industry, including hospitality, catering, manufacturing, professional services, and digital

To learn more about partnering with NOW Group and to make a lasting impact in your business, visit www.nowgroup.org

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The Draghi Report: Integrating future growth models with a workforce of the future

Recommendations on how sectors can adapt to changing workforce models were presented to the European Commission in a report coordinated by former President of the European Central Bank and Italian Prime Minister, Mario Draghi.

Central to this is the call to close the skills gap. The 2024 report advocates for a stronger link between education providers and industry needs, encouraging a shift toward modular, flexible learning pathways. It is claimed this would allow workers to retrain or upskill across their careers, with a particular focus on digital literacy, technical professions, and emerging

green skills. It urges member states to make strategic use of EU funding to scale vocational training and support institutions offering highimpact qualifications in fields critical to the twin transitions.

The report also recognises demographic and regional imbalances as key structural risks. It proposes targeted investment in underperforming

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regions to support local talent pipelines and retain younger workers, thereby reducing economic disparities within the bloc.

Increasing mobility within the EU of students, trainees, and skilled professionals is highlighted as a way to match labour supply and demand more efficiently.

In terms of institutional reform, the Draghi report stresses the need to modernise public administration. This includes digitalising services, streamlining permitting processes, and strengthening cross-border collaboration on workforce planning. More agile governance, it argues, is essential to deploying training, investment, and innovation at the pace the moment demands.

On social policy, the report states that there is an explicit call to ensure that the transformation of labour markets remains fair and inclusive. The report supports active labour market policies such as wage subsidies, mobility grants, and employment services targeted at those most exposed to technological and industrial disruption.

The report also recommends embedding workforce strategy into the EU’s broader

competitiveness agenda. In this framing, skills policy is not a social add-on, but a core component of industrial policy which is crucial to resilience, productivity, and sovereignty.

Speaking before the European Parliament in late 2024 after the report was published, Draghi said: “This report has come out at a difficult time for our continent. On many key questions, we are divided about what to do. There is discontent in large parts of Europe about the direction in which we are heading. And there is considerable unease about the future. My role, as set out by the European Commission, is to present you with a diagnosis of where Europe stands and to offer you recommendations on how to move forward.

“It is for you, our elected representatives, to turn this agenda into actions. We will only overcome division in Europe if the will to change receives broad democratic backing. The choices we face are too important to be settled by technocratic solutions. Our elected institutions must be at [the] centre of the debate on Europe’s future – and on the actions that will shape it.”

Leading the way: Why employers must champion workplace inclusivity

For the past 25 years, Business in the Community Ireland (BITCI) has been committed to creating a fairer, more inclusive society. Ireland has made significant progress in advancing social equality; strengthening equality laws, promoting gender balance, and legalising same-sex marriage. The 2025 Progress Index now ranks Ireland ninth out of 170 countries for social progress.

Despite these achievements, Ireland is facing a range of complex social issues, from housing shortages and rising health inequalities to the cost-of-living crisis and increased migration. These pressures are contributing to growing divisions in society, with migrant and LGBTQ+ communities experiencing a

surge in organised attacks and threats. Verbal harassment, physical violence, and online abuse are becoming more common, creating fear and insecurity.

Large workplaces are a reflection of society, meaning the same tensions seen in communities can also surface in work environments. If left unaddressed, this

can lead to conflict, disengagement, and reduced productivity. That is why strong DE&I (diversity, equity, and inclusion) policies are critical. Businesses that foster inclusivity and belonging not only protect employees but also create a positive work culture where everyone feels valued and supported.

Richa Tyagi, Louise Murray, Tomas Sercovich, Sinead Patton (Veolia), Harry Goddard (Deloitte), Linda O’Sullivan.

Employment is the single most powerful factor in breaking the cycle of poverty and enabling full participation in society. Yet, despite near full employment in Ireland, major gaps persist. Ireland has the largest employment participation gap for people with disabilities in the EU, and unemployment in the Traveller community is at a staggering 80 per cent. Additionally, despite having higher employment rates and educational qualifications, migrants are still more likely to face lower incomes and a greater risk of poverty.

To support businesses to proactively address these issues, BITCI launched Elevate: The Inclusive Workplace Pledge. This initiative aims to ensure Ireland’s workforce truly reflects the diversity of its society. Signing the pledge is more than a symbolic gesture - it’s an act of leadership, demonstrating a company’s commitment to addressing systemic inequalities and fostering social cohesion.

In a world when DE&I efforts are facing global resistance, BITCI continues to see strong commitment from businesses in Ireland. Over 60 companies, representing more than 150,000 employees, have provided DE&I data to inform the 2025 Elevate Annual Report, set to be published in May. Early findings indicate positive trends, such as:

• More companies profiling workforce diversity.

• Increasing formalisation of universal inclusion policies.

• A greater number of employers paying a living wage.

• A rise in targeted outreach programmes to underrepresented groups.

By focusing on these actions, businesses can help close employment gaps and improve opportunities for diverse jobseekers who are distanced from the workforce.

Why employers are stepping up

Leading employers understand that inclusivity is not just a moral responsibility; it is a business necessity. Research indicates that 73 per cent of people have left a job due to poor cultural fit. A diverse workforce attracts and retains top talent, and employees are more likely to stay in organisations where they feel respected and included.

“DE&I is more than a trend; it is a long-term commitment to building better workplaces and a better society.”

In today’s competitive job market, businesses that prioritise DE&I reduce turnover, lower recruitment costs, and improve overall employee engagement.

DE&I is also key to maintaining a strong brand reputation. Consumers, investors, and business partners increasingly expect companies to take a stand on social issues. Organisations that actively promote inclusion build trust, strengthen customer loyalty, and avoid reputational risks linked to workplace discrimination or inequality.

The benefits of the elevate pledge

Elevate was designed to help employers create truly inclusive workplaces by providing a framework for accountability. It encourages businesses to ask important questions:

• Are we fully reflective of the society we serve?

• Where are the gaps in our workforce?

• What barriers might be preventing diverse talent from joining and staying with our company?

A key element of the Pledge is workforce diversity profiling. Without accurate data, companies cannot identify which groups are underrepresented or what challenges exist in hiring, retention, and career progression. For example, diversity profiling can reveal a lack of women in leadership roles, low representation of ethnic minorities, or an absence of employees with disabilities.

By analysing workforce data, employers can set meaningful, achievable targets for improvement, rather than relying on assumptions or generic DE&I strategies.

Addressing challenges and moving forward

Despite its importance, DE&I efforts are not without criticism. Some employees and stakeholders may see these initiatives as tokenistic or driven by PR

rather than genuine commitment. Others argue that policies such as diversity quotas could lead to resentment or perceptions of unfairness. Additionally, businesses may face opposition from social or political groups that challenge DE&I efforts, creating potential reputational risks.

To navigate these challenges, companies must ensure their DE&I initiatives are authentic, transparent, and data-driven. This means:

• Moving beyond symbolic gestures to measurable, impactful actions.

• Holding leadership accountable for diversity and inclusion goals.

• Embedding a DE&I lens into business strategy and operations.

• Implementing bias training and equitable hiring practices.

• Clearly communicating the business case for DE&I to employees and stakeholders.

By taking these steps, companies can reinforce that DE&I benefits everyone and contributes to a stronger, more cohesive workplace.

Join the movement: Sign the elevate pledge

DE&I is more than a trend; it is a longterm commitment to building better workplaces and a better society. By signing up to Elevate: The Inclusive Workplace Pledge, your company demonstrates leadership in fostering a culture where every employee feels valued, respected, and empowered to thrive.

A more inclusive workplace drives innovation, strengthens teams, and enhances your company’s reputation.

Join the Elevate Community of over 60 leading employers and help create lasting change for a fairer more inclusive Ireland. Visit www.bitc.ie

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How Trump’s DEI rollback could affect the Irish workplace

In January 2025, the new administration in the United States fulfilled a key campaign pledge to roll back legislation around diversity, equity, and inclusion (DEI). eolas Magazine examines the potential ramifications of this decision for Irish workplaces.

In January 2025, US President Donald Trump signed an executive order dismantling what his administration describes as ‘unlawful’ diversity, equity, and inclusion (DEI) programmes across the federal government. This directive eliminates the use of DEI factors in federal hiring, promotions, and procurement decisions, reinstating a strict merit-based system. It also revokes longstanding affirmative action requirements for federal contractors and directs agencies to crack down on DEI practices in the private sector. The administration justifies these actions by arguing that DEI initiatives promote division and resentment, undermine individual achievement, and violate civil rights protections by introducing preferential treatment based on race, sex, or other identity factors.

In this context, a number of global companies – some of which are officially headquartered in Ireland – have revised their DEI policies.

Google, which has a substantial presence in Dublin, has eliminated its diversity hiring targets and is reassessing its DEI programmes to align with new federal guidelines. Additionally, some cultural observances have been removed from its calendar products.

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Meta, the parent company of Facebook and Instagram, has scaled back its DEI efforts by disbanding its dedicated DEI team, discontinuing inclusive hiring practices, and ending goals related to sourcing from diverseowned suppliers.

Amazon has reduced its DEI initiatives, removing references to diversity and inclusion from public documents and internal policies. The company cites the need to comply with recent executive orders as a reason for these changes.

Accenture, headquartered in Dublin, has decided to eliminate its global diversity and inclusion goals, aligning with broader corporate trends influenced by the evolving political and regulatory landscape in the United States.

Mastercard, which has a significant presence in Dublin, is among the US companies operating in Ireland. While specific adjustments to its DEI policies in response to US federal changes have not been detailed, the company is part of the broader corporate landscape affected by these policy shifts.

Legislation and enforcement in Ireland

In Ireland, the foundation for DEI is established through the Employment Equality Acts from 1998 to 2015 and the Equal Status Acts from 2000 to 2018. These laws prohibit discrimination in employment and in accessing

goods and services on nine protected grounds, including gender, race, religion, sexual orientation, disability, and membership of the Traveller community. They address both direct and indirect discrimination, as well as harassment and victimisation. Employers and service providers are legally obliged to ensure fair treatment and may be held accountable through legal mechanisms.

Enforcement is supported by bodies like the Workplace Relations Commission (WRC), which hears discrimination complaints, and the Irish Human Rights and Equality Commission (IHREC), which promotes equality and ensures public bodies fulfil their obligations under the Public Sector Equality and Human Rights Duty.

Under these frameworks, Ireland has made measurable strides in representation and inclusion. For example, women now hold 24.6 per cent of board positions and 19 per cent of CEO roles in Irish businesses, according to the CSO’s 2023 Gender Balance in Business Survey – an increase from previous years. Employers are also expected to provide reasonable accommodation for people with disabilities, unless it places a disproportionate burden on the organisation.

What we want from work

Leadership and culture are not quite eating compensation and benefits for breakfast but it is getting closer to parity when it comes to what people want from a modern organisation, and therein lies the opportunity for public sector leaders, writes Barry Winkless, Head of Cpl’s Future of Work Institute.

The perennial question ‘what do we want from work?’ always sparks at least a glimmer of interest in most of us. Work, after all, is a very personal business. Our most recent research programme centred on the Changing Expectations of Work and Life (surveying more than 1600 respondents across sectors) attempts to shine a brighter light on that very question. And before you ask, yes compensation and benefits are at the top of the ‘what we want from work’ tree but there is lot of evidence from our research to suggest that many of us are moving to a ‘more than just money’ stance when it comes to work.

That is good news for public sector leaders seeking to create destination organisations that enable people, and indeed, themselves to be at their best. But the strategy has to be purposeful, connected, designed, and human centred.

The big four

When we asked participants to prioritise between the four most important reasons for choosing and staying with an employer across compensation and benefits (which included flexible working), leadership and culture, employee experience, organisation structure and dynamics (which included elements like business stability and reputation) –compensation and benefits at 35 per cent came out on top, followed by leadership and culture (24 per cent) employee experience (21 per cent)

narrowly ahead of organisation structure and dynamics (20 per cent).

At first glance probably no surprises, but when we delved a little deeper and looked at first and second priorities combined, compensation and benefits, still on top came out at 62 per cent but followed not too far behind by leadership and culture at 54 per cent. It is not quite ‘leadership and culture eating compensation and benefits for breakfast’ but it is interesting to see a growing parity between these two areas.

Compensation and benefits still number one with flexibility the big benefit

Remuneration as expected was highlighted as the most important factor (32 per cent) but it was closely followed by flexible working arrangements (26 per cent). We purposely included flexible working arrangements in the compensation and benefit element as from previous studies employees are now seeking these types of arrangements as a critical factor in their overall package. More than 70 per cent of employees are now availing of more than one form of flexible working arrangement.

Leadership and culture

Within the leadership and culture element of the study, the importance of culture, values and ethics was highlighted and came out top at 27 per cent, followed by work environment (25 per cent) and leadership behaviours (24 per cent). Work environment, which was included in this element as it can have a major impact on the culture of an organisation, is becoming more important due to normalised hybrid working practices. People expect when they do ‘make the effort to come in’ to have a welcoming, collaborative and inviting space.

It is an often-used quote that people do not leave companies they leave leaders – and this is borne out by the study. Leadership behaviours are a major attraction, retention, but also unfortunately, an attrition driver. There is a big opportunity here for public sector employers to double down on these areas and perhaps reassess and redesign what they are currently doing.

Employee experience: Seeking balance and meaning

Far and away the most important factor within the employee experience element of the study was work/life balance (40 per cent) followed by meaningful and stimulating work (21 per cent). Some recent studies from other sources have highlighted that in some cases work/life balance is becoming even more important than compensation; but I am not so sure. However, taken alongside the relative importance of flexible working, from our research it is safe to say that any meaningful talent strategy needs to have flexibility and work life balance at its centre to be successful, coupled with a focus on involving employees in varied work and projects.

Organisation stability and growth

The most important factor in this element was organisation stability and growth (34 per cent) followed by organisation structure (22 per cent) and mission and purpose (17 per cent). Interestingly, CSR and sustainability was cited as the least important factor at 5 per cent. So perhaps there is work to do by organisations in re-igniting the needs for net benefit organisations with a focus on positive community and environmental impact. It is probably no surprise that employees seek organisations that are growing and stable.

Conclusion

When trying to create a destination organisation, we can often focus on the wrong things. From our research, if public sector leaders double down on areas like flexibility, leadership behaviours and development, culture and meaningful work success will follow. Simply put, forget the fancy stuff; focus on firing up the fundamentals.

For a deeper dive into our research which also covers ‘gender and generations’ see our contact details below to arrange a 1.5 hour research workshop.

T: +353 1 614 6000 E: hello@futureofwork.ie W: www.cpl.com nd Reform.

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Creating a bilingual public sector workforce

One-fifth of public sector recruits will be required to be competent in Irish by the end of 2030, under the Official Languages Act 2003 and the Amendment Act 2021.

In October 2024, the Department of Tourism, Culture, Arts, Gaeltacht, Sport and Media published the National Plan for Irish Language Public Service 2024–2030, outlining how recruitment and technology will be essential in achieving a bilingual public sector workforce by 2030.

The Plan outlines measures to take to achieve the objective that by the end of 2030, 20 per cent of new recruits, both internal and external, be competent in Irish as set out in the Official Languages Act 2003, and the Amendment Act 2021. Both Acts stipulate that Ireland must achieve a fully bilingual public sector by 2030 to align with article eight of the Constitution which dictates that Irish is the first language of the State.

Measures to reach the 20 per cent target will be rolled out in a pair of three-year action plans during the six-

year period of the National Plan. As noted in the report, the 20 per cent target applies to external and internal recruitment in public bodies. According to a survey outlined in the report, 73.7 per cent of public sector works were unaware of the 20 per cent target.

Approximately 380,000 staff currently work in the public sector, with the HSE being the largest employer with 160,000. At present, 14.2 per cent of HSE staff are non-Irish and the Plan estimates that this figure will increase due to the shortage of healthcare workers in the State, and internationally. This is identified as a challenge for the 20 per cent target.

Surveys of public sector workers conducted during the Plan’s preparation found:

• 11.45 per cent were competent in spoken in Irish;

• 12.92 per cent had the potential to be competent;

• 75.62 per cent were not competent;

• 16 per cent have undertaken an Irish language training course;

• 84 per cent have not undertaken a course;

• 66 per cent would like to undertake a course;

• 18.1 per cent would not like to undertake a course;

• 31.54 per cent said they have not thought about taking a course or do not know if they would like to do so; and

• 73 per cent of public bodies claim they provide Irish language training supports but only 3 per cent attend them.

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“Today’s announcement is about all of the innovative work that is underway to normalise the language in every field.”

Minister of State Thomas Byrne TD

To improve the Irish-speaking competency of public service workers the committee recommended that public bodies:

• provide core services to Irish speakers through service hub pilots;

• establish a Shared Translation Service;

• examine methods to draw on the Official Languages Office mechanism;

• identify strategies to improve staff’s Irish competency;

• encourage staff to take Irish language courses;

• examine the feasibility of expanding Irish language programmes through the Advanced Irish Language Skills Initiative; and

• encourage the use of Irish in public bodies.

The Plan also outlines the replacement of the Language Scheme System recommended by an Coimisinéir Teanga in its 2017 assessment of the 2003 Act. It found there was a lack of standardisation in the scheme and outlined three measures to address this:

• a new recruitment policy to ensure a minimum required level of staff with Irish language competency;

• common standards of services in Irish would not be based on the system of language schemes; and

• ensure public sector workers serving Gaeltacht communities are fluent in Irish.

These recommendations formed the basis of the Language Standards which will replace Language Schemes in accordance with the 2021 Amendment Act.

Digital

Developing Irish in technology is identified as key due to aims set out in Harnessing Digital: The Digital Ireland Framework, published in 2022. An advisory committee on the Irish language in the digital sphere was also appointed to keep the Department updated on digital developments relating to the language and the Irish-

speaking community. The committee outlined various actions to be taken in this regard:

• embed Irish in technology used in public services at the outset of its development – especially regarding AI;

• examine the provision of websites, systems, and other interactive services in Irish and English; and

• establish technical work group or groups to establish the provision of higher quality Irish language services.

“Our national language is one of the most precious treasures of Irish culture and heritage and is an expression of our unique identity as a nation. We can now focus on merging that heritage with today’s digital society,” the Plan states.

Embedding Irish in AI systems is identified as vital to providing bilingual public services. This sentiment is shared through the EU, as illustrated by the Alliance for Language Technologies (ALT-EDIC) which the Department participates in. The Alliance was established “to address the shortage of material on European languages for the purpose of training AI applications”, and preserve European languages in the digital age.

Alongside the launch of the Plan, the Department announced that a tender process had begun for the development of a new Irish-connected AI tool called Ard-Intleacht na Gaeilge. The tool aims to provided realtime speech processing to aid in the delivery of public services to Irish speaking communities, and is due to be built by 2026.

At the time of the launch, then-Minister of State for the Department Thomas Byrne TD said: “Today’s announcement is about all of the innovative work that is underway to normalise the language in every field, and I congratulate all of the different stakeholders involved in promoting these various projects – I applaud the work and the opportunities being seized.”

Harnessing the power of theatre for your organisation

The Abbey Theatre has been offering Theatre Skills for Business workshops for 10 years. These workshops and individual coaching sessions are based on what the Abbey knows best – performance and communicating a message.

Our clients tell us they want to be more confident speakers; they want to have more presence, to make an impact, command the room, to sound authentic and to influence their teams. We give them the tools to do just that.

The power of theatre

Many of the skills and techniques that are foundational to an actor’s craft can be hugely beneficial to people working outside of theatre. Actors are used to working with discipline, articulacy, and ambition. They train their voices and bodies so that they can speak with greater ease and clarity. They learn how to adjust their style of delivery to fill both large theatres and small studios, to deliver both simple and complex messages with energy and authenticity, to lift the words off the page and breathe life into them.

Our approach

We coach our business clients using the same theatre techniques. We can work with you on how you stand, how you take space, how you breathe and speak as you tell your stories. We will also help you clarify your objectives and to refine your message to become more concise and impactful. We think speaking is active and when you speak you are always playing an action. Actions are what we do to someone else to get what we need or want. You may want to praise, calm, enlighten, challenge, encourage, warn, or galvanise your listeners. The list of possible actions to play is endless. Being ‘in action’ makes you a more engaging speaker because you are speaking to rather than at your audience.

Our specialist teachers

Andrea Ainsworth is the voice director at the Abbey theatre and the core of her work is preparing the actors for performance on the stages. Andrea coaches actors, at all stages of their professional careers, on voice and on text. Using skills from the theatre, Andrea specialises in helping business clients find a more dynamic speaking style, to prepare them for presentations. Phil Kingston, the Community and Education Manager, was an actor for many years and is also a skilled writer and storyteller. He specialises in team building, networking and storytelling workshops. Gillian McCarthy is an actress and theatre facilitator with over 20 years’ experience. As a theatre facilitator and teacher, she was worked with organisations such as Deloitte, Glandore, Smurfit Business School, and the HSE.

Range of options

Theatre Skills for Business offers a variety of different supports, depending on your needs.

Aimed at those who want to improve their professional

communication skills, Presenting with Impact explores how to use drama techniques to find a style that suits you and allows you to get your message across to colleagues, clients and groups. Women Take Centre Stage is specifically tailored to work with women on their personal communication style, with the goal of building confidence and developing a stronger personal brand. We can also develop specific activities for larger groups or organisations.

Participant testimonials

“It has been a pleasure to work with The Abbey as part of our Early Careers Leadership Programmes. It was great fun designing the sessions to ensure the participants had the opportunity to learn new skills through the lens of theatre coaching. These skills are the soft skills that they can bring into their careers as the leaders of the future.”

University Engagement and Alumni Lead, Deloitte

Interested?

We have a range of full day workshops designed for smaller groups, which can be booked as an individual or for an organisation. We also offer a range of one to one and bespoke options, depending on your individual needs. Our workshops take place in the National Theatre in the heart of Dublin, in our Abbey and Peacock auditoriums.

To find out about Abbey Theatre Skills For Business, please scan here:

To learn more about our Theatre skills for business workshops or have an initial chat about your specific needs:

e: joanne.pollard@abbeytheatre.ie w: abbeytheatre.ie

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Skilling future workforces

Research Perspectives on the Future of Work, produced in 2025 for the EU’s Directorate-General for Research and Innovation, calls for a new era of investment in upskilling and reskilling as the foundation of a just labour market transformation.

Amid rapid technological change and environmental imperatives, the European Commission’s latest report on the future of work states that Europe’s success in navigating the twin green and digital transitions hinges on its ability to equip its workforce with the right skills fairly, inclusively, and at scale.

With significant gaps already visible in sectors ranging from clean energy to artificial intelligence, the report underscores that current training systems are “not keeping pace with the rapidly evolving demands of the economy”.

Published in late March 2025, the report draws on input from EU member states, academia, industry, and civil society. It identifies four central research streams: the green transition and working life, digitalisation, support for vulnerable groups, and reform of public administration. Across all these themes, the challenge of skills development emerges as both a cross-cutting issue and a critical enabler of change.

One of the report’s most compelling findings is the disproportionate impact of the transitions on groups already at risk such as workers in carbon-intensive regions, those with disabilities, informal caregivers,

and older employees. “These communities are most likely to be excluded from reskilling opportunities, further entrenching inequalities unless targeted action is taken,” the report says.

In response to this challenge, the report advocates for a culture shift in how training is delivered. It promotes employer-supported, flexible learning paths integrated into work routines, and stronger collaboration between governments, industry, and education providers. Public administration is also called to modernise, with digital skills and talent attraction seen as priorities.

The report asserts that the digital transition brings added urgency. “From the rise of AI to the platform economy, the labour market is undergoing seismic shifts. Without human-centric innovation and robust regulatory frameworks, digitalisation risks exacerbating precarious employment and social fragmentation.”

To ensure a just transition, the report concludes that Europe “must embed inclusivity and foresight into its research, innovation, and employment strategies”. In this vision, skills are “the currency of equity, resilience, and shared prosperity”.

Seán Kelly MEP: The data centre dilemma in Ireland’s digital future

The AI revolution brings important policy choices and challenges for Ireland: how to remain a global hub for digital investment, particularly in AI and data centres, without breaching our electricity sector’s legally binding carbon budget, or putting the stability of the electricity system at risk, writes Seán Kelly MEP.

To add further complication to the mix, we need to make these choices while at the same time being hamstrung by our outdated electricity grid, and a planning system that often seems incapable of delivering critical infrastructure.

The impact of data centres on Ireland’s electricity demand (and by extension, our carbon budgets) has become an increasingly divisive issue, and it has grown dramatically in a short space of time. In 2015, data centres used just 5 per cent of our electricity. That figure soared to 21 per cent by 2023. With AI, cloud computing, and digital services expanding exponentially, that share could climb higher still.

As I highlighted during my recent policy webinar on this subject, which brought together key experts on renewable energy and the decarbonisation of electricity demand, this is a pressing issue that demands immediate, practical policy responses.

The Government and regulatory authorities have taken some initial steps. The Commission for the Regulation of Utilities (CRU) recently proposed new rules for connecting large energy users, including data centres, to the grid. Future data centres, under this proposal, would only be granted

“A properly functioning planning system, faster permitting, and a streamlined approval process must be national priorities.”

a grid connection if they can provide an equivalent level of dispatchable generation or energy storage nearby.

In terms of the fundamental supply security question, this represents a pragmatic approach. Requiring data centres to contribute firm capacity, energy they can dispatch when needed, will certainly reduce the impact of data centres on the electricity system. It encourages responsibility and innovation from operators. However, it also raises a new key concern: if this “firm” capacity comes primarily from fossil fuel generators like gas turbines, as it is likely to, then how can we continue our excellent recent progress towards the decarbonised electricity system the International Energy Agency have outlined is necessary by 2035 if our net zero by 2050 ambition can be achieved.

Our Climate Action and Low Carbon Development Act commits us to a 51 per cent reduction in emissions by 2030 and net zero by 2050. The electricity sector bears the steepest burden: a 75 per cent cut by 2030 compared to 2018 levels.

How can we ensure continued investment without compromising these binding commitments?

There is no escaping the central economic role of the ICT sector. It now accounts for nearly a fifth of our Gross Value Added, around 10 per cent of all wages, over 6 per cent of total employment, and a staggering 25 per cent of corporate tax receipts. These are not just statistics; they reflect thousands of high-value jobs and a major part of our tax base that funds our crucial public services.

Ireland does not have a large manufacturing base. Our comparative advantage lies in being open, digital, and agile. Turning our backs on tech investment is not an option. However, neither is ignoring the need to transition rapidly to a competitive, net zero economy.

So what is the way forward?

First, we must support the technologies that enable clean, flexible power systems that can bulk time-shift large volumes of variable renewable electricity to times of high demand. Long Duration Energy Storage (LDES)

is the key. If Ireland wants to exceed 80 per cent renewable electricity, as we have set as our target, then we need a way to store surplus wind and solar and release it when needed.

Second, we must utilise the enormous potential of Power Purchase Agreement (PPAs), especially the emerging 24/7 model that allows large users to fully match their energy use with clean electricity generation. This is not just good PR for tech companies, it provides a critically important alternative route to market for renewable energy projects, and particularly in the case of the 24/7 PPA, it ensures increased electricity demand supports, rather than undermines, the energy transition.

Third, we need to address the elephant in the room: our failure to upgrade, expand, and modernise our grid. Projects like the North-South Interconnector or local reinforcement lines take years, even decades, to complete. Meanwhile, demand accelerates and investors grow wary. This is not just a technical bottleneck; it is an existential threat to our competitiveness, and our energy independence.

As the newly appointed EPP Group Shadow Rapporteur on Electricity Grids in the European Parliament, I am advocating for treating key grid projects as overriding public interest. A properly functioning planning system, faster permitting, and a streamlined approval process must be national priorities.

My recent webinar, which included voices like Annie Scanlan of the RE-Source Platform and Peter Harte of NetZeroEnergy, confirmed that there is no shortage of innovation or ambition in the industry. What’s needed is coherence in policy, urgency in execution, and a clear understanding that Ireland’s digital future and its Net Zero future must go hand-in-hand.

Ireland can be both a digital leader and a climate leader, but only if we are willing to confront these challenges with honesty, creativity, and urgency.

Seán Kelly is a Fine Gael Member of the European Parliament (MEP) for Ireland South and a member of the Committee on Industry, Research and Energy (ITRE).

European Commission 2025 work programme

In February 2025, the European Commission published its annual Work Programme, Moving forward together: A Bolder, Simpler, Faster Union, aiming to enhance regulatory alignment between member states and outlining new strategies on environmental and digital policy.

The document sets out the policy priorities for 2025, with a focus on reinforcing the EU’s strategic resilience, boosting competitiveness, and simplifying regulatory frameworks. It comes at the beginning of a new institutional mandate and amid an evolving global landscape shaped by economic uncertainty, security concerns, and environmental challenges.

The Commission frames its programme around the objective of making the EU more responsive through simplified processes, faster delivery, and closer cooperation with stakeholders across sectors and member states.

At the core of the programme is a renewed focus on economic competitiveness. The Commission introduces the Clean Industrial Deal, a new initiative aimed at supporting industrial decarbonisation while strengthening strategic sectors. The policy is designed to

align with the European Green Deal and includes measures to promote affordable energy, accelerate clean tech development, and enhance circularity in industrial processes.

A complementary Savings and Investment Union will aim to improve access to capital, particularly for SMEs, and support the integration of EU capital markets. The Commission also plans to advance a Single Market Strategy to reduce internal barriers, and to propose a harmonised legal regime, a “28th regime”, aiming to reduce regulatory fragmentation for businesses operating across multiple member states.

Legislative simplification

The 2025 programme includes a dedicated section on regulatory simplification. A first set of Omnibus proposals are set to be tabled to

streamline existing legislation, targeting administrative burdens in areas such as sustainability reporting, agriculture, and product regulation. The Commission sets a target of reducing “administrative burdens” by 25 per cent across the board, and by 35 per cent for small and mediumsized enterprises (SMEs).

Other simplification measures include proposals to phase out outdated paper-based requirements, align cybersecurity and data protection rules, and ease access to EU funding programmes. An annual plan for evaluations and “fitness checks” will support ongoing efforts to consolidate the legislative framework.

Defence, security, and migration

In light of growing security challenges, the Commission sets out plans to advance a more coordinated defence policy. A White Paper on the Future of European Defence is set to be published, aiming to launch discussions on common investment priorities and critical capabilities. Additional initiatives include a Preparedness Union Strategy to improve EU-level crisis response and resilience.

On migration, the Commission aims to continue work on implementing the Pact on Migration and Asylum, including a new European Migration and Asylum Strategy. A legislative framework is planned to improve the efficiency of return procedures, particularly through digitalisation. The programme emphasises cooperation with third countries to manage migration flows and support readmission.

Social and environmental objectives

The Commission highlights the importance of maintaining the EU’s social model during periods of transformation. A new Action Plan on the European Pillar of Social Rights is planned, focusing on employment, inclusion, and working conditions. The Union of Skills initiative will support education and training to address skills shortages and align workforce capabilities with green and digital transitions.

The programme also includes a Vision for Agriculture and Food, which aims to provide long-term stability for farmers and reinforce food security. Additional initiatives in environmental policy include a Water Resilience Strategy, the Ocean Pact, and reforms to chemicals legislation to simplify regulatory procedures without compromising safety standards.

Digital and technological development

To support the digital transition, the Commission plans to introduce a Digital Networks Act to enhance cross-border infrastructure and spectrum coordination. Further initiatives include an AI Continent Action Plan, a Quantum Act, and a Cloud and AI Development Act to strengthen EU capacities in emerging technologies.

The introduction of a European Business Wallet is also foreseen to facilitate secure digital exchanges between businesses and public administrations, potentially simplifying compliance and administrative procedures.

External relations and enlargement

In foreign policy, the EU will maintain its support for Ukraine and continue its focus on enlargement. Preenlargement policy reviews are planned to assess the institutional and financial impacts of future accessions. The Commission also outlines a broader strategic approach to the Mediterranean and Black Sea regions, as well as a renewed partnership agenda with India.

The Global Gateway investment strategy is to be scaled up, aiming to mobilise private capital in partner countries, especially in low- and middleincome regions, focusing on sustainable infrastructure and resilience.

Institutional reform

To align policy priorities with financial planning, the Commission says it will present a revised Multiannual Financial Framework. The new budget will aim to be simpler, more flexible, and better targeted. Measures to improve institutional transparency and strengthen cooperation with the European Parliament and Council are also outlined, including a revised Framework Agreement on interinstitutional relations.

Speaking upon publication, President of the European Commission Ursula von der Leyen said: “Our era’s greatest challenges – from security to climate change to competitiveness – can only be solved through joint action. Against this backdrop, I believe Europe must choose its best option: union.”

Mol an óige

Barry Heneghan TD

First elected to the Dáil in November 2024, Deputy Barry Heneghan represents the Dublin Bay North constituency as an independent. Aged 26, he is the third youngest TD in the 34th Dáil. Sitting down with Joshua Murray, the first-time TD discusses his pragmatic and much critiqued approach to politics, support for the Government, and a new approach to solving the housing crisis.

In his short time in the Dáil to date, Heneghan – a protégé of long-time former independent TD and Minister of State, Finian McGrath – has not been afraid to be bold in his political calculations.

Heneghan has enjoyed a meteoric rise in electoral politics, being elected to Dublin City Council for the first time in May 2024, before ascending to the Dáil in the following November, and subsequently playing an influential role in the formation of the new government.

Having described himself during the general election campaign as “left-wing”, the Dublin Bay North TD has subsequently aligned himself to an unlikely group of fellow travellers in the form of the Regional Independents Group (RIG) and its de facto leader, Michael Lowry TD.

Although he claims credit for some of his policy priorities, such as support for his Private Wires Bill, being put into the Programme for Government, Heneghan says that his entry into full-time politics has been “a bit of a baptism of fire” which “has been difficult at times”. He insists, however, “at

‘‘

There are going to be things that I have to vote for that I do not fundamentally agree with because it keeps me with the access to deliver for my constituents.”

mol an óige

the end of the day, I am just sticking to the key issues that I ran on and aim to deliver for people”.

“Right now, I am supporting the Government, and that is purely to be in a better position to be able to deliver for Dublin Bay North, just as Finian [McGrath] did before. As an independent, you are there because people put you there rather than a political party.”

Political origins

Heneghan’s political origins can be traced to McGrath, who served as an independent Dublin TD from 2002 to 2020. Like Heneghan, McGrath garnered a reputation as a man ‘of the left’ but also served in government alongside Fine Gael under both Enda Kenny and Leo Varadkar.

Heneghan says: “My family would have voted for Finian. I have always respected the independent movement. I really respect someone that has no alliance with a political party and just acts on what the people want. At the end of the day, that is what I have always done.”

Heneghan’s political consciousness was nurtured from an early age, influenced by strong activist figures in his life. “My best friend’s mother, Ellie Lanigan, was Finian McGrath’s PA for 20 years,” he explains. “Ellie’s mother, Phyllis McGee, was a political advocate back in the 1960s and 1970s. She actually chained herself to the Dáil gates and was very big on Cuba and Nicaragua back then.”

“In November 2023, Ellie was diagnosed with cancer. I was very upset. So, I painted a painting of Che Guevara with the Poolbeg chimneys and dropped it off to Ellie in the Mater [Misericordiae University Hospital], and she was delighted. Then Finian McGrath was visiting, and he saw the painting and asked me to paint him one.”

That moment of artistic expression subsequently evolved into a political opportunity. “Finian said: ‘The local election is coming up. Do you want to throw your name in the hat? We’ll back you.’ So, Damien O’Farrell [a former independent councillor from Clontarf] was stepping down, and they both endorsed me. We ran a four-week campaign with leaflets arriving only three weeks before the election. Despite that, I ended up getting the highest [first preference] vote share of any independent in Dublin City Council.”

mol an óige eolas

Mol an óige

Heneghan says that the root of his electoral success is deep community connections he has built. “I was a swimming teacher, a delivery driver for the local Chinese [takeaway], and a barman. If you are getting your pints, getting your Chinese, or your child is getting taught swimming, you’ll know who I am.”

Heneghan says that his move from Dublin City Council to the Dáil was the result of momentum and recognition that his presence could bring a fresh perspective to national politics.

“We were looking forward to the general election, and there were three TDs stepping down. I had the energy, I had seen how Dublin Bay North had been neglected, and I wanted to do something. Rather than give out, I wanted to put my name in the hat and see if I could do a better job.”

Pragmatism and posturing

Barry Heneghan TD

The Dublin Bay North TD’s decision to align with the Regional Independents Group (RIG), which has provided support to the Government, has also raised questions about how he balances independence with political leverage.

“At the end of the day, I am here to deliver for Dublin Bay North, and this was the best option for me to do that,” he says, acknowledging that not all members of the group share his political views. Nevertheless, he frames the choice as one of realpolitik: “Politics is about pragmatism, and I am here to get stuff done.”

This theme of pragmatism materialises again when discussing his vote against the Occupied Territories Bill, a piece of legislation aimed at banning imports from illegal Israeli settlements.

‘‘ “If you are getting your pints, getting your Chinese, or your child is getting taught swimming, you’ll know who I am.”

Heneghan’s early months in the Dáil have been defined not just by his rapid rise, but also by his confused positioning within the political landscape. While he firmly identifies as an independent and as a “centre-left” politician, his decisions since taking office suggest a pragmatic, chameleon-like approach to securing influence and delivering for his constituents.

One of the earliest instances of this came with his nomination of Senator Sharon Keoghan, a politician with a history of opposition to LGBT+ rights, to the Seanad. The decision sparked significant criticism from politicians on the left, particularly given Heneghan’s personal advocacy for LGBT+ rights.

In response, he explains that the rationale for this nomination was based on Keoghan’s effectiveness in assisting independent councillors, rather than an endorsement of her views. “I obviously was not aware of some of the things that she had done being anti-LGBT, and I do not align myself with those,” he states. However, asked if he would make the same choice again, Heneghan concedes: “Knowing the backlash I got, probably not.”

Heneghan justifies his vote by citing the broader strategic need to remain in a position where he could effectively advocate for his constituents. “There are going to be things that I have to vote for that I do not fundamentally agree with because it gives me the access to deliver for my constituents,” he asserts.

He further says that he has “rectified it” by pressing the Government on when the Occupied Territories Bill will be reintroduced and has met with the Ambassador to the State of Palestine, Jilan Wahba Abdulmajid.

Heneghan adds: “I think it is very important that it is not just goods that we boycott, but also include the natural resources in occupied territories, because that is a huge part of what is being exported.”

Ideology and priorities

In addition to identifying as “centre-left”, Heneghan says that he is “very forward thinking”. “We need to stop thinking in election cycles and start thinking in decades,” he asserts.

On his broad vision for Ireland, Heneghan expresses strong support for Ireland’s membership of the EU and says that he supports the unification of Ireland, although he clarifies that “it is not something that can or should be rushed”.

When asked about world leaders he admires, Heneghan points to French President Emmanuel Macron and his handling of diplomatic relations, particularly with Donald Trump. “Macron knows how to stand his ground while keeping communication open,” he says, praising Macron’s ability to protect France’s and the EU’s interests in a complex geopolitical reality.

mol an óige eolas

Heneghan’s passion is most evident when discussing the housing crisis, as he emphatically states: “It is insane that we have over 100,000 vacant homes while people are homeless or paying extortionate rents,” he says.

“We need to rejuvenate the houses that are already built. What is the point of a house sitting there when there is a family dying to get into it? It is ridiculous and I am fed up with it.

“There are families of five or six in my constituency who are still living together in three-bedroom houses, struggling, and they are living on a road with two or three blocked-up houses. The housing crisis needs to be tackled, and we need to be robust.”

As a solution, Heneghan calls for higher vacant property taxes, streamlined planning processes, and more modular housing. “We need to be bold,” he insists, adding that the Government needs to be “ballsy” to tackle the crisis effectively.

’’

“At the end of the day, I am here to deliver for Dublin Bay North, and this was the best option for me to do that.”

Ambitions

Heneghan’s political flexibility suggests that the 26year-old TD has immense personal ambition. However, when asked if he ever aims to be a government minister or even Taoiseach, he insists: “I will always support a government to deliver for Dublin Bay North. I think if you go for a ministerial role, you will not get as much for your constituency, and that is what I am here to do.”

He further states that joining a political party is not on his radar: “I will always be independent and support the people who are putting people first, not a political party.”

When asked if any party aligns with his views, he insists “no”, but adds: “I have some ‘green’ aspects, but I would be more solutions based, and I think sometimes the Greens can be religious rather than realistic. There are a lot of other political parties that I maybe would take pieces of.

“I think that is the beauty of [being] an independent. I am not a political party; I am Barry Heneghan, and I am here for people in Dublin Bay North who put their trust in a 26-year-old engineer, swimming teacher, and Chinese delivery driver, because they wanted someone who was going to shake things up and that is exactly what I am going to do.”

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Transport Ireland® 2025

Ireland’s major annual transport conference

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Friday 06 June 2025

Radisson Blu Royal Hotel, Dublin

Now in its eighteenth year, Transport Ireland® has firmly established itself as a major annual conference event in the Irish transport sector’s calendar. Taking place in the Radisson Blu Royal Hotel on Friday 6 June, the 2025 conference will bring together key stakeholders from across Ireland – north and south.

The Transport Ireland 2025 conference will host a variety of expert domestic and international speakers who will comprehensively explore the latest ambitions, challenges, and tangible opportunities for decision makers to transform Ireland’s transport sector.

Speakers confirmed include:

Jack Chambers TD Minister for Public Expenditure, Infrastructure, Reform and Digitalisation

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Garret Doocey Department of Transport

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Andrea Carroll daa

Barry Kehoe Westmeath County Council

Séan Sweeney

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Andrea Lennon Department of Transport

Stephen Smyth

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Dearbhla Lawson

Land Development Agency

Mark Conroy Iarnród Éireann

Geraldine Fitzpatrick

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Brian Caulfield

Trinity College Dublin

Diane Cowin AECOM

In full: Committee chairs of the 34th Dáil public affairs eolas

Chairs for the 28 committees in the 34th Dáil have been announced after a delay in formation due to controversy on speaking rights for the Regional Independent Group, and a motion of no confidence in the new Ceann Comhairle, Verona Murphy TD.

As of mid-May 2025, the full memberships of the committees have not been announced. However, the chairs and the remits of each committee are known. Eight committees are to be chaired by Fianna Fáil, while Fine Gael and Sinn Féin will each chair

Committee on Agriculture and Food

CHAIR: AINDRIAS MOYNIHAN TD FIANNA FÁIL

Remit: Oversees policy and legislative matters relating to agriculture, agri-food, and rural farming communities.

Committee on Artificial Intelligence

CHAIR: MALCOLM BYRNE TD FIANNA FÁIL

Remit: A newly established committee in the 34th Dáil, focusing on the societal, ethical, and economic impacts of artificial intelligence technologies in Ireland.

Committee on Budgetary Oversight

CHAIR: RICHARD O’DONOGHUE TD INDEPENDENT IRELAND

Remit: Scrutinises the national budget process, fiscal projections, and public expenditure management.

seven. The Social Democrats and the Labour Party will chair two committees each. Independent Ireland are to chair one committe, while one Independent TD, Catherine Connolly, will chair a committee.

Committee on Children and Equality

CHAIR: KEIRA KEOGH TD FINE GAEL

Remit: Addresses matters concerning child welfare, child protection, and equality-related legislation and policy.

Committee on Climate, Environment and Energy

CHAIR: NAOISE Ó MUIRÍ TD FINE GAEL

Remit: Deals with climate action, energy sustainability, and environmental protection.

Committee on Defence and National Security

CHAIR: ROSE CONWAY-WALSH TD SINN FÉIN

Remit: Focuses on defence policy, military affairs, and internal security matters.

Committee on Disability Matters

CHAIR: MAURICE QUINLIVAN TD SINN FÉIN

Remit: Examines disability rights, inclusion policies, and accessibility across all sectors of society.

Committee on Drug Use

CHAIR: GARY GANNON TD SOCIAL DEMOCRATS

public affairs eolas

Remit: A newly established committee in the 34th Dáil, investigating drug policy, addiction services, and the societal impact of drug use in Ireland.

Committee

on Education and Youth

CHAIR: CATHAL CROWE TD FIANNA FÁIL

Remit: Reviews policies related to primary and secondary education, as well as youth engagement and development.

Committee

on Enterprise, Tourism and Employment

CHAIR: JAMES O’CONNOR TD FIANNA FÁIL

Remit: Oversees enterprise development, tourism strategy, and employment legislation.

Committee on Finance

CHAIR: MAIRÉAD FARRELL TD SINN FÉIN

Remit: Evaluates financial and economic policy, taxation, and government spending.

Committee on Fisheries

CHAIR: CONOR MCGUINNESS TD SINN FÉIN

Remit: Addresses issues related to marine resources, fisheries regulation, and coastal communities.

Committee on Foreign Affairs and Trade

CHAIR: JOHN LAHART TD FIANNA FÁIL

Remit: Examines Ireland’s foreign policy, diplomatic relations, and international trade agreements.

Committee on the Good Friday Agreement

CHAIR: CORMAC DEVLIN TD FIANNA FÁIL

Remit: Monitors the implementation of the Good Friday Agreement and North-South cooperation.

Committee on Health

CHAIR: PÁDRAIG RICE TD SOCIAL DEMOCRATS

Remit: Oversees public health policy, healthcare services, and health system reform.

Committee on Housing, Local Government and Heritage

CHAIR: MICHEÁL CARRIGY TD FINE GAEL

Remit: Addresses housing policy, local authority operations, and the preservation of national heritage.

Committee on Infrastructure and National Development Plan Delivery

CHAIR: SEÁN FLEMING TD FIANNA FÁIL

Remit: A newly established committee in the 34th Dáil, scrutinising infrastructure projects and the delivery of the National Development Plan.

Committee on Justice, Home Affairs and Migration

CHAIR: MATT CARTHY TD SINN FÉIN

Remit: Examines justice policy, policing, immigration, and asylum matters.

In full: Committee chairs of the 34th Dáil

Committee on Media and Arts

CHAIR: ALAN KELLY TD

LABOUR PARTY

Remit: Focuses on broadcasting policy, the creative industries, and the arts sector.

Committee on Members’ Interests

CHAIR: CATHERINE CALLAGHAN TD FINE GAEL

Remit: Ensures compliance with ethical standards and the declaration of interests by Oireachtas members.

Committee on Petitions

CHAIR: LOUISE O’REILLY TD

SINN FÉIN

Remit: Considers public petitions submitted by citizens on matters of public interest or concern.

Committee on Public Accounts

CHAIR: JOHN BRADY TD

SINN FÉIN

Remit: Reviews government expenditure and promotes accountability and transparency in public finance.

Committee on Social Protection, Rural, and Community Development

CHAIR: JOHN PAUL O’SHEA TD FINE GAEL

Remit: Examines welfare policy, rural affairs, and initiatives that support community development.

Committee on the Traveller Community

CHAIR: GEORGE LAWLOR TD LABOUR PARTY

Remit: A newly established committee in the 34th Dáil, addressing issues affecting the Traveller community including inclusion, housing, and education.

Committee on Transport

CHAIR: MICHAEL MURPHY TD FINE GAEL

Remit: Deals with transport infrastructure, mobility policy, and public transport systems.

Further and Higher Education, Research, Innovation and Science Committee

CHAIR: ERIN MCGREEHAN TD FIANNA FÁIL

Remit: Oversees tertiary education, scientific research, and innovation policy.

Irish Language Committee

CHAIR: CATHERINE CONNOLLY TD INDEPENDENT

Remit: Promotes the Irish language and monitors the implementation of language policy and legislation.

Joint Oireachtas Committee on European Affairs

CHAIR: BARRY WARD TD FINE GAEL

Remit: Scrutinises EU legislation, Ireland’s role in the EU, and relations with European institutions.

public affairs eolas

Obituary: John Mullins

John Mullins has been described by Tánaiste Simon Harris as “a true son of Cork”, after the former Chief Executive of Bord Gáis Energy and Fine Gael activist died aged 57.

Mullins, a native of Blarney Street in Cork city, was group chief executive of Bord Gáis Energy between 2007 and 2012. During this time, Bord Gáis Energy established a significant electricity business and developed considerable renewable and conventional generation assets. Mullins was responsible for the company’s diversification from its core gas business into electricity, water, and telecommunications.

After leaving his role at Bord Gáis Energy, Mullins was the executive chairman of Amarenco, a company which is focused on the development, financing and ownership of solar PV assets in Europe, Carribbean, Middle East, and AsiaPac.

In a statement, the company said: “As a co-founder of Amarenco, alongside Alain Desvigne, he was a visionary entrepreneur and a passionate climate protection advocate.

“John held executive roles within Amarenco until the end of 2024, driving the business forward in the face of many challenges. His dedication, vision, and values have left a lasting mark and will continue to guide our company into the future. John will be greatly missed by all within our business and our industry for his leadership and friendship.”

During his career, Mullins held senior management positions with ESB, ESB International, PricewaterhouseCoopers (UK) and NTR. Mullins also served as Chairman of the Port of Cork Company from 2013 to 2021, and was a director of the Tyndall Institute, Supervalu Páirc Uí Chaoimh, and Wisetek Solutions Limited.

Mullins was a Fine Gael activist and was the party’s candidate for the European Parliament in the Ireland South constituency in 2024, polling almost 40,000 votes. In 1994, he put his name forward as a Fine Gael general election candidate for Cork North-Central. He fell short of getting on the ballot by a single vote, losing out to Colm Burke who is now a TD in the constituency.

Tánaiste and Fine Gael leader Simon Harris described Mullins as “a true son of Cork” who was “kind, witty, intelligent, and fundamentally decent”.

“His loss is immense and will be felt deeply by so many,” the Tánaiste stated.

Taoiseach Micheál Martin described Mullins as a “wonderfully gregarious character who had a huge impact in Cork and across the country”. The Taoiseach said he “often enjoyed great banter with him over sporting rivalries”.

Martin said: “John fully realised his potential in public service and in business, but he could just as easily have realised his promise in politics with his deep and abiding interest and involvement with Fine Gael.”

Mullins is survived by his wife Siobhán and their two children.

Ar dheis Dé go raibh a anam.

Oireachtas TV Broadcast Manager:

‘Promoting the democratic process’

On the cusp of a revolutionary era in broadcasting, Donnacha McKeon, Oireachtas TV’s Broadcast and Channel Manager and assistant principal officer in the Houses of the Oireachtas Service’s broadcasting unit, sits down with Ciarán Galway in the Kildare House greenroom to discuss parliamentary broadcasting in Ireland.

Ciarán Galway (CG): How do you define parliamentary broadcasting?

Donnacha McKeon (DMcK): Parliamentary broadcasting is all about transparency. It is giving transparency to citizens on proceedings that are happening in their name in their houses of parliament.

What we do in the broadcasting unit is build up transparency and accessibility for citizens across several platforms. Oireachtas TV is one of those platforms. Oireachtas.ie streams all proceedings, whether they are on Oireachtas TV or not. We also make our signals available to RTÉ, TG4, Virgin Media, and to other international organisations who, from time to time, want to have a look at the proceedings.

We are in a position where, if there is any type of public engagement event that is happening in the Houses of the Oireachtas, one of the first calls that is made is to

broadcasting unit to see what type of support we can give to that.

CG: Oireachtas TV went live on air in 2014, and you were appointed to your role as Broadcast and Channel Manager in 2016. What are your reflections from then until now?

DMcK: Oireachtas TV existed as a channel, but it was not enough to just show live proceedings and then repeat them ad nauseam.

The audience knew it could come to us for live proceedings, but we wanted to expand the viewing experience and our schedule, whether that be with studio discussion programmes, magazine programmes, or documentaries.

“Although we are not a news organisation, we do look at the news agenda to determine where that can impact on programming decisions.”

Donnacha McKeon, Broadcast and Channel Manager, Oireachtas TV

My role, as it was advertised, was to grow the channel and to bring the channel to maturity and become the public service broadcaster that it was envisaged to be within the statutes.

Oireachtas TV is not simply a purveyor of camera feeds without any context. It is a channel with an editorial line to promote the democratic process, rather than just passively broadcast proceedings.

We are not in any way naive about it. We know that at any one time, much of the country is not engaging with us. But that is the definition of public service. When the time comes that most of the country does need to engage with us, we must be ready and able to deliver content competently and professionally. In other words, we may not be what you need all the time, but when you do need us, we are there.

CG: How has Oireachtas TV sought to define its sense of purpose?

DMcK: When I joined the broadcasting unit, Oireachtas TV was embryonic. The broadcasting unit was responsible to the wider communications division within the Houses of the Oireachtas Service. The Head of Communications at that time, Derek Dignam, had a very clearly defined concept of our purpose.

At a macro level, this was the promotion of the democratic process – whether the proceedings of the houses, or the houses’ relationships with European Parliament or other international parliaments. At a micro level, it meant running a TV channel and giving context to the proceedings of the democratic process.

We are owned by the members of the Houses of the Oireachtas. Obviously, we cannot represent each of those political views. The first principle, therefore, is that we are apolitical. We must always maintain balance.

The second principle is that we focus on process rather than policy. That was evident during the debate around the repeal of the Eighth Amendment. We provided an object lesson in how the system works. We were then able to have conversations on

Oireachtas TV programmes about how decisions to advance were made, rather than the particulars of the debate.

It can be difficult to follow this principle when the policy is the headline, but we must be disciplined.

People do not want to watch Oireachtas TV to see particular perspectives being demagogued as happens on news channels. That is not what we do. While we broadcast the debate in the chambers, we follow that up with programming which explains why that debate happens in the way that it does. That is the editorial line that we take.

CG: What are the other defining elements of this editorial policy?

DMcK: The Dáil chamber is just one of six sources feeding into Oireachtas TV. We also have four committee rooms and the Seanad chamber. At any one time, only one source can be broadcast on Oireachtas TV, while all of them can be viewed on Oireachtas.ie. At that time, we had a principle – not a rule – that the Dáil had primacy.

However, through discussions with the Head of Communications and other colleagues, it was clear that there was business happening in the committees that could have greater public interest than what was happening in the Dáil chamber at any particular time. It was a practical realisation that we had to consider our broadcast schedule from our audience’s perspective.

Although we are not a news organisation, we do look at the news agenda to determine where that can impact on programming decisions. The most obvious example was the RTÉ crisis in 2023. I do not think it would have been credible for those committee meetings to have been taking place and for Oireachtas TV to have been showing only the Dáil chamber at that time. Instead, we showed the committees in full. Obviously, when it was time for leaders’ questions or Taoiseach’s questions, we returned to the chamber because, in terms of primacy, the leader of the Government of Ireland was being held to account by the Dáil.

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It is a question of making credible editorial choices, putting ourselves in the shoes of our audience, and determining what is most engaging for people at any given time.

CG: How is your team structured?

DMcK: Firstly, there is our civil service team looking after scheduling and administrative issues and who work to my colleague Pamela Agnew. Alongside this team, the production galleries are run by an external contractor –currently, Pi Communications – on a five-year contract. They provide our technical resources and production staff while running six production galleries in Kildare House. It is up to my team to give them what they need to produce our coverage – details on the order of business, speakers’ names, and so on. There is a constant flow of information between our team and the production team. Pi Communications also provides an editing and production team to produce ancillary content for special engagement events, our studio show, and our magazine show.

CG: How did Oireachtas TV branch into ancillary programming?

DMcK: Ancillary programming enables us to promote the democratic process, both here and in our relations with other democracies abroad, including the European Parliament. We pursue that in several ways. Fundamentally, we broadcast proceedings – and we will always

have that product. However, we also produce content that speaks to a national moment, for instance the centenary of the Dáil, the decade of centenaries, and those types of occasions. We have built up our production capacity to produce documentaries in house. The reason we do these things is because we want people to have a varied and interesting schedule.

At the same time, as a public service broadcaster, we can also collaborate with Coimisiún na Meán’s Sound and Vision funding scheme. Since assuming my role, we have undertaken 12 collaborations under the fund. It has been an absolute gamechanger for us in terms of the type of material that we can produce because we work with really talented independent producers and production companies to create prestige content for Oireachtas TV.

It is the type of content that gets picked up by the likes of RTÉ and others. Everything that we do comes back to the fundamental principle of promoting the democratic process. If we can do that across as many platforms as possible, including collaborating with RTÉ and other channels, all the better.

CG: What are some of the unique challenges facing parliamentary broadcasting, especially in Ireland?

DMcK: Scheduling is probably the biggest challenge that we face. As much as the other staff in the Houses of the Oireachtas Service

“It is not our job to be on the bleeding edge of broadcast technology. It is our job to be agile and flexible when the change comes.”

work as hard as they can to produce a schedule ahead of time, debates run over, members have things they need to say, and so it is a changeable dynamic. That is the nature of the beast. For the civil service team that work within the broadcasting unit, who are trying to provide accurate information to the electronic programme guides on Sky, Virgin Media, and Saorview, this is a challenge.

As much as you can, you do not want to upset a potential audience member by providing information on their electronic programme guide and them clicking in and finding something else is happening. We do our best to be dynamic and to reflect those changes when they happen as much as we can.

CG: How have you sought to anticipate and keep pace with emerging trends in broadcasting?

DMcK: We always have three, five, and 10-year capital spending plans. We feed in advice from experts, examine the trends in the wider broadcasting industry, and make the Houses of the Oireachtas Service aware well ahead of time what the trajectory is. Then we can work towards scoping the finances required to keep pace with those changes. It is not our job to be on the bleeding edge of broadcast technology. It is our job to be agile and flexible when the change comes. Even now, I could not tell you for certain where the technology will be in three

years’ time. We have an idea that internet protocol television (IPTV) – which we are ready for – is going to transform the landscape.

Television is becoming a more app-based concept. As such, the pivot to app-based streaming whereby you can create your own playlist on whatever platform you are on, rather than a live schedule could be the future of television.

Oireachtas TV must be IPTV ready so that we can adapt to that change. The worst thing that could happen to us is to be stranded with traditional technologies and dwindling audiences while everyone else moves on

CG: Currently, what are your strategic priorities?

DMcK: IPTV and how IPTV changes how people will consume television content is dominating my strategic thinking. On the broadcast side of things, we are considering how we can provide an over the top (OTT) player – or playback experience – for viewers, what that looks like, and how we can move towards achieving that.

On the website side of things, we want to provide a more complex and experientially rich video on demand (VOD) player that can catalogue all the metadata that the procedural system is producing; the names of the speakers, when they spoke, what they spoke on, and transcripts of debates. To combine that with video that is searchable and easy to clip for members, their staff, journalists,

academics, and members of the public would unlock the wealth of archive and information that exists.

Key to both OTT and VOD is video. The broadcasting unit provides the video in such a way that those technologies can be used by our web team, run by Michelle Conville, with whom we have been working very closely on this over the last 18 months.

CG: What is your vision for the future of Oireachtas TV?

DMcK: The next five years is going to be one of the most exciting times for broadcasting to date. The current climate reminds me of the advent of satellite broadcasting in the early 1990s.

What we do with IPTV will change how society consumes television. My overarching philosophy for Oireachtas TV and the broadcasting unit is that we do not want to be left behind. We cannot be left behind. We can only maintain our relevance if we are visible and easy to access.

We exist because we want to provide a transparent window into parliamentary proceedings. The parliament will always be there, as will the members and their decisions. In that context, we can have as many cameras in the chamber as we want, but if we are not located where people consume their content, then we face an existential challenge. We cannot risk a descent into irrelevance. We want to be flexible, intelligent, and tactical enough to react to changes and be where the public is.

public affairs eolas

Summer Legislation Programme

Published by Government Chief Whip Mary Butler TD on 29 April 2025, the Summer Legislation Programme contains 23 bills for prioritisation by government ministers.

The legislation programme includes:

• 23 Bills prioritised for publication during the summer session;

• 28 Bills scheduled for priority drafting; and

• 63 additional Bills under development across various departments.

Following Cabinet approval, Butler said: “This legislation programme, the second since the formation of the Government,

demonstrates our focus on tackling Ireland’s most pressing challenges… The establishment of Oireachtas committees will also allow for the progression of more legislation over the coming months and years. Pre-legislative scrutiny by these committees will play a crucial role in refining many of the proposals before they are brought to the Houses for debate.”

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Environment, climate and communications

Air Pollution (Amendment) Bill

Environment (Miscellaneous Provisions) Bill

Gas Safety (Amendment) Bill

National Cyber Security Bill

Finance

Local Property Tax Bill

Conclusion of IBRV Special Liquidation and Dissolution of NAMA Bill

Health

Health (Amendment) Bill

Health (Assisted Human Reproduction) (Amendment) Bill

Health (Amendment) (Licencing of Professional Home Support Providers) Bill

Housing, local government and heritage

Marine Protected Area Bill

Apartment and Duplex Defects Remediation Bill

Housing (Miscellaneous Provisions) Bill

Electoral Reform (Amendment) Bill

Justice

Criminal Justice (Terrorist Offences) Bill

Proceeds of Crime (Amendment) Bill

Garda Síochána (Recording Devices) (Amendment) Bill

Garda Síochána (Powers) Bill

Public expenditure, NDP delivery and reform

Heads of Bill approved in April 2024.

Pre-legislative scrutiny completed in July 2024.

Pre-legislative scrutiny completed in March 2024.

Heads of Bill approved in July 2024.

Heads in preparation.

Pre-legislative scrutiny is ongoing.

Heads approved on 27 July 2022; PLS is complete.

Heads of Bill approved in February 2021. Work is ongoing.

Pre-legislative scrutiny completed in October 2024.

Work is ongoing.

Heads of Bill approved in September 2024.

Pre-legislative scrutiny completed in May 2024.

Heads of Bill approved in June 2024. Work is ongoing.

Work is ongoing.

Pre-legislative scrutiny completed.

Pre-legislative scrutiny completed in February 2024. Work is ongoing.

Work is ongoing.

Civil Service Regulation and Public Service Management (Amendment) and Miscellaneous Provisions Bill Work is ongoing.

Rural and community development

Railway Safety (Amendment) Bill

Work is ongoing.

public affairs eolas

The Trump administrations’ links to Ireland

St Patrick’s Day 2025 in the United States was a touchy affair for the political class in Ireland, with Conor McGregor invited to meet President Donald Trump on 17 March after Taoiseach Micheál Martin TD met the US administration the week prior.

Initially, Micheál Martin’s reserved manner in the Oval Office was widely praised as a “masterclass in diplomacy” after he visited President Trump on 12 March 2025, especially given that this was the first foreign visit hosted by the US Government since Trump and Vance’s infamous outburst against Ukrainian President Volodymyr Zelenskyy. Trump even gave the Taoiseach a useful excuse for the State’s housing crisis: “You know why they have a housing crisis? Because they’re doing so well. They can’t build houses fast enough. That’s a good problem, not a bad one.”

Trump, who boasted to the Taoiseach that “the Irish love Trump”, subsequently shocked Irish society on St Patrick’s Day by unveiling MMA fighter and convicted criminal Conor McGregor firstly in the White House Press Room, then later in the Oval Office.

McGregor used his time in the White House briefing room to tell an informal

press conference that it was “high time that America is made aware of what is going on in Ireland”, adding: “The illegal immigration racket is running ravage [sic] on the country.”

For Martin, this will have been a considerable embarrassment to his government. With American right-wing media having fallen under the misimpression that McGregor is a serious candidate in the upcoming Uachtarán na hÉireann election in November 2025, Trump added insult to this already considerable injury by imposing tariffs on EU imports into the US.

Trump has spoken out on the Irish Government’s FDI strategy, explaining “Ireland was very smart, they took our pharmaceutical companies away.” However, a number of his leading officials, including his Vice-President, have very real links to this island.

JD Vance, Vice-President of the United States

James David Vance rose to fame with his book, Hillbilly Elegy, in which he recounts his impoverished upbringing in the US state of Kentucky and speaks of how he is “Scots-Irish at heart”. Vance, a former military journalist and Yale-educated venture capitalist, recollects his “blue collar” upbringing in Ohio, where via the Appalachian region of the United States, his Scots-Irish ancestors settled over three centuries ago. The Appalachian region is where many Ulster-Scots settled after the Ulster Plantation.

The synchronous terms Scots-Irish, Scotch-Irish, and Ulster-Scots relate to people who left Scotland, settled as part of the Ulster plantation and then moved on to North America. One-third of former US presidents can claim Ulster-Scots heritage, including both Bush presidents (who have ancestors from County Derry), Richard Nixon (County Antrim), and Bill Clinton (County Fermanagh). Indeed, names to have graced the title of President of the United States include common Ulster surnames as Jackson, Johnson, McKinley, and Wilson.

Robert F Kennedy Jr, Secretary of Health and Human Services

Robert F Kennedy Jr is, surprisingly, the first member of the Kennedy family to hold a cabinet position since his late father, who was Attorney General in the mid-1960s. RFK Jr, 71, is the son of assassinated former US Cabinet member and presidential candidate, Robert F Kennedy, and is the nephew of assassinated former president, John F Kennedy. The Kennedy family is connected to Ireland through Patrick and Bridget Kennedy, great-grandparents of RFK Jr who fled from New Ross, County Wexford, during the Famine in the 1840s. RFK Jr’s nephew, Joe Kennedy III, served as Special Envoy to Northern Ireland under the Biden administration.

A prominent anti-vaccine activist and former environmental lawyer, RFK Jr left the Democratic Party in 2023 after a failed primary challenge against former President Joe Biden. After running as an independent candidate for president – at one stage polling in the low 20 per cent range – Kennedy endorsed Trump and is the most prominent non-Republican member of Trump’s cabinet. His policy priorities are focused on his MAHA (Make America Healthy Again) agenda, which is focused on anti-vaccine advocacy, clean air, and improving food standards.

Sean Duffy, Secretary of Transportation

Sean Duffy, a former Wisconsin Congressman who rose to fame as a reality TV star on MTV in 1997, is the Trump administration’s Secretary of Transportation.

Duffy, 53, is connected to Ireland through his great-grandparents, who emigrated to America from Letterfrack, County Galway. In contrast to his president’s tone on US-Ireland trade, Duffy told Oireachtas members in 2018: “I’m a Duffy from Galway; of course I’m going to fight for more trade between Wisconsin and Ireland. We’ve got the cheese, you’ve got the butter. Let’s make it happen.”

Doug Burgum, Secretary of the Interior

Doug Burgum, the Secretary of the Interior, oversees responsibility for national parks, public lands, and cultural preservation across a vast American landscape. The former Governor of North Dakota, boasts an ancestry of multiple European countries, of which Ireland is one.

Conor McGregor’s appearance at the White House on St Patrick’s Day will have been a source of deep embarrassment for Taoiseach Micheál Martin’s government.

TRADE UNION DESK

Government must walk the walk on collective bargaining

While our European partners enshrine collective bargaining as a cornerstone of fair workplaces and industrial relations, Ireland clings hard to a broken system wherein employers wield absolute power over whether to recognise or negotiate with their staff’s chosen representatives. This ‘veto’ is not only a structural flaw it has profound economic, social, and even environmental consequences and it must change.

Workers denied the right to organise in a trade union simply have one recourse, to run the gauntlet of industrial or strike action. This is not the foundation of a modern economy; it is a recipe for disaster. We need to level the playing field. Labour Court and National Contact Point (NCP) recommendations are systematically ignored as they are not legally enforceable, which is ironic when one considers that the NCP is a standalone unit within the Department of Enterprise, Tourism and Employment.

The economic case for reform is rock solid. Ireland’s National Economic and Social Council (NESC) highlights how collective bargaining boosts productivity, innovation, and organisational performance. International studies reinforce this, unionised workplaces are between 14 and 24 per cent more productive, countries with strong bargaining rights lead in innovation, and each 1 per cent increase in union density delivers measurable efficiency gains.

German manufacturers, operating under robust collective agreements, outperform Irish counterparts by 23 per cent. Swedish firms with union deals show 18 per cent

Ireland stands almost alone among advanced modern economies by denying workers a statutory right to collective bargaining, writes

Greg Ennis, Deputy General Secretary, SIPTU.

higher innovation rates. Far from hindering competitiveness, collective bargaining enhances it. In a time of tariffs and eastern economic winds, it can and should be a win-win situation for good employers, staff, and our economy at large.

Beyond economics, the social benefits are there for all to see. The International Labour Organization (ILO) confirms collective bargaining narrows Ireland’s 17.6 per cent private-sector gender pay gap.

It also yields substantial environmental dividend. A Canadian study found each 1 per cent rise in unionisation cuts emissions by 0.25 per cent, while OECD data links strong collective bargaining structures to long-term CO₂ reductions.

Unionised workplaces adopt cleaner technologies faster, aligning worker rights with climate goals. A genuine just transition. Opponents of reform often cite Ireland’s ‘flexible’ labour market or constitutional barriers, but these arguments crumble under any legitimate scrutiny.

The Irish Human Rights and Equality Commission’s 2021 report found there is no legal obstacle to legislating collective bargaining right here, right now. European Court of Justice rulings affirm that EU states can mandate good-faith negotiations. Yet the Government sits on its hands. Worse than that, the Government reneged on its commitments to legislate for ‘Good Faith Engagement’ in 2023 and 2024 in line with the 2022 Doherty Report, which provided for same. Changing

“Collective bargaining delivers better wages, more innovation, and fairer workplaces without sacrificing competitiveness.”

Greg Ennis, Deputy General Secretary, SIPTU

opinion polls may have had more to do with this than subsequent legal opinion, as it was legally sound in 2022.

The ‘voluntary’ system is equally misleading. Employers can bargain collectively through management structures they control, while workers are denied the same right through unions. This is not voluntarism; it is upstairs, downstairs, management’s way, or the highway. It is also a ‘do as I say and not as I do’ approach, wherein a high percentage (78 per cent) of employers utilise their own chosen representatives such as Ibec, SFA, ISME, and various other Associations.

Government speaking out of both sides of their mouths is frustrating SIPTU members. We have an active consultation on the EU Adequate Minimum Wage Directive at the moment, yet the Government continues to bend over backwards for companies flouting worker rights. That is not right. It is not fair. It is rank hypocrisy.

Take Stryker, a medical technology firm that received €38 million in IDA grants yet refuses to recognise SIPTU at its Carrigtwohill plant, defying Labour Court and NCP recommendations, even though it has a health and progressive relationship with SIPTU at its facilities in Limerick and Macroom.

Public money must come with proper conditions, including respect for fundamental rights and respect at work. If taxpayers are propping up businesses, those businesses must uphold basic standards of fairness. No assistance without conditions and public procurement contracts must also carry such conditionality.

As the Government prepares its Action Plan, the path forward is clear for SIPTU. Legislating for full and free collective bargaining rights would align Ireland with international norms, boost productivity, reduce inequality, and cost nothing to implement. It must involve trade union access for workers, protections for workers who wish to organise in a union, and a workers right to collectively bargain with their employer. Simple reforms could achieve this, give unions negotiation rights and access to workers where they have majority support, tie public subsidies to compliance, and empower the Labour Court to enforce good-faith bargaining. The Nevin Economic Research Institute (NERI) estimates these changes could raise wages by between eight and 12 per cent in non-unionised sectors while improving efficiency.

Ireland’s record on collective bargaining is no badge of honour, it is holding us all back. The reality is that countries that combine strong worker rights with flexible labour markets consistently outperform those that do not. The evidence is unequivocal: collective bargaining delivers better wages, more innovation, and fairer workplaces without sacrificing competitiveness.

The choice is not between worker rights and economic success, they can be two sides of the same coin. The Government’s Action Plan offers a chance to end decades of the employer veto and give workers a true and strong voice in the decisions that are shaping their lives and the lives of their families.

This is not just about fairness; it is about a move away from the low road and building a high-wage, high-productivity economy that works for all. Ireland can remain an outlier, a low wage Republic, or we can join with our European partners in fostering a worker-led economy with fairness at work and justice in society at its heart.

The economic, social, and environmental benefits are overdue and there for all to see. It is time for the Government to walk the walk on workers’ rights. Nothing less will do.

Yes, the Programme for Government affirmed the commitment to a 51 per cent reduction in polluting emissions by 2030 and net zero by 2050 at the latest. In other words, to uphold the law his previous government passed through the Dáil by 129 votes to 10.

However, it betrayed a certain ‘climate cakeism’ or wanting to have both your established climate targets and your most polluting industries too. This concern has been amplified by the recent Climate Action Plan 2025, which simply does not contain enough new concrete actions to close the emissions gap to our legally binding limits, and by the key decisions and statements the Government has made in its first few months.

This Programme for Government is clearer than ever before on the need to get off fossil fuels, stating it “is committed to taking decisive action to radically reduce our reliance on fossil fuels”, “expensive imported fossil fuels” as it calls them a few pages later. And yet the first big decision the Government made was to accelerate plans for a statebacked LNG import-terminal, without waiting for the analysis the outgoing government had commissioned on possible alternatives. The timing and haste of that decision, just before Micheál Martin went to the US for St Patrick’s Day, fuelled suspicion that the real motivation was to make an offering to the new Trump administration.

Lip-service or a lasting legacy on climate?

Just a few months into his second term, Taoiseach

Micheál Martin’s hard-earned climate reputation is hanging by a thread, writes Oisín Coghlan, Public Policy Advisor to the Stop Climate Chaos coalition.

Leaving that aside even, why did the Government scrap the 2021 policy statement that prohibited LNG infrastructure rather than amend it to specifically allow a state-owned emergency reserve? The result is to open the door to other, commercial LNG terminals that are designed to increase gas demand and gas use, not to provide emergency back-up. This is despite the fact that the Government’s own Energy Security Review in 2023 concluded that gas use would fall significantly over the next 15 years and that there was no role for commercial LNG in providing energy security?

One of the proposed uses of that new gas is to power more data centres. Indeed, while in the US, the Taoiseach said the “demonisation of data centres” must end. But they already use 21 per cent of all our electricity, on track to 30 per cent by 2030, compared to an EU average of less than 3 per cent.

While the CRU says the Climate Action Plan does not give it the power to regulate data centre emissions it also reports they are now competing with new housing developments for limited electricity connections. So, the Government will have to choose which is its top priority, tackling the housing crisis or facilitating fossil-fuelled AI.

Meanwhile, the sector making least progress to cut pollution is transport. What has happened to the draft Moving Together strategy to reduce traffic congestion and pollution? It was prepared by the Department of Transport in 2024, including a public consultation, but was not approved by the Cabinet, in what was reported as a ‘heated meeting’, just before the election was called. Has it been shelved by the new government? If so, what alternative are they proposing to meet the legally-binding sectoral emissions ceiling?

The next six months are crucial. We will see the latest figures from the EPA, the latest analysis and recommendations from the Climate Change Advisory Council, the adoption by the Dáil of the Carbon Budgets for the 2030s and the 2026 Climate Action Plan, which one official said will need to be “seismic” to meet the budgets.

The next Action Plan is likely to answer the question of whether Micheál Martin has just been paying lip service to the climate emergency or whether he is serious about building a legacy of “decisive action to radically reduce our reliance on fossil fuels”. Has his climate rhetoric reflected true conviction or just convenient plámas? If he fails to live up to his own hype, his government is likely to end up in court under its own climate law.